HomeMy WebLinkAboutFY 2003-04 City of Bakersfield Adopted BudgetCITY OF
BAKE
FIELD
Fiscal Year 2003-2004
Final Budget
CITY OF BAKERSFIELD
ADOPTED BUDGET
FY 2003 - 04
MAYOR
Harvey L. Hall
CITY COUNCILMEMBERS
Irma Carson
Susan M. Benham
Mike Maggard
David R. Couch
Harold W. Hanson
Jacquie Sullivan
Mark C. Salvaggio
Councilmember
Councilmember
Councilmember
Councilmember
Councilmember
Councilmember
Councilmember
Ward 1
Ward 2
Ward 3
Ward 4
Ward 5
Ward 6
Ward 7
Submitted by
Alan Tandy
City Manager
CITY OF BAKERSFIELD
EXECUTIVE STAFF
Alan Tandy
Bart Thiltgen
John W. Stinson
Alan Christensen
Gene Bogart
Eric Matlock
Alan Christensen
non Fraze
Jack Hardisty
Gregory Klimko
Raul Rojas
Donna Kurtz
City Manager
City Attorney
Assistant City Manager
Assistant City Manager
Water Resources Manager
Police Chief
Interim Recreation and Parks Director
Fire Chief
Development Services Director
Finance Director
Public Works Director
Economic Development Director
TABLE OF CONTENTS
INTRODUCTION
Letter of Transmittal .............................................................................................. v
Distinguished Budget Presentation Award ....................................................... xxiii
Organizational Chart ........................................................................................ xxiv
BUDGET SUMMARIES
General Fund Overview ........................................................................................ 1
General Fund Budget Graphs .............................................................................. 2
Operating Funds Graphs ...................................................................................... 3
Operating Funds Distribution Graphs ................................................................... 4
Departmental Appropriations by Fund .................................................................. 5
General Fund - Appropriations by Department ..................................................... 9
Financial Summaries - by Fund .......................................................................... 12
Estimated Balances ............................................................................................ 16
Interfund Transfers ............................................................................................. 17
Appropriation Limits ............................................................................................ 19
REVENUES
Revenue Summary ............................................................................................. 21
Revenue Graphs ................................................................................................ 24
General Fund - Revenues by Source ................................................................. 28
Estimated Revenues by Fund ............................................................................ 30
LEGISLATIVE ........................................................................................................... 31
Mayor ................................................................................................................. 34
City Council ........................................................................................................ 37
EXECUTIVE .............................................................................................................. 39
City Manager ...................................................................................................... 42
City Clerk ............................................................................................................ 45
Human Resources .............................................................................................. 48
Risk Management .............................................................................................. 52
Information Technology ...................................................................................... 55
TABLE OF CONTENTS
CONTINUED
FINANCIAL SERVICES ......................................................................................... 59
Administration ..................................................................................................... 62
Accounting and Reporting .................................................................................. 64
Treasury ............................................................................................................. 66
Purchasing ......................................................................................................... 68
CITY A'I-FORNEY .................................................................................................... 71
Legal Counsel .................................................................................................... 75
POLICE SERVICES ................................................................................................ 79
Headquarters ...................................................................................................... 82
Support Services ................................................................................................ 84
Operations .......................................................................................................... 89
Investigations ..................................................................................................... 92
FIRE SERVICES ...................................................................................................... 95
Administration ..................................................................................................... 98
Fire Safety ........................................................................................................ 100
Fire Suppression .............................................................................................. 103
PUBLIC WORKS ................................................................................................... 107
Administration ................................................................................................... 112
Engineering ...................................................................................................... 114
General Services .............................................................................................. 118
Streets .............................................................................................................. 121
Equipment ........................................................................................................ 124
Wastewater ...................................................................................................... 127
Solid Waste ...................................................................................................... 130
TABLE OF CONTENTS
CONTINUED
WATER RESOURCES ......................................................................................... 133
Agricultural Water ............................................................................................. 136
Domestic Water ................................................................................................ 138
RECREATION AND PARKS .............................................................................. 141
Administration ................................................................................................... 144
Parks ................................................................................................................ 146
Recreation ........................................................................................................ 148
DEVELOPMENT SERVICES .............................................................................. 151
Planning ........................................................................................................... 154
Building ............................................................................................................. 156
ECONOMIC AND COMMUNITY DEVELOPMENT ....................................... 159
Community Development ................................................................................. 163
Economic Development .................................................................................... 167
NON-DEPARTMENTAL
Non-Departmental ............................................................................................ 171
SPECIAL FUNDS
Special Revenue Funds ................................................................................... 173
Internal Service Funds ..................................................................................... 182
Fiduciary Funds ................................................................................................ 185
Capital Improvement Program Funds ............................................................... 187
Debt Service Funds .......................................................................................... 193
Schedule of Long-Term Debt Outstanding ....................................................... 196
Schedule of Long-Term Debt Maturities ........................................................... 197
iii
TABLE OF CONTENTS
CONTINUED
ENTERPRISE FUNDS
Enterprise Funds .............................................................................................. 199
REDEVELOPMENT
Redevelopment Funds ..................................................................................... 209
CAPITAL IMPROVEMENT PROGRAM (ClP)
Letter of Transmittal ......................................................................................... 219
CIP Summary by Fund Graph .......................................................................... 224
Key to Funding Codes ...................................................................................... 225
Graphs .............................................................................................................. 226
Comprehensive Summary of Projects .............................................................. 227
APPENDICES
City Council Goals and Policies ........................................................................ 241
Employee Incentive Program ........................................................................... 251
Miscellaneous Statistics ................................................................................... 252
Graphs .............................................................................................................. 253
General Background ........................................................................................ 255
Personnel Complement List ............................................................................. 259
Salary Schedule ............................................................................................... 261
GLOSSARY
Glossary ........................................................................................................... 275
Operating Budget Overview ............................................................................. 277
Budget Calendar .............................................................................................. 278
Budgets and Budgetary Accounting ................................................................. 279
Basis of Accounting .......................................................................................... 280
Budget Amendment Process ............................................................................ 281
iv
B A K E R S F I E L D
Alan Tandy · City Manager
July 1, 2003
TO:
FROM:
SUBJECT:
Introduction
HONORABLE MAYOR AND CITY CO~L ~---/,~
FISCAL YEAR 2003-04 ADOPTED BUDGET I
The Adopted Fiscal Year 2003-04 Budget follows. The document reflects a significant
negative change from the past several years. It reduces personnel, services and
programs to match revenues to expenditures. The causes include lower than expected
increases in sales tax, impacts of the declining stock market on the City's pension
funds, the need to fully fund liabilities in the Self Insurance Fund, and potential State
budget impacts. All of these factors have a direct impact on our ability to provide
General Fund services at the levels we have in the past. While the City continues to
experience positive growth and seemingly good local economic conditions, the effects
of the national and state-wide economic slowdown have impacted our finances. These
trends are likely to result in several years of budgetary difficulty.
Due to early signs mid-year that revenues would not meet expectations, City
departments were asked to limit their budget requests over and above current operating
budget levels to CPI increases of 1.3%. In January, Governor Gray Davis proposed
significant mid-year State budget cuts that included elimination of several City revenues,
including the backfill of the Vehicle License Fees. In addition, we became aware of a
decline in our sales tax trends, were notified of increases to our PERS rates and had
the need to fully fund our liabilities in the Self Insurance Fund. Staff prepared and
implemented a phased plan to address those issues. Phase I of this plan, eliminated
over 160 temporary positions, froze 50_+ vacant full-time positions, reduced operating
costs such as overtime, travel and other program reductions. Also considered were
Phase II reductions which included contributions to outside groups as well as additional
programs.
As we progressed with the preparation of this budget, we received positive news that it
appeared the State would not be eliminating the VLF backfill this fiscal year. However,
we also received news that our sales tax receipts continued to be disappointing. As the
budget process continued, it has became clear that the all or part of the Phase I and II
actions would need to be continued in the fiscal year 2003-04 budget. It is becoming
evident that this budget situation will be a problem for two years or longer
depending on economic factors and how State budget actions impact us. This
City of Bakersfield ® City Manager's Office · 1501 Truxtun Avenue
Bakersfield · California · 93301
(661) 326-3751 · Fax (661) 852-2050
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1, 2003
budget reflects numerous hours of work by the Department Heads and City staff in
making difficult reductions, which would minimize service impacts yet produce a
balanced budget.
Dealin.q with State Budqet Cuts
As of this writing, it appears that the State will take actions to cut City revenues - in all
likelihood sometime after our budget is adopted by June 30th. Depending on the
severity of State budget impacts on the City, additional reductions to department
budgets may be required. Staff has developed a plan to address State cuts, which may
occur after this budget has been adopted. This plan would utilize the Facilities
Replacement Reserve (FFR) as a short-term funding bridge to allow for reductions in
staffing through attrition. It needs to be understood that this is a short-term solution
since the FFR is one-time funding. This will not eliminate the need to reduce budget
obligations in the long-term to meet a reduced revenue stream in the General Fund.
Summary
I have outlined above the major budget trends which contribute to the difficult budget
years we are facing. Increases to the City's pension fund costs of approximately $5.2
million for FY 2003-04 represent nearly the full amount of General Fund money used to
add staff each year. Disappointing sales tax results during the current fiscal year
appear to be continuing. Sales Tax is the City's largest source of revenue, making up
over 40% of the General Fund and is projected to increase by only 1.75% next year.
Over the last three years, the City has had an 8.6% ($3.2 million) average growth in
Sales Tax. The financial impact of pension, Self Insurance and Sales Tax items totals
approximately $13.7 million or 12% of the entire General Fund. This will necessitate a
reduction in the level of General Fund services we have been able to provide in the
past.
Other significant General Fund revenues have remained stable. Property taxes are
estimated to increase about 4.6%, consistent with property values in our area. Motor
Vehicle In-Lieu revenue is estimated to increase approximately 8.9%.
Due to the early actions taken to address potential budget shortfalls, the general
budgetary picture reflects a balanced, thoughtful and deliberate reaction to revenue
losses and a reduction in our capacity to maintain services in some areas. This budget
includes the elimination of 50 vacant positions in various departments, as well as many
other items where the Council will be asked to make difficult decisions. These are
actions none of us want to make.
One of the difficult circumstances in public understanding is that, although General
Fund revenues and operations are experiencing reductions, there are areas of City
projects which are being expanded due to use of targeted grants or other one-time
funds. Examples include the construction of the new Aquatic Center and Ice Facility,
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1,2003
using grant funds and community contributions; construction of the joint Southwest
Police and Fire Facility using one-time funds; the construction of the new 32 acre park
in southwest Bakersfield, using grant and park development fee funds; upgrades to
police communications and computer systems, using grant funds; and various
transportation projects and other capital projects using targeted funds. Many of these
projects are possible because staff has been successful in obtaining grants and other
specialized funds that would not ordinarily be available or used for ongoing operations.
The funds used on these projects are limited by their soumes to very specific projects
and uses and are not available to fund ongoing General Fund purposes. Unfortunately,
the General Fund is where the budget impacts have occurred and deferring or
eliminating the projects noted above does little or nothing to improve the General Fund
situation; it simply eliminates these projects and their potential positive impact to the
community.
Even in these difficult financial times the City continues to work on important community
projects, including the completion of the Food Maxx grocery store in southeast
Bakersfield; development of Senior Housing in the Downtown; continued community
oriented policing efforts with the opening of two Police Satellite Offices, one in South
Bakersfield and one in Southeast Bakersfield; the construction of the Police substation
in Southwest Bakersfield combined with Fire Station #15 in Southwest Bakersfield;
continuing to set aside funds for a future fire station in the northeast; upgrades to public
safety microwave communication systems; fencing behind the Police Department
building to improve security; construction of a hose tower at Fire Station #6;
commitment of Community Development Block Grant Funds for economic development
efforts in Southeast Bakersfield and Baker Street areas; road repair and reconstruction
efforts with $1 million designated for street resurfacing; significant park and open space
projects along the Kern River including the 32 acre Rio Vista Park. There is strong
building and home construction activity locally and potential for longer-term future
community growth. State Department of Finance figures for January 2002 show our
City population has grown to 257,914.
BUDGET OUTLOOK
Respondinq to the Challenqe
City departments have responded to this challenging budget year by taking a hard look
at budget expenditures in order to meet budgetary guidelines and Phase I and II
reductions. This budget reflects the professionalism and teamwork of department
heads and all City employees to make the reductions necessary to address difficult
times. As mentioned earlier, significant reductions to the temporary workforce,
reductions to non-essential travel and training and overtime are reflected in department
budgets. Reductions of approximately 50% were made to amounts typically budgeted
to pay accrued sick leave and vacation for employees who may retire during this fiscal
;,ii
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1,2003
year. Departments will use budget savings to cover the reduced amounts or leave
positions vacant until funds sufficient to cover these costs are available. As we cannot
know for certain who will retire, and there is typically a lag time in recruitment for most
positions when individuals retire, department heads have agreed this is a reasonable
approach to budgeting for these costs. This avoids setting aside about $650,000 in
funds, which would not be needed should employees not retire or positions are not
immediately filled.
Additionally, this budget assumes that mid-year increases to the City's health insurance
costs will be shared by the City and its employees. Rising health insurance costs are a
budgetary concern, and discussions will begin with the various bargaining
representatives regarding how to either contain these significant increases through plan
design changes and/or share a greater portion of these rising costs with employees.
The Police Department budget will show no funding for 15 vacant positions for next
fiscal year. Although they are not being funded in this budget, it is recommended that
the 11 sworn positions included in this number be reinstated as soon as possible in
future years when sufficient funds become available. To help offset this reduction, the
department is completing the planned upgrade of the computer aided dispatch system
and mobile data computers to provide additional technical support for officers. The
operation of Police Satellite Offices in South Bakersfield and Lakeview areas continues
to be included in the budget. Staffing for the Southwest police station will be done as
planned, utilizing existing personnel. The department is also analyzing its officer
deployment strategy across the three command areas to ensure staffing meets
demands for calls for service.
The Fire Department continues to set aside funds in the amount of $300,000 for future
construction of a new fire station in the northeast area of the City. Including this
amount, a total of $662,000 is now set aside for construction of this future station. The
construction of the new southwest fire station is progressing with an anticipated opening
date of January, 2004. Due to current funding difficulties, this budget proposes to open
the station with existing staffing. Staff is currently meeting with labor organizations to
determine exactly how staffing needs can be met within existing resources.
Public Works is planning to continue its road repair efforts throughout the community.
$1,600,000 has been budgeted for street resurfacing materials and related costs in the
Streets Division Budget in the Gas Tax Fund. These funds, combined with $1,000,000
of Capital Outlay funds will provide for resurfacing projects Citywide. There is also
$6,800,000 budgeted toward the Westside Parkway project for right-of-way acquisition
from federal ISTEA read funds.
Staff is proposing an increase from $144.00 to $147.60 annually for residential refuse
rates this year. This represents a 2.5% increase to cover the cost of inflation including
the 3.5% increase for contract haulers. This budget includes the implementation of the
voluntary curbside recycling program, which includes an additional truck and driver.
viii
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1,2003
Costs for the curbside program ars covered by program revenues. Commemial rates
will also increase by 2.5% to cover inflation. Additionally, new County landfill rates will
be passed through to these commemial customers on their City refuse bills. The landfill
fee varies by service category.
There is no increase proposed for sewer user rates, with the exception of a few special
users that are having their rates phased in over several years to bring them into
compliance with State requirements.
The Recreation and Parks Department will be challenged to be creative this year with
reductions in vacant positions and temporary staffing and continued demand for Park
and Recreation programs and facilities. Staff has included in the budget, funding for the
opening of the new Aquatic and Ice Facility. The budget also includes the closure of
Saunders Pool and another unidentified pool to offset operating costs associated with
the McMurtrey Aquatic Center.
Operation of Bakersfield Centennial Garden and Convention Center by SMG continues
to be successful. Major events such as Bakersfield Condors, the Bakersfield Blitz,
CSUB Basketball, the Los Angeles Lakers, the State Wrestling Tournament, NCAA
Division II National Basketball Championships and a variety of musical concerts and
events continue to provide diverse and quality entertainment at these facilities. SMG
will be adding the new Ice Facility to its management duties and the City should benefit
from the ability to coordinate various activities and events between those facilities.
Staff has received requests from several non-profit groups. Requests were received
from the Bakersfield Senior Center, Bakersfield Symphony, and Bakersfield Museum of
Art. $50,000 in CDBG funds have been designated for the Senior Center. $22,500
from the TOT Fund for the Bakersfield Museum of Art has been included in the budget
and $45,000 has been budgeted for the Symphony to offset their rental of the
Convention Center similar to past years, per Council policy. Staff has not included the
Symphony's request for an additional funding above this rental amount in the budget.
Contributions for the Museum and Symphony reflect a 10% reduction from prior year
amounts in keeping with budget reductions experienced by City departments. Since the
Senior Center contribution is made from CDBG funds which are federal funds, they are
not being reduced.
The Economic and Community Development Department budget includes operating
and administrative costs for Economic Development. This includes staff time for
marketing, business attraction and retention, project management and community
events. They are recommending shifting positions to CDBG & HOME to more
accurately reflect the duties being performed and a vacant Development Associate
position is being eliminated. This budget also eliminates funding of $6,000 which is
about 10% of the agreement with Kern Economic Development Corporation and the
City.
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1,2003
A total of $100,000 has been set aside in Council Contingency. Council Contingency
allows for additional flexibility for items that will require Council approval outside the
normal budget process. This compares to $568,480 last year and, unfortunately, will
allow the City Council very little discretion to address changes in circumstances as the
year unfolds.
FACILITY REPLACEMENT RESERVE FUND
For nearly the last ten years, the City of Bakersfield has held money in an account
called the Facility Replacement Reserve (FRR). The fund was initially created at the
request first of the Budget and Finance Committee, then by the full City Council. The
precipitating event was the discovery of substantial and costly damages to the heating,
ventilating and air conditioning system, as well as concrete at the Convention Center.
In Enterprise Funds (sewer, etc.) the City depreciates capital assets by setting aside
money for replacement. Prior to the creation of the FRR, that was not done for General
Fund Capital Assets, such as City Hall, Fire Stations, Police Headquarters, etc.
The FRR has been treated as a rainy-day account. That is, it is rarely used and is being
saved for special circumstances. It was used, in total, to build Centennial Garden due
to the exceptional benefits of that project. It was proposed to be used again for the City
Center project, applying to the stadium, with a return coming to the City of $80 million in
tax base. That project did not happen.
The current balance in the FRR is $4.2 million. These are clearly one-time monies and
should not be used for operating purposes. It is, however, a rainy-day account and with
local disappointments in pension costs, self insurance costs and sales tax, coupled with
what will ultimately be the necessity to absorb some part of the State Government's
fiscal crisis, it is clearly raining.
The Proposal
The FRR is to be used in connection with the adoption of the FY 2003-04 Budget as a
"bridge." The "bridge" is to carry the City over, hopefully without layoffs, until we are a
smaller organization. As a "bridge," the one-time use of the funds is not as bad a fiscal
practice as it would be simply to use it for ongoing operating expenses. It may be, for
example, that midway through the year, attrition, due to heavy retirements expected in
December 2003 and January 2004, will take us down to the size we will need to be after
the State "shares" its fiscal crisis with us. The FRR can, hopefully, avoid the need to
layoff staff and "bridge" the City through until attrition takes us down to the proper long-
term size. There is $900,000 built into the base budget and the entire remaining
balance of the FRR should be used, when and if necessary, as a guard against State
actions.
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1, 2003
Cautionary Note
Once the FRR is gone, it is gone for a long time. It was fairly easy to rebuild the fund
after it was used for Centennial Garden because overall revenue growth was strong.
This time, it is likely to take many years because the first order of priority after times get
better will be to refill public safety positions, street repair crews, and the like. Not having
the FRR exposes the City to fire, storm damage, and flood Foss and even just wear and
tear to General Fund assets without a rainy-day account being available. Similarly,
should a project which would increase our tax base be presented without the FRR, our
ability to offer incentives on such a project would not be an option.
It is, for these reasons, that staff recommends the use of the FRR, as a bridge only, with
great reluctance.
As this budget was being prepared, the Governor's proposed State budget is being
revised to reflect updated information, and any changes will be submitted to the
Legislature. Due to the impacts of the stock market decline, energy crisis and the
slowdown in the state and national economies, the State is anticipating a significant
drop in revenues and estimates of the possible State budget shortfall have been
estimated as high as $34 billion. It is uncertain what the State will do to address such a
significant budget shortfall. The preliminary information we have received from the
State indicates possible elimination of the booking fee reimbursement, as well as
reductions to redevelopment and other local government revenues. However, it
remains very uncertain if any revenue reductions which would impact cities will be
included in the State budget, as revised by the Governor, or through legislative budget
negotiations. Staff continues to monitor the State budget process and work with the
League of California Cities on these funding issues.
STATE CUT LIST
The City of Bakersfield must adopt a balanced budget by June 30th. As of this writing,
every indication is that the State of California will not be finalizing the State budget until
months after the City budget is adopted. Yet it is probable, almost certain, that the
State budget adoption will dramatically impact the City budget.
In order to address this circumstance, and the time frames involved, staff proposes the
following in addition to the use of the Facility Replacement Reserve as a budgetary tool:
1) The hiring freeze, or a modified variation of it, will continue until the impact of the
State budget on the City is clear.
2) Other fiscal controls already imposed, such as overtime and travel reductions,
will continue until the impact of the State budget on the City is clear.
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1, 2003
3)
4)
Staff recommends including contracts with outside entities, and incorporating
General Fund assistance to outside agencies in the budget on a contingent basis
only, with contracts either being held up or services continued on a month-to-
month basis until the impact of the State budget on the City is clear. That action
would impact the following:
· Museum of Art
· Symphony
· School Crossing Guards
· Animal Control
$ 22,500
$ 45,O0O
$184,155 (Phased reduction/transfer of
responsibility to schools)
$ 50,0O0
Staff would be prepared to enter into negotiations with our collective bargaining
groups in an effort to get employees to sacrifice future wages and benefits, by a
substantial amount to be identified, when the impact of the State cuts is known.
BUDGET HIGHLIGHTS
The total approved appropriations for FY 2003-04 for both operating and capital
expenditures are $324,115,259, including $41,816,018 in interfund transfers. The
operating budget is $296,985,659 which reflects a $44,033,316 increase when
compared to FY 2002-03. This increase is primarily due to the early payment of sewer
debt and Public Financing Authority debt (totaling approximately $25 million) in addition
to intedund transfers between the Sewer Enterprise and Public Financing Authority
Funds (of approximately $21 million). Total appropriations in FY 2003-04 for all City
funds reflect a decrease of about $16.5 million, or 4.8 percent less than FY 2002-03. A
majority of the decrease in the total budget is within the Capital Improvements Program.
The City's budget is organized by groups of funds. Each fund is considered a separate
accounting entity with its own assets, liabilities, equity, revenue and expenses. The
major fund groups and some divisions within the funds are described below, highlighting
any significant changes over the prior year.
General Fund
Major revenue soumes for the General Fund are real and personal property tax, sales
and use tax, business licenses tax, utility franchise tax, licenses and permits, State
motor vehicle in lieu tax, miscellaneous charges for services and interdepartmental
charges.
General Fund Revenues are projected at $115,965,000 (including $7,655,000 in
beginning fund balance and transfers). This is a decrease of about $227,011, or
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1, 2003
about -.2% less than the adopted budget revenues for the 2002-03 fiscal year.
Items contributing to General Fund revenues include: $45.36 million in sales and
use taxes, $22.06 million in property tax, $9.17 million in other taxes and fees,
and approximately $39.37 million in various other revenues. Also included in this
figure is $650,000 of one-time revenue from the recent sale of surplus City
property near Mt. Vernon and Highway 58.
General Fund Expenditures are projected at $115,965,000. This is -.2% less
than the FY 2002-03 adopted budget General Fund expenditures of
$116,192,011. In addition to ongoing operating expenses and personnel costs,
$100,000 has been set aside for Council Contingency.
Cash Basis Reserve is used for the purpose of placing the City, as nearly as
possible, on a cash basis to avoid borrowing for operating purposes. In addition,
the Cash Basis Reserve acts as a revolving loan account, which makes short-
term cash advances to other funds that experience a temporary cash deficit.
During the first four to five months of any fiscal year, expenditures may exceed
revenues in the General Fund. This is due primarily to the first large payment of
the City's share of property taxes from the County that occurs in mid to late
December.
Capital Improvement Proqram (ClP)
The CIP provides long-range capital planning for projects that are expected to service
the City of Bakersfield's infrastructure over a considerable period of time. Revenue
soumes identified within the CIP may be from grants, taxes, user fees, bond issues,
transfers from other funds, or assessments.
The approved CIP budget for FY 2003-04 totals $27,129,600. An itemized listing of
projects recommended for approval and projects included in the Five-Year Plan are
presented in the CIP section of this document. A few major projects, however, are
discussed below.
The largest of the approved CIP projects is the Westside Parkway for $6.8 million. This
project is the construction of an at-grade separated access controlled freeway from
Heath Road to State Route 99. The funding approved for this fiscal year is for
acquisition of right-of-way. Additional federal funds will be budgeted in fiscal year 2004-
05 for preparation of plans and specifications. It is anticipated construction will begin on
this project in fiscal year 2006-07.
The rehabilitation/upgrade of swimming facilities at Martin Luther King, Jr. Park includes
an additional $248,500 for a total estimated project cost of $718,500, and Jefferson
Pool includes an additional $248,500 for a total estimated project cost of $1,000,000.
The Martin Luther King, Jr. project will include replacing the filter, pump, pipes,
demolishing and replacing all decking, sandblasting and plastering the pool, installation
xiii
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1,2003
of sport lighting, a slide feature and other improvements. The Jefferson Pool is in need
of code-related repairs and is proposed to be enhanced by adding a slide, spray areas
and additional water surface.
There are several sewer rehabilitation and construction projects recommended for fiscal
year 2003-04. $500,000 is approved to be added to funds budgeted in prior years for
the initial phase of sewer improvements for the Pacheco #10 area. This project is to
construct sewer mains and laterals in the area to enable residents to abandon their
septic tanks and connect to the City sewer system. $1,176,000 is budgeted to construct
sewer mains and laterals in the streets in and around the McDonald Way area north of
Stockdale Highway, to enable residents to connect to the City sewer system.
$1,855,200 is approved to construct a sanitary sewer outfall line to a developing area of
the City on Allen Road between Rosedale Highway and Noriega Road. $423,600 is
budgeted to extend a sanitary sewer collection system to a developing area of the City
on Stockdale Highway between Renfro Road and Allen Road. The rehabilitation of the
South Chester Avenue sewer main for $410,000 is a continuation of work which will
replace existing concrete sewer lines and includes the rehabilitation/replacement of the
main trunk line in Planz Road from Madison Street to east of Cottonwood Road. This is
the seventh year of a multi-year project.
The downtown area of Bakersfield is subject to flooding during intense rain storms. In
fiscal year 2000-01, staff conducted a detailed study of the existing drainage facilities in
the downtown area. Due to the extensive nature of the required improvements, the
funding of those improvements must be phased over several years. $1,360,000 is
budgeted in sewer funds as the first phase of a multi-year improvement plan to acquire
the right-of-way necessary for the initial phases of construction. In addition, the Streets
Division has recommended that $400,000 be budgeted for the catch basins in the area
bordered by Hageman, Live Oak Way, Coffee Road and Patton to be replaced with
cross gutters based on numerous complaints of foul odor emanating from the basins
due to stagnant water. This project will reduce the ongoing maintenance cost that is
currently required to pump water and debris out of these basins.
$1,000,000 is budgeted for street reconstruction and resurfacing projects Citywide, as
mentioned earlier. Also, $1,100,000 is budgeted to narrow the existing median islands
in Stockdale Highway between California Avenue and Wible Road along with signal
modifications and striping to allow for three lanes of travel in each direction. $800,000
is budgeted for the widening of Rosedale Highway between State Route 99 and Gibson
Street to provide three through lanes in each direction with dedicated dual-left turn lanes
and signal modifications. This project includes an extension of a sewer line in Rosedale
Highway and is being developed and paid for jointly with Caltrans. $400,000 is
budgeted for the 24th and Oak Street grade separated interchange. This project is one
of the elements of Alternative 15 of the Bakersfield Systems Study. This is a multi-year,
multi-phased project. The project study report was approved in fiscal year 2002-03. The
funds budgeted in fiscal year 2003-04 are for initiating the preliminary engineering and
environmental document phase of the project.
xiv
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1,2003
$300,000 is budgeted to further develop the alignment of State Route 178 in Northeast
Bakersfield in conjunction with Caltrans. $150,000 is budgeted for advanced planning
of the East Beltway located generally in the area of Comanche Road, and $100,000 is
budgeted for advanced planning of the West Beltway, generally located in the area of
Rudd Road. In each project, specific plan lines need to be finalized to protect right-of-
way as development in the areas progress. Interchange locations also need to be
studied and planned. $150,000 is also budgeted to provide the local matching share for
the Centennial Corridor project. This is a multiphase, multi-year project that will build a
freeway to access the downtown area and connect State Route 178 in the Northeast to
the Westside Parkway in the west. The project study report was approved in fiscal year
2002-03. The fiscal year 2003-04 budgeted funds are for initiating the preliminary
engineering and environmental document phase.
$312,000 of CDBG funds is designated for the extension of street improvements to 19th
Street and Eye Street. These improvements were developed from the downtown
Charrette program and include installation of trees, lights, bollards, furniture and
connection to the existing irrigation system. Also included is $250,000 of CDBG funds
for streetscape improvements on Baker Street between the railroad and Truxtun
Avenue to jump start private and economic development interest in the area.
$80,800 of Capital Outlay funds are included in the budget for fencing around the open
south parking lot and a card lock entry system for entry into the police building to
improve safety. $60,000 is budgeted for replacement of four of the police
telecommunications base stations. This budget includes $58,000 for kitchen, hazmat
equipment and cabling for the communications system at the fire station at Deer Peak
and Buena Vista. $27,000 is also included for a tiger hose tower at Station #6 to meet
safety standards. Funding of $300,000 is budgeted for the eventual construction of a
future fire station location in northeast Bakersfield. With this contribution, funds set
aside for this station total $662,000.
$245,000 of Capital Outlay funds have been approved to replace obsolete components
of the City's microwave system to improve the Police Department, Fire Department and
agricultural water facilities telephone, radio and computer data. $164,200 is budgeted
for the replacement of components of the heating ventilation and air conditioning system
at City Hall to keep the system functioning efficiently. This is a multi-year project that
requires ongoing maintenance and upkeep to ensure the system remains reliable. In
addition, $80,000 is budgeted for the replacement of the roofs of various City buildings
to prevent further deterioration and prevent premature failure.
Recreation and Parks has budgeted $223,000 in Community Development Block Grant
funds to be utilized to replace existing playground equipment and install ADA approved
rubberized sudacing at Wayside Park to provide a safe playground environment and
opportunities for mobility impaired persons to participate. $181,100 in Park
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1,2003
Improvement funds are budgeted to replace 20 to 30 year-old playground equipment at
Siemon Park.
The Water Department has budgeted $1.8 million to drill new wells to maintain service
levels due to growth. Also approved is $380,000 for construction of a 2 million gallon
storage tank near Norris Road and Coffee Road in conjunction with California Water
Service to address growth in the service area.
DEPARTMENT SUMMARIES
As mentioned previously, 50 vacant full-time positions are being eliminated from the
budget in FY 2003-04. Details of major department budget changes are listed below. It
is important to note that the staffing and budget reductions experienced by departments
will impact their ability to respond to Council and citizen concerns and complaints.
However, staff is committed to providing the best service possible with its available
resources.
Police. Eleven vacant sworn and four non-sworn positions were eliminated from the
Police Department budget. These include: nine Police Officers, one Senior Police
Officer and one Police Service Technician in Operations, one Senior Police Officer, one
Senior Records Clerk and two Clerk Typist positions in Administration. Police Cadet
temporary positions have been reduced by 75% from previous budgeted amounts. With
the reduction in full-time personnel, there is a corresponding reduction in the vehicle
rental account. Additional reductions include overtime and callback pay, reimbursable
expenses, excluding POST reimbursements, and a -10% reduction in the Crossing
Guard Program. If additional State budget cuts further impact City revenues, the Police
Department will make additional program reductions in overtime and callback pay,
reimbursable expenses and a phased reduction of the Crossing Guard Program. The
total operating budget for Police is $48,447,036, which is an 6.6% increase over FY 02-
03. This increase reflects increased PERS rates, insurance charges and negotiated
salary increases.
Fire, One vacant Parts Warehouse Specialist position has been eliminated from the
Fire Department budget. Overtime for firefighting personnel to work for public education
events or other non-safety events was reduced by $86,500. Reductions have been
made in non-essential training and various operating accounts. The total operating
budget for Fire is $24,301,272, which is a 12.3% increase over FY 02-03. This increase
reflects increased PERS rates, insurance charges and negotiated salary increases.
Public Works. Seven non-General Fund new positions are approved in Public Works.
The positions include an Industrial Waste Inspector in the Pretreatment Revenue
program, a Service Maintenance Worker and a Sewer Maintainer II in Sewer
Maintenance, a Heavy Equipment Operator in Commemial Refuse Services, two Solid
Waste Equipment Operators in Residential Refuse Services and a Solid Waste
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1,2003
Equipment Operator for the new Curbside Recycling program. All additional positions
are in response to growth in service demands and are funded by Enterprise Funds.
Public Works has also eliminated eleven vacant General Fund positions. Those
positions include an Engineering Aide I in Traffic Engineering, a Maintenance
Craftworker I position, a Trades Assistant and an Electrical Tech II in General Services,
two Fleet Service Workers in Fleet Services, and a Heavy Equipment Operator, two
Light Equipment Operators and two Service Maintenance Workers in Streets. In
addition, Public Works has transferred General Fund positions to Enterprise Funded
operations where possible and has made several program reductions such as reducing
non-emergency overtime and non-essential travel and training. Also Public Works has
included the Keep America Beautiful Program in the Refuse Fund, transferring it from
Recreation and Parks where it was previously funded by the General Fund. The total
operating Budget for Public Works is $64,199,412 which is a 1.6% increase over FY 02-
03.
Recreation and Parks. Recreation and Parks has eliminated ten vacant General Fund
positions. Those positions include four Laborers, a Facility Worker and Service
Maintenance Worker in Parks; one Service Maintenance Worker in Tree Maintenance,
one Program Coordinator and Supervisor I in Recreation Operations and a Clerk Typist
in Recreation and Parks Administration. The Recreation and Parks Department also
includes several program reductions including: the High School summer program
(football and basketball), Beale Park Band Concerts, Bakersfield City School District
and Greenfield School District after school programs; MLK Center after school program,
Traveling Tunes, the joint use agreement with the Kern High School District for facility
use and the Summer Game Center program. The department also restructured several
programs such as the competitive swim program and Rockin' by the River to reduce
support by the General Fund. This budget reflects the closure of Saunders Pool and a
second pool, yet to be identified to offset the costs associated with the opening of the
new McMurtrey Aquatic Center. Reductions in training, overtime and other department
accounts similar to reductions made by other departments are included. The budget
reflects the elimination of direct mailing and reduced printing of the program brochure.
The Parks budget includes funds for seasonal temporary employees to maintain parks
and streetscapes during peak use periods in areas where maintenance districts exist.
All other temporary park maintenance positions have been eliminated. The total
operating budget for Recreation and Parks is $11,128,781, which represents a -10.3%
reduction compared to FY 02-03.
Development Services. Four vacant positions have been eliminated from the
Development Services budget. Those positions include an Associate Planner in Current
Planning, two Code Enfomement Officer II positions and a Clerk Typist in Code
Enforcement. This budget includes the reallocation of various Planning staff time for
Permitting and Zoning to the Permitting and Plan checking functions in the Building
Division, which is fee supported because Planning's staff continues to have a role in a
Honoreble Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1,2003
project's development review and issuance of the building permit. In the past, the costs
for this time were not fully recovered and this revised allocation more accurately reflects
the work being performed. The Development Services Department has also initiated
program reductions for outside services for noise, biota studies, traffic, travel and
training and weed abatement in the Baker Street Corridor. The total operating budget
for Development Services is $5,941,624 which represents a -1.9% reduction compared
to FY 02-03.
Economic and Community Development. One vacant Development Associate
position in Economic Development is eliminated frem the budget which will impact
potential grant funding opportunities that benefit community development and
neighborhood revitalization. This budget eliminates community ground breaking/
sponsorships as well as other pregram reductions. The total operating budget for
Economic and Community Development is $5,430,792 which represents a -9.1%
reduction compared to FY 02-03.
Water Resources. The total operating budget for the Water Department is
$12,659,043 which represents a 5.5% increase compared to FY 02-03. This increase
reflects increases in service demand due to growth.
Mayor. The Mayor's budget includes reductions which he requested or are in line with
City budget instructions and Phase I reductions. These include his request to eliminate
the City payment for his medical insurance. Also included is reduced funding for
printing and binding, reimbursable expenses, entertaining guests, materials purchased
from outside contractors, such as publications and proclamations; eliminating the Focus
on Bakersfield television show; and reductions to office supplies and materials for
groundbreakings and dedications. The total operating budget for the Mayor's Office is
$131,455, which represents a -19.1% reduction compared to FY 02-03.
Executive. Four vacant positions have been eliminated from the Executive budget.
Those positions include a Clerk Typist shared by the City Manager's and City Clerk's
Office, one GIS Technician, one Network Systems Engineer and one Network Systems
Technician. Additional reductions include elimination of the employee safety luncheon,
the citywide newsletter and associated postage, and the employee rideshare program.
There are also reductions to reimbursable expenses, non-essential travel and training,
reductions in pre-employment and recruitment activities. Reductions made to overtime
in the Information Technology Division will impact the ability to respond to network and
computer system problems. The total operating budget is $11,735,764 which
represents -6.8% reduction compared to FY 02-03.
City Attorney. Three vacant positions have been eliminated from the City Attorney's
budget. Those positions include an Administrative Assistant, and two Deputy City
Attorney II positions. Additional reductions include reimbursable expenses and other
outside services. In addition, 50% of the cost of a Deputy City Attorney II has been
budgeted in the Water Resources budget, as a significant portion of this position is
r~iii
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1,2003
focused on Water-related issues. The City Attorney has also budgeted $350,000 within
the Self Insurance Fund for outside legal services for workers' compensation
administration and general liability litigation costs. Previously, a large portion of these
cost were shown within the Risk Management Operating budget, but were moved to the
City Attorney's Office to better track costs associated with outside counsel. Adjusting
for the transfer from Self Insurance, the total operating budget for the City Attorney's
Office is $1,573,136, which represents an -8.9% reduction compared to FY 02-03.
Financial Services. A vacant Accountant I position has been eliminated from the
Financial Services Treasury Division budget. Additional reductions include funding for
appraisals, non-essential travel and training, eliminating all overtime and deferring the
Laserfiche document imaging project. The Laserfiche project is in year two of a four-
year plan to free up storage space at City Hall. The total operating budget for Financial
Services is $2,250,564 which represents a -1.7% reduction compared to FY 02-03.
Enterprise Funds
Enterprise Funds account for business-like activities supported primarily by user
charges, such as water and wastewater utilities, refuse, and airport.
Agricultural Water Fund. No increased rates are requested for agricultural
water. The approved budget includes the sale of high-quality Kern River water to
California Water Service for operation of their new water treatment plant in
Northeast Bakersfield. The budget includes $450,000 in electrical power costs,
of which $150,000 funds Agricultural Water's share of the Kern River Flow
Restoration Program to keep water in the river more often during peak
recreational periods. This budget includes $50,000 for outside legal counsel for
the First Point Lawsuit. The budget also includes a $244,000 reimbursement to
the General fund for the annual cost of park maintainers, vehicles and equipment
within the Parks Division for maintenance on the Kern River Parkway and the
spraying of citywide drainage basins. This budget also includes a $250,000
transfer to the General Fund for in-lieu contributions and franchise fees.
Domestic Water Fund. The domestic water system has experienced continued
strong growth throughout the service area. An increase was approved in the
monthly water rates in the readiness-to-serve charge. This increase is 4.6%, or
$1.05 per month to the average customer to be effective October 1, 2003. The
approved budget includes $100,000 for outside legal counsel for the First Point
Lawsuit. The budget includes $3,600,000 in electrical power costs, which is a
$150,000 increase over last fiscal year. This budget also includes a $580,000
transfer to the General Fund for in-lieu contributions and franchise fees.
Refuse Fund. The approved refuse rate increase is 2.5% this year to continue
the current level of service. This will increase residential rates from $144.00 to
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1,2003
$147.60 per household annually. This budget also includes a new curbside
recycling program which does not affect the refuse rate. The revenue generated
from the curbside customers will cover the cost of providing the new service and
will be billed separately from the regular service.
Wastewater Treatment Fund. No increased rates are recommended for
residential sewer user fees at this time. Sewer connection fees, however, will
increase approximately $100 per single-family household. This increase fulfills
the seventh year of a multi-year financing program and is consistent with the
Brown and Caldwell consulting firm recommendation to finance needed plant
expansions and/or upgrades.
Internal Service Funds
These funds account for services provided to City departments to support operations
such as vehicles and communications equipment, computers, and liability, property and
workers' compensation insurance.
Equipment Management Fund. Rates are based on actual costs for
depreciation, improvements and replacement, and are billed to departments on a
monthly basis. This year the budget provides for $966,300 in new equipment;
and $3,265,000 in replacement equipment where the useful life has been
expended. There are no additional vehicles approved to be pumhased from the
General Fund this year. The additional vehicles recommended are associated
with new positions in the sewer and refuse enterprise funds. Due to the
elimination of positions in various departments, fewer replacement vehicles will
be purchased and related departments' vehicle rental charges will also be
reduced. The Equipment Management Fund not only provides for funding of
vehicles and telecommunications equipment, but it also includes computers and
copier equipment. The Information Technology (IT) computer replacement
program covers ongoing maintenance of hardware and software programs. This
budget year we are planning to replace 180 personal computers, 11 printers, 37
laptops and 5 servers. Again, where personnel reductions have eliminated the
need for a computer, reductions in hardware and rental costs are reflected in
department budgets.
Risk Management Fund. The Risk Management Fund began FY 02-03 with a
$3.4 million deficit as a result of increased liability due to automobile accidents
and other large claims, State legislation increasing benefit amounts for workers'
compensation claims, and recent changes in accounting rules requiring the entire
future cost of claims be reserved immediately when the claim is identified. To
offset this large deficit, $2 million was transferred from the General Fund to the
Self Insurance Fund in FY 02-03. Departmental charges for workers'
compensation and liability insurance have been increased in this budget to
address the remaining deficit in the fund.
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1, 2003
Special Revenue Funde
Special Revenue Funds account for the proceeds of specific revenue sources that are
restricted to expenditure for a specific purpose. Examples are Community Development
Block Grant (CDBG), Gas Tax, Intermodal Surface Transportation Funds and the
Transient Lodging Tax Fund.
Community Development Block Grant comes from the Federal Government
for the elimination of slums and blight, housing conservation, and improvements
of community services. Our allocation of CDBG funds for FY 2003-04 is
$4,003,000 and HOME funds is $1,786,008. These funds will primarily be spent
on housing and capital projects, such as sewer improvements, street repairs,
streetscape improvements, and upgrading of park facilities. The budget includes
$248,500 for Jefferson Park Pool rehabilitation; $248,500 for Martin Luther King,
Jr. Park Pool rehabilitation improvements; $500,000 for sewer improvements in
the Pacheco #10 area; $223,000 for Wayside Park playground improvements;
$28,000 for roof replacement at Martin Luther King, Jr. Park; $250,000 Baker
Street Streetscape Improvements; and $312,000 has been designated for the
19th and Eye Streetscape project.
Transient Lodging Tax Fund was established in July 1998 to account for the
general revenues provided by a 12 pement room tax (M.C. 3.40) and the
operation and debt related to the Convention Center and Arena. This includes
the contract with SMG for privatization of the operations of the facilities.
Revenues from operation of the complex go into this fund. This fund also
includes debt service payments on the arena facility. The operational costs and
revenues for the Ice Facility are included in this fund. Surplus TLT funds at year-
end have been budgeted to maintain other general City operations. The budget
includes a contribution to the Convention and Visitors Bureau of 11% of TLT
funds, per their agreement with the City. The budget also includes $45,000 for
the Bakersfield Symphony to offset the costs associated with their use of the
Convention Center, $22,500 for the Bakersfield Museum of Art and $15,000 for
public ice skating at Centennial Garden.
CONCLUSION
This budget presents many challenges and opportunities. Staff will continue to work
diligently with available resoumes to address the growing needs of our community. The
staff and I continue to place a high priority on maintaining current service levels,
particularly in areas which are Council goals, including public safety, transportation, and
those services which improve the quality of our community life. We will continue to
pursue the maximum leveraging of City resoumes, including obtaining State and
Federal Grants and other funding opportunities. In the past we have been able to
Honorable Mayor and City Council
2003-04 Adopted Budget - Letter of Transmittal
July 1,2003
respond quickly to Council concerns and potential projects. While our budget
circumstances may make that more challenging, staff remains committed to customer
service, intergovernmental cooperation, efficiency and cost-effectiveness by City
departments and our outstanding employees. As always, we will continue throughout
the fiscal year to work creatively, keep costs down, streamline operations, and most
importantly, do our best to maintain the high level of service that residents of the City
deserve.
ACKNOWLEDGMENTS
As is the case every year, this document represents the compilation of many hours of
work by many people throughout the organization. My thanks to the department heads
and their business managers, division managers and staff for submitting thorough and
well-prepared budget proposals. Thanks also goes to the budget team headed up by
Assistant City Manager John W. Stinson and including Finance Director Gregory
Klimko, Assistant to the City Manager Darnell Haynes, Public Works Operations
Manager Brad Underwood, Engineer IV Arnold Ramming, Administrative Analyst Trudy
Slater and Secretary Jean Parks.
Finally, my continued appreciation to the Mayor and City Council for your leadership
and direction in the budget process and throughout the year.
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
dget ?re~en t~ tim
A ~rd
P~N~DTO
City of Bakersfield
California
For the Fiscal Year Beginning
July 1, 2002
President Executive Directs'
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0
0
CITY OF BAKERSFIELD
ADOPTED BUDGET 2003-04
GENERAL FUND - OVERVIEW
RESOURCES
Sales Tax
Property Tax
Other Taxes
Total Taxes
Licenses and Permits
Intergovernmental Revenue
Charges for Services
Fines and Forfiets
Miscellaneous Revenues
Total Other Revenues
Total Revenues
Beginning Balance
Transfers In
TOTAL RESOURCES
$ 45,360,000
22,065,000
9,175,000
76,6O0,000
2,460,000
17,500,000
10,375,000
675,000
700,000
31,710,000
108,310,000
5,455,000
2,200,000
$ 115,965,000
APPROPRIATIONS
Police
Fire
Total Public Safety
Public Works
Recreation and Parks
Development Services
Economic Development
General Government
Non-Departmental
Total Operations
Total Operations
Contingencies
Transfers Out
TOTAL APPROPRIATIONS
$ 47,967,036
24,301,272
72,268,308
13,569,132
11,093,781
5,941,624
738,907
8,865,895
3,387,353
43,596,692
115,865,000
100,000
0
$ 115,965,000
CITY OF BAKERSFIELD
FY 2003-04 GENERAL FUND BUDGET
Where it comes from...
Beg. Balance & Transfers (6.60%)
Fines & Forfeitures (0.58%)
Charges for Service (8.95%)
Intergovernmental (15.09%)
Sales Tax (39.12%)
Licenses & Permits (2.12%)
Misc. & Other (8.52%)
' Property Tax (19.03%)
Where it goes,..
Fire (20.96%)
Recreation and Parks (9.57%)
Development Svcs. (5.12%)
General Government (7.65%)
Police (41.36%)
Public Works (11.70%)
Non-Departmental (3.01%) "
Economic Development (0.64%)
2
CITY OF BAKERSFIELD
FY 2003-04 OPERATING BUDGET
Where it comes from...
Taxes & Assessments (37.10%)
Licenses and Permits (0.95%)
Intergovernmental (14.20%)
Misc. Revenue (2.40%)
Fines and Forfeits (0.75%)
Charges for Service (44.60%)
Where it goes...
Non-Departmental (34.64%)
General Government (5.49%)
- ~ Police (16.31%)
(8.18%)
Development Serv. (3.83%) '
Recreation and Parks (5.66%)
Water (4.26%)
~ Public Works (21.63%)
3
CITY OF BAKERSFIELD
FY 2003-04 Operating Fund Distribution
All Funds
Capital (11.95%) ,
Personnel (39.85%)
Operating (48.20%)
General Fund
Capital (0.31%
Operating (20.96%)
Personnel (78.73%)
8
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15
16
CITY of BAKERSFIELD
INTERFUND TRANSFERS
Adopted Budget 2003-04
Fund Title
General
Facilities Replacement Reserve
Traffic Safety/O.T.S.
Transient Occupancy Tax
Capital Outlay
Offstreet Parking
CDBG
Municipal Debt
PFA Debt
PFA Operating
RDA Operating
RDA Housing
RDA Debt
Refuse
Equipment Management
Sewer Plant #2
Sewer Plant # 3
Sewer Connections
Agriculture Water
Domestic Water
TOTAL TRANSFERS
Transfers In
2,200,000 A
3,300,000
1,960,000
200,000
138,620
14,420,000
537,000 E
1,688,233 F
1,104,800 G
902,555
14,830,535
534,275
41,816,018
Transfers Out
1,300,000
2,160,000 B
4,200,000 C
138,620
14,420,000
1,784,000 D
441,233
774,000
165,000
165,800
15,733,090
534,275
__41,816.018
17
CITY of BAKERSFIELD
INTERFUND TRANSFERS
Adopted Budget 2003-04
Fund Title
Transfers In
1,300,000
900,000
Transfers Out
Traffic Safety / O.T.S.
Capital Outlay
General Fund Total
Capital Outlay
Offstreet Parking
Transient Occupancy Tax
General
Facilities Replacement Reserve
Capital Outlay
RDA - SEPA Housing
RDA - SEPA Debt
RDA - OTKP Housing
RDA - DTPA Housing
RDA - DTPA Debt
RDA Operating
RDA - SEPA Housing
RDA - OTKP Housing
RDA - DTPA Housing
RDA Housing
RDA - SEPA Operating
RDA - DTPA Operating
RDA - DTPA Housing
RDA Debt
Refuse
Sewer Plant #2
Sewer Plant #3
Equipment Management
2,200,000 A
100,000
92,000
345,000
537,000 E
12,000
1,235,000
441,233
1,688,233 F
774,000
165,000
165,800
1,104,800 G
1,960,000
200,000
2,160,000 B
900,000
3,300,000
4,200,000 C
100,000
12,000
92,000
345,000
1,235,000
1,784,000 D
I8
City of Bakersfield
FY 2003-04 Appropriations Limitation
$180,000,000
$160,000,000
$140,000,000
$120,000,000
$100,000,000 7%~?!~= " ,
$8o,0oo,000
$60,000,000 -
$40,000,000 ?~:t~;~ j
95 96 97 98 99 00 01 02 03 04
Fiscal Year Ending
174,261,982 .
93,s~2,9o~
The Appropriations Limitation imposed by Propositions 4 and 11 creates a restriction
on the amount of revenue which can be appropriated in any fiscal year. The Limit is
based on actual appropriations during the 1978 - 79 fiscal year, and is increased each
year using the growth of population and inflation. Not all revenues are restricted by the
Limit; only those which are referred to as "proceeds of taxes." Some examples of
proceeds of taxes are sales tax, property tax, transient occupancy tax, and state motor
vehicle in lieu tax.
During any fiscal year, a city may not appropriate any proceeds of taxes they receive
in excess of their limit. If they do receive excess funds in any one year, they can carry
them into the subsequent year to be used if they are below their Appropriations Limit
in that year. Any excess funds remaining after the second year have to be returned to
the taxpayers by reducing tax rates or fees. As an alternative,a majority of the voters
may approve an "override" to increase the Appropriations Limit.
The City has experienced steady growth in population which has enabled us to spend
at levels well below our limit. With the passage of Proposition 111, the gap between
the Appropriations Limit and the City's expenditures which are subject to limitation has
widened.
Appropriations Limitation
Appropriations Subject to Limitation
19
THIS PAGE INTENTIONALLY LEFT BLANK
20
CITY OF BAKERSFIELD
REVENUES
These revenues are the primary soumes which make up General Fund and Transient
Lodging Tax Fund Revenues. The first nine years of all charts beginning with Property
Tax Revenues through Motor Vehicle-In-Lieu Revenues reflect actual data, the tenth
year is projected data based on the latest information available at budget preparation
time, and the final year is proposed. The CDBG and Home Funds chart reflects the
actual entitlement approved by the Housing and Urban Development Department, but
may not reflect the amount received by the City of Bakersfield within that fiscal year.
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 one pement 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
one percent property tax. The County generally allocates revenues to these
agencies based on their average property tax revenue in the three years
preceding 1978-79 and in each year thereafter according to the proportion of
property tax revenues allocated to each agency in the previous year.
When territory is incorporated into a new city, the City receives a share of the
property tax revenues based on the costs of services assumed from other
governments and the proportion of these costs which had been funded by the
property tax. The use of property tax revenues is unrestricted.
Sales Tax Revenues - The sales tax rate is generally 7.25 percent statewide.
The City's sales tax revenue is realized from the 1.0 percent local government
portion of the total rate and the .5 percent rate (1/2 cent) increase approved by the
voters in November 1993 for public safety.
The local 1.0 percent is distributed based on "point of sale" while the 1/2 cent for
public safety is distributed 95 percent to counties and 5 percent to cities. The
one percent local sales tax revenue is distributed by the Board of Equalization.
Cities receive payments on a quarterly basis, with monthly estimated "advance"
payments and a subsequent "settlement" payment to cover the difference based
on actual collections. The 1~ cent sales tax is distributed monthly. The largest
single classification contributing to sales tax revenues is the sale of automobiles.
The uses for sales tax are unrestricted, but must be received into the City's
General Fund.
21
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
individuals 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 XlIIB 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 the regulatory activities, Service
charges, on the other hand, are imposed to support services to individuals.
Some of the fees for service included in revenue are:
Maintenance district services - Reimbursements for costs operating
and maintaining all public improvements which benefit a specific
area.
Interdepartmental charges (Self-insurance and equipment
maintenance) to account for the financing of goods and services
provided by one department to another City department on a cost-
reimbursement basis.
Arena charges - revenues received from the use of the Centennial
Garden Arena.
CDBG and HOME Funds - The Community Development Block Grant (CDBG)
Funds and HOME Funds are federal funds from the Housing and Urban
Development Department (HUD) and are provided to meet national objectives
such as benefiting Iow- and moderate-income families, eliminate blight and/or
address an immediate or urgent need in the community. While CDBG and
HOME have the same national objectives, they differ in focus. CDBG funds are
more flexible and can be used for a variety of purposes including capital projects,
economic development, assistance to non-profit groups and housing. HOME is
designed primarily for housing related assistance for the elderly and Iow income.
The City began receiving HOME entitlement funds in 1992-93, which accounts
for the dramatic increase in revenue beginning in that fiscal year.
22
Transient Occupancy Tax - The transient lodging 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 30 days or more. The City of
Bakersfield has a transient lodging tax rate of 12 pement, which was increased
from 10 percent in the 1993-94 fiscal year.
The use of revenues is unrestricted, however,
revenues for certain business activities, such
purposes, Convention Bureau, etc.
some cities earmark these
as business development
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
Other use permits, 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 electric, plumbing, and sewage facilities. The
City charges a fee for issuing these permits in order to recover the costs
incurred.
Motor Vehicle-In-Lieu Revenues - The Vehicle License Fee (VLF) is a special
license fee equivalent to two percent of the market value of motor vehicles and is
imposed annually by the state in lieu of local property taxes. Originally motor
vehicles were counted in the local property tax assessment, but for ease of
administration and conformity, the State now collects these fees through the in-
lieu tax. The revenues from the VLF are allocated to cities and counties. In
1998, the State began a series of reductions to the VLF which have ultimately
resulted in a 67.5% reduction in the fee. These tax reductions would have
resulted in significant local government losses. Instead, the legislature has
replaced the reduced VLF revenues with General Fund allocations on a dollar-
for-dollar basis. Thus, this VLF backfill has provided cities and counties the
same amount of revenue as under prior law. Revenues derived from the motor
vehicle license fee are apportioned monthly and distributed near the lOth of each
month. Section 11005(a) specifies that 81.25% of the Base VLF revenues are to
be divided equally between cities and counties and apportioned on the basis of
population.
The use of revenues received from the motor vehicle in-lieu tax is unrestricted.
They are included in the General Fund to help support fire and police services,
as well as quality of life services.
23
CITY OF BAKERSFIELD
Property Tax Revenues
$24,000,000
$22,000,000
$20,000,000
· - $18,000,000
$16,000,000
$14,000,000
$12,000,000 ·
95 96 97 98 99 00 01 02 03 04
Fiscal Year Ending
Sales Tax Revenues
24
$50,000,000 ~
$45,000,000
$40,000,000
~ $35,000,000
~ $30,000,000 27,,~
$25,000,000
$20,000,000
$15,000,000;
95
96
97 98 99 00 01 02
Fiscal Year Ending
03 O4
CITY OF BAKERSFIELD
Transient Lodging Tax
$6,000,000 ]
$s,ooo,ooo
$4,000,000
._o
~ $3,000,000
$2,000,000
$1,000,000
95 96 97 98 99 00 01
Fiscal Year Ending
02 03
04
License and Permit Revenues
$2,600,000
$2,400,000
$2,200,000
$2,ooo,ooo
O
= $1,800,000
~ $1,600,000
$1,400,000
$1,200,000
$1,000,000
95
96 97 98 99 00 01 02
Fiscal Year Ending
03 04
25
CITY OF BAKERSFIELD
Motor Vehicle-in-Lieu Revenues
$18,000,000
$16,000,000
$14,000,000
:-- $12,000,000
$10,000,000
16,541,400
$8,000,000
$6,000,000
95 96 97 98 99 00 01 02 03 04
Fiscal Year Ending
Charges for Services
$11,000,000
$10,000,000
$9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
95 96
97 98 99 00 01 02 03 04
Fiscal Year Ending
26
CITY OF BAKERSFIELD
CDBG/Home Entitlement
$6,000,000
$4,000,000
J I 3,881,000
$2,000,000
95 96
97 98 99 00 01 02
Fiscal Year Ending
O3 04
27
00
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0000
0000
0000
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00000
28
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III
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3!
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 2002-03 ACCOMPLISHMENTS
The City Council met with the County Board of Supervisors twice in open
meetings to discuss areas of mutual interest and concern.
Enhanced Council Chamber television viewing procedures and equipment to
expedite council meetings and the smooth flow of information to the public.
Continued recognitions of the public for special efforts they have accomplished
for the betterment of the community.
Established the City Hall Historical Wall of Documents commemorating our
country's history.
5. Appointed citizens to City boards and commissions.
Worked toward equitable representation and resource allocations relative to the
Kern Council of Governments.
Sought legislative support for permanent position on the Local Agency Formation
Commission Board.
32
LEGISLATIVE
DIVISIONS:
Mayor
City Council
Total
SOURCE OF FUNDS:
General Fund
Total
FULL TIME EMPLOYEES:
Mayor
City Council
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$153,373 $162,595 $162,595 $131,455
$274,899 $313,329 $309,329 $271,081
$428,272 $475,924 $471,924 $402,536
$428,272 $475,924 $471,924 $402,536
$428,272 $475,924 $471,924 $402,536
1.00 1.00 1.00 1.00
0.00 0.00 0.00 0.00
1.00 1.00 1.00 1.00
33
1011 - Mayor
1051 - City Council
DIVISION GOAL
Enhance the City's transportation network; provide quality public safety services;
continue positive development trends for downtown; plan for growth and development;
maintain and upgrade the City's infrastructure; ensure efficient use of fiscal resources;
attract and foster a qualified work force; improve city government communications with
its citizens; strengthen and diversify the City's economic base; support positive
intergovernmental relations; and promote community pride.
Formulate City policies which reflect the needs and priorities of the community.
Establish and promote efforts to enhance community pride and improved
communications between government and its citizens.
FY 2002-03 ACCOMPLISHMENTS
1. Adopted updated Council Goals and Guiding Principles.
Prepared and took action on issues in a timely manner at regularly scheduled
and special Council meetings.
3. Provided Council direction to staff through Council committees.
Adopted the City's annual Operating and Capital Improvements Program budgets
prior to June 30.
Served in a ceremonial capacity for City events and away from home as a City
representative.
6. Appointed citizens to represent the community on various boards and
commissions.
7. Served as spokesperson for City affairs with all segments of the media.
Strengthened the City's position in local and state legislative arenas through
representation at National League of Cities meetings, League of California Cities
meetings, and at state, regional, and local public hearings.
1011 AND 1051 - Mayor and City Council continued
FY 2003-04 ACTION PLAN
1,
Prepare and take action on issues in a timely manner at regularly scheduled and
special City Council meetings.
2. Provide Council direction to staff through Council committees.
Adopt the Annual Operating and Capital Improvement Program budgets by
June 30.
Serve in a ceremonial capacity for City events and away from home as a City
representative.
5. Appoint citizens to represent the community on various boards and commissions.
6. Serve as spokespersons for City affairs with all segments of the media.
Meet with the County Board of Supervisors to discuss and consider proposals for
joint efforts on issues of interest and concern to the area residents of Bakersfield
and Kern County.
Work toward equitable representation and resoume allocations relative to the
State of California.
Communicate with State and local government officials on equitable resource
allocations on important budget and other issues such as transportation,
including high speed rail.
SERVICE LEVEL INDICATORS
Approved City budgets (Operating,
CIP, BRDA) by June 30
Council Meetings Held
Proclamations Issued
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
1 1 1
28 28 26
114 120 110
MAYOR
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$105,049 $110,548 $110,548 $96,270
$35,584 $52,047 $52,047 $35,185
$12,740
$153,373 $162,595 $162,595 $131,455
SOURCE OF FUNDS:
General Fund
Total
$153,373 $162,595 $162,595 $131,455
$153,373 $162,595 $162,595 $131,455
36
CITY COUNCIL
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$95,262 $104,136
$179,637 $209,193
$274,899 $313,329
$104,136 $106,727
$205,193 $164,354
$309,329 $271,081
SOURCE OF FUNDS:
General Fund
Total
$274,899 $313,329 $309,329 $271,081
$274,899 $313,329 $309,329 $271,081
37
THIS PAGE INTENTIONALLY LEFT BLANK
38
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39
Executive
DEPARTMENT GOAL
To provide professional leadership in the management of the City and execution of City
Council policies; to provide effective municipal services through the coordination and
direction of all City activities, finances and personnel; to act as liaison between the City
and other governmental agencies, citizens, business and community groups and the
media; and to provide administrative support to the City Council and City departments in
matters relating to maintenance of City Council records, elections and personnel.
FY 2002-03 ACCOMPLISHMENTS
]. Staffed Council and Council-appointed committees.
Reviewed proposals for aquatics and ice rink project development, sought public
input and conducted meetings to ascertain public interest.
3. Conducted elections for Council Wards 1,3, 4 and 7.
Reviewed, analyzed and made recommendations regarding existing or pending
state and federal legislation.
Conducted meetings and reseamh to ascertain effects of State and local
economic conditions upon the City and began steps to meet existing and
potential impacts upon the City's budget and related ability to provide services.
FY 2003-04 SIGNIFICANT BUDGET CHANGER
Four vacant positions have not been budgeted in the Executive budget. Those
positions include a Clerk Typist shared by the City Manager's and City Clerk's Offices,
one GIS Technician, one Network Systems Engineer, and one Network Systems
Technician.
4o
EXECUTIVE
DIVISIONS:
City Manager
City Clerk
Human Resoumes
Risk Management
Management Info. Services
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$821,809 $837,872 $838,888 $840,763
$610,708 $665,918 $666,049 $636,352
$896,741 $1,180,358 $1,235,746 $1,084,504
$5,228,554 $5,850,301 $5,867,145 $5,791,034
$3,176,634 $4,062,524 $4,255,651 $3,383,111
$10,734,446 $12,596,973 $12,863,479
$11t735,7..____~64
SOURCE OF FUNDS:
General Fund
Capital Outlay Fund
Sewer Service - Plant #3
Equipment Fund
Self Insurance Fund
Total
$4,295,657 $5,406,554 $5,570,734 $4,893,259
$29,900
$23,751 $32,115 $32,115
$1,186,484 $1,308,003 $1,363,585 $1,051,471
$5,228,554 $5,850,301 $5,867,145 $5,791,034
$10,734~446
$12,596,973 $12,863,479 $11,735~764
FULL TIME EMPLOYEES:
City Manager
City Clerk
Human Resources
Risk Management
Management Info. Services
Total
8.00 8.00 8.00 8.00
7.00 8.00 7.00 7.00
10.00 10.00 10.00 10.00
4.00 4.00 4.00 4.00
21.00 27.00 24.00 24.00
50.00 57.00 53.00 53.00
41
1331 - City Manager
DIVISIONAL 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 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 2002-03 ACCOMPLISHMENTS
Prepared and distributed the proposed and annual operating budgets for fiscal
year 2002-03.
Prepared and distributed the annual Capital Improvement Program budget for
fiscal year 2002-03.
Prepared and submitted budget amendments for fiscal year 2002-03 for Council
adoption.
Staffed the following Council Committees: Legislative and Litigation; Budget and
Finance; Urban Development; Intergovernmental Relations; Personnel; Water
Resoumes; Community Services; and the council-appointed Ad Hoc Committee
on Crime, Weapons, Gang Violence, and Community Relations. Worked with
citizens' community group to develop Wall of Historical Documents at City Hall.
Administered contracts for animal control services with the Society for the
Prevention of Cruelty to Animals (SPCA), convention services with the Greater
Bakersfield Convention and Visitors Bureau, and cable franchises.
6. Participated in the Vision 2020 community visioning process.
Coordinated efforts to ensure equitable distribution to the City of Bakersfield of
road funds from state and federal revenues.
8. Produced and distributed an annual Citywide information newsletter.
Held a series of informal sessions in every City department for the City Manager
to meet with employees as a way of fostering increased communication between
management and employees.
1331 - City Manager continued
10.
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 their work performance.
11.
Received GFOA (Government Finance Officers Association) Distinguished
Budget Presentation Award for the City's FY 2002-03 adopted budget.
FY 2003-04 ACTION PLAN
Prepare and distribute the proposed and annual operating budgets for fiscal year
2003-04.
2. Prepare the annual Capital Improvement Program budget for fiscal year 2002-03.
Staff City Council Committees: Legislative and Litigation; Budget and Finance;
Urban Development; Intergovernmental Relations; Personnel; Water Resources;
Community Services; and the Ad Hoc Committee on Crime, Weapons, Gang
Violence, and Community Relations.
Administer animal control services, and contracts for convention and visitor
services and cable franchises.
Coordinate efforts to ensure equitable distribution to the City of Bakersfield of
road funds from state and federal revenues.
Review, analyze, and coordinate efforts to seek support for legislation beneficial
to Bakersfield on issues of federal, state and local concern.
Seek approval of the Local Agency Formation Commission to increase the
boundaries of the City's Sphere of Influence.
SERVICE LEVEL INDICATORS
Annexation Growth - Population
Annexation Growth - Square Miles
General Information Memoranda
Employee Newsletters Produced
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
460 3 5
1.3 .28 0.5
52 52 52
12 12 12
CITY MANAGER
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$706,597 $748,610 $748,610 $771,109
$82,764 $89,262 $90,278 $69,654
$32,448
$821 ~809 $837,872 $838,888 $840,763
SOURCE OF FUNDS:
General Fund
Total
$821,809 $837,872 $838,888 $840,763
$821,809 $837,872 $838,888 $840,763
1341 - City Clerk
DIVISION GOAL
Maintain a complete and accurate record of City Council proceedings; preserve official
City records; conduct municipal elections; provide administrative assistance to the City
Council and Bakersfield Redevelopment Agency and provide prompt and courteous
service to citizens' requests for assistance.
FY 2002-03 ACCOMPLISHMENTS
Held a Special Annexation Election on October 8, 2002 for Allen No. 5 territory,
which was conducted as a Mail Ballot Election by City Clerk staff.
Conducted the November 5, 2002 Municipal election for City Council Wards 1, 3,
4, and 7.
Through the City's webpage, made documents available to the public including,
minutes, resolutions, ordinances and agenda materials within 24 hours of
execution.
Maintained bi-monthly updates of the Municipal Code on-line, providing up-to-
date information to citizens and City departments of adopted ordinances.
FY 2003-04 ACTION PLAN
Prepare Council agenda and distribute agenda packets by 5:00 p.m. on the
Friday prior to a Council meeting.
Place the City Roster on the "City Web" after completion of the annual update in
July to provide easier access and reduce printing costs.
Respond to subpoenas and requests for public records according to the
requirements of the California Public Records Act and within the legal deadline of
10 days, 100 percent of the time.
Prepare and distribute Bakersfield Redevelopment Agency agenda packets by
5:00 p.m. on Wednesday prior to the Monday meeting.
5. Provide prompt and courteous service to all citizens' requests for assistance.
45
1341 - City Clerk continued
SERVICE LEVEL INDICATORS
Prepare and Post Council Agenda
Council Elections
City Ordinances Adopted
City Resolutions Adopted
Contracts & Agreements
FY 01-02
Actual
25
0
59
235
1,220
FY 02-03
Actual
26
2
58
229
1,140
FY 03-04
Adopted
26
1
50
190
1,05O
CITY CLERK
EXPENDITURES:
Personnel
Operating
Capital
Total
Actual
2001-02
Adopted Amended Adopted
Budget Budget Budget
2002-03 2002-03 2003-04
$350,054 $381,541 $381,541 $413,322
$260,254 $283,977 $284,108 $223,030
$400 $400 $400
$.._~610~708 $665,918 $666,049 $636,352
SOURCE OF FUNDS:
General Fund
Total
$610,708 $665,918 $666,049 $636,352
$610,708 $665,918 $666,049 $636,352
47
1351 - Human Resources
DIVISION GOAL
Provide the City with quality human resoume management services in the areas of
recruitment and selection, classification and compensation, labor relations, discipline,
performance evaluation, training, benefits and affirmative action.
FY 2002-03 ACCOMPLISHMENTS
1. Updated Civil Service Rules to reflect current federal and state regulations
concerning veteran's credits and re-employment/reinstatement lists.
2. Conducted a major compensation and classification study within the IT Division.
3. Processed and hired 75 temporary employees after cancellation of temporary
services contract.
4. Converted 10 temporary positions to regular.
5. Conducted 48 harassment training classes for 916 employees.
6. Conducted a research project utilizing City employees from two departments to
further the study of emotional intelligence concepts.
7. Developed curriculum for federally mandated training on blood-borne pathogens.
8. Initiated two Citywide forums for communication skill enhancement.
9. Developed an educational needs assessment for all City employees.
10. Amended PERS contract for Miscellaneous employees to enhance the retirement
benefit to 3% at 60.
11. Assisted departments with staffing issues in light of anticipated loss of state
funding.
12. Conducted organizational and classification study within two sections of General
Services.
13. Consulted with all City departments in handling a substantial number of
employee relations issues leading to increased performance levels.
14. Continued to expand the division's presence on the City's Intranet by adding
additional reference tools.
48
1351 - Human Resources continued
15.
Another HR staff member gained professional Senior Professional in Human
Resources (SPHR) certification.
16. Scanned all personnel records into laserfiche.
17. Conducted several presentations for community-based groups.
FY 2003-04 ACTION PLAN
Provide quality employees to City departments through effective recruitment and
selection.
2. Provide quality Citywide training programs.
Continue to effectively and qualitatively advise City management on employee
coaching, development and discipline.
4. Continue to pursue effective resolution of labor relations issues.
Actively monitor all human resources practices for compliance with all applicable
State and Federal laws; identify banners to equal employment opportunity; and
make outreach efforts to underutilized minority and female groups as
recruitments occur.
Continue to actively pursue streamlining opportunities in all areas of human
resources.
Provide timely and accurate benefit information and programs for City employees
and retirees.
Manage the City's personnel records system; respond to requests for information
from internal and external agencies; and ensure compliance with all applicable
laws, regulations and codes.
1351 - Human Resources continued
SERVICE LEVEL INDICATORS
Regular Employees Hired
Regular Employees Promoted
Temporary Employees Hired
Regular Recruitments Conducted
Regular Applications Received
Citywide Training Classes Offered
FY 01-02
Actual
139
118
14
66
2,947
28
FY 02-03
Actual
96
9O
375
38
1,500
75
FY 03-04
Adopted
3O
50
375
10
2,000
150
5O
HUMAN RESOURCES
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$580,285 $700,426 $700,426 $700,819
$313,905 $479,932 $535,320 $383,685
$2~551
$896,741 $1,180,358 $1,235,746 $1,084,504
$896,741 $1,180,358 $1,235,746 $1,084,504
$896,741 $1,180,358 $1,235,746 $1,084,504
SOURCE OF FUNDS:
General Fund
Total
5!
1361 - Risk Management
DIVISION GOAL
Protect the assets of the City from potential loss by either purchasing insurance, self-
insuring or transferring the risk of loss to others; promote safety and well being for City
employees by designing training and educational programs to reduce injuries; respond
to all claims filed against the City and limit amount of loss through effective claims
management.
FY 2002-03 ACCOMPLISHMENTS
Temporary disability payments for injured employees were reduced 54% through
the increased use of the City's modified duty work program.
Departments designated a workers' compensation representative to work with
Risk Management to help control workers' compensation related costs and
increase communication to employees injured on the job.
Monthly driver improvement training classes were held to promote safe driving
techniques and reduce the number of automotive accidents involving City drivers.
Quarterly meetings were held between Risk Management and the Legal staff to
evaluate and manage lawsuits filed against the City.
Monthly safety meetings were attended by each City division, keeping employees
informed on accident reports filed, OSHA issues, and upcoming safety and
training classes and events.
FY 2003-04 ACTION PLAN
Reduce the number of accidents involving City vehicles by ten percent through
increased training.
Reduce the number and cost of workers' compensation claims five pement by
encouraging the promotion of safety at the division level.
Develop risk management intranet site to include safety information and policies,
risk management forms and insurance requirements for contractors and vendors.
4. Review and update safety policies.
Meet with police, fire, and other large departments quarterly to review claim runs
and loss reports and discuss risk management issues.
.52
1361 - Risk Management continued
SERVICE LEVEL INDICATORS
Workers' Compensation Claims Filed
Liability Claims Filed Against the City
Property Damage Accounts Opened
FY 01-02
Actual
2O3
178
153
FY 02-03
Actual
205
180
153
FY 03-04
Adopted
195
185
155
RISK MANAGEMENT
EXPENDITURES:
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
Personnel
Operating
Capital
$1,771,862
$3,456,692
$1,689,140
$4,161,161
$1,689,140
$4,178,005
$2,095,225
$3,695,809
Total
$5,228,554 $5,850,301 __$5~867,145 $5,791,034
SOURCE OF FUNDS:
Self Insurance Fund
$5,228,554 $5,850,301 $5,867,145 $5,791,034
Total
$5,228,554 $5,850,301 $5,867,145 $5,791,034
1371 - Information Technology
DIVISION GOAL
Aid all City departments in the delivery of services and products by providing
development, administration, installation and maintenance of information technologies;
represent the City in dealings with outside agencies regarding information technology
issues; and ensure a reliable, secure, and responsive centrally managed, computing
environment to meet the continuing needs of City departments.
FY 2002-03 ACCOMPLISHMENTS
Purchased, configured and delivered 203 Mobile Data Computers for Police cars
to utilize the Versaterm Police Application Software.
2. Replaced the Police Records Management system.
3. Relocated the Economic/Community Development and Recreation & Parks
Departments to their new location at 900 Truxtun Avenue.
4. Completed the upgrade of 210 older computers and 40 printers.
Relocated the G.I.S., Programming and Webmaster offices of the Information
Technology Division to leased office space at 1600 Truxtun Ave.
Replaced the Recreation and Parks reservation and class scheduling software
with the Rectrac system.
Installed and implemented Network Attached Storage (NAS) and Storage Area
Network (NAS) technology to improve backup and storage stability.
8. Installed 35 Mobile computers in Building and Code Enforcement vehicles.
FY 2003-04 SIGNIFICANT BUDGET CHANGES
As mentioned in the Executive Department summary, three vacant positions have not
been budgeted in the Information Technology budget. Those positions include one GIS
Technician, one Network Systems Engineer, and one Network Systems Technician.
1371 - Information Technology continued
FY 2003-04 ACTION PLAN
1. Replace the Police Computer Aided Dispatch System.
2. Install wireless network technology in Development Services, Police and the
Convention Center.
3. Evaluate and test the migration to Microsoft Windows XP on the desktop
workstations.
4. Install new Wide-Area-Network at the Police Substation/Fire Station 15.
5. Install new Wide-Area-Network at Waste Water Plant 2.
6. Perform Citywide network analysis to enhance network performance at all
department levels.
7. Migrate the Information Technology "Help Desk" system to utilize the HTE work
order module.
SERVICE LEVEL INDICATORS
Install Replacement Computers
Install New Computers
Install New Printers
Install Replacement Printers
Number of Help Desk Calls Processed
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
250 250 240
18 55 2
7 12 0
46 51 50
5,759 5,759 7,000
56
INFORMATION TECHNOLOGY
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$1,309,376 $1,618,026 $1,618,026 $1,549,172
$1,110,246 $1,387,338 $1,527,086 $1,187,939
$757,012 $1,057,160 $1t110,539 $646,000
$3,176~634 $4,062,524
$4,255,651
$3,383,111
SOURCE OF FUNDS:
General Fund
State Gas Tax
Sewer Service - Plant #3
Capital Outlay Fund
Equipment Fund
Total
$1,966,399 $2,722,406 $2,830,051 $2,331,640
$23,751 $32,115 $32,115
$29,900
$1,186,484 $1,308,003 $1,363,585 $1,051,471
$3,176,634 $4,062~524 $4,255,651 $3,;383tl 11
57
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58
Financial Services
DEPARTMENT GOALS
To provide support to the City Council and City departments in matters relating to
revenue generation, budgetary accounting and reporting, investments, business
licenses and permits, purchasing and real property management.
FY 2002-03 ACCOMPLISHMENTS
1. Issued $7,000,000 special assessment district bonds (two issues).
2. Processed 11,900 Business License renewals in a timely manner.
3. Processed approximately 7,000 purchase orders.
4. Implemented new financial reporting requirements in accordance with
Governmental Accounting Standards Board (GASB) Statement 34 for the
June 30, 2002 Comprehensive Annual Financial Report (CAFR).
FY 2003-04 ACTION PLAN
1. Secure Revenue Bond proceeds for projects as directed.
2. Issue special assessment bonds directed by the City Council.
3. Acquire/Dispose of real property in a timely manner.
4. Implement Federally Approved Cost Allocation Plan, in accordance with Office of
Management and Budget (OMB) guidelines (OMB A-87).
FY 2003-04 SIGNIFICANT BUDGET CHANGES
1. A vacant Accountant I position in the Treasury Division has not been budgeted in
the Financial Services budget.
2. Travel and Training reduced by 75%.
3. Laserfiche Records Project and Infrastructure Valuation Project postponed.
6O
FINANCIAL SERVICES
DIVISIONS:
Administration
Accounting
Treasury
Purchasing
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$417,334 $461,175 $501,175 $473,721
$691,121 $920,835 $935,835 $861,845
$465,500 $547,855 $571,779 $554,846
$322,760 $359,191 $369,856 $360,152
$1,896,715 $2,289,056 $2,378,645 $2,250,564
SOURCE OF FUNDS:
General Fund
PFA - Operating Fund
Sewer Fund - Plant #3
Equipment Fund
Assessment Districts
Total
$1,719,879 $2,094,184 $2,133,108 $2,064,432
$6,643 $15,500 $15,500 $15,000
$84,066 $107,000 $117,665 $95,632
$86,127 $72,372 $112,372 $75,500
$1,896,715 $2,289,056 $2,378,645 $2,250,564
FULL TIME EMPLOYEES:
Administration
Accounting
Treasury
Purchasing
Total
4.00 4.00 4.00 4.00
14.00 14.00 14.00 14.00
9.00 9.00 8.00 8.00
4.00 4.00 4.00 4.00
31.00 31.00 30.00 30.00
6!
1991 - Administration
DIVISION GOAL
Provide for effective and efficient management of the City's fiscal resources through
leadership and direction of staff resources; provide support to the City in matters
relating to real estate and the purchase, sale and leasing of City-owned real property;
and administer the protective provisions of City indentures.
FY 2002-03 ACCOMPLISHMENTS
1. Acquired properties for the Ice Rink/Aquatics facility.
2. Negotiated lease for office space for Economic/Community Development and
Recreation and Parks Departments, and Information Technology Division.
3. Acquired right-of-way for Olive Drive/Calloway Drive road widening.
FY 2003-04 ACTION PLAN
1. Acquire/Dispose of real property in a timely manner.
2. Secure revenue bond proceeds for projects as directed.
SERVICE LEVEL INDICATORS
Property Acquisitions
Property Disposals
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
25 25 25
7 2 3
62
ADMINISTRATION
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2003-04 2002-03 2003-04
$298,109 $326,698 $326,698 $351,961
$119,225 $133,627 $173,627 $121,760
$850 $850
$417,334 $461,175 $501,175 $473,721
SOURCE OF FUNDS:
General Fund
PFA - Operating Fund
Equipment Management
Assessment Districts
Total
$324,564 $373,303 $373,303 $383,221
$6,643 $15,500 $15,500 $15,000
$86,127 $72,372 $112,372 $75,500
$417,334 $461,175 $501,175 $473,721
63
1992 - Accounting and Reporting
DIVISION GOAL
Provide for the accurate and timely accounting and reporting of all fiscal transactions for
the City and related agencies. Monitor special assessment district financing for
investment compliance and timely bond calls by September of each year. Process bi-
weekly payroll checks, weekly vendor payments and accounts receivable billings as
scheduled.
FY 2002-03 ACCOMPLISHMENTS
Issued the June 30, 2002 Comprehensive Annual Financial Report (CAFR) in
December 2002.
2. Processed all debt service payments when due.
3. Issued $7,000,000 in Assessment Bonds. (2 Districts)
Implemented new financial reporting requirements in accordance with
Governmental Accounting Standards Board (GASB) Statement 34 for the
June 30, 2002 Comprehensive Annual Financial Report (CAFR).
FY 2003-04 ACTION PLAN
Prepare a Comprehensive Annual Financial Report for the fiscal year ending
June 30th, in conformance with generally accepted accounting principles by
December 8th in order to qualify for special recognition programs at the State and
National level.
2. Process all required debt service payments by due date.
3. Issue assessment bonds as directed by Council.
SERVICE LEVEL INDICATORS
Assessment District Parcels
Payroll Checks Issued
Accounts Payable Invoices Paid
Accounts Receivable Statements Sent
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
21,040 21,000 22,000
33,136 33,500 33,500
68,757 69,500 70,000
90,000 86,000 90,500
ACCOUNTING AND REPORTING
EXPENDITURES:
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2003-04 2002-03 2003-04
$592,964 $687,636 $687,636 $753,698
$95,588 $220,949 $235,949 $108,147
$2,569 $12,250 $12,250
$691,121 $920,835 $935,835 $861,845
$691,121 $920,835 $935,835 $861,845
$691,121 $920,835 $935,835 $861,845
Personnel
Operating
Capital
Total
SOURCE OF FUNDS:
General Fund
Sewer Fund - Plant #3
Total
1994-Treasury
DIVISION GOAL
Provide centralized cashiering, check distribution and investment of idle funds.
Administer and enfome the provisions of the Municipal Code relating to business
licenses, transient occupancy tax and business regulatory permits.
FY 2002-03 ACCOMPLISHMENTS
1. Converted from alpha to numeric filing of the City's Business Licenses,
dramatically reducing staff filing time.
2. Implemented CD-ROM program with Bank of America to receive copies of paid
accounts payable and payroll checks on compact disc instead of receiving the
actual checks. This saves the City money by eliminating staff filing time and
storage space.
3. Processed 11,900 Business License renewals.
4. Mailed 1,800 final delinquent notices of Business Licenses in September 2002.
FY 2003-04 ACTION PLAN
2.
3.
4.
Receipt all payments by the end of each day.
Provide an investment policy to the City Council by November 1st.
Issue Business Licenses within seven (7) days of application.
Issue permits within Municipal Code time limits not to exceed 30 days.
SERVICE LEVEL INDICATORS
Business Licenses
Alarm Permits
Development Permit Payments
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
14,000 13,500 14,500
9,400 9,100 9,500
10,348 9,800 10,400
66
TREASURY
EXPENDITURES:
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2003-04 2002-03 2003-04
$403,839 $462,776 $462,776 $469,330
$61,661 $84,379 $85,023 $85,516
$700 $23,980
$465,500 $547,855 $571,779 $554,846
Personnel
Operating
Capital
Total
SOURCE OF FUNDS:
GeneralFund
$465,500 $547,855 $571,779 $554,846
$465,500 $547,855 $571,779 $5541846
Total
67
1995 - Purchasing
DIVISION GOAL
Administer the provisions of the City Charter and Municipal Code relating to the
procurement of materials and services at the best value to the requesting department.
FY 2002-03 ACCOMPLISHMENTS
1. Expanded use of E-Procurement, the buying of goods and services via the
Internet, to obtain more value for funds expended.
2. Processed approximately 7,000 purchase orders (90% within three working days
of receipt of requisition).
3. Converted department agreements to Blanket Purchase Orders to allow for
easier, more accurate service contract management.
FY 2003-04 ACTION PLAN
1. Continue to provide information and encouragement to prospective bidders,
contractors and subcontractors.
2. Continue to provide in-service training for City departments, as needed.
SERVICE LEVEL INDICATORS
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
Contracts 30 30 30
Purchase Orders 7,000 7,300 7,300
68
PURCHASING
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2003-04 2002-03 2003-04
$210,724 $222,247 $222,247 $239,535
$88,972 $104,944 $110,976 $108,017
$23,064 $32,000 $36,633 $12,600
$322,760 $359,191 $369,856 $360,152
SOURCE OF FUNDS:
General Fund
Equipment Management
Total
$238,694 $252,191 $252,191 $264,520
$84,066 $107,000 $117,665 $95,632
$322,760 $359,191 $369,856 $360,152
69
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7o
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 2002-03 ACCOMPLISHMENTS
Produced the "Legal Bytes" publication to advise Council and Departments of
proposed legislation which may impact the City.
Maintained the program to enhance cross-education of staff attorneys on
municipal law subjects to provide competent timely advice to all City
Departments.
3. Completed Biennial Review of the City's Conflict of Interest Codes.
Resolved property acquisitions through assistance to the Property Management
Division and Public Works Department and through eminent domain litigation for
water drainage, road widening, and the ice rink/aquatics facility.
Created agreements for development of in-fill housing, senior housing, CHFA
loans, Food Bank relocation, redevelopment projects, and the HUD 108 loan.
Successfully defended the City and its employees in numerous litigation cases,
including obtaining summary judgments and prevailing in jury trials.
Successfully negotiated a final settlement with all subcontractors and suppliers in
the Scales Construction projects, and successfully obtained compensation from
the underlying bonding company.
Assisted in negotiations culminating in the preclusion of Kern River Water being
used in the Kern Delta/Metropolitan Water District banking agreement.
Finalized contracts for the Northeast Water Project with California Water Service
Company, the Calloway Weir Project, and the ID4/Kern Delta/City water
exchange.
72
City Attorney continued
FY 2003-04 SIGNIFICANT BUDGET CHANGES
Two vacant Deputy City Attorney II positions and a vacant Administrative
Assistant position have not been budgeted, resulting in a budget reduction of
approximately $300,000.
As a result of reallocation of budget, the outside counsel for litigation and
workers' compensation expenses previously included in the Risk Management
budget is now included in the City Attorney's budget. This amounts to $250,000
for Fiscal Year 2003-04.
73
CITY A'I-FORNEY
DIVISIONS:
Legal Counsel
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$1 ~537,065
$1,537,O65
$1~727,710
$1,727,710
$1 ~825~834
$1,825,834
$1 ~923~136
$1,923,136
SOURCE OF FUNDS:
Self-Insurance Fund
Domestic Water Fund
Sewer Service-Plant 3
Refuse Fund
Assessment Districts
General Fund
Total
$1~537~065
$1,537,065
$1~727,710
$1,727,710
$1,825,834
$1,825,834
$350,000
$67,468
$1,505,668
$1,923,136
FULL TIME EMPLOYEES:
Legal Counsel
Total
16.00 16.00 13.00 13.00
16.00 16.00 13.00 13.00
74
1211 - Legal Counsel
DIVISION GOAL
To serve as legal counsel for the City in civil and criminal litigation and workers'
compensation; to issue legal opinions and prepare ordinances, resolutions, contracts
and other documents requested by the Mayor and City Council, department heads and
staff members of the various City departments; and to implement the legal aspects of
various policies and programs established by the City Council.
FY 2002-03 ACCOMPLISHMENTS
Revised several ordinances to address Council concerns, including Adult
Entertainment Business distance and spacing requirements, ambulance rate
setting, regulation of Massage/Bodywork Businesses, regulation of land
application of biosolids in the City, and enhancement of regulations dealing with
development requirements and maintenance of trees.
2. Assisted Code Enfomement with numerous enforcement actions.
Assisted Finance Department with the RFP and contract for banking services,
Business License taxes for rental properties, sales tax allocation from the Board
of Equalization, and collection litigation for past due accounts.
Continued to provide public seminars regarding rental agreements and conflict
resolution for the Bakersfield Police Department Crime-Free Multi-Housing
Program.
FY 2003-04 ACTION PLAN
1. Conduct workshops to inform and update Council regarding issues of concern.
2. Continue to provide City Departments with training, as required.
3. Enhance office efficiency in legal research utilizing Internet access.
4. Monitor proposed legislation which may have an impact on the City.
75
1211 - Legal Counsel continued
SERVICE LEVEL INDICATORS
Litiqation:
Cases Filed and Served
Average Active Caseload
Cases Resolved:
Cases Dismissed (No Funds Expended)
Cases Settled (Funds Expended)
Judgments in Favor of the City
Judgments Against the City
FY 01-02
Actual
33
54
10
13
6
1
FY 02-03
Actual
40
57
7
19
15
1
FY 03-04
Adopted
30
52
9
12
8
1
Municipal:
Ordinances
Resolutions
Written Legal Opinions:
· Provided to Departments
· Provided to the City Council
50
185
86
71
42
150
82
67
40
190
8O
7O
76
LEGAL COUNSEL
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$1,377,767 $1,544,076 $1,501,676 $1,418,088
$146,006 $182,734 $323,158 $505,048
$13,292 $900 $1,000
$1,537,065 $1,727,710 $1,825,834 $1,923,136
SOURCE OF FUNDS:
Self-Insurance Fund
Domestic Water Fund
Sewer Service-Plant 3
Refuse Fund
Assessment Districts
General Fund
Total
$1 ~537~065
$1,537,O65
$1~727~710
$1,727,710
$1 ~825~834
$1,825,834
$350,000
$67,468
$1,505,668
$1,923,136
77
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78
0
0
79
Police Services
DEPARTMENT GOAL
To provide for the safety and welfare of the citizens of Bakersfield through maintenance
of effective law enforcement systems, including: Crime Prevention, Patrol, Traffic
Enforcement, Criminal Investigations, Vice and Narcotic Enforcement and Community
Relations.
FY 2002-03 Accomplishments
The Department began full implementation of the new Versadex Records
Management System. This system will allow for accurate and efficient input,
tracking and retrieval of Police records, improve our crime analysis abilities, and
move towards a paperless reporting system.
In July 2002, two Police Satellite Offices were opened; one in the Central Area of
Command and one in the East Area of Command.
=
The Crime Prevention Unit continued to provide successful community
awareness programs, with 524 crime prevention presentations conducted for
42,699 citizens of Bakersfield.
The Bakersfield Police Department and Kern County Sheriff's Department Vice
details merged in August 2002 to create a joint agency Vice unit, housed in the
Bakersfield Police Department. During the past year, this joint effort processed
157 license applications of various types, including: massage establishments
and technicians, cabaret permits, and ABC public convenience and necessity
investigations. The Vice detail also intensified its efforts in the enforcement of
prostitution laws, and worked closely with ABC agents in several undercover
assignments.
Developed a Homeland Security Liaison Office which is responsible for
coordinating with other agencies and City departments for preparation for natural
disasters and possible terrorist acts.
FY 2003-04 SIGNIFICANT BUDGET CHANGES
Eleven vacant sworn and four non-sworn positions have not been budgeted in the
Police Department budget. These include: nine Police Officers, one Senior Police
Officer and one Police Service Technician in Operations; one Senior Police Officer, and
one Senior Records Clerk, and two Clerk typist positions in Administration.
80
POLICE SERVICES
DIVISIONS:
Administration
Operations
Investigations
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$9,808,870 $10,271,679 $10,318,627 $11,273,602
$20,101,861 $25,584,674 $25,834,342 $26,617,709
$8,408,833 $9,583,803 $9,676,511 $10,555,725
$38,319,564 $45,440,156 $45,829,480 $48,447,036
SOURCE OF FUNDS:
Traffic Safety Fund
Capital Outlay Fund
General Fund
Total
$38,319,564
$1,680,000
$43,760,156
$1,680,000
$44,149,480
$480,000
$47,967,036
$38,319,564 $45,440,156 $45,829,480 $48,447,036
FULL TIME EMPLOYEES:
Administrative Svcs. 63.00 128.00 124.00 124.00
Operations 300.00 239.00 228.00 228.00
Investigations 80.00 90.00 90.00 90.00
Total 443.00 457.00 442.00 442.00
81
2011 - Headquarters
DIVISION GOAL
Provide direct assistance and support to the Chief of Police; investigation of personnel
complaints; investigate Government Code claims for damages against the Police
Department; provide investigative assistance to the City Attorney's Office; disseminate
information to the media and relate information developed through public inquiries.
FY 2002-03 ACCOMPLISHMENTS
1. Investigated and responded to 38 citizen complaints.
2. Processed 89 permits to conduct business within the City of Bakersfield.
Provided assistance to the City Attorney's Office in responding to 23 Pitchess
Motions.
Responded to 41 citizen inquiries.
Investigated 4 internal affairs investigations.
5.
FY 2003-04 ACTION PLAN
Receive, investigate and process all personnel complaints, and strive to
complete them as mandated.
Receive, investigate, process and monitor all investigative requests from the City
Attorney's Office to ensure they are completed in a timely manner.
Complete all personnel complaint investigations within 60 days of their reception.
Complete all investigative services requested by the City Attorney's Office and
Risk Management within five days.
SERVICE LEVEL INDICATORS
Citizens Complaints
Internal Affairs Investigations
Citizens Inquiries
Pitchess Motions
Claims
Permits
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
54 65 59
17 12 14
57 69 63
33 39 36
70 72 71
135 156 145
82
2011 - Headquarters continued
HOMELAND SECURITY
OVERVIEW
The Criminal Intelligence Unit changed its name to Homeland Security Liaison to reflect
a broader mission. In addition to the criminal intelligence function, the Homeland
Security Liaison is responsible for coordinating with other City Departments for disaster
preparation, which includes natural disasters and terrorist events. In that capacity, the
Homeland Security Liaison is a member of several disaster and terrorism committees,
and represents the Kern County Chiefs of Police Association on the Kern County First
Responder Assessment Committee. Terrorism and weapons of mass destruction
training is provided by the Homeland Security Liaison to the Police Department as well
as other agencies and groups. The Homeland Security Liaison continues to work with
several state, federal and local agencies in matters related to terrorism, weapons of
mass destruction and criminal intelligence.
SECTION GOAL
Continue to provide proactive criminal intelligence pertaining to illegal activity and
domestic/international terrorism; facilitate timely deployment of resources to interdict
and prevent activities such as these in our area, and assist in preparing the City to
respond to these types of disasters.
FY 2003-04 ACTION PLAN
1,
Continue to provide training to the Police Department and other
agencies/departments in response to terrorism.
Implement the Civilian Volunteer Corp, and provide appropriate training and
policy development.
Formalize the now ad hoc Kern County Terrorism/WMD Working Group to
provide intelligence and analysis to appropriate agencies/departments.
83
2011 - Support Services
DIVISION GOAL
Provide administrative support necessary for effective operation of the various
Department units; provide mandated and additional training to all employees of the
Department; provide 24-hour emergency and non-emergency telephone answering and
radio dispatching; disseminate information crucial to the effective enfomement of law;
develop and update Department policy and procedures; conduct efficient record
management practices; and provide crime prevention programs to the community, local
schools and businesses.
FY 2002-03 ACCOMPLISHMENTS
The Training Section, in cooperation with Bakersfield College, provided two
P.O.S.T.-certified 800-hour Basic Police Academies, and one 120-hour Public
Safety Dispatcher Academy.
Two Tutorial/Orientation sessions were implemented and presented by the
Training Section for Police Trainee applicants to assist them in preparing for the
testing and hiring process; a 15% increase in the written exam pass rate was
attained after these presentations.
A recruitment video and Academy class video was completed by the Training
Section, both of which will be used in future recruitment efforts.
The Reserve Unit, in conjunction with the Kern County Sheriff's Department,
began coordinating Bakersfield Police Department instructors to teach in the
Reserve Police Officer Academy.
The Crime Prevention Unit continued to provide successful community
awareness programs. A total of 524 crime prevention programs were conducted
for 42,699 citizens of Bakersfield.
The Bakersfield Police Department E-Watch program continues to be a success,
with approximately 630 active members. E-Watch keeps in contact with
Neighborhood Watch Program members, via the Internet, and provides them with
information such as: community calendar information, crime prevention
strategies, crime alerts and prevention tips.
The Crime Prevention Unit presented three 8-hour "Crime Free Multi-Housing"
classes during the past year, delivering training to 110 citizens. Phase I training
was received by representatives of 99 rental properties, and Phase II (Crime
Prevention Through Environmental Design 'CEPTED') inspections were
conducted at 21 apartment complexes.
84
2011 - Support Services continued
The Crime Prevention Unit presented 46 Personal Safety programs and 23
Violence in the Work Place presentations that were attended by 2,415
community members.
Field of Screams/Cornfield Maze was the newest addition to D.A.R.E. Fright
Nights fund-raising. In years past, Fright Nights consisted of constructing a
haunted house; this year a cornfield was donated by a local farmer and a maze
was created with a spooky twist. This year's fund-raiser was open for nine nights
and was visited by over 5,000 people!
10.
The Crime Analysis Section was heavily involved in the implementation and
training for the new Versadex Records Management System. The Versadex
project is essential to providing accurate statistics of the local crime index and to
meet the analytical needs of the Police Department in a more time efficient,
accurate manner.
11.
The Records Section began full production of the Versadex Records
Management System. The backlog of data entry was eliminated by Records
personnel, and priority reports are now processed in a more timely manner. An
orientation and training schedule was also developed for Records personnel.
12.
The Property Room established new procedures for handling incoming property
using the Versadex Records Management System's bar-coding capabilities. This
system better provides for maintaining the chain of custody for items being
checked out for court or investigative purposes.
13.
The Communications Center maintained full staffing for 99.9% of the year. An
average time of 00:01:43 for "Receipt to Dispatch" was achieved, a 9-second
improvement over the average time of last year. The 9-1-1 for Kids Program was
also implemented and presented to several local elementary schools.
FY 2003-04 ACTION PLAN
Continue to research the feasibility of entering into a partnership with Bakersfield
College to obtain and develop a new permanent Academy site that will adhere to
P.O.S.T. minimum standards, as well as provide classroom space for other
courses currently presented by the Bakersfield Police Department.
Present at least one P.O.S.T. Basic Police Academy, and one P.O.S.T. Public
Safety Dispatcher Academy.
Begin a systematic review and update of all Department Policies and
Procedures, and Uniform Specifications.
85
2011 - Support Services continued
10.
11.
12.
13.
14.
Continue to work with the Area Commanders, satellite office staff and citizens
within the two satellite areas to provide Crime Prevention education and problem
solving strategies.
Incorporate the "Homeland Security Through Neighborhood Watch" concept into
our existing Neighborhood Watch Program, and produce two public service spots
(in English and Spanish respectively) to inform the public about this program and
the Identity Theft program.
Promote awareness of the Unattended Child in Motor Vehicle Safety Act
(Kaitlyn's Law).
Provide the DARE Program to 35 local elementary and middle schools and
continue fund-raising efforts for this program.
Crime Analysis will continue to develop and provide timely information to Police
Department personnel of new and developing crime trends, suspect information,
and deployment needs based on calls for service and crimes occurring.
The Records Section will utilize the Versadex Records Management System as a
total electronic system by implementing Document Imaging and Release
Tracking.
Provide Records personnel with the following in-service training: Release of
information (Public Records Act, subpoenas, and discovery); Safety (review of
emergency procedures); Sexual Harassment; Customer Service; Managing
Stress; and Communication and Teambuilding.
Property Room personnel will establish and streamline current procedures to
make the best possible use of the new Versadex System and prepare bar-code
labels for all storage locations. They will also convert to a paperless system with
officers directly entering property information.
A complete inventory of all items currently stored/held in the Property Room will
be conducted.
Communications Center will strive to maintain an average "Receipt to Dispatch"
time of less than two minutes for priority one calls. The new Versaterm
Computer Aided Dispatch System will be implemented.
Develop and obtain certification for an 8-hour Domestic Violence course for
Dispatchers, and present it to all Communications staff.
86
2011 - Support Services continued
Planning, Research and Training
SERVICE LEVEL INDICATORS
Mandated Training to Sworn/Civilian
Personnel (hours)
Monthly Training Bulletins
Basic Police Academy Course
Public Safety Dispatcher Course
Donated Reserve Police Office Hours
FY 01-02
Actual
24 / 16
24
1
2
15,600
FY 02-03
Actual
3O/8
23
2
1
10,360
FY 03-04
Adooted
20/8
24
1
1
12,600
Records Section
SERVICE LEVEL INDICATORS
Case Numbers Issued
Teletype Service
Vehicle Impounds Processed
Subpoenas Processed
Lines Typed
FY 00-01 FY 01-02 FY 02-03
Actual Actual Adopted
48,706 54,241 59,776
59,845 67,078 68,806
N/A N/A 8,734
17,723 18,366 19,042
1,963,308 1,744,498 '1,601,284
*Lines typed decreased due to implementation of the new Records Management
System. An increasing number of reports are now electronically entered from disk.
87
HEADQUARTERS AND SUPPORT SERVICES
EXPENDITURES:
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
Personnel
Operating
Capital
$8,250,907 $8,682,666 $8,682,666
$1,529,027 $1,559,307 $1,563,294
$28,936 $29,706 $72,667
$9,339,916
$1,933,686
Total
$9,808,870 $10,271,679 $10,318,627 $11,273,602
$9,808,870 $10,271,679 $10,318,627 $11,273,602
SOURCE OF FUNDS:
GeneralFund
Total
$9,808,870 $10,271,679 $10,318,627 $11,273,602
88
2021 - Operations
DIVISION GOAL
Protect life and property; investigate crimes and apprehend criminal violators; provide
for the safe and orderly flow of traffic; provide police canine service; and provide support
to the police department and the community.
FY 2002-03 ACCOMPLISHMENTS
In July 2002, two Police Satellite Offices were opened: one in the Central Area
of Command and one in the East Area of Command.
The Operations Divisions implemented the City's Red Light Photo Enforcement
Program in the Fall of 2002.
The Traffic Section received a mini-grant through the California Office of Traffic
Safety Seatbelt Enfomement to fund overtime for seatbelt enforcement. During
these special enforcement periods, Traffic Officers issued nearly 250 citations for
seatbelt and child safety seat violations.
The Traffic Section, in a joint effort with the California Highway Patrol, has
created a testimonial type program targeting high school seniors which is
designed to reduce fatal traffic accidents involving teenage drivers.
In November 2002, over 40 Operations Division personnel participated in a multi-
agency Weapons of Mass Destruction Disaster Drill.
The Operations Division has revived the Bakersfield Police Department's
Chaplain Program, and has recruited 10 ministers to volunteer their time and
support to the Department.
FY 2003-04 ACTION PLAN
1. Construction of the joint Police/Fire Substation in Southwest Bakersfield.
Complete the implementation of the Red Light Photo Enforcement Program. Six
intersections are to be outfitted with the equipment for this program.
3. Reduce Operations Division officer involved preventable traffic accidents by 15%.
Conduct surveys, in both English and Spanish, within the three areas of
command to determine quality of life and security concerns.
89
2021 - Operations continued
SERVICE LEVEL INDICATORS
Calls for service
Bomb Call Outs
Traffic Citations
Injury Accidents
FY 01-02
Actual
223,488
60
26,490
1,619
FY 02-03
Actual
23O,373
6O
27,668
873
FY 03-04
Adopted
241,891
6O
29,728
1,216
9o
OPERATIONS
EXPENDITURES:
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
Personnel
Operating
Capital
$16,041,807
$4,000,063
$59,991
$19,121,001
$6,393,124
$70,549
$19,121,001
$6,425,380
$287,961
$21,206,879
$5,355,630
$55,2OO
Total
$20,101,861 $25,584,674 $25,834,342 $26,617,709
$1,680,000 $1,680,000 $480,000
$20,101,861 $23,904,674 $24,154,342 $26,137,709
$20,101,861 $25,584,674 $25,834,342 $26,617,709
SOURCE OF FUNDS:
Traffic Safety Fund
General Fund
Total
9]-
2031 - Investigations
DIVISION GOAL
It is the goal of the Investigations Division to work cooperatively with all other divisions,
and allied agencies, as we continue to uphold a tradition of skillful and ethical criminal
investigations. We will be innovative in our use of available crime fighting technologies,
including the new Records Management System, which should greatly assist in the
investigation process. The Special Enforcement Unit will continue to use proven
enforcement strategies in the investigation and suppression of criminal gang violence.
FY 2002-03 ACCOMPLISHMENTS
The Investigations Division was able to maintain a 30.40% clearance rate on the
combined total of Part 1 Crimes reported during 2002.
August 2002 marked the merger of the Bakersfield Police Department and Kern
County Sheriff's Department Vice details. This merger created a joint agency
Vice unit, housed in the Bakersfield Police Department. During the past year, the
Vice unit processed 157 license applications of various types, including:
massage establishments and technicians, cabaret permits, and ABC public
convenience and necessity investigations. The Vice detail also intensified its
efforts in the enfomement of prostitution laws, and worked closely with ABC
agents in several undercover assignments.
The Warrant/Fugitive detail expanded its outreach for public assistance in
locating warrant suspects by creating a "Bakersfield's Most Wanted" website, and
by placing a "Wanted Notice" with photograph in the newspaper on a weekly
basis.
The Special Enforcement Unit (gang detail) provided over 70 gang prevention
and education presentations to various community groups and organizations.
The unit was able to maintain the reduced level of gang shootings from the
previous year (2001 = 29; 2002 = 27).
The Kern Narcotics Enforcement Team (KNET) continued its aggressive street
level enforcement, arresting 200 narcotic offenders and completing 87 parole or
probation searches. In just three of the unit's significant cases, nearly $27,000 in
assets was seized, along with a half pound of tar heroin and over 1.2 pounds of
methamphetamine.
The Narcotics detail, in conjunction with the Drug Enforcement Administration,
conducted a three-month investigation into a family-based organization which
had been distributing methamphetamine in Bakersfield for many years. As a
result of this investigation, 23 suspects were charged with felony complaints; 10
with U.S. federal narcotics related crimes, and 13 with state charges.
2031 - Investigations continued
FY 2003-04 ACTION PLAN
The Juvenile/Sex Crimes detail will increase the number of registered sex
offender compliance checks by 10% (2002 - 296).
The Crimes Against Persons detail will conduct a comprehensive review of all
unsolved murder cases to ensure all leads have been followed up on and to
apply present day forensics technology to fingerprints and biological evidence.
Install "Cai-Photo" on all Investigations Division computers. "Cai-Photo" provides
authorized users the ability to search California's law enforcement booking photo
images and California Department of Motor Vehicles (DMV) driver license
images. "Cai-Photo" will be accessed through the Department of Justice
dedicated network (Intranet). This will be a great investigative tool for our
detectives and is provided free of charge by the California Department of Justice.
KNET will train and implement the use of new technical enforcement equipment,
enhancing the unit's ability to detect and arrest narcotic violators.
The Vice unit will work cooperatively with the City Attorney's Office and the City
Council in developing and implementing a new massage ordinance.
Maintain the same level of "major" narcotic vendor investigations.
SERVICE LEVEL INDICATORS
FY 01-02
Actual
KNET - Narcotics Arrests 147
KNET - Parole/Probation Searches 94
Major Narcotic investigations 10
Registered Sex Offender Compliance Checks 585
FY 02-03 FY 03-04
Actual Adopted
200 260
87 120
10 10
296 326
SERVICE LEVEL INDICATORS
Part I Crimes
Clearance Rates
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
29.67% 30.40% 30.00%
93
INVESTIGATIONS
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$7,337,173 $8,323,790 $8,323,790 $9,401,646
$1,002,453 $1,183,514 $1,189,696 $1,120,079
$69,207 $76~499 $163,025 $34,000
$8,408,833 $9,583,803 $9,676,511 $10,555,725
$8,408,833 $9,583,803 $9,676,511 $10,555,725
$8,408,833 $9,583,803 $9,676,511 $10,555,725
SOURCE OF FUNDS:
General Fund
Total
Fire Services
DEPARTMENT GOAL
To serve citizens by protecting lives and property against the effects of fire, other
emergencies or hazards; to assure the orderly growth of the City of Bakersfield with
regard to life safety and levels of service by working in cooperation with other
departments and agencies.
FY 2002-03 ACCOMPLISHMENTS
1. Completed design of Station 15 and put construction out to bid.
2. Conducted full-scale Weapons of Mass Destruction exercise in November 2002.
Conducted training and made improvements to Emergency Operations Center
along with the Police Department.
Developed Metropolitan Medical Response System for Weapons of Mass
Destruction terrorism threat.
5. Went from 19% smoking compliance to 97% in bars and restaurants.
FY 2003-04 SIGNIFICANT BUDGET CHANGES
One vacant Parts Warehouse Specialist position has not been budgeted in the
Fire Department budget.
2. Complete construction of Station 15 by January 2004.
96
FIRE SERVICES
DIVISIONS:
Administration
Fire Safety
Fire Suppression
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$890,919 $1,120,131 $1,526,418 $1,244,461
$2,483,310 $1,997,732 $2,229,021 $2,039,666
$16,816,247 $18,521,891 $19,153,740 $21,017,145
$20,190,476 $21,639,754 $22,909,179 $24,301,272
$20,190,476 $21,639,754 $22,909,179 $24,301,272
$20,190,476 $21,639,754 $22,909,179 $24,301,272
SOURCE OF FUNDS:
Capital Outlay Fund
General Fund
Total
FULL TIME EMPLOYEES:
Administration
Fire Safety
Fire Suppression
Total
8.00 8.00 8.00 8.00
26.00 28.00 27.00 27.00
164.00 170.00 170.00 170.00
198.00 206.00 205.00 205.00
97
3011 - 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 promote teamwork among all City departments.
FY 2002-03 ACCOMPLISHMENTS
Conducted two promotional examinations for the positions of Engineer and
Captain.
Conducted a Weapons of Mass Destruction drill with multiple agencies in the
metropolitan area including local hospitals.
Completed Station 15 needs assessment, selected architect, and developed
building plans.
Continued expanded diversity programs, such as, increased reserve officer and
high school minority outreach programs.
Completed two recruit Fire Fighter Academies at the Olive Drive Fire Training
Facility and one Bakersfield College Fire Fighter I Academy.
6. Took delivery of one replacement engine, Engine 15 and Truck 15.
FY 2003-04 ACTION PLAN
2.
3.
4.
5.
Construction of Station 15/Police Department substation.
Continue department-wide Risk Hazard and Evaluation Program.
Continue to seek out and apply for grants.
Convert four existing fuel-filling stations to automated facilities.
Complete Paramedic training.
98
ADMINISTRATION
EXPENDITURES:
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
Personnel
Operating
Capital
$800,394 $967,021 $967,021 $1,137,312
$90,125 $153,110 $217,397 $107,149
$400 $342,000
Total
$890,919 $1,120,131 $1,526,418 $1,244,461
$890,919 $1,120,131 $1,526,418 $1,244,461
$8901919 $1,120,131 $1,526,418 $1,244,461
SOURCE OF FUNDS:
General Fund
Total
99
3021 - Fire Safety Services
DIVISION GOAL
Provide for a safe community through fire code enforcement and aggressive arson
investigation; provide an effective public education program to increase safety
awareness in the community; support the Hazardous Materials Team with technical
information; administer the unified programs for 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 2002-03 ACCOMPLISHMENTS
Placed into operation new self-contained breathing apparatus (SCBA) for all
Firefighters.
Tobacco enforcement has resulted in over 97% compliance in restaurants and
bars.
Reviewed and updated fees to reflect costs associated with new construction and
environmental services inspections.
Disaster preparedness efforts included:
· Functional exercise
· Emergency Operations Center training and equipment
· Metropolitan Medical Response System plan for mass casualty due to
terrorism incidents
Received Accredited Center of Excellence for the Emergency Communications
Centers.
Hydrant Specialist, with assistance of the Maintenance Division, doubled
inspections/service of new tract developments since 2000.
FY 2003-04 ACTION PLAN
1. Revise inspection programs based on risk and compliance history.
2. Revise Maintenance Division/program due to budgetary constraints.
3. Streamline Public Education efforts.
100
3021 - Fire Safety Services continued
SERVICE LEVEL INDICATORS
Citizens Impacted by Public Education
Fire Prevention Inspections/Plan Reviews
FY 01-02
Actual
42,000
2,619
FY 02-03
Actual
34,000
2,400
FY 03-04
Adopted
35,000
2,700
101
FIRE SAFETY
EXPENDITURES:
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
Personnel
Operating
Capital
$1,761,869 $1,285,618 $1,285,618 $1,374,773
$515,772 $553,312 $630,581 $461,893
$205,669 $158,802 $312,822 $203,000
Total
$2,483,310 $1,997,732 $2,229,021 $2,039,666
$2,483,310 $1,997,732 $2,229,021 $2,039,666
$2,483,310 $1,997,732 $2,229,021 $2,039,666
SOURCE OF FUNDS:
General Fund
Total
102
3031 - Fire Suppression Services
DIVISION GOAL
Provide the citizens of Bakersfield with fire protection, emergency medical life support
services, hazardous materials emergency response, and assistance with other
exposures to dangerous conditions. Ensure all Suppression personnel are properly
trained to the highest level to provide for both personal safety and the safety of the
public.
FY 2002-03 ACCOMPLISHMENTS
1. Placed two Rescue Watercraft and an inflatable raft into service at Station 10.
Provided training to rescue crews in operation of Rescue Watercraft in the Kern
River including still water.
Responded to nine mutual aide assignments outside of the metropolitan
Bakersfield area. The responses included personnel and equipment to eight
campaign wildland fires from the Angeles National Forest to the Inyo National
Forest. The Hazardous Materials Response Team responded to a mutual aid
request to an incident on Interstate 5.
Acquired 160 new SCBA units and are in the process of phasing them into
service.
5. Updated OSHA-mandated Respiratory Protection Plan.
Conducted training for personnel for incidents involving Weapons of Mass
Destruction.
7. Hosted a full-scale Weapons of Mass Destruction drill.
8. Arson made 110 arrests, leading to 15 convictions.
FY 2003-04 ACTION PLAN
Finalize a mutual aid contract with the Sequoia National Forest for responses in
the Rio Bravo area.
Complete the required training for the Rescue Task Fomes to bring the members
up to RS-l, SRT-1, and Confined Space Operational Level.
Update responses for the Joint Powers Agreement with the Kern County Fire
Department.
103
3031 - Fire Suppression Services continued
SERVICE LEVEL INDICATORS
Emergency Responses
Structure Fires
Medical Aids
Training Hours
FY 01-02
Actual
19,373
420
9,876
39,860
FY 02-03
Actual
21,160
283
9,703
32,400
FY 03-04
Adopted
22,000
300
9,900
33,000
104
FIRE SUPPRESSION
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$15,041,925 $16,595,409 $16,901,409 $18,841,504
$1,747,008 $1,896,498 $1,947,403 $2,169,541
$27,314 $29,984 $304,928 $6,100
$16,816,247 $18,521,891 $19,153,740 $21,017,145
SOURCE OF FUNDS:
Capital Outlay Fund
General Fund
Total
$16,816,247 $18,521,891 $19,153,740 $21,017,145
$16,816,247 $18,521,891 $19,153,740 $21,017,145
105
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106
Public Works
DEPARTMENT GOAL
To provide for quality infrastructure design, construction, operation, and maintenance of.'
traffic control systems, streets, street lighting, sanitary sewer collection systems,
stormwater drainage collection systems, wastewater treatment plants, and other City-
owned facilities; to provide waste collection and waste recycling services; to provide
graffiti removal services; to provide and maintain the Citywide equipment, fleet and
telecommunications systems; and to ensure that public inquiries are handled in a timely
and professional manner by providing exceptional customer service department-wide.
FY 2002-03 ACCOMPLISHMENTS
1. Capital Improvement accomplishments include:
Designed and awarded 33 CIP projects, totaling over $25 million in
contracts.
Completed 35 projects having a contract value of $21.3 million.
Completed design and construction documents for Fire Station
15/Westside Police Substation.
Completed design and construction documents for Ice Center/Aquatic
Center.
Completed design and awarded a contract for the widening of the White
Lane Interchange at State Route 99.
Received CalTrans approval for the Project Study Reports for the
Centennial Corridor, Hageman Flyover, and the 24th Street at Oak Street
Intemhange.
Completed construction of the Mohawk Sewer Trunk Line. This three-mile
sewer project allowed for the abandonment of a sewer lift station and force
main that had become too costly to maintain.
Completed the relocation of the Friant-Kern Canal and widening of
Calloway Drive projects. This provided a single bridge over the Friant-
Kern Canal for both Calloway Drive and Olive Drive rather than two
separate bridges.
Substantial milestones accomplished for the Westside Parkway Project:
· Selected a consultant and began preparation of Tier II
environmental document.
· Began acquisition process for right-of-way.
· Reached agreement with Rosedale/Rio Bravo Water Storage
District.
· Established good working relationships with Kern County Water
Agency and Shell Refinery - two main agencies/companies
necessary to purchase right-of-way.
108
Public Works continued
10.
11.
12.
13.
Implemented installation of three miles of wire interconnect for improved
coordination/synchronization of traffic signals. This increases the cumulative
total of traffic signals connected to the Traffic Operations Center to 127.
Installed traffic pre-emption devices at 46 traffic signals.
Added eight more routes to the scheduled street sweeping program.
Modified approximately seven miles of median islands, within the area of Union
Avenue, South H Street, White Lane, Panama Lane, Panorama Drive, Truxtun
Avenue and Dr. Martin Luther King Boulevard.
Resurfaced/reconstructed eighty-three lane miles of surface pavement on City
streets.
Completed construction of a liquefied compressed natural gas (LCNG) fueling
station at the Corporation Yard.
Received $22,000 from the Department of Energy Clean Cities Coalition for
placing 11 CNG pickups into service.
Continued efforts to improve the energy efficiency at Wastewater Plants 2 and 3
by utilizing co-generation engines and participating in a PUC funded efficiency
study.
Conducted a pilot program for curbside recycling.
Prepared the final closure plan for the Bakersfield Landfill.
Reached adequate funding for the landfill closure project.
Implemented a program for cleanup of illegal dumping with the 86-CLEAN
hotline.
109
Public Works continued
FY 2003-04 SIGNIFICANT BUDGET CHANGES
Refuse rates were not increased in FY 02-03, although an increase of 2.5% was
paid to the hauling contractors according to the consumer price index (CPI) used
in the agreement. The CPI increase for the hauling contract is 3.5% for FY 03-
04. The proposed budget includes a 2.5% refuse rate adjustment.
Staff is not proposing a COLA increase in the sewer user fee for FY 03-04.
Although the budget has increased by 4.7%, the addition of new users to the
sewer system will provide the additional income to offset this cost; therefore, a
user fee increase is not needed at this time.
The current Wastewater Revenue Program includes a rate increase that is being
phased in over a 3 to 7 year period for some users. This will be year three of the
phase-in period. These users will see an increase in their rates next year, but
the increase would be limited only to the amount to be phased in - NO COLA
adjustment.
Following are these increases:
FY 2002-03
FY2003-04
Commercial/Industrial Surcharge Rate
Hospitals
Schools (Average Daily Attendance)
$722 MG/Yr
$44.86/bed
$4.01/student
$847MG~r
$50.04/bed
$4.23/student
As part of the ongoing implementation of the adopted Wastewater Master Plan,
connection fees will increase from $2,300 per single-family dwelling to $2,400 on
July 1,2003. This will be year 7 of an 8 year phase-in period.
Eleven vacant General Fund positions have not been budgeted in the Public
Works budget. Those positions include an Engineering Aide I in Traffic
Engineering, a Maintenance Craftworker II Position, a Trade Assistant and an
Electrical Tech. II in General Services, two Fleet Service Workers in Fleet
Services, and a Heavy Equipment Operator, two Light Equipment Operators, and
two Service Maintenance Workers in Streets.
Seven new positions are proposed to be funded by Enterprise Funds, including
an Industrial Waste Inspector in the Pretreatment Revenue Program, a Service
Maintenance Worker and a Sewer Maintainer II in Sewer Maintenance, a Heavy
Equipment Operator in Commercial Refuse Services, two Solid Waste
Equipment Operators in Residential Refuse Services, and a Solid Waste
Equipment Operator for the new Curbside Recycling program. These positions
are needed due to increases in service demand due to growth.
110
DIVISIONS:
Administration
Engineering
General Services
Streets
Equipment
Wastewater
Solid Waste
Total
SOURCE OF FUNDS:
General Fund
Dev. Services Fund
ISTEA Fund
State Gas Tax
Transportation Der
Aviation Fund
Amtrak Operating Fund
Park Improvemt Fund
Domestic Water Fund
Sewer Service-Plant 2
Sewer Service-Plant 3
CDBG - Block Grant
CDBG - Home
Equipment Fund
Refuse Fund
Assessment Districts
Total
PUBLIC WORKS
Actual
2001-02
Adopted
Budget
2002-03
Amended
Budget
2002-03
$391,113
$4,539,266
$6,791,896
$9,499,293
$17,201,790
$7,512,135
$18,857,505
$393,051
$5,092,565
$7,419,398
$8,710,644
$15,221,608
$5,224,887
$21,107,631
$443,051
$5,254,861
$7,567,777
$9,682,111
$17,665,050
$5,226,945
$21,824,564
$64,792,998 $63,169,784 $67,664,359
Adopted
Budget
2003-04
$539,127
$4,772,952
$7,473,176
$8,662,466
$13,404,092
$5,363,662
$23,983,937
$64,199,412
$11,434,926 $12,506,261 $12,550,035 $11,994,027
$1,284,022 $1,482,047 $1,590,318 $1,575,105
$133,700 $129,700 $130,000
$2,097,005 $2,877,268 $3,841,908 $2,918,253
$19,299 $50,000 $47,645 $10,000
$239,259 $115,291 $125,790 $124,222
$157,971 $211,560 $269,938 $262,400
$16,109 $5,000
$9,399 $5,000
$4,418,352 $2,225,510 $2,225,627 $2,356,002
$6,974,337 $5,168,863 $5,270,804 $5,368,118
$17,201,790
$2O,788,8O5
$151,724
$15,221,608
$23,177,676
$64,792,998
$17,715,050
$23,894,645
$2,899
$63,169~784 $67,664,359
$13,404,092
$26,047,193
$64,199,412
FULL TIME EMPLOYEES:
Administration 7.00 7.00 7.00 7.00
Engineering 53.00 55.00 54.00 54.00
General Services 66.00 69.00 66.00 66.00
Streets 71.00 71.00 66.00 68.00
Equipment 55.00 55.00 53.00 53.00
Wastewater 27.00 28.00 28.00 29.00
Solid Waste 82.00 86.00 86.00 90.00
Total
361.00 371.00 360.00 367.00
111
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 all departmental contracts.
FY 2002-03 ACCOMPLISHMENTS
1. Provided administrative support for departmental divisions.
2. Processed and monitored CIP expenditures.
3. Continued cross-training of all administrative/clerical staff.
4. Submitted reimbursement claims on a timely basis to enhance cash flow.
FY 2003-04 ACTION PLAN
1. Promptly respond to City Council referrals and citizen requests.
2. Coordinate preparation of administrative reports and supporting documentation
for placement on City Council agenda.
112
ADMINISTRATION
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$323,583 $335,915 $335,915 $505,269
$67,530 $57,136 $107,136 $33,858
$391,113 $393,051 $443,051 $539,127
SOURCE OF FUNDS:
Equipment Fund
General Fund
Total
$50,000
$391,113 $393,051 $393,051
$539,127
$391,113 $393t051 $443~051 $5391127
113
4031 - Engineering
DIVISION GOAL
Provide development, design and project management services for Citywide Capital
Improvement Program (CIP) projects; ensure proposed new developments are in
compliance with generally accepted engineering standards, City ordinances and other
statutory regulations; provide surveying and inspection services on CIP projects and
developer financed public improvements to ensure conformance to construction
standards, plans, specifications and statutory regulations; provide for the safe and
efficient movement of people and products through traffic engineering operations,
design and planning; and provide management and oversight for the design and
construction of the various project elements of the Bakersfield Systems Plan.
FY 2002-03 ACCOMPLISHMENTS
Analyzed traffic operations at 14 elementary school locations during the year,
identifying safety needs and implementing traffic control improvements in
cooperation with the schools and the City Police Department.
Analyzed 42 intersections for traffic signal warrants and updated current traffic
signal priority list, adding the new locations that meet warrants, for consideration
in subsequent CIP project lists.
Developed and published on City website a guide for detection of bicycles at
traffic signals and updated the traffic volumes and speed limit information on the
website.
4. Published the annual booklet of traffic volume counts by February, 2003.
Implemented installation of three miles of wire intemonnect for improved
coordination/synchronization of traffic signals. This increases the cumulative
total of traffic signals connected to the Traffic Operations Center to 127.
Implemented new signal timing and route coordination plans at 30 intersections
based on update of traffic volumes. Signal timing was adjusted at 20
intersections, in association with local bicycling groups' input, to accommodate
bicyclist detection and extended green time on the signal.
Recorded 3 Pamel Maps dividing 310.15 acres into 18 pamels. Recorded 27
Final Maps, dividing 620.85 acres into 1,286 lots.
8. Designed and awarded 33 CIP projects, totaling over $25 million in contracts.
9. Completed 35 projects having a contract value of $21.3 million.
114
4031 - Engineering continued
10.
Completed the relocation of the Friant-Kern Canal and widening of Calloway
Drive projects. This provided a single bridge over the Friant-Kern Canal, rather
than two separate bridges for Calloway Drive and Olive Drive.
11.
Completed design and awarded a contract for the widening of the White Lane
Interchange at State Route 99.
12. Started construction of the Bakersfield Ice and Aquatic Center Project.
13.
Completed construction of the Mohawk Trunk Sewer project. This three mile
sewer project provided for the abandonment of a high-maintenance-cost sewer
lift station and force main.
14. Completed final design and construction documents for Fire Station 15/
Westside Police Substation.
15. Completed design and construction documents for Ice Center/Aquatic Center.
16.
Nearing completion of the Project Study Reports for the Centennial Corridor,
Hageman Flyover and the 24th Street at Oak Street Interchange; reports have
been submitted to CalTrans and review comments have been received.
17.
Substantial milestones accomplished for the Westside Parkway Project:
· Selected a consultant and began preparation of Tier II environmental
document.
· Began acquisition process for right-of-way.
· Reached agreement with Rosedale/Rio Bravo Water Storage District.
· Established good working relationships with Kern County Water Agency
and Shell Refinery - two main agencies/companies necessary to purchase
right-of-way.
18.
Completed construction of the Southwest Bike Path, a nine mile extension of the
bike path from the Stockdale Highway Bridge west to Enos Lane.
19. Completed construction of the Mohawk Sewer project by May, 2003.
FY 2003-04 ACTION PLAN
Analyze traffic operations at 7 elementary school locations that have not yet been
reviewed during the year and identify safety needs and/or implement traffic
control improvements in cooperation with the school and the Bakersfield Police
Department.
Analyze 40 or more intersections for traffic signal warrants and update current
traffic signal priority list, adding the new locations that meet warrants for
consideration in subsequent CIP project lists.
115
4031 - Engineering continued
4.
5.
6.
7.
8.
9.
10.
11.
Complete review of maps and improvement plans within four weeks of submittal.
Respond to 95% of all permit inspection requests within four hours and all other
inspections within 24 hours.
Begin working on requests for preliminary surveys within two weeks of receipt.
Respond to construction survey requests within 24 hours.
Complete design and award of all FY 2003-2004 budgeted CIP projects before
July, 2004.
Complete plans and award contract to construct the interchange at Fairfax Road
and State Route 178.
Complete construction of Fire Station 15 / Westside Police Substation by
December 31,2003.
Complete preliminary engineering and the Tier II environmental document for the
Westside Parkway and continue acquiring all necessary right-of-way for the
Westside Parkway.
Complete construction of Ice Center by mid-November 2003, and the McMurtrey
Aquatic Center by February, 2004.
Continue with preliminary engineering work and preparation of the Environmental
Document for the Hageman Flyover, Centennial Corridor, and 24th Street at Oak
Street Interchange projects.
SERVICE LEVEL INDICATORS
Improvement Plans and Final Maps
Checked & Returned Within Four Weeks
Permit Inspection Requests
Responded to Within Four Hours
Elementary Schools Analyzed
for Traffic Operations
Intersections Analyzed for
Traffic Signal Warrants
Budgeted Public Works CIP
Projects Bid During Fiscal Year
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
39% 39% 70%
95% 95% 95%
14 14 7
42 42 40
71% 75% 100%
116
ENGINEERING
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$3,621,785 $4,094,361 $4,090,361 $4,126,227
$897,752 $940,178 $1,085,795 $626,725
$19,729 $58,026 $78,705 $20,000
$4,539,266 $5,092,565 $5,254,861 $4,772,952
SOURCE OF FUNDS:
General Fund
Dev. Services Fund
ISTEA Fund
Amtrak Operating Fund
Domestic Water Fund
Transportation Der
Park Improvemt Fund
Refuse Fund
Sewer Service-Plant 3
State Gas Tax
Assessment Districts
Total
$3,030,707
$1,284,022
$3,476,818
$1,482,047
$133,700
$3,500,952
$1,590,318
$129,700
$3,032,847
$1,575,105
$130,000
$1,713
$9,399 $5,000
$19,299 $21,145 $10,000
$16,109 $5,000
$9,399 $5,000
$9,399 $5,000
$7,495 $9,847 $5,000
$151,724 $2,899
$4,539~266 $5,092,565 __$5~254,861
$4,~772~952
117
4051 - General Services
DIVISION GOAL
Provide excellent customer service in the maintenance of City-owned buildings and
parks, including janitorial, heating and air conditioning, electrical and remodeling;
installation and maintenance of traffic signals, street lights, and signs and marking;
removal of graffiti from City-owned facilities and private property; and promotion of the
anti-graffiti program through school presentations and community events.
FY 2002-03 ACCOMPLISHMENTS
Managed and completed the roof replacement of the Police Department Building.
The new roof is designated as a "Cool Roof" and a rebate was received from the
California Energy Commission.
Completed the expansion and remodel of the TV video room in the City Hall
Council Chambers.
Completed tenant improvements on third floor of the Borton Petrini Building and
assisted Information Technology Division with their relocation.
4. Completed installation of new traffic signal at Old River Road at Ridge Oak.
Installed safety warning flashers at California State University Bakersfield on
Camino Media and at Stockdale High School on White Lane.
Completed Lincoln School Area Street Light Improvement project by adding 55
new street lights and poles; also upgraded 23 existing street light fixtures.
Installed 40 miles of new edge line to aid motorists during inclement weather
conditions in rural areas of the City.
Repainted 572 school crosswalks and 368 advanced warning markings on
streets near schools,
Installed a new concession stand at the Centennial Garden and remodeled
existing memhandise stands.
10. Upgraded air-conditioning systems at Fire Stations # 2, #4, and #7.
11. Replaced graffiti-etched front windows and doors at the Convention Center.
12.
Remodeled public restrooms within the Developmental Services Building. This
brought the restrooms up to Americans with Disabilities Act compliance
standards.
118
4051 - General Services continued
FY 2003-04 ACTION PLAN
1. Repaint lines on all basketball and tennis courts within City parks.
Visit 50 schools to present Anti-Graffiti assemblies and encourage participation in
the Anti-Graffiti Poster and Essay Contest.
Maintain and replace all banners and flags in downtown araa per the established
rotation schedule.
4. Replace 500 aging and deteriorated street markers.
5. Stripe 50 miles of edge line on rural roadways.
Replace 50 conflict monitors at various signalized intersections throughout the
City. These monitors look at the lighting sequence to ensure safe operation.
They have surpassed their normal lifespan and are not providing the level of
reliability needed,
Install skate block devices on hand rails and planters at City Hall, Convention
Center, Centennial Garden, and Silver Creek Park. These devices deter skate
board sliding and the resulting damage to City property.
SERVICE LEVEL INDICATORS
Graffiti Removal Sites
Street Lights Serviced
Striping of City Streets (miles)
Graffiti Education (# of citizens)
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
6,600 4,400 6,000
1,375 1,600 1,600
580 686 700
10,400 14,000 14,500
119
GENERALSERVICES
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$3,259,381 $3,666,579 $3,666,579 $3,777,157
$3,494,553 $3,701,617 $3,832,996 $3,649,019
$37,962 $51,202 $68,202 $47,000
$6,791,896 $7,419,398 $7,567,777
$7,473,176
SOURCE OFFUNDS:
General Fund
State Gas Tax
Amtrak Operating Fund
Aviation Fund
Total
$5,333,581 $5,797,679 $5,817,319 $5,773,301
$1,062,798 $1,294,868 $1,354,730 $1,313,253
$156,258 $211,560 $269,938 $262,400
$239,259 $115,291 $125,790 $124,222
$6,791,896 $7,419,398 $7,567,777
$7,473~176
120
4052 - Streets
DIVISION GOAL
Improve the safety and appearance of the community through the maintenance and
repair of the City street system located within the public right-of-way; ensure safe and
dependable performance of storm drains, sewer lines and lift pump stations; and
maintain level and value of City street improvements through an effective preventative
Street Maintenance Program.
FY 2002-03 ACCOMPLISHMENTS
Added eight more sweeping routes to the scheduled street sweeping program.
This increases the cumulative number of scheduled sweeping routes to 23.
Modified approximately seven miles of median islands, within the area of Union
Avenue, South H Street, White Lane, Panama Lane, Panorama Drive, Truxtun
Avenue Extension and Dr. Martin Luther King Boulevard.
Resurfaced or reconstructed eighty-three lane miles on City streets, which is an
84% improvement over last year.
Minimized potential liability by repairing reported potential hazardous potholes
within a two-day period.
Maintained a safe working environment for employees by consistent training
sessions and safety meetings.
FY 2003-04 ACTION PLAN
Review existing residential street resurfacing/reconstruction list and re-prioritize
street repair projects.
Continue evaluating the City's storm system where flooding problems exist and
recommend appropriate corrections.
Increase by five the number of sweeping routes within the scheduled street
sweeping program.
4. Continue street improvements within the Casa Loma area.
121
4052 - Streets continued
SERVICE LEVEL INDICATORS
Residential Sweeping Cycle
Lane Miles Resurfaced/
Reconstructed
Sewer Mile Lines Inspected
Sewer Maintenance Service -
Emergency call responses
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
20 days 20 days 20 days
73 lane 83 lane 30 to 40
miles miles lane miles
37 street 30 street 25 street
miles miles miles
300 calls 332 calls 345 calls
122
STREETS
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$3,415,683 $3,864,856 $3,864,856
$6,067,643 $4,794,088 $5,732,555
$15,967 $51,700 $84,700
$9,499,293 $8,710,644 $9,682,111
$3,821,207
$4,841,259
$8,662,466
SOURCE OF FUNDS:
General Fund
State Gas Tax
CDBG - Block Grant
Sewer Service-Plant 3
Transportation Dev
Refuse Fund
Total
$2,679,525 $2,838,713 $2,838,713 $2,648,752
$1,026,712 $1,582,400 $2,477,331 $1,600,000
$3,871,155 $2,169,486 $2,269,486 $2,355,458
$50,000 $26,500
$1,921,901 $2,070,045 $2,070,081 $2,058,256
$9,499~293
$8,710~644
$9,682,111
$8~662,46~6
123
4053 - Equipment
DIVISION GOAL
Provide all using departments/divisions with the vehicular, non-vehicular and
telecommunications equipment needed to meet their objectives within the bounds of the
approved budget; and procure, repair and maintain all equipment within the City in a
safe and reliable manner.
FY 2002-03 ACCOMPLISHMENTS
Completed bid process and award for construction of a liquefied compressed
natural gas (LCNG) fueling station at the Corporation Yard. Anticipated
completion date for this fueling station is July, 2003.
Continued to meet and exceed clean-air standards as they pertain to the City of
Bakersfield by placing alternative fuel vehicles and equipment into service.
Received $22,000 from the Department of Energy Clean Cities Coalition for
placing 11 CNG pickups into service.
Upgraded the Police Mobile Data System for increased capacity and installed
100 mobile data computers in police vehicles.
Upgraded two microwave systems, which provided for high capacity digital data,
telephone/radio communications, video surveillance and alarm systems.
Installed an additional telephone switch and 70 telephones in the Carosella
Building for Recreation & Parks and Economic & Community Development
Departments.
Ran cable to the Borton Petrini Building and installed 23 telephones for
Information Technology.
FY 2003-04 ACTION PLAN
Complete construction of the LCNG fueling station at the Corporation Yard by
July, 2003.
Continue to monitor rental rates to ensure accurate and timely replacement of
worn equipment. Maintain an appropriate fund balance within the Equipment
Management Fund to meet established replacement schedules.
3. Purchase an additional 11 heavy-duty, alternate-fuel vehicles.
124
4053 - Equipment continued
Complete telephone and radio communications systems in Fire Station 15 and
the Westside Police Substation.
Complete installation of new microwave equipment to the Water Department and
radio communications sites.
Complete phase two of the Police mobile data system by installing 120 mobile
data computers in Police vehicles.
Continue to produce high quality live and taped television broadcasts of City
meetings.
Continue to effectively maintain over 6,000 items of City-owned electronic
equipment.
SERVICE LEVEL INDICATORS
Perform Preventative Maintenance
And Routine Repairs of All Vehicles
Within the Fleet
Perform Preventative Maintenance
And Repair of Mobile and Fixed
Communications Equipment
And Telephones
Broadcasting/rebroadcasting of
City Council and Planning
Commission Meetings (Hours)
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
1,895 2,225 2,490
2,143 2,143 2,220
1,022 1,022 1,000
125
EQUIPMENT
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$3,022,860
$8,9O9,785
$5,269,145
$3,242,927
$5,2O3,784
$6,774,897
$17,201,790 $15,221,608
$3,242,927
$5,263,363
$9,158,760
$3,384,356
$5,111,436
$4,9081300
$17,665,050
$13,404,092
$13,404,092
$13,404,092
SOURCE OF FUNDS:
Equipment Fund
Total
$17,201,790 $15,221,608 $17,665,050
$17,201,790 $15,221,608 $17,665,050
126
4071 - Wastewater
DIVISION GOAL
Provide operation and maintenance of wastewater facilities for the purpose of treating,
reclaiming, and utilizing wastewater and its by-products in accordance with federal,
state, and local requirements; plan for future wastewater treatment needs to meet
anticipated growth; monitor and regulate industrial waste dischargers in order to protect
wastewater facilities, public, and environment; and establish sewer user fees for
properties receiving City sewer service.
FY 2002-03 ACCOMPLISHMENTS
Performed State required laboratory analysis of wastewater and submitted the
results each month to the California Regional Water Quality Control Board
(CRWQCB).
Bid and commenced construction of headworks upgrades at Plant 3 (Bar
screens, influent pump, concrete surface coating, and washer compactor).
Completed the design phase of the conversion of the Plant 2 aerated lagoons to
a storage reservoir. Additional storage is required as a part of the recent Plant 2
expansion. There is approximately 40,000 tons of stockpiled biosolids (20 years
of accumulation) in the bottom of these lagoons. As soon as fields on the farm
become available, these biosolids will be disposed of and the project can
proceed.
Continued implementing the phased-in charges for hospitals and schools per the
new Sewer Revenue Program. This program was revised and adopted in May,
2001, to bring it in line with State Revolving Fund policies for construction of
wastewater treatment facilities.
5. Commenced the evaluation of local discharge limitations for Plants 2 and 3.
Continued operation of cogeneration facilities at Plant 2 and Plant 3. These
systems burn digester methane gas to produce electricity at a significant savings
to the City.
Completed the installation of eight new groundwater monitoring wells in the
vicinity of Plant 3 in accordance with California Regional Water Quality Control
Board compliance schedule. Commenced monitoring of the upper-most portion
of the groundwater aquifer to ensure plant operations are not degrading the
groundwater.
Ceased operations on the Ashe Road Farm site. American Yeast Corporation
(AYC) continues to operate their facility on District Boulevard with their
wastewater now going to Plant 3 for treatment.
]_27
4071 - Wastewater continued
FY 2003-04 ACTION PLAN
Provide continuous operation and maintenance of Wastewater Treatment Plants
2 and 3; perform State required analysis of wastewater to demonstrate
compliance with Discharge Requirements; and submit results monthly to the
CRWQCB.
Complete the conversion of the Plant 2 aerated lagoons to a storage reservoir.
Preliminary estimate from the Design Consultant is $2.9 million.
3. Complete construction of headworks upgrades at Plant 3.
Conduct annual sampling and inspection of all permitted industries and submit
results to the CRWQCB.
Revise Sewer Ordinance to update the local limits. Both Plants 2 and 3
expanded in 1999 and their discharge permits were updated by the CRWQCB.
Meeting the new plant discharge permit requirements will also require that local
limits for City dischargers be updated.
Review monthly City Building Department reports and annual water consumption
records to update the flat rate and surcharge billings lists. Bill septage haulers by
the 15th of each month.
SERVICE LEVEL INDICATORS
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
Wastewater Treated
(Million Gallons Per Day)
Plant 2 ...........
Plant 3 ...........
16.33 16.49 16.65
11.53 11.83 12.13
Permitted Industrial Dischargers
19 18 22
Parcels Served within Incorporated
Area (on special assessment list)
64,545
68,472 72,500
128
WASTEWATER
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$1,587,003 $1,767,850 $1,767,850 $1,928,220
$5,876,162 $3,413,735 $3,415,793 $3,406,442
$48,970 $43,302 $43,302 $29,000
$7,512,135 $5,224,887
$5,226,945
$5,363~662
SOURCE OF FUNDS:
Sewer Service-Plant 2
Sewer Service-Plant 3
Total
$4,418,352
$3,O93,783
$7,512,135
$2,225,510
$2,999~377
$5,224,887
$2,225,627
$3~001,318
$2,356,002
$3,OO7,66O
$5,226,945
$5,363,662
129
4081 - Solid Waste
DIVISION GOAL
Provide quality and cost-effective solid waste and recycling services Citywide through a
balanced combination of services by contract and municipal fomes; develop and
implement waste reduction and recycling programs to comply with the State mandate;
and establish and maintain environmental controls for closure of the former Bakersfield
Landfill.
FY 2002-03 ACCOMPLISHMENTS
Completed soil testing and drafted the final landfill closure plan for the former
Bakersfield Landfill.
2. Conducted a pilot program for curbside recycling.
3. Implemented a program for cleanup of illegal dumping with the 86-CLEAN hotline.
FY 2003-04 ACTION PLAN
Combine all refuse service, billing, and contractor payment data to ensure accurate
charges and payments.
2. Expand the pilot program for curbside recycling.
Complete the landfill cap construction plan and obtain regulatory approval for
construction to follow in FY 2004-05.
Evaluate the use of dual collection refuse trucks to reduce mileage traveled on
residential routes.
Integrate the Keep Bakersfield Beautiful (KBB) program with other environmental
and recycling program education efforts.
SERVICE LEVEL INDICATORS
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
Total Homes Served
70,333 72,000 73,500
Greenwaste Recycling:
# of Vehicles Admitted at Gate
116,338 136,000 140,000
Curbside Greenwaste
Processed (Tons)
42,754 46,000 48,000
Compost Produced (Cubic Yards)
38,113 53,000 60,000
Used Oil Recycled (Gallons)
5,604 6,000 6,000
130
SOLID WASTE
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$4,050,176
$14,597,792
$2O9,537
$4,443,170
$16,069,311
$595,150
$18,857,505 $21,107,631
$4,443,170
$16,762,951
$618,443
$21,824,564
$4,988,130
$18,239,327
$756,48O
$23,983,937
$23,983,937
$23,983,937
SOURCE OF FUNDS:
Refuse Fund
Total
$18,857,505 $21,107,631 $21,824,564
$18,857,505 $21,107,631 $21,824,564
131
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132
133
Water Resources
DEPARTMENT GOAL
To supply and conserve water for the benefit of present and future citizens of
Bakersfield; to ensure the orderly regulation and distribution of Kern River water,
including the preservation and augmentation of the underground water supply;
operation of domestic water system to provide high quality water service; to provide
flood control management and maintenance of drainage basins; to administer basic
water contracts to agricultural districts; and oversee municipal farm operations at City
wastewater sites.
FY 2002-03 ACCOMPLISHMENTS
Completed the final phase of the Northeast Bakersfield Water Supply Project
including construction of the Iow-lift pump station and installation of the reservoir
liner.
Completed necessary documentation to amend Proposition 12 (Park Bond 2000)
State grant funding projects for Kern River Parkway.
Completed preliminary engineering and final design for the three million gallon
storage tank located at the southwest corner of Coffee and Norris Roads.
Completed the National Pollutant Discharge Elimination System Report for
Stormwater Monitoring as required by the California Regional Quality Control
Board.
FY 2003-04 SIGNIFICANT BUDGET CHANGES
Additional resources allocated to construct a three million gallon storage tank in
the northwest to provide adequate storage and water supply to serve continued
growth in northwest area of Bakersfield. This project represents a joint public
private partnership between the City of Bakersfield and California Water Service.
Increased funding in power costs has been required for the Domestic Water
system due to continued growth throughout the City's domestic service area.
Increase in monthly domestic water rates in the readiness-to-serve charge. This
increase is 4.6% or $1.05 per month to the average customer to be effective
October 1,2003.
134
WATER RESOURCES
DIVISIONS:
Agricultural Water
Domestic Water
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$3,580,197
$8,980,671
$3,296,361
$8,704,947
$3,591,919
$8,710,738
$3,485,937
$9,173,106
$12,560,868 $12,001,308 $12,302,657 $12,659,043
SOURCE OF FUNDS:
Agricultural Water
Domestic Water
Total
$3,580,197
$8,980,671
$3,296,361
$8,704,947
$3,591,919
$8,710,738
$3,485,937
$9,173,106
$12,560,868 $12,001,308 $12,302,657 $12,659,043
18.45 19.45 18.45 19.45
3.55 3.55 3.55 3.55
22.00 23.00 22.00 23.00
FULL TIME EMPLOYEES:
Agricultural Water
Domestic Water
Total
135
4511 - Agricultural Water
DIVISION GOAL
Provide for the proper distribution and delivery of water from Isabella Reservoir to canal
headgates and agricultural customers. Perform scheduled and required repairs to river
weirs, levees, canal banks and facilities. Maintain and repair drainage basins located
throughout the City. Ensure the efficient use of Kern River water, supplies, personnel
and equipment in the performance of all operation and maintenance functions.
FY 2002-03 ACCOMPLISHMENTS
Completed the Annual Land Management Report for the Wastewater Plant 2
Municipal Farm in accordance with the Regional Water Quality Control Board
Order.
Completed river and canal system maintenance and upgrades on time and within
budget.
Completed construction of the Kern River Bike Path Extension West from
Stockdale Highway to Enos Lane,
Completed rough grading on Rio Vista Park site located adjacent to the Kern
River Parkway.
FY 2003-04 ACTION PLAN
Complete construction of Proposition 12 (Park Bond 2000) and Proposition 13
(Water Bond 2000) funded projects along the Kern River Parkway.
Replace and repair fencing along canals and neighborhood drainage basins
throughout the City limits.
Complete recharge ponds and water elements on Rio Vista and the 40-Acre
open space recreational area.
Install additional sized erosion prevention materials on the Kern River Levee
between Manor and 24th Street.
SERVICE LEVEL INDICATORS
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
Reconstruct Drainage Basins
Replace and Repair Canal
and Basin fencing (in feet)
6 8 10
3,557 3,600 4,200
136
AGRICULTURAL WATER
EXPENDITURES:
Proposed Amended Adopted
Actual Budget Budget Budget
2001-02 2003-04 2002-03 2003-04
Personnel
Operating
Capital
$1,120,183 $1,343,953 $1,343,953 $1,384,122
$2,459,736 $1,951,408 $2,246,966 $2,101,815
$278 $1,000 $1,000
Total
$3,580,197 $3,296,361 $3,591,919 $3,485,937
SOURCE OF FUNDS:
Agricultural Water
$3,580,197 $3,296,361 $3,591,919 $3,485,937
Total
$3,580,197 $3,296,361 $3,591,919 $3~485,937
4521 - Domestic Water
DIVISION GOAL
Provide a safe and dependable water supply in sufficient quantities to meet customer
demands for high quality drinking water at a competitive price; maintain and upgrade
standards for distribution system design and modernization; provide for future growth
and the increasing water supply demand; and accurately bill in a timely manner to
customers,
FY 2002-03 ACCOMPLISHMENTS
Completed construction phase of the Northeast Water Supply Project. This joint
public private project between the City of Bakersfield and California Water
Service will ultimately provide water for over 10,000 residents in central and
northeast Bakersfield.
Completed preliminary engineering and final design for the three million gallon
storage tank and pumping station located at the southwest corner of Coffee and
Norris Roads.
Successfully implemented increased water quality monitoring of distribution
system based on new California Department of Health regulations.
FY 2003-04 ACTION PLAN
Secure a firm high-quality soume of treated water to serve the expansion of the
City's domestic service area in Northwest Bakersfield.
Complete environmental landscaping mitigation for the Northeast Water Supply
Project.
Begin construction of a three million gallon storage tank in the northwest to
provide adequate storage and water supply to serve continued growth in the
northwest area of the domestic water system.
Construct four additional water wells to increase production capacity to serve
new growth occurring throughout the City's domestic water system.
SERVICES LEVEL INDICATORS
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
New Service Connections
1,523 1,170 1,200
Water Wells Constructed
2 1 4
138
DOMESTIC WATER
EXPENDITURES:
Personnel
Operating
Capital
Total
Proposed Amended Adopted
Actual Budget Budget Budget
2001-02 2003-04 2002-03 2003-04
$299,099 $409,627 $409,627 $424,314
$8,673,912 $8,295,320 $8,301,111 $8,748,792
$7,660
$8,980,671 $8,704,947 $8,710,738 $9,173,106
SOURCE OF FUNDS:
Domestic Water
Total
$8,980,671 $8,704,947
$8,980,671 $8,704,947
$8~710~738
$8,710,738
$9,173,106
$9,173,106
139
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140
141
Recreation and Parks
DEPARTMENT GOAL
To provide the highest quality service, facilities, parks, and programs possible.
FY 2002-03 ACCOMPLISHMENTS
1. Received ten awards in Recreation and Parks.
Began implementation of new software for activity registrations and park
reservations.
3. Continue to streamline operations for optimum service programming.
FY 2003-04 SIGNIFICANT BUDGET CHANGES
Revise department standards focusing on essential services, delivering core
programs, and protecting public investment in parks, streetscapes, and medians.
2. Develop creative opportunities to maintain service levels with budget impacts.
Seek grant opportunities and funding alternatives to assist in providing continued
services to city residents.
Ten vacant positions have not been budgeted in the Recreation and Parks
budget. Those positions include four Laborers, a Facility Worker and Service
Maintenance Worker in Parks, one Service Maintenance Worker in Tree
Maintenance, one Program Coordinator and Supervisor I in Recreation
Operations, and a Clerk Typist in Recreation and Parks Administration.
142
RECREATION AND PARKS
DIVISIONS:
Administration
Parks
Recreation
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$752,525
$6,817,968
$2,714,425
$1,009,791
$8,168,177
$3,23O,523
$1,032,091
$8,306,922
$3,182,468
$782,391
$7,874,267
$2,472,123
$10,284,918 $12,408,491 $12,521,481 $11,128,781
SOURCE OF FUNDS:
Capital Outlay Fund
CDBG Block Grant
Park Improvement Fund
General Fund
Total
$10,284,918
$10,284,918
$12,408,491 $12,521,481 $11,128,781
$12,408,491 $12,521,481 $11,128,781
FULL TIME EMPLOYEES:
Administration
Parks
Recreation
Total
10.00 10.00 9.00 9.00
91.00 95.00 88.00 88.00
16.00 16,00 14.00 14.00
117.00 121.00 111.00 111.00
143
5041 - Administrative Services
DIVISION GOALS
Provide administrative support for the effective operation of the Recreation and Parks
divisions; promote synergy between the divisions to enhance the services provided by
each; establish and implement policies and procedures; monitor operating and capital
improvement program budgets; provide excellent customer service in accepting
reservations and activity enrollments and responding to complaints and inquiries.
FY 2002-03 ACCOMPLISHMENTS
1. Continued to monitor services to ensure highest level of quality and service.
2. Staff trained to provide leadership training to other staff.
FY 2003-04 ACTION PLAN
1. To reduce costs, develop new ways to promote brochure and programs instead
of direct mailing.
2. Promote the positive image of the department through its actions and programs.
3. Establish an informal customer survey process at offices and centers.
4. Update and enhance department website to be more user friendly for customers.
SERVICE LEVEL INDICATORS
Program brochures distributed
(3 issues per year)
*Website Recreation & Parks "Hits"
*Website Recreation & Parks "Visits"
Training hours per regular employee per year
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
270,825 218,485 120,000
30
150,032 160,000
8,840 9,000
2O 3
*Method of calculating Website "hits/visits" changed in FY 2002-03
~44
ADMINISTRATION
EXPENDITURES:
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
Personnel
Operating
Capital
$569,183 $621,563 $621,563 $507,206
$178,541 $373,228 $367,228 $274,985
$4,801 $15,000 $43,300 $200
Total
$752,525 $1,009,791 $1,032,091 $782,391
SOURCE OF FUNDS:
General Fund
$752,525 $1,009,791 $1,032,091 $782,391
$752,525 $1,009,791 $1,032,091 $782,391
Total
145
5021 - Parks
DIVISION GOALS
Utilize available resources in the most effective manner. Within budgetary guidelines,
provide the highest quality and most responsible maintenance program throughout
Bakersfield's parks, medians and streetscapes.
FY 2002-03 ACCOMPLISHMENTS
1. Drafted new Citywide tree ordinance.
2. initiated review and update of landscape and irrigation standards.
3. Began installation of energy conservation devices.
4. Completed landscape and irrigation improvements for median islands on White
Lane, Gosford Road, Columbus Avenue, South "H" Street, Panama Lane, and
Lakeview Avenue.
5. Enlarged playground and replaced equipment at Pin Oak Park and Planz Parks.
6. Worked with project design team towards completion of Rio Vista Park
construction plans and initial site improvements.
7. Participated with project design team for Jefferson and Dr. Martin Luther King, Jr.
Park swimming pool restoration project.
FY 2003-04 ACTION PLAN
2.
3.
4.
Complete capital projects within project time line.
Enhance energy savings opportunities.
Create development standards for open space in northeast Bakersfield.
Adjust Park Maintenance Standards focusing on essential services.
SERVICE LEVEL INDICATORS
Maintenance District Areas
Non-Maintenance District Areas
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
323 397 397
324 325 325
146
PARKS
EXPENDITURES:
Personnel
Operating
Capital
Total
Actual
2001-02
$4,228,800
$2,573,201
$15,967
$6,817,968
Adopted Amended Adopted
Budget Budget Budget
2002-03 2002-03 2003-04
$5,147,582
$2,989,019
$31,576
$8,168,177
$5,147,582 $4,783,217
$3,125,986 $3,077,550
$33,354 $13,500
$8,306,922 $7,874,267
SOURCE OF FUNDS:
CDBG Block Grant
General Fund
Total
$6,817,968 $8,168,177 $8,306,922 $7,874,267
$6,817,968 $8,168,177 $8,306,922 $7,874,267
147
5031 - Recreation
DIVISION GOALS
Provide leisure services at the highest standard possible while involving participants,
staff and groups in the creation and production of these services.
FY 2002-03 ACCOMPLISHMENTS
1. Continued to expand the Mobile Recreation Program while reaching over 6,800
youth.
2. Completed minor swimming pool renovations Citywide and began planning for
major renovations at Jefferson and Martin Luther King, Jr. pools.
3. Increased event, activity, and program participation in several areas. These
include Rockin' By the River, MLK Center, Lowell Center, After-School Programs,
Summer Game Centers, Silver Creek Center, Sports and Springtime in
Wonderland. Total attendance for these activities increased from 236,775 for
FY-2001-02 to 313,447 this fiscal year, which is a 24% increase.
4. Offered a Jr. Lifeguard program free of charge at the Martin Luther King, Jr.
Center pool in the Spring 2002 to teach lifeguarding and job skills.
5. Adjusted activities and events to accommodate current fiscal year budget
reductions. The programs affected were concerts and some special events,
which had a combined attendance last year of 26,805 people.
FY 2003-04 ACTION PLAN
1. Pursue opportunities for community partnerships and alternate funding soumes
for new programs and activities (i.e. grants, sponsors, etc.).
2. Design and complete Jefferson and Martin Luther King, Jr. pool renovations.
3. Expand recruitment and involvement of community volunteers in activities,
programs, and events.
4. Re-design marketing efforts for programs, activities, and special events.
5. Open McMurtrey Aquatic Center in the Spring of 2004.
148
5031 - Recreation continued
SERVICE LEVEL INDICATORS
Summer Game Center/Playgrounds
(Daily Average Attendance)
Summer Aquatics
(Daily Average Attendance)
Martin Luther King, Jr. Community Center
(Daily Average Attendance)
FY 01-02
Actual
342
531
43
FY 02-03
Actual
359
52O
69
FY 03-04
Adopted
300
5OO
43
149
RECREATION
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$1,740,785 $2,161,147 $2,061,147 $1,741,877
$914,716 $1,067,156 $1,093,415 $730,246
$58,924 $2,220 $27,906
$2,714,425 $3,230,523 $3,182,468 $2,472~123
SOURCE OF FUNDS:
Park Improvement Fund
CDBG Block Grant
General Fund
Total
$2,714,425 $3,230,523 $3,182,468 $2,472,123
$2,714,425 $3,230,523 $3,182,468 $2,472,123
150
151
Development Services
DEPARTMENT GOAL
To provide professional and technical oversight and support to achieve a balanced
community with a land use plan that combines the preservation of existing communities
with opportunities for growth and is responsive to the needs of the community; and to
ensure that buildings and their environments are constructed and maintained in
conformance with the adopted codes, standards, permits and policies.
FY 2002-03 ACCOMPLISHMENTS
1. Prepared Draft of Kern Bluffs Corridor Trails Plan.
Migrated to HTE's Permit Tracking System and Code Enfomement Tracking
System.
3. Complete Public Hearings and Adopt Metro Bakersfield General Plan Update.
4. Completed Urban Design and Planning Charrette for Southeast Bakersfield.
FY 2003-04 SIGNIFICANT BUDGET CHANGES
Prepare Sphere of Influence Municipal Services Review and submit application
for an amendment to the Sphere of Influence and related annexations.
Prepare grant application to State for planning and feasibility of establishing an
Off-Highway Vehicle Recreation Area.
Implement HTE's hand held computer system for recording field inspection
results and code enforcement actions.
4. Complete public hearings and adopt the Kern Bluffs Corridor Trails Plan.
Four vacant positions have not been budgeted in the Development Services
budget. Those positions include a Planning Associate in Current Planning, two
Code Enforcement Officer II positions, and a Clerk Typist in Code Enforcement.
152
DEVELOPMENT SERVICES
DIVISIONS:
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
Planning
Building
$1,672,270 $1,763,358 $2,180,113 $1,641,690
$3,774,126 $4,295,073 $4,729,023 $4,299,934
$5,446,396 $6,058,431 $6,909,136 $5,941,624
Total
SOURCE OF FUNDS:
General Fund
Development Srvcs. Fund
Capital Outlay Fund
$2,202,420
$3,243,976
$2,501,005
$3,557,426
$2,696,161
$4,212,975
$2,069,043
$3,872,581
Total
$5,446,396 $6,058,431 $6,909,136 $5,941,624
FULL TIME EMPLOYEES:
Planning
Building
19.00 21.00 20.00 20.00
42.00 43.00 40.00 40.00
Total
61.00 64.00 60.00 60.00
153
6011 - Planning
DIVISION GOAL
Perform those processes and functions which result in timely and orderly development
within the City through the implementation of the City's General Plan and Specific
Plans; administering land use, planning and zoning laws; and regulating land division in
a manner which is equitable to individual property owners and the public at large.
FY 2002-03 ACCOMPLISHMENTS
Completed Housing Element Update.
Completed Public Hearings and Adopted Metro Bakersfield General Plan
Update.
Completed Urban Design and Planning Charrette for Southeast Bakersfield.
FY 2003-04 ACTION PLAN
1. Prepare Sphere of Influence Municipal Services Review and submit application
for an amendment to the Sphere of Influence and related annexations.
2. Complete Northeast Open Space Plan.
3. Prepare grant application to State for planning and feasibility of establishing an
Off-Highway Vehicle Recreation Area.
4. Complete public hearings and adopt the Kern Bluffs Corridor Trails Plan.
SERVICE LEVEL INDICATORS
Application Type
General Plan Amendments
Zone Modifications
Home Occupation
Land Division
Conditional Use Permits
Site Plan Review
Zone Changes
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
24 25 30
12 10 8
874 775 75O
55 90 60
31 40 30
66 80 80
12 10 8
154
PLANNING
EXPENDITURES:
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
Personnel
Operating
Capital
$1,213,676 $1,354,050 $1,354,050 $1,333,760
$458,594 $403,418 $820,173 $307,930
$5,890 $5,890
Total
$1,672,270 $1,763,358 $2,180,113 $1,641,690
$1,115,196 $1,160,260 $1,308,022 $1,095,371
$557,074 $603,098 $872,091 $546,319
$1,672,270 $1,763,358 $2~180,113 $1,641,690
SOURCE OF FUNDS:
General Fund
Development Srvcs. Fund
Total
6021 - Building
DIVISION GOAL
Promote health and safety in the construction and maintenance of buildings and
structures, and the maintenance of property through the enfomement of uniform building
construction codes, conservation standards, regulations and ordinances.
FY 2002-03 ACCOMPLISHMENTS
1. Implemented the migration to HTE's Permit Tracking System.
2. Developed and implemented HTE Code Enforcement Tracking System.
3. Relocated buildings and abated property for construction of ice rink and aquatic
center.
FY 2003-04 ACTION PLAN
1. Implement HTE's hand held computer system for recording field inspection
results and code enforcement actions.
2. Implement a system for utilizing the Internet for the permit application process
and data inquiries.
3. Continue with Laser Fiche Back File conversion program of Building Records.
4. Maintain service levels for continued housing growth and record number of
permits.
SERVICE LEVEL INDICATORS
Permit History
8,000
6,000
4,000
2,000
0
1998 1999 2000 2001
[] NO. of Permits by FY
2002
$500.
$400.
$300.
$200.
$100.
$0.
Permit Valuations
1998 1999 2000 2001 2002
[] $ Valuations by FY
156
BUILDING
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$3,035,670 $3,294,425 $3,294,425 $3,531,682
$560,780 $929,412 $1,004,293 $768,252
$177,676 $71,236 $430,305
$3,774,126 $4,295,073 $4,729,023 $4,299,934
SOURCE OF FUNDS:
General Fund
Development Srvcs Fund
Capital Outlay Fund
Total
$1,087,224
$2,686,902
$1,340,745
$2,954,328
$1,388,139
$3,340,884
$973,672
$3,326,262
$3,774,126 $4,295,073 $4,729,023 $4,299,934
157
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158
0
0
~ -~&
rn~ D.0
159
Economic and Community Development
DEPARTMENT GOAL
Facilitate programs and projects to stimulate Economic Development, Community
Development, and Redevelopment for the City of Bakersfield. Foster the local economy by
creating and retaining employment opportunities, eliminating slum and blight and providing
housing programs, which benefit very Iow, Iow and moderate income citizens. Enhance
and preserve our historical resources, improve the safety and livability of neighborhoods by
expanding economic opportunities and provide staff assistance to the Bakersfield
Redevelopment Agency in transacting business and exercising authority in compliance with
State of California Redevelopment Law.
FY 2002-03 ACCOMPLISHMENTS
Established an in-fill housing program in Southeast Bakersfield designed to create
10 new affordable homes annually and loaned $300,000 of Iow interest loan funds
from the California Housing Finance Agency (CalHFA).
Received a $145,000 State of California Sustainable Communities Grant for
Planning and Implementing a Redevelopment Project for Baker Street.
Planned a redevelopment mixed-used project for Baker Street and obtained
$250,000 of Federal Brownfield E.D.I funds and a $1 million dollar Federal Section
108 Loan for development costs.
Completed a "Project for Public Spaces" on Wall Street Alley in downtown
Bakersfield.
Completed an Economic Development Strategy for Southeast Bakersfield, which
identified key development options for future focus.
Negotiated financing agreements for one Senior Housing Project projected in 2003
to preserve or create 80 affordable senior units.
Submitted an Economic Development Pro-application for $1.2 million for
streetscape and development costs for Baker Street.
Submitted a $1 million dollar grant application to the Federal Environmental
Protection Agency (EPA) for Brownfield cleanup in all Redevelopment Project
Areas.
160
Economic and Community Development continued
FY 2003-04 SIGNIFICANT BUDGET CHANGES
In response to the State budget crisis and the subsequent need to reduce General
fund expenditures, the Development Associate grants position has not been
budgeted. In addition to this reduction, other General Fund supported positions and
expenses were shifted to CDBG and HOME administration to further lessen the
impact on the General Fund. Overall budget reductions from Economic and
Community Development equal approximately 19% through FY 2003-04.
161
ECONOMIC & COMMUNITY DEVELOPMENT
DIVISIONS:
Community Development
Economic Development
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$3,754,824
$2,020,498
$5,775,322
$3,226,883
$2,748,4O8
$6,772,812
$3,246,495
$3,918,747
$1,512,045
$5,975,291 $10,019,307 $5,430,792
SOURCE OF FUNDS:
General Fund
CDBG - HOME
CDBG - Block Grant
CHFA Loan Fund
RDA-DTPA - Operating
RDA-DTPA - Housing
RDA-OTKP - Operating
RDA-OTKP - Housing
RDA-SEPA - Operating
RDA-SEPA - Housing
Parking Lots/Structures
Total
$682,693 $882,934 $999,324 $738,907
$2,301,732 $1,591,000 $2,953,977 $1,997,224
$1,528,374 $3,193,100 $4,883,166 $2,270,880
$7,114 $492,886
$14,756 $36 457
$846,497 $304 853
$36,157 $34 100
$20 000
$133 299
$10 000
$151 245
$175,961
$182,038
$36,457
$50,000
$19,100
$2O,O00
$27,530
$10,000
$145,170
$4,051
$165,000
$17,200
$80,000
$2,2OO
$10,OO0
$145,330
$5,775,322 $5,975,291 $10,019,307 $5,430,792
FULL TIME EMPLOYEES:
Community Development
Economic Development
Total
10.00 10.00 10.00 10.00
8.00 9.00 8.00 8.00
18.00 19.00 18.00 18.00
162
6570 - Community Development
DIVISION GOAL
To provide a suitable living environment by improving the safety and livability of
neighborhoods by expanding economic opportunities and assisting Iow and moderate
income residents to obtain decent, affordable and fair housing as well as eliminating slum
and blight.
FY2002-03 ACCOMPLISHMENTS
Funded and coordinated rehabilitation of 12 single-family homes through the
Housing Rehabilitation Loan program.
Provided financial assistance totaling approximately $160,000 for local non-profits to
construct or improve their facilities.
Funded and administered Emergency Shelter Grant funds to non-profit service
providers including Bethany Services and the Bakersfield Rescue Mission.
In compliance with the public outreach goals contained in the Five-Year
Consolidated Plan, staff coordinated and participated in four neighborhood events,
including 34th Street Partnership, Hispanic Trade Show, Night Out Against Crime
and the Fair Housing Arts Contest.
Contributed $100,000 to the graffiti removal program within CDBG qualified,
Iow-income neighborhoods of Bakersfield.
Provided services to over 6,920 consumers and providers concerning information,
training, and counseling on fair housing and compliance issues.
Provided technical assistance to seven local, non-profit service providers in
developing a HUD supported housing grant (SHP) application resulting in awards of
$3,063,710, which will be used to assist homeless persons and families.
Funded and co-administered nine Capital Improvement Program activities totaling
approximately $766,541.
Contributed additional CHDO funds to RCPI for the reconstruction of two single-
family dwellings. These homes will be sold to Iow/moderate income homeowners.
10.
Assisted in the demolition of about eight sub-standard commemial/retail/residential
buildings.
163
6570 - Community Development continued
11.
Received approval of $4,100,000 in Section 108 loan funds and Brownsfield
Economic Development Incentive (BEDI) grant approval in the amount of $250,000.
12.
Initiated and hosted an all-day affordable housing workshop for about 50 interested
housing providers.
13.
S.E. Infill Housing - Used $300,000 of a $500,000 CalHFA Loan to provide
construction financing to three local home builders to develop five affordable
single-family homes.
FY 2003-04 ACTION PLAN
Prepare the annual funding application process for federal entitlements of the
Community Development Block Grant, HOME and Emergency Shelter Grant
programs.
Maintain the division's housing programs and projects, including the Downtown
Down Payment Assistance Program, Home Access Grants, and Housing
Rehabilitation Loan programs.
Develop and implement public facility assistance for three non-profit organizations
providing emergency shelter, transitional support, senior activities and affordable
housing.
Conduct four neighborhood events and participate in the coordination of the Fair
Housing Arts Contest.
Continue to provide funding for the Graffiti program in CDBG eligible Iow-income
areas.
Increase the overall level of fair-housing law knowledge to all community residents
by providing service, information, technical training, and counseling on fair housing
related issues.
Provide financial assistance to multi-family projects located in Redevelopment areas
with HOME investment partnership monies.
Implement programs and activities identified in the 2003-2004 HUD Action Plan
including CDBG funded ClP projects, new housing construction activities, and public
facilities.
Prepare a grant application for State Proposition 46 funding to increase affordable
housing.
164
6570 - Community Development continued
SERVICE LEVEL INDICATORS
PROJECT/ACTIVITY
S.E. In-fill Housing Program
Home Access Grant Program
Fair Housing Calls
Houses Rehabilitated
FY 01-02
Actual
13
58
1,500
15
FY 02-03
Actual
8
58
1,600
12
FY 03-04
Adopted
5
58
1,600
15
165
COMMUNITY DEVELOPMENT
EXPENDITURES:
Personnel
Operating
Capital
Total
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$659,647 $730,648 $730,648 $840,580
$3,036,975 $2,496,235 $6,030,244 $3,078,167
$58,202 $11,920
$3,754,824 $3,226,883 $6,772,812 $3,918,747
SOURCE OFFUNDS:
CDBG - Block Grant
CHFA Loan Fund
CDBG - HOME
Total
$1,445,978 $1,635,883 $3,325,949 $1,921,523
$7,114 $492,886
$2,301,732 $1,591,000 $2,953,977 $1,997,224
$3,754,824 $3,226,883 $6,772,812 $3,918,747
I66
6580 - Economic Development
DIVISION GOAL
Plan and implement economic development activities which protect, improve and diversify
the economy of Bakersfield.
FY2002-03 ACCOMPLISHMENTS
Coordinated Business Appreciation Week in October, 2002. Each day a separate
event highlighted the role employers play in Bakersfield's economy. Activities
included a "Meet the Mayor" booth at the Business and Technology Expo, a
workshop for Enterprise Zone businesses, and a Town Hall meeting featuring the
City Manager and all department heads fielding questions from local businesses.
Submitted a preliminary application for $1 million to the U.S. Environmental
Protection Agency. This funding would help clean up properties with hazardous
materials, contaminants, and pollutants in the City's three redevelopment areas:
Southeast Bakersfield, Old Town Kern-Pioneer, and Downtown.
Two projects resulted from the Southeast Revitalization Study that analyzed
economic opportunities along commercial corridors: the City provided assistance to
the Little Saigon Commercial and Residential complex on Union Avenue by
demolishing the old Black Angus restaurant and Chaparral Motor Inn; and staff
assisted the developer of the Bakersfield Family Apartments, a 78-unit complex on
Brundage Lane by securing State housing tax credits.
The streetscaping of the renamed Martin Luther King Jr. Blvd. was partially funded
with $259,000 of CDBG funds. In conjunction with the name change, division staff
coordinated a free paint program for businesses along the street.
The Southeast Business Loan Program was developed and funded with $740,000
in CDBG funds for southeast commercial corridor businesses.
6. Staff participated in and partially coordinated the Southeast Design Charrette.
Food 4 Less grocery store completed construction in southeast Bakersfield and
opened in April, 2003.
Secured funding in the amount of $4,400 from Pacific Gas and Electric Company to
conduct small business training workshops in southeast Bakersfield.
167
6580 - Economic Development continued
Secured $250,000 in Brownfields Economic Development Initiative (BEDI) funding
and $1 million of Section 108 loan funds for the development of the Old Town Kern
Mixed-Use project. The project, located along Baker Street between Kentucky and
Lake Streets, includes new and rehabilitated retail and office space, housing, and a
community plaza.
10.
Received a $143,600 Sustainable Communities Grant from the State of California
Pollution Control Financing Authority to fund the Baker Street Corridor Economic
Development Strategy.
11.
Attractive landscaping and new street lighting was designed for installation along
Baker Street using $490,000 through HUD's Special Economic Development
Initiative (EDI) funding. Property owners formed a maintenance district for the
improvements between Jackson and Niles Streets.
12.
Improvements to Wall Street Alley were completed. The sidewalk and street were
replaced and new decorative light poles, bollards, trash cans, and gates were
installed.
13.
In cooperation with the County of Kern, completed the third of three phases of
Connecting Kern County. This effort is focusing on Kern County's readiness to take
advantage of advanced communication services for economic development.
Phase III involves the implementation of the action plan (Phase II) that was
developed through community assessment workshops (Phase I).
14.
Coordinated the Mayor's Tent at the Bakersfield Business Conference. A new
theme this year focused on "Made in Bakersfield" products.
15.
Coordinated arrangements to host the California Commission on Tax Policy in the
New Economy that met in Bakersfield on July 29.
16.
Provided assistance to First Night~ Bakersfield for its fourth New Year's Eve
celebration.
FY 2003-04 ACTION PLAN
Aggressively pursue all funding opportunities to protect, improve, and diversify the
economy of Bakersfield.
Develop the Baker Street Corridor Economic Development Strategy as funded by
the California Pollution Control Financing Authority under its Sustainable
Communities Grant and Loan Program.
168
6580 - Economic Development continued
Select a developer and implement a mixed use project on Baker Street.
Pursue development opportunities in keeping with the Southeast Bakersfield
Revitalization Study and the Southeast Charrette.
Continue to support job creation and retention in the Enterprise Zone despite
cutbacks in program staffing, support, and resoumes at the state level.
Implement the economic development component of Vision 2020.
Produce updated marketing materials.
Implement a redevelopment mixed-use project between Golden State Avenue and
California Avenue.
SERVICE LEVEL INDICATORS
PROJECT/ACTIVITY
FY 01-02 FY 02-03 FY 03-04
Actual Actual Adopted
Respond to Request for Business
Conduct Tours for Business Clients
Mailings to New Business Owners
200 200 175
15 10 10
1,800 1,700 2,000
169
ECONOMIC DEVELOPMENT
EXPENDITURES:
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
Personnel
Operating
Capital
$542,079 $636,100 $636,100 $568,054
$1,478,419 $2,110,308 $2,604,143 $943,991
$2,000 $6,252
Total
$2,020,498 $2,748,408 $3,246,495 $1,512,045
SOURCE OF FUNDS:
General Fund
CDBG - Block Grant
RDA-DTPA - Operating
RDA-DTPA - Housing
RDA-OTKP - Operating
RDA-OTKP - Housing
RDA-SEPA - Operating
RDA-SEPA - Housing
Parking Lots/Structures
$682,693 $882,934 $999,324 $738,907
$82,396 $1,557,217 $1,557,217 $349,357
$14,756 $36,457 $36,457 $4,051
$846,497 $50,000 $304,853 $165,000
$36,157 $19,100 $34,100 $17,200
$20,000 $20,0OO $80,000
$175,961 $27,530 $133,299 $2,200
$10,000 $10,000 $10,000
$182,038 $145,170 $151,245 $145,330
Total
$2,020,498 $2,748,408 $3,246,495 $1,512,045
170
CITY OF BAKERSFIELD
NON-DEPARTMENTAL
This section includes expenditures which cannot be attributed to a single department or
division. These expenditures are for services which may impact a number of City
departments and functions.
Retiree Medical Benefits - This item provides for contributions to medical
insurance premiums for retired City employees with at least 10, 15, or 20
years of service credit depending on date of hire, as provided for in
various labor agreements. Currently, the City provides benefits to over
300 retired employees.
Elections - This item includes funds for the planning and execution of all
City elections.
Property Tax Administration - Section 97 of the Revenue and Taxation
Code allows the County to charge all districts in the county for their share
of the County's "Property Tax Administration Cost." This cost commenced
with the 1990-91 fiscal year as a result of state budgetary action. The cost
to each district is based upon its share of the current AB8 tax dollars, plus
a share of the countywide Unitary Tax Allocation.
Community Promotions - This item provides funds for the purpose of
supporting promotional, informational and community activities which
benefit the citizens of Bakersfield.
Contingency - The Contingency Fund is intended to cover unanticipated
expenditures which the Council decides to fund throughout the fiscal year.
Funds for items which are unresolved at the time the budget is developed,
such as salary settlements with bargaining units and position
reclassifications, are also included.
Animal Control - This item includes handling of stray and dangerous
animals, pet licensing, sheltering and adoption of animals.
171
Non-Departmental*
Total
SOURCE OFFUNDS:
NON-DEPARTMENTAL
Adopted Amended Adopted
Actual Budget Budget Budget
2001-02 2002-03 2002-03 2003-04
$2,604,740 $4,178,480 $4,982,682 $3,487,353
$2,604,740 $4,178,480 $4,982,682 $3,487,353
General Fund
Total
FULL TIME EMPLOYEES:
Non- Departmental
Total
$2,604,740 $4,178,480 $4,982,682 $3,487,353
$2,604,740 $4,178,480 $4,982,682 $3,487,353
0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00
* Does not include debt service or inte~fund transfers
172
CITY OF BAKERSFIELD
SPECIAL REVENUE FUNDS
These funds account for the proceeds of specific revenue sources that are legally
restricted to expenditure for specific purposes.
Community Development Block Grant Fund is used to account for resoumes
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 is used to account for resoumes
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 Iow-income citizens.
Intermodal Surface Transportation Fund is 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).
Street and Road Transportation Fund is 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 ^mtrak Station.
State Gas Tax Fund is used to account for the City's share, based upon
population, of state gasoline taxes. State law requires these gasoline taxes be
used to maintain streets or for major street construction.
Traffic Safety Fund is 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.
Supplemental Law Enforcement Fund is 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 Lodging Tax Fund is to be established in July 1998 to account for the
general revenues provided by a 12 percent room tax (M.C. 3.40) and the
operation and debt obligations related to Centennial Garden complex and ice
rink. Activities include funding for the Greater Bakersfield Convention and
Visitors Bureau as well as a contribution to the Bakersfield Symphony Omhestra
and Bakersfield Art Museum. These items were accounted for as part of the
General Fund until the 1998-99 fiscal year.
173
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
Fund Balance - July 1
Revenues
Intergovernmental Revenue
Charges for Services
Miscellaneous Revenue
Qther Financing Sources
Total Revenues
Am ended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$103,534 $100,982 $100,982 $128,800
3,131,543 4,072,722 7,766,723 4,110,000
1,023 800
116,769 201,000 329,000 110,000
2,600,000 2,600,000
3,249,335 6,873,722 10,696,523 4,220,000
566,769 633,422 633,422 734,634
907,706 1,900,729 4,245,924 1,536,246
53,899 3,820
1,528,374 2,534,151 4,883,166 2,270,880
1,390,616 3,801,836 5,146,822 1,810,500
2,918,990 6,335,987 10,029,988 4,081,380
(332,897) (638,717) (638,717) (138,620)
$100,982 $0 $128,800 $128,800
Expenditures
Personnel
Operating
Capital Outlay
Total Operating
Capital Improv. Projects
Total Expenditures
Transfers
Transfers out
Fund Balance - June 30
17/*
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
HOME INVESTMENT PARTNERSHIP PROGRAM FUND
Fund Balance - July 1
Revenues
Intergovernmental Revenue
Charges for Services
Miscellaneous Revenue
Total Revenues
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$110,260 $114,492 $114,492 $485,001
2,026,279 1,658,720 2,997,486 1,680,000
6,800 6,000
272,886 124t000 327~000 210~000
2,305,965 1,788,720 3,324~486 1,890,000
ExDendi~res
Pemonnel
Operating
Capi~l Outlay
Total Expenditures
Fund Balance - June 30
119,155 126,221 126,221 150,141
2,178,274 1,488,590 2,819,656 1,847,083
4,304 400 8,100
2,301,733 1,615,211 2,953,977 1,997,224
$114,492
$288~001
$485,001 $377 777
t75
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
INTERMODAL SURFACE TRANSPORTATION FUND
Fund Balance - July 1
Revenues
Intergovernmental Revenue
Total Revenues
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$o $o $o $o
3,493,098 41,224,952 49,096,674 7,095,000
3,493,098 41,224,952 49,096,674 7,095,000
Expenditures
Personnel
Operating
Total Operating
Capital Improv. Projects
Total Expenditures
Fund Balance - June 30
129,700 129,700 122,887
7,113
129,700 129,700 130,000
3,493,098 41,095,252 48,966,974 6,965,000
3,493,098 41,224,952 49,096,674 7,095,000
$o $o $o $o
176
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
STATE TRANSPORTATION FUND
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
Fund Balance - July 1 $8,026 ($16,305/ ($13,782/ $0
Revenues
Intergovernmental 184,511 306,555 287,477 444,400
Miscellaneous Revenue 3,388 1,000 4,000 3,000
Total Revenues 187,899 307,555 291,477 447,400
Expenditures
Personnel 2,456
Operating 155,515 267,415 249,955 297,400
Total Operating 157,971 267,415 249,955 297,400
Capital Improv. Projects 51,736 41,420 27,740 150,000
Total Expenditures 209,707 308,835 277,695 447,400
Fund Balance - June 30 ($13,782) ($17,585) $0 $0
177
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
GAS TAX FUND
Fund Balance - July 1
Revenues
Intergovernmental Revenue
Fines & Forfeits
Miscellaneous Revenue
Total Revenues
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$3,972,727 $103,904 $3,524,999
4,557,124 4,851,146 5,132,145
28,894 20,000 17,000
133,168 800,000 969,270
4,719,186 5,671,146 6,118,415
$343,422
4,190,000
20,000
4,210,000
Expenditures
Personnel
Operating
Capital Outlay
Debt Service
Total Operating
Capital Improv. Projects
Total Expenditures
Transfers
Transfers In
Fund Balance - June 30
657,282 707,396 707,396 775,691
1,426,758 3,035,603 3,105,312 2,115,562
12,965 29,200 29,200 27,000
70,673
2,167,678 3,772,199 3,841,908 2,918,253
3,449,236 2,071,298 5,458,084 1,085,000
5,616,914 5,843,497 9,299,992 4,003,253
450,000
$3,524,999 ($68,447) $343,422 $550,169
178
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
TRAFFIC SAFETY FUND
Fund Balance - July 1
Revenues
Intergovernmental
Charges for Services
Fines and Forfeits
Miscellaneous Revenue
Total Revenues
Expenditures
Operating
Total Expenditures
Transfers
Transfers out
Fund Balance - June 30
Amended Revised Adopted
Actual Budget Estima~s Budget
2001-02 2002-03 2002-03 2003-04
$325,564 $429,570 $429,570 $354,570
15,279
284,717 270,000 220,000 220,000
830,594 2,430,000 1,020,000 1,200,000
23,416 12,000 5,000 6,000
1,154,006 2,712,000 1,245,000 1,426,000
1,680,000 120,000 480,000
1,680,000 120,000 480,000
(1,050,000) (1,200,000) (1,200,000) (1,300,000)
$429,570 $261,570 $354,570 $570
][79
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
SUPPLEMENTAL LAW ENFORCEMENT FUND
Fund Balance - July 1
Revenues
Intergovernmental
Fines and Forfeits
Miscellaneous Revenue
Total Revenues
Expenditures
Capital Improv. Projects
Total Expenditures
Transfers
Transfers out
Fund Balance - June 30
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$695,282 ($284,546) $715,261 $17,651
1,115,137 722,441 1,706,410
77,334 13,000 205,666
53,237 1,200 12,000
50,000
1,245,708 736,641 1,924,076 50,000
1,225,729 295,244 2,471,686 50,000
1,225,729 295,244 2,471,686 50,000
(150,000) (150,000)
$715,261 $6,851 $17,651 $17,651
180
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
TRANSIENT LODGING TAX
Fund Balance - July 1
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$1,441,670 $2,110,053 $2,267,140 $963,442
Revenues
Taxes 5,493,486 5,800,000 5,700,000 5,700,000
Charges for Services 4,857,285 4,692,000 4,692,000 5,193,500
Miscellaneous Revenue 3,329,295 1,250,000 1,240,000 1,220,000
Other Financing Source 750,000 750,000
Total Revenues
Expenditures
Personnel
Operating
Capital Outlay
Capital Leases
Total Expenditures
Transfers
Transfers out
Fund Balance-June 30
13,680,066 12,492,000 12,382,000 12,113,500
2,454,178 2,571,629 2,571,629 2,653,238
3,232,566 4,128,534 4,239,367 3,749,007
5,885 254
5,111,967 3,147,448 3,147,448 3,539,448
10,804,596 9,847,611 9,958,698 9,941,693
(2,050,000) (3,667,000) (3,727,000) (2,160,000)
$2,267,140 $1,087,442 $963,442 $975,249
Analysis of Fund Balance
Tax Receivable Reserve
Suite Lease Reserve
Unreserved
Total
$521,000 $520,000 $520,000 $520,000
438,000 440,000 440,000 440,000
1,308,140 127,442 3,442 15,249
$2,267,140 $1,087,442 $963,442 $975,249
181
CITY OF BAKERSFIELD
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 is 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 is 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 extra 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 $500,000
of each accident or occurrence and is a member of the Authority for
California Cities for Excess Liability (ACCEL) for excess commercial
insurance in the amount of $19,500,000. Funding for this program is
provided by allocation from the various City programs.
182
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
EQUIPMENT MANAGEMENT FUND
Fund Balance - July 1
Revenues
Intergovernmental Revenue
Charges for Services
Fines and Forfeits
Miscellaneous Revenue
Total Revenues
Expenditures
Personnel
Operating
Capital Outlay
Total Operating
Capital Improv. Projects
Total Expenditures
Transfers
Transfers in
Transfers out
Transfers In
Fund Balance - June 30
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$16,129,259 $13,740,973 $16,476,230 $13,927,295
179,623 27,000 1,118,682
11,050,838 13,468,840 13,468,840 13,693,775
38,825
1,921,872 1,325,000 1,255,000 960,000
13,191,158 14,820,840 15,842,522 14,653,775
3,022,860 3,242,927 3,242,927 3,384,356
5,253,357 5,693,427 5,787,644 5,609,939
5,942,063 7,769,886 9,456,394 5,556,900
14,218,280 16,706,240 18,486,965 14,551,195
256,495 460,293 1,797,172
14,474,775 17,166,533 20,284,137 14,551,195
2,052,560 2,184,085 1,892,680 1,104,800
(421,972)
1,630,588 2,184,085 1,892,680 1,104,800
$16,476,230 $13,579,365 $13,927,295 $15,134,675
183
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
SELF INSURANCE FUND
Fund Balance - July 1
Revenues
Charges for Services
Miscellaneous Revenue
Total Revenues
Expenditures
Personnel
Operating
Total Expenditures
Transfers
Transfers in
Transfers out
Transfers In / Out
Fund Balance-June 30
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
($4,323,123)
($3,503,185) ($3,503,185)
($1,038,185)
5,182,595 5,700,000 5,825,000 6,968,540
945,897 970,000 540,000 215,000
6,128,492 6,670,000 6,365,000 7,183,540
1,771,862 1,689,140 1,835,140 2,095,225
3,456,692 4,161,161 4,064,860 4,045,809
5,228,554 5,850,301 5,900,000 6,141,034
2,000,000 2,000,000
2,000,000 2,000,000
_($2,683,486) ($1,038,185)
(8o,ooo)
(80,000)
_($3,5o3,185)
$4,321
184
CITY OF BAKERSFIELD
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.
185
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
ASSESSMENT DISTRICTS FUND
Fund Balance - July 1
Revenues
Taxes and Assessments
Charges for Services
Fines and Forfeits
Miscellaneous Revenue
Other Financing Sources
Total Revenues
Expenditures
Operating
Debt Service
Total Operating
Capital Impmv. Projects
Total Expenditures
Fund Balance - June 30
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$28,995,056
$15,124,849 $32,689,518
$14,023,618
5,741,760 6,274,220 6,114,300 6,155,654
734,970 226,568
44,448 49,624 425,630
817,766 287,000 593,645 219,370
10,340,000 7,000,000 7,000,000
17,678,944 13,610,844 14,360,143
6,375,024
75,500
8,847,135
8,922,635
449,209 360,621 363,520
10,681,299 9,520,094 9,652,172
11,130,508 9,880,715 10,015,692
2,853,974 5,815,930 23,010,351
13,984,482 15,696,645 33,026,043 8,922,635
$32,689,518 $13,039,048 $14,023,618 $11,476,007
186
CITY OF BAKERSFIELD
CAPITAL IMPROVEMENT PROGRAM FUNDS
Capital Outlay Fund - To account for the cost of capital projects financed
primarily by general revenues.
Recreation Facilities Fund - To account for the City's share of the State of
California general obligation bonds authorized by Proposition 12 park bond issue
and Proposition 13 water bond issue, which were approved by California voters
in March 2000, and other major revenue sources for Park and Recreation Capital
projects.
Park Improvement Fund - On November 7, 1990, the City Council adopted
Ordinance No. 3327 establishing a fee for the purpose of developing, improving
and/or enhancing public parks and recreation facilities serving the residential
development. The fee is calculated in relationship to the number of people
residing in the development and the current estimated cost of constructing a
park. The fee is set by resolution on a per unit basis.
Transportation Development Fund - The adopted Metropolitan Bakersfield
General Plan mandated that a Transportation Impact Fee be developed to
mitigate impacts of new development on our regional circulation system. The
City Council adopted the fee program January 28, 1992 and the Kern County
Board of Supervisors adopted a similar fee program April 6, 1992. The fee is
collected at the building permit stage and the amount of the fee is directly related
to that individual project's traffic generation potential.
Public Financing Authority Operating Fund - To account for the proceeds of
$61,025,000 Revenue Bonds issued to purchase City Debt Instruments (Local
Obligations) and the subsequent repayment there of.
187
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
CAPITAL OUTLAY FUND
Fund Balance - July 1
Revenues
Fines and Fo~eitures
Miscellaneous Revenue
Total Revenues
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$8,079,547 $434,079 $9,990,171 $4,200,000
208,000
494,301 598,177 598,177 80,000
494,301 598,177 806,177 80,000
Expenditures
Operating
Capital Outlay
Total Operating
Capital Improv. Projects
Total Expenditures
Tranfers
Transfers in
Transfers out
Transfers In
Fund Balance - June 30
26,250 26,250
8,000 8,000
34,250 34,250
2,182,677 3,662,581 9,226,673 2,040,000
2,182,677 3,696,831 9,260,923 2,040,000
4,024,000 3,113,600 2,738,600 1,960,000
(425,000) (74,025) (74,025) (4,200,000)
3,599,000 3,039,575 2,664,575 (2,240,000)
$9,990,171 $375,000 $4,200,000 $0
188
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
RECREATION FACILITIES FUND
Fund Balance - July 1
Revenues
Intergovernmental
Miscellaneous
Other Financing Sources
Total Revenues
Expenditures
Capital Improv. Projects
Total Expenditures
Transfers
Transfers In
Fund Balance - June 30
Actual
2001-02
$109,205
728,735
575
729,310
1,451,725
1,451,725
Amended Revised Adopted
Budget Estimates Budget
2002-03 2002-03 2003-04
($594,710) ($103,210)
2,999,596 6,394,184
1,800,000 1,800,000
3,300,000 3,300,000
8,099,596 11,494,184
11,718,208 15,604,871
11,718,208 15,604,871
510,000 4,213,897 4,213,897
$0
($103,210) $575 $0 $0
189
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
PARK IMPROVEMENT FUND
Fund Balance - July 1
Revenues
Assessments
In~overnmental Revenue
Miscellaneous Revenue
Total Revenues
Expenditures
Operating
Debt Service
Total Operating
Capital Improv. Projects
Total Expenditures
Transfers
Transfers in
Fund Balance - June 30
Amended Revised Adopted
Actual Budg~ Estimates Budget
2001-02 2002-03 2002-03 2003-04
$6,394,933 $4,603,936 $6,592,146 $4,249,021
1,571,062 1,461,624 2,955,494 1,018,158
400,000
421,168 250,000 100,000
1,992,230 2,111,624 2,955,494 1,118,158
791,607 248,624 1,790,009 270,158
179,705 347,000 275,000 265,000
971,312 595,624 2,065,009 535,158
823,705 2,545,400 4,533,610 225,300
1,795,017 3,141,024 6,598,619 760,458
1,300,000 1,300,000
$6,592,146 $4,874,536 $4,249,021 $4,606,721
190
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
TRANSPORTATION DEVELOPMENT FUND
Fund Balance - July 1
Revenues
Intergovernmental Revenue
Assessments
Miscellaneous
Total Revenues
Expenditures
Operating
Capital Improv. Projects
Total Expenditures
Transfers
Transfers out
Fund Balance - June 30
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$6,361,493 $4,589,057 $9,378,993 $264,822
5,355,240 4,831,500 5,462,000 4,200,000
448,136 441,000 441,000 200,000
5,803,376 5,272,500 5,903,000 4,400,000
19,299 35,000 47,645 10,000
2,316,577 10,192,235 14,969,526 3,985,000
2,335,876 10,227,235 15,017,171 3,995,000
(450,000)
$9,378,993 ($365,678) $264,822 $669,822
191
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
PUBLIC FINANCING AUTHORITY OPERATING FUND
Fund Balance - July 1
Revenues
Charges for Service
Miscellaneous Revenue
Total Revenues
Amended Revised Adopted
Actual Budget Estima~s Budget
2001-02 2002-03 2002-03 2003-04
$1,980,002 $349,921 $349,421 $88,322
5,933,925 5,513,401 5,459,401 14,563,070
31,922 12,000 8,000 12,000
5,965,847 5,525,401 5,467,401 14,575,070
1,966,428 415,500 515,500 15,000
1,966,428 415,500 515,500 15,000
Expenditures
Operating
Total Expenditures
Transfers
Transfers Out
Fund Balance - June 30
(5,630,000) (5,213,000) (5,213,000) (14,420,000)
$349,421 $246,822 $88,322 $228,392
192
CITY OF BAKERSFIELD
DEBT SERVICE FUNDS
Municipal Improvement Debt Fund - To account for the annual debt service to
retire a $2,500,000 HUD Section 108 loan of 1994 due in annual principal
installments of $190,000 to $305,000 commencing August 1, 1994 through
August 2003, with interest ranging from 3.82 percent to 6.53 pement.
Public Financing Authority Debt Fund - To account for the annual debt service
to retire $61,025,000 in Revenue Bonds of 1994 (Series A $36,415,000, Series B
$22,285,000, and Series C $2,325,000) due in annual principal installments of
$2,065,000 to $9,120,000 commencing September 15, 1995 through September
2010, with interest ranging from 3.6 pement to 9.5 percent.
193
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
MUNICIPAL IMPROVEMENT DEBT FUND
Fund Balance - July 1
Revenues
Miscellaneous
Total Revenues
Expenditures
Debt Service
Total Expenditures
Transfers
Transfers In
Fund Balance - June 30
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$o $o $o $o
27,830
27,830
332,897 638,717 638,717 166,450
332,897 638,717 638,717 166,450
332,897 638,717 638,717 138,620
$o $o $o $o
194
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
PUBLIC FINANCING AUTHORITY DEBT FUND
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
Fund Balance - July 1 $6,019,429 $5,990,028 $5,989,292 $5,989,731
Revenues
Miscellaneous Revenue 370,669 370,670 370,670 191,715
Total Revenues 370,669 370,670 370,670 191,715
Expenditures
Debt Service 6,030,806 5,583,231 5,583,231 18,328,000
Total Expenditures 6,030,806 5,583,231 5,563,231 18,328,000
Transfers
Transfers in 5,630,000 5,213,000 5,213,000 14,420,000
Fund Balance - June 30 $5,989,292 $5,990,467 $5,989,731 $2,273,446
Debt service reserve
Unreserved
Total
Analysis of Fund Balance
$5,865,000 $5,865,000
124,292 125,467
$5,865,000 $2,225,000
124,731 48,446
$5,989,292 $5,990,467 $5,989,731 $2,273,446
195
CITY OF BAKERSFIELD
SCHEDULE OF LONG-TERM DEBT OUTSTANDING
June 30, 2003
General Fund-
Compensated Absences - Accrued-
Sick Leave and Vacation - Estimate
Transient Occupancy Tax Fund-
Centennial Garden COP, 1997
Community Development Block Grant Fund-
HUD Section 108 Loans, 2003
Wastewater Treatment Fund:
Sewer Revenue Refunding Bonds, 1994 -
Sewer Revenue Bonds, 1997 -
State Water Resoumes Loan
Agricultural Water Fund-
General Obligation Water Bonds, 1976
Domestic Water Fund-
State Water Conservation Loan, 1997
Bakersfield Redevelopment Agency:
Property Tax Abatement Contracts:
Porter-Robertson Office Project
KGET Office Project
Chamber of Commeme
Consumer Science Corp.
Victory Cimle Inc.
Specialty Trim and Awning
HPS Mechanical
California Housing Finance Authority:
Southeast Infill Housing Loan, 2001
Downtown Park Cottages Loan, 2002
Baker Street Lighting
Property Acquisition Note, 2002
Centennial Garden Reimb. 1997
Special Assessment Districts (23)
Principal Interest Total
6,168,514
6,168,514
35,755,000 24,034,490 59,789,490
5,900,000 pending 5,900,000
12,565,000 3,892,575 16,457,575
6,670,000 610,985 7,280,985
13,538,270 2,707,720 16,245,990
4,000,000 280,074 4,280,074
2,240,328 744,717 2,985,045
5,067
90,339
33,250
8,277
13,314
9,000
20,000
500,000
1,200,000
275,000
434,178
22,800,000
150,000
360,000
7,055
28,388,431
51,810,000
5,067
90,339
33,250
8,277
13,314
9,000
20,000
650,000
1,560,000
275,000
441,233
22,800,000
80,198,431
196
CITY OF BAKERSFIELD
SCHEDULE OF LONG-TERM DEBT MATURITIES
FISCAL YEAR 2003-04
Transient Occupancy Tax Fund:
Centennial Garden COP, 1997
Community Development Block Grant Fund:
HUD Section 108 Loans, 2003
Principal Interest Total
1,115,000 2,034,448 3,149,448
0 166,450 166,450
Wastewater Treatment Fund:
Sewer Revenue Refunding Bonds, 1994 -
Sewer Revenue Bonds, 1997-
State Water Resources Loan
Agricultural Water Fund:
General Obligation Water Bonds, 1976
Domestic Water Fund:
State Water Conservation Loan, 1997
Bakersfield Redevelopment Agency:
Property Tax Abatement Contracts:
Porter-Robedson Office Project
KGET Office Project
Chamber of Commerce
Consumer Science Corp.
Victory Circle
Specialty Tdm
HPS Mechanical
California Housing Finance Authority:
Southeast Infill Housing Loan, 2001
Downtown Park Cottages Loan, 2002
Baker Street Lighting
Property Acquisition Note, 2002
Centennial Garden Reimb., 2002
Special Assessment Districts (23)
* Includes Bond Calls
12,565,000 * 444,135 13,009,135
1,560,000 261,400 1,821,400
752,126 150,429 902,555
950,000 118,550 1,068,550
180,001 134,236 314,237
2,034
21,600
4,800
5,000
7,000
1,000
4,000
0
0
0
434,178
1,200,000
5,565,000 *
0
0
0
7,055
3,185,593
2,034
21,600
4,800
5,000
7,000
1,000
4,000
0
0
0
441,233
1,200,000
8,750,593
197
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198
CITY OF BAKERSFIELD
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.
Waetewater Treatment Fund is 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 Connections Fund is used to account for connection fees dedicated to
debt service and capital projects.
Refuse Service Fund is 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 Fund is used to account for the resources dedicated to
capping a closed landfill.
Agriculture Water Fund is 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 is used to account for the provision of water service to
some residents of the City and County. All activities necessary to provide such
service are accounted for in this fund.
Airpark Fund is used to account for the acquisition and operation of the
Bakersfield airpark. The majority of acquisition and improvement financing for
the airport facility is to be provided by an annual grant from the Federal Aviation
Administration.
Offstreet Parking Fund is used to account for the operations of a parking
garage located on 18th Street between "H" and Eye Streets and various surface
parking lots within the City.
199
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
WASTEWATER TREATMENT FUND
Fund Balance - July 1
Revenues
Intergovernmental Revenue
Charges for Services
Miscellaneous Revenue
Other Financing Sources
Total Revenues
Expenditures
Personnel
Operating
Capital Outlay
Debt Service
Total Operating
Capital Improv. Projects
Total Expenditures
Transfers
Transfers in
Transfers out
Transfers in
Fund Balance - June 30
Amended Revised
Actual Budget Estimates
2001-02 2002-03 2002-03
$24,659,858 $19,222,075 $30,213,152
17,837,302
1,361,328
690,499
19,889,129
2,654,622
4,901,143
57,721
4,681,637
12,295,123
0 61,000
13,800,000 14,005,000
690,000 695,000
14,490,000 14,761,000
Adopted
Budg~
2003-04
$17,070,528
14,310,000
1,005,000
15,315,000
2,998,870 2,998,870 3,234,248
5,163,616 5,165,674 4,460,872
114,002 114,002 29,000
4,841,555 4,841,555 15,458,555
13,118,043 13,120,101
9,857,132 8,530,154 19,580,173
22,152,255 21,648,197 32,700,274
7,969,620 4,818,050 4,818,050
(153,200) (21,400) (21,400)
7,816,420 4,796,650 4,796,650
$30,213,152 $16,860,528 $17,070,528
23,182,675
7,181,800
30,364,475
15,733,090
(330,800)
15,402,290
$17,423,343
200
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
SEWER CONNECTION FUND
Fund Balance - July 1
Revenues
Taxes
Charges for Services
Miscellaneous Revenue
Total Revenues
Transfers
Transfers Out
Fund Balance - June 30
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$10,150,241 $8,292,941 $8,395,190 $11,177,000
5,194
5,339,765 4,610,000 7,210,000 5,760,000
869,610 300,000 389,860 40,000
6,214,569 4,910,000 7,599,860 5,800,000
(7,969,620) (4,818,050) (4,818,050) (15,733,090)
$8,395,190 $8,384,891 $11,177,000 $1,243,910
201
CiTY OF BAKERSFIELD
FINANCIAL SUMMARY
REFUSE SERVICE FUND
Fund Balance - July 1
Revenues
Intergovernmental Revenue
Charges for Services
Miscellaneous Revenue
Total Revenues
Expenditures
Personnel
Operating
Capital Outlay
Total Operating
Capital Improv. Projects
Total Expenditures
Transfers
Transfers out
Fund Balance-June 30
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$3,692,502 $5,749,210 $6,458,018 $2,914,934
777,769 1,110,000 1,020,000 1,220,000
23,593,825 23,917,000 23,987,000 25,735,000
401,023 140,000 155,000 145,000
24,772,617 25,167,000 25,162,000 27,100,000
5,031,239 5,519,299 5,519,299 6,141,664
15,548,029 17,619,977 17,756,903 19,149,049
209,537 615,400 243,443 756,480
20,788,805 23,754,676 23,519,645 26,047,193
36,391 205,000 773,839 260,000
20,825,196 23,959,676 24,293,484 26,307,193
(1,181,905) (4,411,600) (4,411,600) (774,000)
$6,458,018 $2,544,934 $2,914,934 $2,933,741
Landfill Cap Reserve
Cart Replacement Reserve
Unreserved
Total
Analysis of Fund Balance
$1,195,000
910,000 1,365,000
4,353,018 1,179,934
1,365,000
1,549,934
1,820,000
1,113,741
$6,458,018 $2,544,934 $2,914,934 $2,933,741
202
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
LANDFILL CLOSURE FUND
Fund Balance - July 1
Revenues
Miscellaneous Revenue
Total Revenues
Expenditures
Capital Improv. Projects
Total Expenditures
Transfers
Transfers in
Fund Balance - June 30
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$1,195,000 $2,121,662 $2,121,662 $4,586,662
65,662 80,000 100,000 100,000
65,662 80,000 100,000 100,000
820,000 820,000 200,000
820,000 820,000 200,000
861,000 3,185,000 3,185,000
$2,121,662 $4,566,662 $4,586,662
$4,486,662
203
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
AGRICULTURAL WATER FUND
Fund Balance - July 1
Revenues
Intergovernmental Revenue
Charges for Services
Miscellaneous Revenue
Other Financing Sources
Total Revenues
Expenditures
Personnel
Operating
Capital Outlay
Debt Service
Total Operating
Capital Improv. Projects
Total Expenditures
Transfers
Transfers In
Fund Balance - June 30
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
($678,584) ($959,738)
($944,698) ($1,535,724)
3,362,642 4,563,000 3,653,000 4,275,000
116,550 58,000 92,000 50,000
4,930,000
8,409,192 4,621,000 3,745,000 4,325,000
1,120,183 1,343,953 1,343,953 1,384,122
2,126,050 2,241,408 2,246,966 2,101,815
278 1,000 1,000
5,942,032 1,078,000 1,078,000 1,070,000
9,188,543 4,664,361 4,669,919 4,555,937
25,690 195,000 204,482 256,000
9,214,233 4,859,361 4,874,401 4,811,937
538,927 538,375 538,375 534,275
($944,698) ($659,724) ($1,535,724) __($1,488,386)
2O4
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
DOMESTIC WATER FUND
Fund Balance - July 1
Revenues
Charges for Services
Miscellaneous Revenue
Total Revenues
Expenditures
Personnel
Operating
Debt Service
Total Operating
Capital Impmv. Projects
Total Expenditures
Transfers
Transfers Out
Fund Balance - June 30
Amended Revised Adopted
Actual Budget Estima~s Budg~
2001-02 2002-03 2002-03 2003-04
$7,756,401 $4,446,695 $8,500,419 $2,173,814
11,027,365 10,150,000 10,655,000 11,145,000
630,502 250,000 355,000 355,000
11,657,867 10,400,000 11,010,000 11,500,000
299,099 409,627 409,627 491,782
7,680,988 8,295,320 8,301,111 8,753,792
569,503 637,770 637,770 614,240
8,569,590 9,342,717 9,348,508 9,859,814
1,805,332 3,401,789 7,449,722 2,580,000
10,374,922 12,744,506 16,798,230 12,439,814
(538,927) (538,375) (538,375) (534,275)
$8,500,419 $1,563,814 $2,173,814 $699,725
205
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
AIRPARK FUND
Fund Balance - July 1
Revenues
Intergovernmental Revenues
Charges for Services
Miscellaneous Revenue
Total Revenues
Expenditures
Personnel
Operating
Total Operating
Capital Improv. Projects
Total Expenditures
Fund Balance - June 30
Amended Revised
Actual Budget Estimates
2001-02 2002-03 2002-03
$127,584 $388,158 $443,657
10,000 10,000 10,000
104,555 101,000 112,200
316,971 14,000 10,800
431,526 125,000 133,000
30,256 30,524 30,524
72,763 84,767 95,266
103,019 115,291 125,790
12,434 45,000
115,453 115,291 170,790
$443,657 $397,867 $405,867
Adopted
Budget
2003-04
$405,867
186,000
123,500
11,500
321,000
39,944
84,278
124,222
196,000
320,222
$406,645
2O6
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
OFFSTREET PARKING FUND
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
Fund Balance - July 1 $202,115 $364,056 $444,056 $60,811
Revenues
Charges for Services 84,876 88,000 88,000 90,000
Miscellaneous Revenue 21,970 331,000 340,000 1,000
Total Revenues 106,846 419,000 428,000 91,000
Expenditures
Operating 112,038 151,245 151,245 145,330
Capital Improv. Projects 534,402 583,275 663,275 145,000
Total Expenditures 646,440 734,520 814,520 290,330
Transfers
Transfers In 781,535 333,275 333,275 200,000
Transfers Out (330,000) (330,000)
Transfers In 781,535 3,275 3,275 200,000
Fund Balance - June 30 $444,056 $51,811 $60,811 $61,481
207
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2O8
CITY OF BAKERSFIELD
REDEVELOPMENT FUNDS
Redevelopment Operating Funds - 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.
Redevelopment Housing Funds - To account for the mandatory twenty percent
(20 percent) of Tax Increment Revenue set-aside for Iow- and moderate-income
housing.
Redevelopment Debt Service Funds - To account for the payment of principal
and interest on the Redevelopment Tax Allocation Bonds, Certificates of
Participation, and Notes and Interagency loans.
209
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND
DOWNTOWN PROJECT AREA
Fund Balance - July 1
Revenues
Taxes
Intergovernmental Revenue
Miscellaneous Revenue
Total Revenues
Expenditures
Operating
Total Expenditures
Transfers
Transfers Out
Fund Balance-June 30
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$177,249 $108,724 $108,724 $97,152
1,621,097 1,775,000 1,700,000 1,725,000
519 500 500 500
30,442 25,000 10,500 24,500
1,652,058 1,800,500 1,711,000 1,750,000
52,583 296,457 142,572 110,051
52,583 296,457 142,572 110,051
(1,668,000) (1,685,000) (1,580,000) (1,580,000)
$108,724 ($72,233) $97,152 $157,101
Analysis of Fund Balance
Parking Reserve
Unreserved
Total
$120,000 $0 $170,000 $157,101
(11,276) (72,233) (72,848)
$108,724 ($72,233) $97,152 $157,101
210
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND
OLD TOWN KERN-PIONEER
Fund Balance - July 1
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
($8,380) $154,341 $169,341 $320,446
Revenues
Taxes 290,685 310,000 376,000 370,000
Intergovernmental Revenue 4,581 4,000 3,970 5,000
Miscellaneous Revenue 5,268 6,000 5,030 5,000
Total Revenues
Expenditures
Operating
Total Expenditures
Transfers
Transfers Out
Fund Balance-June 30
300,534 320,000 385,000 380,000
47,913 31,100 46,895 58,030
47,913 31,100 46,895 58,030
(74,900) (176,000) (187,000) (92,000)
$169,341 $267,241 $320,446 $550,416
211
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND
SOUTHEAST PROJECT AREA
Fund Balance - July 1
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$116,120 $39,909 $141,278 $307,174
Revenues
Taxes 256,605 227,000 396,000 410,000
Intergovernmental Revenue 15,541 9,000 13,520 15,000
Miscellaneous Revenue 7,279 8,400 11,480 10,000
Total Revenues
Expenditures
Operating
Total Expenditures
Transfers
Transfers Out
Fund Balance-June 30
279,425 244,400 421,000 435,000
185,267 41,930 152,764 22,200
185,267 41,930 152,764 22,200
(69,000) (63,500) (102,340) (112,000)
$141,278 $178,879 $307,174 $607,974
212
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND
DOWNTOWN PROJECT AREA
Fund Balance - July 1
Revenues
Miscellaneous Revenue
Other Financing Sources
Total Revenues
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
$1,019,271 $286,922 $541,775
41,001
41,001
12,000 10,000
1,634,178 1,634,178
1,646,178 1,644,178
50,000 304,853
1,949,178 1,949,178
1,999,178 2,254,031
$271,922
5,000
5,000
Expenditures
Operating
Capital Improv. Projects
Total Expenditures
Transfers
Transfers In
Transfers Out
Transfers In / Out
Fund Balance - June 30
846,497
846,497
165,000
165,000
328,000 360,000 340,000 345,000
(441,233)
328,000 360,000 340,000 (96,233)
$541,775 $293,922 $271,922 $15,689
213
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND
OLD TOWN KERN-PIONEER
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
Fund Balance - July 1 $9,100 $84,496 $84,496 $29,496
Revenues
Miscellaneous 496 4,000 4,000 3,000
Total Revenues 496 4,000 4,000 3,000
Expenditures
Operating 20,000 20,000 80,000
Capital Outlay 226,000 226,000
Total Expenditures 246,000 246,000 80,000
Transfers
Transfers In 74,900 176,000 187,000 92,000
Fund Balance - June 30 $84,496 $264,496 $29,496 $44,496
214
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND
SOUTHEAST PROJECT AREA
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
Fund Balance - July 1 $41,000 $101,137 $112,237 $188,777
Revenues
Miscellaneous 2,237 3,000 3,000 2,000
Total Revenues 2,237 3,000 3,000 2,000
Expenditures
Operating 10,000 10,000 10,000
Total Operating 10,000 10,000 10,000
Capital Improv. Projects 11,100
Total Expenditures 10,000 21,100 10,000
Transfers
Transfers In 69,000 60,000 94,640 100,000
Fund Balance o June 30 $112,237 $164,137 $188,777 $280,777
215
CITY OF BAKERSFIELD
FINANCIAL SUMMARY
BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND
DOWNTOWN PROJECT AREA
Fund Balance - July 1
Revenues
Charges for Services
Miscellaneous Revenue
Total Revenues
Expenditures
Debt Service
Total Expenditures
Transfers
Transfers In
Fund Balance - June 30
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
($754)
3,152,183
1,093
3,153,276
4,491,139
4,491,139
1,340,000
$1,383
$1,383 $1,383 $1,831
3,147,448 3,147,448 3,149,448
3,147,448 3,147,448 3,149,448
4,468,000 4,387,000 4,827,267
4,468,000 4,387,000 4,827,267
1,325,000 1,240,000 1,676,233
$5,831 $1,831 $245
216
CITY OF BAKERSFIELD
FINANCIALSUMMARY
BAKERSFIELD REDEVELOPMENT AGENCY DEBTSERVICEFUND
SOUTHEAST PROJECT AREA
Amended Revised Adopted
Actual Budget Estimates Budget
2001-02 2002-03 2002-03 2003-04
Fund Balance - July 1 $0 $0 $0 $0
Expenditures
Debt Service 3,500 7,700 12,000
Total Expenditures 3,500 7,700 12,000
Transfers
Transfers In 3,500 7,700 12,000
Fund Balance - June 30 $0 $0 $0
217
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218
15 A K E R S F I E L D
TO:
FROM:
SUBJECT:
Alan Tandy - City Manager
July 1, 2003
HONORABLE MAYOR AND CITY C~CIL~ d
/
Submitted for your information is the five-year adopted Capital Improvement Program
(CIP) for the period of 2003-2008, which totals $250,724,700. The CIP provides the
long-range capital planning for projects that are expected to service the City of
Bakersfield's infrastructure over a considerable period of time. Revenue sources
identified within the CIP may be from grants, taxes, user fees, bond issues, transfers
from other funds, or assessments. Those projects approved for FY 2003-04 total
$27,129,600 and are designated within the following City departments:
Fire Services
Police Services
Public Works
Recreation and Parks
Water Resources
$ 385,000
$ 130,800
$ 22,737,500
$ 1,090,300
$ 2,786,000
TOTAL $ 27,129,600
A listing of projects, by department, is included in this section and reflects all of the
projects planned by each department over the five-year period. While the Council will
be approving funding for FY 2003-04 only, it is important to identify all costs for each
project included in the five-year plan. Projects with "unknown" funding sources have
been pushed into FY 2004-05 and beyond. These projects have been identified as
viable, but because of lack of funding or their placement in the overall priorities of the
department, they cannot be funded this year. Should additional funds be identified,
these projects are available for inclusion back into the FY 2003-04 budget. A listing of
these projects is also included in this section among the future years' projects.
219
Project Highlights
The adopted Capital Improvement Program budget for FY 2003-04 totals $27,129,600
Several departments are requesting CIP projects in FY 2003-04. Among the more
noteworthy are:
Westside Parkway. The largest of the approved ClP projects is the Westside Parkway
for $6.6 million. This project is the construction of an at-grade separated access
controlled freeway from Heath Road to State Route 99. The funding for this fiscal year
is for acquisition of right of way. Additional federal funds will be budgeted in fiscal year
2004-05 for preparation of plans and specifications. It is anticipated construction will
begin on this project in fiscal year 2006-07.
Rehabilitation/Upgrade of Swimming Facilities at Martin Luther King, Jr. Park and
Jefferson Pool. $248,500 is budgeted for a total estimated project cost of $718,500
for the rehabilitation/upgrade at the Martin Luther King Jr. Park pool, and the Jefferson
Pool includes an additional $248,500, for a total estimated project cost of $1,000,000.
The Martin Luther King, Jr. project will include replacing the filter, pump, pipes,
demolishing and replacing all decking, sandblasting and plastering the pool, installation
of sport lighting, a slide feature and other improvements. The Jefferson Pool is in need
of code-related repairs and is to be enhanced by adding a slide, spray areas and
additional water surface.
Sewer Improvements - Pacheco #10 Area. $500,000 is approved to be added to
funds budgeted in prior years for the initial phase of sewer improvements for the
Pacheco #10 area. This project is to construct sewer mains and laterals in the area to
enable residents to abandon their septic tanks and connect to the City sewer system.
Sewer Construction - McDonald Way Area North of Stockdale Highway.
$1,176,000 is budgeted to construct sewer mains and laterals in the streets in and
around the McDonald Way area north of Stockdale Highway, to enable residents to
connect to the City sewer system.
Sanitary Sewer Outfall Line - Allen Road between Rosedale Highway and Noriega
Road. $1,855,200 is budgeted to construct a sanitary sewer outfall line to a developing
area of the city on Allen Road between Rosedale Highway and Noriega Road.
Sanitary Sewer Collection System - Stockdale Highway between Renfro Road and
Allen Road. $423,600 is budgeted to extend a sanitary sewer collection system to a
developing area of the city on Stockdale Highway between Renfro Road and Allen
Road.
Sewer Rehabilitation Main - South Chester Avenue. The rehabilitation of the South
Chester Avenue sewer main for $410,000 is a continuation of work which will replace
existing concrete sewer lines and includes the rehabilitation/replacement of the main
trunk line in Planz Road from Madison Street to east of Cottonwood Road. This is the
seventh year of a multi-year project.
220
Sewer improvements - Initial Phase of Downtown Area. The downtown area of
Bakersfield is subject to flooding during intense rain storms. In fiscal year 2000-01, staff
conducted a detailed study of the existing drainage facilities in the downtown area. Due
to the extensive nature of the required improvements, the funding of those
improvements must be phased over several years. $1,360,000 is budgeted in sewer
funds as the first phase of a multi-year improvement plan to acquire the right of way
necessary for the initial phases of construction.
Sewer Catch Basins - Area Bordered by Hageman, Life Oak Way, Coffee Road,
and Patton. The Streets Division has recommended that $400,000 be budgeted for the
catch basins in the area bordered by Hageman, Live Oak Way, Coffee Road and Patton
to be replaced with cross gutters based on numerous complaints of foul odor emanating
from the basins due to stagnant water. This project will reduce the ongoing
maintenance cost that is currently required to pump water and debris out of these
basins.
Street Reconstruction and Resurfacing Projects. $1,000,000 is budgeted for street
reconstruction and resurfacing projects citywide, as mentioned earlier. Also,
$1,100,000 is budgeted to narrow the existing median islands in Stockdale Highway
between California Avenue and Wible Road along with signal modifications and striping
to allow for three lanes of travel in each direction. $800,000 is budgeted for the
widening of Rosedale Highway between State Route 99 and Gibson Street to provide
three through lanes in each direction with dedicated dual-left turn lanes and signal
modifications. This project includes an extension of a sewer line in Rosedale Highway
and is being developed and paid for jointly with Caltrens. $400,000 is budgeted for the
24th and Oak Street grade separated interchange. This project is one of the elements of
Alternative 15 of the Bakersfield Systems Study. This is a multi-year, multi-phased
project. The project study report was approved in fiscal year 2002-03. The funds
budgeted in fiscal year 2003-04 are for initiating the preliminary engineering and
environmental document phase of the project.
Further Development of State Route 178 and Beltway Projects. $300,000 is
budgeted to further develop the alignment of State Route 178 in Northeast Bakersfield
in conjunction with Caltrans. $150,000 is budgeted for advanced planning of the East
Beltway located generally in the area of Comanche Road, and $100,000 is budgeted for
advanced planning of the West Beltway, generally located in the area of Rudd Road. In
each project, specific plan lines need to be finalized to protect right of way as
development in the areas progress. Interchange locations also need to be studied and
planned. $150,000 is also budgeted to provide the local matching share for the
Centennial Corridor project. This is a multiphase, multi-year project that will build a
freeway to access the downtown area and connect State Route 178 in the Northeast to
the Westside Parkway in the West. The project study report was approved in fiscal year
2002-03. The fiscal year 2003-04 budgeted funds are for initiating the preliminary
engineering and environmental document phase.
Street Improvements to 19th Street and Eye Street. $312,000 of CDBG funds is
designated for the extension of street improvements to 19th Street and Eye Street.
These improvements were developed from the downtown Charrette program and
221
include installation of trees, lights, bollards, furniture and connection to the existing
irrigation system.
Streetscape Improvements on Baker Street. $250,000 of CDBG funds is designated
for streetscape improvements on Baker Street between the railroad and Truxtun
Avenue to jump start private and economic development interest in the area.
Domestic Water - Water Wells and Construction of Storage Tank. The Water
Department has budgeted $1.8 million to drill new wells to maintain service levels due to
growth. Also, $380,000 is budgeted for construction of a 2 million gallon storage tank
near Norris Road and Coffee Road in conjunction with California Water Service to
address growth in the service area.
Future Fire Station in Northeast Bakersfield. $300,000 is budgeted for the eventual
construction of a future fire station location in northeast Bakersfield. With this
contribution, funds set aside for this station total $662,000.
Replacement of Obsolete Components of Microwave System, $245,000 of Capital
Outlay funds have been budgeted to replace obsolete components of the City's
microwave system to improve the Police Department, Fire Department and agricultural
water facilities telephone, radio and computer data.
Various Park Improvements. $223,000 in Community Development Block Grant
funds are included to replace existing playground equipment and install ADA approved
rubberized surfacing at Wayside Park to provide a safe playground environment and
opportunities for mobility impaired persons to participate. $181,100 in Park
Improvement funds are budgeted to replace 20 to 30 year old playground equipment at
Simeon Park.
Miscellaneous Public Safety Improvements. $80,800 of Capital Outlay funds are
included in the budget for fencing around the open south parking lot and a card lock
entry system for entry into the police building to improve safety. $60,000 is budgeted
for replacement of four of the police telecommunications base stations. This budget
includes $58,000 for kitchen, hazmat equipment and cabling for the communications
system at the fire station at Deer Peak and Buena Vista. $27,000 is also included for a
tiger hose tower at Station #6 to meet safety standards.
HVAC Upgrade / Roof Replacements. $164,200 is budgeted for the replacement of
components of the heating ventilation and air conditioning system at City Hall to keep
the system functioning efficiently. This is a multi-year project that requires ongoing
maintenance and upkeep to ensure the system remains reliable. In addition, $80,000 is
budgeted for the replacement of the roofs of various city buildings to prevent further
deterioration and prevent premature failure.
222
Summary
In summary, staff is pleased to present the five-year CIP and the FY 2003-04 adopted
Capital Improvement Program budget, which represents a wide range of projects that
improve our infrastructure and ensure safety of City facilities while enhancing the
aesthetics of our community. As the needs of the community change, the plan can be
adjusted to reflect those changing priorities. Since the intent of the CIP is to facilitate
long-range planning, staff has attempted to provide Council with the necessary
information to allow that flexibility.
Thanks to Assistant City Manager John W. Stinson, Assistant to the City Manager
Darnell Haynes, Finance Director Gregory Klimko, Public Works and Civil Engineer IV
Arnold Ramming, Data Processing Supervisor T.S. Liew, Secretary Jean Parks, Public
Works Secretary Dani Smith, and Administrative Analyst III Trudy Slater for their hard
work in developing this information.
223
~. c5 o
._o
224
KEY TO FUNDING CODES
CODE
DESCRIPTION
SOURCE NUMBER
AWF
CDBG
COF
DWF
EMF
GTF
HOME
ISTEA
OPF
PIF
RCF
RDA-DTPA
RDA-OTKP
RDA-SEPA
RDA-RSF
RFF
SEF
SLEF
SLF
TDA
TDF
UNK
Agriculture Water Fund
Community Development Block Grant
Capital Outlay Fund
Domestic Water Fund
Equipment Management Fund
Gas Tax Fund
HOME Investment Partnership Program Fund
Intermodal Sudace Transportation Env. Act
Offstreet Parking Fund
Park Improvement Fund
Refuse Collection Fund
Redevelopment Fund - Downtown Project Area
Redevelopment Fund - Old Town Kern-Pioneer
Redevelopment Fund - Southeast Project Area
Redevelopment Stadium Fund
Recreation Facilities Fund
Sewer Enterprise Funds
Supplemental Law Enforcement Fund
Sanitary Landfill Cap
Transportation Development Act
Transportation Development Fund
Unknown - Source not available at this time
Local 431
Federal 111
Local 311
Local 441
Local 511
State 151
Federal 112
Federal 121
Local 461
Local 321
Local 421
Local 391
Local 381
Local 371
Local 376
State 317
Local 411/412
State 181
Local 423
State 142
Local 331
225
CITY OF BAKERSFIELD
Total Miles of Sewer Lines
900 ,
850 ~
750
98
8O9
99 2000 2001 2002
End of Calendar Year
275
253
25O
22~
Total Traffic Signals
264
175
98 99 2000 2001
End of Calendar Year
2002
City Street Miles
960 '
940: : [ ::
92O
860
840
820
8O0
98 99 2000 2001
End of Calendar Year
2002
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THIS PAGE INTENTIONALLY LEFT BLANK
24O
City of Bakersfield
2002 - City Council Goals and Guidin8 Principles
Adopted April 24, 2002
241
CITY OF BAKERSFIELD
2002 City Council Goals
GOAL #1: PROVIDE QUALITY PUBLIC SAFETY SERVICES
Police Services
PROVIDE CONSISTENT SAFETY AND LAW ENFORCEMENT THROUGHOUT GREATER
BAKERSFIELD.
Support and enhance proactive, city-wide efforts to reduce gang violence, illegal drug
use, domestic violence and child abuse.
Increase the number of actual participants
and neighborhoods participating in the
Neighborhood Watch program.
Support implementation of the strategic plan
developed by the Police Department to
address delivery of Po[ice services including
the funding of proposed substations and
associated staffing.
Bring to conclusion the implementation of the
red light camera enforcement program and
support increased traffic safety efforts
through targeted red light violation
enforcement and public education regarding
the hazards of excessive speed and distracted
driving.
Encourage community efforts to identify and
address the root causes of crime in Greater
Bakersfield.*
Pursue and coordinate Homeland Security programs and fadlitate information sharing
with state and federal agencies regarding regional security concerns.
Fire Services
PROVIDE CONSISTENT FIRE AND RELATED EMERGENCY SERVICES THROUGHOUT
BAKERSFIEL0.
Implement new station deve[0pment plans (Pursuant to Joint Powers Agreement with
County, including funding the construction and staffing of Station//15).
Use technoloE~ to develop faster, safer, and
more efficient responses to emergendes.
Implement use of Mobil Data Terminals
and Automated Vehicle Locators.
B. Continue accelerated installation of
traffic signal preemption devices.
242 (Vision 2020 related items are shown with an *.)
Continue Weapons of Mass Destruction training and preparation.
Pursue additional grant funding for fire service programs.
Encourage and facilitate community forums to resolve emergency medical care issues
(such as emergency room delays) which adversely affect community-wide emergency
medical response systems.
Expand fire safety and public safety programs.
GOAL//2: ENHANCE THE CITY'S TRANSPORTATION NE'FWORK
k'L41NTAIN AND IMPROVE THE QUALITY OF EXISTING SURFACE STREETS AND
ARTERIALS BY CONTINUING TO ENHANCE THE ROAD RESURFACING PROGRAM,
INCLUDING A SIGNIFICANT REDUCTION OF THE /9~,INTENANCE BACKLOG AND
INCREASING FUNDING FOR STREET MAINTENANCE.
Ao
Evaluate the condition of dty streets and develop a measurable plan to achieve
street resurfacing improvements. Implement a short term program for
reconstruction of segments of selected arterial streets based on priority using
state and federal road funds.
Implement a Long term program
for reconstruction of arterial
streets usin!~ recurring state
road funds and pursue a plan
through Kern COG which would
allow use of 10% or about $6
million annually in state road
funds allocated for Bakersfield
for rehabilitation of local
streets and roads.
Co
Encourage joint metropolitan
transit policies/goal consensus
between City, County and the
public. *
Identify and create additional revenue sources to obtain all available state and
federal transportation funding.*
PURSUE THE DEVELOPMENT OF FREEWAYS ,~ AND MAJOR TRANSPORTATION
CORRIDORS CONSISTENT WITH THE PREFERRED ALTERNATE FROM THE UPS GRIENER
REPORT.
A. Secure necessary rights-of-way and adequate funding.
Provide periodic workshops to update the Council on status of the freeway and
beLtway projects.
C. Encourage completion of the Westside Parkway.
Do
Increase education efforts with the community and the opportunity for public
input.
(Vision 2020 related items are shown with an *.) 243
High Speed Rail
A. Actively pursue high speed rail
system.
B. Pursue community consensus on
iocatinB the hi~h-speed rail station
downtown near the existin~J Amtrak
Station.*
Promote and encourage public
transportation.*
Support efforts for adequate air transportation.
A. Work with the county to complete construction of Meadows Field air terminaL.
B. Work with Kern County to insure ~ood quality air service and increase Local
usage. (FJy Bakersfield first)
C. Study the potential closure of the Bakersfield Airpark as a potential safety
concern.
Maintain/construct trails for cycJin~J, waJkin~J, jo~j~in~j and equestrian uses.*
Reco~Jnize the [ink between [and use and transportation.*
GOAL #3: CONTINUE POSITIVE DOWNTOWN DEVELOPMENT
Support the implementation of the Downtown Charrette PLan.' Include in that process
consideration of:
A. 19th Street streetscape extension.
B. New City HaL[ / Government Complex.
Encoura~in~ commerdaL development
that includes plazas and pocket parks.
Creatin~ districts-theater, government,
finance, etc.
E. Enhancement of Wall Street Alley.
F. Central Park expansion and possible Veterans Memorial
Continue to build on the success of the Convention Center Hotel, Centennial Plaza,
Centennial Garden and Amtrak Station.
Develop concepts for projects which contain the foltowin~ elements:
entertainment, trees, landscapin([, family activities, pedestrian-friendLy
design, safety, attractiveness. Minimize the negative aspects of railroad.
244 (Vision 2020 related items are shown with an '.)
Develop parks of various sizes to provide ~jreen space for walking~ reJaxin~J,
jogging, biking, and picnicking. Provide a pedestrian friendly atmosphere by
linking the parks with historic trolleys, a river walk, or water taxis on a canal
system.*
Clear blight from the redevelopment areas around the arena, Amtrak Station
and Hotel.
Address downtown parking needs by develop,hR a comprehensive plan in cooperation
with public and private downtown interests which addresses joint use and other
creative ways to integrate parking downtown.*
Work with a developer to create a quality
downtown housing project that brin~s
families to the downtown area.
Implement housing development
in the Southeast and Old Town
Kern Redevelopment areas.
Expand the downtown street light design and
streetscape design, and incorporate benches,
refuse containers, tables and chairs and
explore the use of solar [ightieg.*
6. Encourage mixed use development that
includes a diverse mixture of housing, retail and commercial uses.*
Implement a mixed use development in the Southeast (Union Avenue and 4th
Street) and Old Town Kern (Baker and Kentucky Streets) Redevelopment areas.
7. Encourage water features in the downtown.
Encourage use of canals and river elements in
the downtown. Develop a River Street to
become a center for community activities and
outdoor enjoyment.*
Encourage the use of various water elements -
fountains, po.is, and ponds to enhance the
parks, town squares, etc. Ensure the
"system" is in place.*
Develop a plan to incentivize water features
in the downtown.
Encourage private courtyards and landscaped spaces that provide opportunities for
formal and informal leisure use and activities. (e.g. the alley/court at the
Superintendent of Schools Office).*
(Vision 2020 re{ated items are shown with an *.) 245
10.
Encourage the use of trees and flowers, liBhting, street furniture, art signage, flags.
Use surface material that enriches the paving options on our streets, sidewalks, and
curbing.'
To pursue property acquisition in the downtown from wiLLing sellers for projects that
fulfill stated downtown planning objectives.
GOAL//4: PLAN FOR GROWTH AND DEVELOPMENT
Complete update of Bakersfield
2010 General Plan with
County.'
Facilitate annexations where
staff is sensitive to the areas
and where support starts with
the neighbors. Provide
information to explain financial
incentives or other benefits of
annexation which encourage
urban areas in the County to be
annexed into the City.*
Support affordable housing for
seniors and Iow/moderate
income residents.
Encourage and support redevelopment project areas to promote development in the
Old Town Kern-Pioneer and Southeast areas of Bakersfield through use of
redevelopment, Enterprise Zone incentives, community planning efforts, and other
available revitalization tools.
5. Implement the Charrette process for
southeast Bakersfield.
Implement a planning process to guide
development of areas in northeast
Bakersfield and encourage preservation of
open space and recreation uses.
o
Continue to provide consistent urban
services within the metropolitan area
defined by the City's General Plan.*
Provide property owners with incentives to
create in fill or redevelopment.*
Require non-contiguous development to provide all necessary infrastructure or provide
economic disincentives through variable fees.*
10.
Develop strategies to reduce consumption of prime agricultural land for urban
development.*
11. Develop policies for spedfic incentives for residential in-fi[[ in blighted areas.*
246
(Vision 2020 related items are shown with an *.)
12.
13.
14.
15.
16.
17.
Streamline and provide incentives for first time
homebuyer's in blishted areas.*
Create stricter code enforcement to help maintain
neighborhoods and increase visual standards.*
Involve youth in re-developing blighted neighborhoods
through various efforts, such as tree planting, graffiti
removal, trash dean-up, and other neighborhood
improvement programs.*
Retrofit existing neighborhoods to be more pedestrian
friendly and provide for pedestrian friendly
thoroughfares in new developments.*
Adopt incentives for reuse of commercial zones and
improving utilization of existing problem commercial
areas.*
Encourage pocket revitalization of commercial centers and/or individual city blocks
which may benefit from a targeted approach to economic assistance, which does not
conflict with or duplicate existin~ redevelopment efforts.*
GOAL//5: STRENGTHEN AND DIVERSIFY OUR ECONOMIC BASE
1. Enhance the City's economic development opportunities.
ko
Encourage business retention through programs which collaborate with local
organizations such as trade unions, vocational training centers, schools and
universities to provide technical assistance, employee training resources and
other business assistance.
Bo
Assist in business expansion and job opportunities by encouraging development
of workforce training and infrastructure development which are consistent with
identified strategic business attraction goals (Nate[son study, Vision 2020).
Attract industries which are best
suited to our Iocattonal advantages,
which include availability of enerE'y
production, access to major
transportation corridors, and
geographic diversity for film
locations and recreational
activities.*
Focus on improvements and
opportunities within the Southeast
and Old Town Kern Redevelopment
Project areas, and the Incentive
Area.
E. Fadlitate the completion of two grocery stores in the Southeast area.
(Vision 2020 related items are shown with an *.) 247
Continue to enhance the TEAM BAKERSFIELD concept and develop a fast-track process
for establishing a business.*
Continue a program that focuses on job
creation.
Set aside additional funds within
the annuaJ budgetary process to
be used for business attraction
efforts.
Create higher paying jobs that
can support families, such as
professional high tech jobs.
Expand telecommunications and other
infrastructures to support new and
existing industries. *
Build on existing economic base: Agriculture (for example; applied technology, value-
added agriculture, Genetic technology) and Energy (for example: natural gas, micro-
energy generating).*
Encourage and provide business development and entrepreneurial opportunities.*
GOAL #6: PROMOTE COMMUNITY PRIDE AND IMAGE
Implement a plan to improve the image of the City and create a process and structure
to ensure focus and completion of activities in a collaborative fashion to measurably
improve the image of Greater Bakersfield among internal (residents) and targeted
external audiences. *
Continue the campaign against littering (Keep America Beautiful and CUB Programs)
and graffiti.
Facilitate development and encourage corporate capital investments towards cultural
and recreational facilities including:
A. Cultural arts venue.
B. Performin~ arts center.
C. Ice skating facility and
community recreation
building.
D. Aquatics Facilities.
E. Multi-purpose stadium.
Establish a comprehensive community relations program and explore partidpation with
Kern County human relations efforts.
248 (Vision 2020 related items are shown with an *.)
Create tandscaped gateways, freeways and
arteriat roads. Increase Freeway and entry point
tandscape standards. Create a highway
tandscape improvement ptan in cooperation with
Ca[trans and other locat agencies, and encourage
community involvement. Work with these groups
to obtain funding and comptete these
improvements.*
(Vision 2020 related items are shown with an *.) 249
Guidtn~ Principles
In addition to the City Council Goals the City of Bakersfield recognizes the following guiding pdndpies
in providing public services to the Citizens of Bakersfield:
To maintain responsible fiscal policies which insure fiscal solvency, promote the pursuit of
grants and private donations, maintain the lowest possible fee structure for all services and
streamline government operations to be more responsive and cost effective.
To encourage utilization of iota[ vendors wherever possible and continue an investment policy
that provides opportunities for City funds to be invested locally if all other conditions such as
rate of return are the same.
To attract and foster a qualified workforce by creating an environment that encourages
employees to achieve and provide quality customer service.
To maintain positive and effective labor and employee relations through enhanced employee
reward and recognition programs, involving att staff in implementing the goals and objectives
of the City.
· Continue to implement cultural diversity in att aspects of the employment process.
· Provide safe working conditions and train employees in sound safety practices.
Improve city government communications which promote a positive image of the dty's
projects, programs and accomplishments.
Continue enhancement to the public communications process including, use of television
broadcasts for meetings and to provide public information; enhancement of the city's WEB
site; use of press re[eases regarding city activities; use of surveys to obtain customer service
and other dtizen feedback information; and distribution of the city-wide newsletter.
Provide more positive council interaction with public through improved response to dtizen
complaints and inquiries through use of constituent tracking software.
Improve internal Council relations by promoting common goals, respecting individual positions
on issues, redudng the level of "political" decision-making, and conductin!l annual team
building and goal setting sessions.
Work with the County to provide efficient government services for metropolitan area which
reduce the duplication of public services.
Pro-actively pursue intergovernmental legislation at the county, state and federal levels by
m0nitorin~, takin~ a position and actively pursuin~ pendin~ legislation; expandin~ annual
lobbying efforts with state and federal representatives; inviting legislators to Council
workshops or other activities; ho[ding joint City Cound[/County Board of Supervisor meetings
to discuss vadous issues.
Continue to partner with school districts on recreation and education programs to reduce youth
violence, drugs and crime.
250
'Vision 2020 reloted items are shown with an *.)
H'rGH ~VE
The High Five award is for immediate recognition
of City employees for their quality of work, high
levels of productivity, notable customer service, or
on old-fashioned "Thank You." Over 300 employees
received High Five awards in FY 2002 - 2003
WELL bONE!
Bla, T6HT ZbEA$
The City of Bakersfield is fortunate to
employ individuals who think beyond the
box. Tf employees see something that
needs to be achieved or improved, they ore
encouraged to submit o Bright ]~dea.
To the right are pictured a few of those
individuals who did just that.
THANK YOU!
Briaht i~ From left to right: David Walker, Finance -
Treasu~; Pat Stowe, Development Services; Tim Ryan,
Public Works - Wastewate~, Terri Elison, Recreation and
Parks.
Excellence in Action From left to right: Patti Phoenix,
Department; Susan Chichester, Fire Department; Judy Ross, Finance;
Rhonda Bernhard, Economic and Community Development; Greg
Wilfiamson, Police Department; Don Anderson, Finance - Extra Mile
Award Winner; Ernest Duran, Fire Department; Ginny Gennaro, City
Attorney's Office; Chuck Graviss, Recreation and Parks; Raul Subia,
Recreation and Parks; Mark Lambert, Water Resources; Thomas
Richardson, Pubiic Works; Ruben Martinez, Public Works. Not pictured:
Buftie Kaiser, Executive; and Phil Burns, Development Sewices.
EXCELLENCE ZN ACI'ZON
An award is given to employees of the City of
Bakersfield that exemplify the traits of
excellent customer service, leadership by
example, willingness to solve problems, and
consistently high performance.
Pictured are the winners of the prestigious
award for 2002.
6OOb 3'OB!
251
CITY OF BAKERSFIELD
MISCELLANEOUS STATISTICS
DATE OF INCORPORATION
CHARTER ADOPTED
FORM OF GOVERNMENT
POPULATION (1/1/02)
CITY EMPLOYEES/1,000
AREA (1/1/03)
MILES OF STREETS (1/1/03)
NUMBER OF STREET LIGHTS (1/1/03)
MILES OF STORM DRAINS (1/1/03)
NUMBER OF TRAFFIC SIGNALS (1/1/03)
MILES OF SANITARY SEWERS (1/1/03)
NUMBER OF PARKS AND ACREAGE (1/1/03)
1898
1915
COUNCIL-MANAGER
257,914
5.18
116.44 sq. mi.
942
12,056
159
268
857
46 PARKS (399 ac.)
Prepared by the City Manager's Office
252
CITY OF BAKERSFIELD
City Square Miles
117 '
116
.) 115
.'~ 114 '
= 113
3:112 i
111
110
116.44
98 99 2000 2001 2002
End of Calendar Year
Annual Population Growth
$260,000- ~ r , ~7,014
$250,000
c: $240,000
::3 230,77i
o $230,000
I-
$220,000
$210,000 ~
98 99 2000 2001 2002
End of Calendar Year
City Employees per 1,000 Population
7l
6~
5.44
E3
I
98
99 2000 2001 2002
End of Calendar Year
253
CITY OF BAKERSFIELD
Total Miles of Sewer Lines
900 ~
[ ,
o5o!
soo l
809
857
750 ~
98
99 2000 2001
End of Calendar Year
2O02
275
250 ~
'{3
'o 225
2OO
253
Total Traffic Signals
264 ;
254
268
175
98
99 2000 2001
End of Calendar Year
2OO2
960
940
920
900
880
860
840
820
800
City Street Miles
98 99 2000 2OOl
End of Calendar Year
2002
254
GENERALBACKGROUND
The City of Bakersfield is located approximately one hundred miles north of Los Angeles in the
southern San Joaquin Valley. The City maintains an incorporated area of 116.44 square miles and
has an estimated population of 257,914 as of January 1, 2002.
The City is a Charter City that offers a full range of City services including:
· Fire and Police Protection
· Streets and Infrastructure Maintenance
· Planning and Community Development
· Parks and Recreation Services
· Water Utility
· Municipal Airpark - General Aviation
· Refuse Collection
· Wastewater Treatment
As such, this report includes the financial activities of the City, the Bakersfield Redevelopment
Agency, and the Public Financing Authority.
MAJOR INITIATIVES
The City completed the Buena Vista Trunk Sewer Phase II and widening of Buena Vista Road
projects. This completed the final phase of the trunk sewer to connect the Rosedale and Westdale
areas to Wastewater Treatment Plant 3.
The City is moving forward on a long-term cross town freeway project called the Westside Parkway
project. Substantial milestones were accomplished during the current fiscal year, including the
following:
· Obtained approval for Tier 1 of the environmental document
· Began right-of-way acquisitions
· Began preliminary engineering and preparation of final environmental documents
The City completed necessary documentation to obtain Proposition 12 Park Bond 2000 state
funding for Kern River Parkway Projects. This funding, combined with Proposition 13 Water Bond
Act funds, will be used for construction of a 40 acre park site on the north side of the Kern River at
Stockdale Highway along with a 32 acre park just south of the Kern River at Stockdale Highway.
The two parks will both enhance the recreational opportunities in the area as well as provide a
mechanism for recharging ground water via several small lakes located throughout the two park
sites.
FACTORS AFFECTING FINANCIAL CONDITION
Local Economy and State Budget Crisis- The City of Bakersfield currently enjoys a stable
economic environment and local indicators point to continued stability. The area continues to show
strong growth in both new housing starts and increased commemial development. However, recent
sales tax receipts have been lower than projected, and the State of California budget crisis may
have a negative effect on future budget years for the City of Bakersfield. The State of California
currently projects an estimated $8 Billion budget deficit going into the 2003-04 budget year. The
City of Bakersfield is closely monitoring the actions of the State and how those actions may affect
current funding at the local level.
255
256
Long Term Financial Planning - The City of Bakersfield is currently investigating options
regarding moving the public works corporation yard to a new location. This move is in conjunction
with the construction plans of the Westside Parkway project. The existing corporation yard sits in
the path of the new freeway alignment. The City is also investigating options to alleviate space
needs at City Hall. We are currently leasing office space at two separate buildings in the
downtown area and would like to consolidate our operations under one roof. We believe this
action would both improve customer service to the citizens of Bakersfield and provide opportunities
for improved operational efficiency.
Accounting System and Internal Controls - The City's accounting system is organized and
operated on a fund basis. Each fund is a distinct self-balancing accounting entity. Various funds
utilized by the City of Bakersfield are fully described in Note I of Notes to the Basic Financial
Statements. The City's accounting records for general governmental operations are maintained on
a modified accrual basis whereby revenues are recognized when measurable and available and
expenditures are recognized when materials and services are received. Accounting records for the
enterprise and internal services funds are recorded on an accrual basis, whereby revenues are
recognized when earned and expenses are recognized when incurred.
In developing and evaluating the City's accounting system, consideration is given to the adequacy
of internal accounting controls. Internal accounting controls are designed to provide reasonable,
but not absolute, assurance regarding: (1) the safeguarding of assets against loss from
unauthorized use or disposition and (2) the reliability of financial records for preparing financial
statements and maintaining accountability for assets. The concept of reasonable assurance
recognizes that: (a) the cost of a control should not exceed the benefits likely to be derived and (b)
the evaluation of costs and benefits requires estimates and judgments by management.
All internal control evaluations occur within the above framework. We believe that the City's internal
accounting controls adequately safeguard assets and provide reasonable assurance of proper
recording of financial transactions.
Budgetary Controls - The objective of these budgetary controls is to ensure compliance with legal
provisions embodied in the annual appropriated budget approved by the City Council. Project length
financial plans are adopted for the capital projects funds. The level of budgetary control is
established at the fund level. The City also maintains an encumbrance accounting system as one
technique of accomplishing budgetary control. Unencumbered amounts lapse at year end.
However, encumbrances and certain capital projects are re-appropriated as part of the following
year's budget. The 2003-04 City of Bakersfield appropriation limit established as required by state
statute was $174,261,982.
Cash Management - The City maintains a cash and investment pool that is available for use by all
funds, except the pension trust fund and the deferred compensation fund. Each fund type's portion
of this pool is displayed on the combined balance sheet as cash and short-term investments. The
deposits and investments of the pension trust fund and the deferred compensation fund are held
separately from other City funds.
Cash balances of each of the City's funds, except for certain Trust and Agency Funds, are pooled
and invested by the City. Income earned from pooled investments is allocated to each of the funds
based on average pooled cash balances during the year. Deficit cash balances are classified as
due to other funds and funded by the General Fund or related operating fund.
Cash Basis Reserve - The City budget provides for a cash basis reserve in order to finance
operations between July 1 and the date of receipt of the first installment of property taxes. The cash
basis reserve also provides short-term interfund loans for funds on a reimbursable basis. For the
year ended June 20, 2002, the City has legally established a cash basis reserve of $6,851,956.
Investment Policy - The City Council has adopted an investment policy with a goal to minimize
credit and market risks while maintaining a competitive yield on its portfolio. The City is also
governed by State statutes authorizing the City to invest in bonds or other evidences of
indebtedness of the U. S. Government or any of its agencies and instrumentalities, repumhase
agreements and banker's acceptances. The pension trust investments are administered separately
under Municipal Code Section 2.92 which is within state guidelines.
The City applies Governmental Accounting Standards Board Statement Number 31, Accounting
and Financial Reporting for Certain Investments and for External Investment Pools. This statement
generally requires that investments be reported at their fair market value and that all changes in fair
value be reflected in income of the period in which they occur
Statutes authorize the City to invest in obligations of the U.S. Treasury, agencies and
instrumentalities, commemial paper, bankers' acceptances, repumhase agreements, money market
funds and the State Treasurer's investment pool. The City's Pension Trust Fund is also authorized
to invest in corporate bonds rated A or better by a national rating system generally recognized and
used by banks and investment brokers in the United States.
Investments are comprised of obligations of the U.S. Treasury, agencies and instrumentalities,
cash, time certificates of deposit, mutual funds, bankers' acceptances, money market accounts and
deposits in the State of California Local agency Investment Fund (LAIF), and are stated at fair
value. The fair value of the City's position in LAIF approximates the value of the pool shares.
The LAIF has oversight by the Local Investment Advisory Board. The LAIF Board consists of five
members as designated by Statute. The Chairman is the State Treasurer, or his designated
representative. Two members qualified by training and experience in the field of investment of
finance, and two members who are treasurer's, finance or fiscal officers or business managers
employed by any County, City or local district or municipal corporation of this state, are appointed
by the State Treasurer. The term of each appointment is two years, or at the pleasure of the
appointing authority.
Long-Term Debt - The City of Bakersfield has no formally adopted policy regarding debt issuance
and management, however, the City is conservative and issues debt instruments only when it is
absolutely necessary. At June 30, 2002, the City of Bakersfield had a total bonded debt outstanding
of $60,420,491. The City of Bakersfield's total debt decreased by $7,173,517 during the last audited
fiscal year. The City called a portion of Public Financing Authority Bonds ($1,680,000) related to the
convention center ballroom and meeting rooms. The remainder of debt reduction was the result of
normal debt maturities.
During the last fiscal year the City refinanced the 1976 General Obligation Water bonds in order to
take advantage of favorable interest rates. This action is expected to decrease future debt service
payments by $190,000 over a five year period.
The City of Bakersfield maintains an "Aa3" rating from Moody's for its general obligation debt.
Revenue bonds for the City have been rated "Aaa" by Moody's. Certificates of Participation issued
by the City and the Bakersfield Redevelopment Agency maintain an "AAA" rating from Standard &
Poor's and an "Aaa" rating from Moody's. The Series A revenue bonds of the Public financing
Authority have been rated "A" by Moody's rating agency. Series B and C bonds issued by the
Authority are not rated.
Debt Service Reserve - The reserve for debt service represents funds reserved for the payment of
general obligations of the City accounted for in the General Long-term Debt Account Group. At
June 30, 2002, the City has a debt service reserve of $5,865,000.
257
OTHER INFORMATION
Independent Audit - The City Charter requires an annual audit by independent certified public
accountants. The accounting firm of Brown, Armstrong, Paulden, McCown, Starbuck & Keeter is in
the fourth year of a five-year commitment by the City Council. In addition to meeting the
requirements set forth in state statutes, the audit also was designed to meet the requirements of the
federal Single Audit Act of 1984 and related OMB Circular A-133. The auditors report on the basic
financial statements, including the notes to the financial statements, but their opinion does not cover
the combining and individual fund statements.
Awards - The Government Finance Officers Association of the United States and Canada (GFOA)
awarded a Certificate of Achievement for Distinguished Budget Presentation to the City of
Bakersfield for its Budget for the fiscal year ended June 30, 2003, marking the third year Bakersfield
has received the GFOA certificate. The Distinguished Budget Presentation Award is a prestigious
national award recognizing conformance with the highest standards for preparation of state and
local government financial reports.
In order to be awarded a Certificate of Achievement, a government unit must publish an easily
readable and efficiently organized budget document, whose contents conform to program
standards. Such reports must satisfy criteria as a policy document, financial plan, operations guide
and communications device.
A Distinguished Budget Award is valid for a period of one year only. We believe our current budget
document continues to conform to the Distinguished Budget Presentation Award Program
requirements and we are submitting it to GFOA to determine its eligibility for another certificate.
CONTACTING THE CITY'S BUDGET OFFICE
This budget document is designed to provide our citizen's, taxpayers, customers, and investors and
creditors with a general overview of the City's finances and to show the City's accountability for the
money it receives. Questions concerning any of the information provided in this report or requests
for additional budget information can be sent via e-mail to: citymanager@ci.bakersfield.ca.us.
Formal written requests should be addressed to: City of Bakersfield, Attn: City Manager's Office,
1501 Truxtun Avenue, Bakersfield, CA 93301.
258
CITY OF BAKERSFIELD
PERSONNEL COMPLEMENT BY DIVISION
Divisions
Authorized Authorized Change in Authorized
FY 2001-02 FY 2002-03 Positions FY 2003-04
Mayor 1.00 1.00 1.00
Total Legislative 1.00 1.00 1.00
City Manager
City Clerk
Human Resources
Risk Management
Managment Info. Services
Total Executive
Administration
Accounting and Reporting
Treasury
Pumhasing
Total Financial Services
Legal Counsel
Total City Attorney
Administration
Operations
Investigations
Total Police Services
Administration
Fire Safety
Fire Suppression
Total Fire Services
Administration
Engineering
General Services
Streets
Equipment
Wastewater
Solid Waste
Total Public Works
8.00 8.00 8.00
7.00 8.00 -1.00 7.00
10.00 10.00 10.00
4.00 4.00 4.00
21.00 27.00 -3.00 24.00
50.00 57.00 -4.00 53.00
4.00 4.00 4.00
14.00 14.00 14.00
9.00 9.00 -1.00 8.00
4.00 4.00 4.00
31.00 31.00 -1.00 30.00
16.00 16.00 -3.00 1'3.00
16.00 16.00 -3.00 13.00
126.00 128.00 -4.00 124.00
229.00 239.00 -11.00 228.00
88.00 90.00 90.00
443.00 457.00 -15.00 442.00
8.00 8.00 8.00
26.00 28.00 -1.00 27.00
164.00 170.00 170.00
198.00 206.00 -1.00 205.00
7.00 8.00 8.00
53.00 54.00 -1.00 53.00
65.00 70.00 -3.00 67.00
68.00 71.00 -3.00 68.00
55.00 55.00 -2.00 53.00
27.00 28.00 1.00 29.00
82.00 92.00 4.00 96.00
357.00 378.00 -4.00 374.00
259
CITY OF BAKERSFIELD
PERSONNEL COMPLEMENT BY DIVISION
Authorized Authorized Change in Authorized
Divisions FY 2001-02 FY 2002-03 Positions FY 2003-04
Agricultural Water
Domestic Water
Total Water Resources
Convention Center
Total Convention Center
Administration
Parks
Recreation
Total Recreation & Parks
Planning
Building
Total Development Services
Community Development
Economic Development
Total Economic/Community Dev.
TOTAL PERSONNEL
18.45 19.45 19.45
3.55 3.55 3.55
22.00 23.00 23.00
6.00 6.00 * 6.00
6.00 6.00 6.00
10.00 10.00 -1.00 9.00
91.00 95.00 -7.00 88.00
16.00 16.00 -2.00 14.00
117.00 121.00 -10.00 111.00
20.00 21.00 -1.00 20.00
41.00 43.00 -3.00 40.00
61.00 64.00 -4.00 60.00
10.00 10.00 10.00
8.00 9.00 -1.00 8.00
18.00 19.00 -1.00 18.00
1320.00 1379.00 -43.00 1336.00
*Note: Remaining City employees that did not become employees of SMG.
260
261
262
000000000 000000000000 0
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264
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265
266
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267
268
00000 000000
269
270
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271
272
273
THIS PAGE INTENTIONALLY LEFT BLANK
274
BUDGET GLOSSARY
ACCOUNT CODES - A system used in determining how funds are spent in a given area.
ACTION PLAN - An action plan qualitatively or quantitatively identifies the service to be
provided. Action plans are specific in nature and directly correlate to achieving the department
or division goal.
APPROPRIATION - A legal authorization granted by the Council to make expenditures for
specific purposes.
ASSESSED VALUATION - The value assigned to property by a government as a basis for
levying taxes.
BUDGET - A plan describing how funds will be accumulated and spent during a given period.
BUDGET AMENDMENT - A process utilized to change the plan describing how funds will be
accumulated and spent during a given period.
CAPITAL IMPROVEMENT PROGRAM BUDGET - A plan describing how funds will be
accumulated and spent for major infrastructure projects and pumhases.
CAPITAL OUTLAY - Expenditures used to purchase fixed assets costing more than $1,000.
CARRYOVER - Funds budgeted but not encumbered for a project, that must be carried into the
following fiscal year to complete the project.
CONTINGENCY - Funds set aside for unforeseen emergencies or unanticipated uses.
DEBT SERVICE FUND - A fund established to finance and account for the payment of interest
and principal on outstanding bonds.
ENCUMBRANCES - Funds set aside for future payment of pumhase orders and contracts.
ENTERPRISE FUND - A fund established to account for a service which should be paid for by
those who use the service.
EXPENDITURE - Use of funds for payment of current operating expenses, payment of bonds,
and payment of major purchases.
FEES - Monies paid to the government for expenses incurred for providing special services.
FISCAL YEAR - A 12-month period of time to which the annual budget applies and at the end of
which a governmental unit determines its financial position and the results of its operations. For
the City of Bakersfield, this is the period beginning July 1 and ending June 30.
FUND - A separate accounting of a specific service or purpose.
275
BUDGET GLOSSARY
(CONTINUED)
GENERAL FUND - The fund used to account for all transactions of a governmental unit which
are not accounted for in another fund.
GOALS - A long-term condition or end result. It describes a vision or philosophy about major
social and environmental concerns of the community.
INTERNAL SERVICE FUNDS - A fund established to account for a service used by all
departments of the City. It is financed by charging the departments that use the service.
OBJECT - A term used to designate an asset, liability, revenue or expense.
OPERATING BUDGET - A budget which applies to all costs other than those for capital
improvement projects or major purchases.
OPERATING EXPENDITURES - Those costs which are associated with the general operations
of departments, exclusive of personnel and capital expenditures. Typical examples include
materials and supplies, contractual services, travel, and other miscellaneous expenses.
PERSONNEL EXPENDITURES - Those costs which are associated with the payment of
salaries and benefits to employees.
PROGRAM SERVICE OBJECTIVE - The program service objective describes in specific and
measurable terms the results a program (within a particular division) is expected to achieve
within a given time frame. Program service objectives are derived from the mission statement.
PROGRAMS - Major areas of function within the organizational structure of a division of a
department.
REVENUE - Income received by the City government from sources such as property taxes,
fees, user charges, grants and fines which are used to pay for the services provided.
SERVICE LEVEL INDICATORS - The service level indicators describe in specific and
measurable terms the results a program (within a particular division) is expected to achieve
within a given time frame. Service level indicators are derived from the action plan.
SIGNIFICANT BUDGET CHANGES - A significant budget change represents a major departure
from historical practice or treatment of a program or line item within a department's budget.
TAXES - Charges made against the public by a government to obtain the money it needs to
finance its activities. Generally includes property taxes, sales taxes, franchise taxes, business
license taxes, real property transfer taxes, and transient occupancy taxes.
USER CHARGES - These represent payment for services which would not be provided to the
individual if the charge were net paid.
276
CITY OF BAKERSFIELD
OPERATING BUDGET
The City of Bakersfield's Operating Budget is a planning document that mirrors the City
Council's established goals and policies. By providing service delivery based on City
Council Goals and Policies, City departments ensure that the activities they undertake
are those that are articulated by the City Council, and are important to the community.
Since the Operating Budget implements Council Goals and Policies, it is only natural
that the budget document highlights specific program service objectives and action
statements that demonstrate how those goals and policies will be realized. Annually,
City departments develop action plans that target progress toward or successful
completion of Council goals.
While funding for departmental budgets is prepared using a line-item budget -- a
budget that focuses on what is to be bought -- overall decisions and long-range
planning efforts are concentrated at the program level. This essentially means that the
City Council is looking at service delivery from the perspective of providing viable,
quality programs to the citizens of Bakersfield.
Structure of the Operatinq Budqet
Within each department category is a hierarchy of what constitutes the Operating
Budget. This hierarchy, which is detailed below, provides a basis for how programs are
structured and service is delivered to the community.
Goal, A goal represents a long-term condition or end result. It describes a vision or
philosophy about major social and environmental concerns of the community.
Significant Budget Changes. A significant budget change represents a major
departure from historical practice or treatment of a program or line item within a
department's budget.
Action Plan. An action plan qualitatively or quantitatively identifies the service to be
provided. Action plans are specific in nature and directly correlate to achieving the
results of the department or division goal.
Service Level Indicators. The service level indicators describe in specific and
measurable terms the results a program (within a particular division) is expected to
achieve within a given time frame. Service level indicators are derived from the action
plan.
Expenditure Line Items. Within each department are divisions and programs. At
these levels is a summary of costs by personnel, general operating and capital
expenditures.
277
BUDGET CALENDAR
JANUARY
Budget Kickoff Meeting
Departments Receive Budget Preparation Instructions
FEBRUARY
Internal Sewice Budget Requests Due
PemonnelReques~ Due
MARCH
Department Budget Proposals Due
APRIL
City Manager Budget Hearings with Departments
Maintenance District Workshop
MAY
City Manager Budget Overview to City Council
Department Budget Presentations to City Council
JUNE
CIP Presented to Planning Commission and City Council
Maintenance District Public Hearing
Public Hearing on City Manager Proposed Budget
Council Adopts Operating, CDBG and
Bakersfield Redevelopment Agency Budgets
CIP Adopted by City Council
278
BUDGETS AND BUDGETARY ACCOUNTING
The procedures established by the City Council in adopting the budgetary data reflected
in the financial statements are as follows:
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.
Public hearings are conducted to obtain taxpayer comments.
Prior to July 1, the budget is legally enacted through passage of a resolution.
Budgets are adopted for all governmental fund types and are prepared on a
basis consistent with generally accepted accounting principles.
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.
279
BASIS OF ACCOUNTING
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 soumes 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.
280
BUDGET AMENDMENT PROCESS
II.
STATEMENT
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 exemised
within each fund for each department at the object group level. The object
groups are as follows:
· Personnel Services
· Operations (Supplies and Services)
· Council Contingency
· Capital Outlay
· Debt Service
· Interfund Transfers
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.
Transfer appropriations from Council Contingency Object Account
to another object account.
Transfer appropriations from capital improvement subprograms to
operating subprograms.
B. City Manager (or designee) authorization is required in order to:
1. Decrease the total appropriations of a fund.
Transfer appropriations from operating subprograms to capital
improvement subprograms for funded projects within a fund.
Transfer appropriations from one funded capital improvement
project to another funded capital improvement project within a fund.
Transfer appropriations from one department operating subprogram
to another department operating subprogram within a fund.
Transfer appropriations from one operating object group to another
operating object group within a fund.
28!
BUDGET AMENDMENT PROCESS
I1.
PROCEDURE continued
C. Department Head (or designee) authorization is required in order to:
Transfer appropriations from one operating subprogram to another
operating subprogram (within a department), within the same object
group and fund.
Transfer of appropriations from one object account to another
object account within the same object group and subprogram and
fund is permitted, but is discouraged.
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.
282