HomeMy WebLinkAboutFY 2007-08 City of Bakersfield Final Budget DocumentCITY OF BAKERSFIELD ADOPTED BUDGET FY 2007 – 08 MAYOR Harvey L. Hall CITY COUNCILMEMBERS Irma Carson Councilmember, Ward 1 Susan M. Benham Councilmember, Ward 2 Ken Weir Councilmember,
Ward 3 David R. Couch Councilmember, Ward 4 Harold W. Hanson Councilmember, Ward 5 Jacquie Sullivan Councilmember, Ward 6 Zack Scrivner Councilmember, Ward 7 Submitted by Alan Tandy
City Manager ???????
CITY OF BAKERSFIELD EXECUTIVE STAFF Alan Tandy City Manager Virginia Gennaro City Attorney John W. Stinson Assistant City Manager Florn Core Water Resources Manager Ron Fraze Fire Chief
Stan Grady Development Services Director Dianne Hoover Recreation and Parks Director Donna Kunz Economic Development Director Bill Rector Police Chief Raul Rojas Public Works Director
Nelson Smith Finance Director
TABLE OF CONTENTS BUDGET MESSAGE Letter of Transmittal……………………………………………………… v Distinguished Budget Presentation Award……………………............ xxiii Organizational Chart……………………………………………………..
xxv Employee Incentive Program…………………………………………… xxvi BUDGET SUMMARIES………………………………………………... 1 General Background…………………………………………………….. 2 Exhibits General Fund – Overview……………………………………………...
11 General Fund Graphs………………………………………….. ……... 12 Operating Budget Graphs……………………………………………... 13 Operating Fund Distribution Graphs…………………………………. 14 Revenue Sources – All Funds Graph………………………………...
15 Appropriations by Function – All Funds Graph ……………………... 16 Departmental Appropriations by Fund………………………............. 17 General Fund – Appropriations by Department…………………….. 21 Financial
Summary – All Funds………………………………………. 23 Estimated Balances – June 30, 2008………………………………... 27 Interfund Transfers – Summary………………………………………. 28 Interfund Transfers – Detail……………………………………………
29 FY 2007-08 Appropriations Limitation……………………………….. 30 REVENUES………………………………………………………………….. 31 Exhibits Revenue Charts………………………………………………………… 34 General Fund – Revenue by Source…………………………………
37 Estimated Revenue by Fund………………………………………….. 39 Multi-Year Comparison of Revenues and Appropriations…………. 40 Multi-Year Comparison of Operating Fund Distribution……………. 42 LEGISLATIVE………………………………………
…………………… 43 Legislative………………………………………………………………… 44 Mayor & City Council…………………………………………………….. 46 i
TABLE OF CONTENTS (Continued) EXECUTIVE........................................................................................... 51 City Manager……………………………………………………………… 54 City Clerk………………………………………
……………………….. 57 Human Resources……………………………………………………….. 60 Risk Management………………………………………………….......... 64 Information Technology…………………………………………………. 66 FINANCIAL SERVICES………………………………………………..
71 Administration…………………………………………………………….. 74 Accounting and Reporting………………………………………………. 76 Treasury…………………………………………………………………… 78 Purchasing………………………………………………………….......... 80 CITY
ATTORNEY………………………………………………………… 83 POLICE SERVICES……………………………………………………... 93 Headquarters……………………………………………………………... 97 Support Services…………………………………………………………. 99 Operations…………………………………………………………………
104 Investigations……………………………………………………………... 108 FIRE SERVICES…………………………………………………………... 115 Administration…………………………………………………………….. 119 Fire Safety………………………………………………………………… 122 Fire
Suppression…………………………………………………………. 124 PUBLIC WORKS…………………………………………………………..127 Administration…………………………………………………………….. 135 Thomas Roads Improvement Program (TRIP)……………………….. 137 Engineering…………………………
………………………………….. 139 General Services…………………………………………………………. 143 Streets…………………………………………………………………….. 146 Equipment………………………………………………………………… 149 Wastewater……………………………………………………………….. 152
Solid Waste………………………………………………………............. 155 WATER RESOURCES…………………………………………………. 159 Agricultural Water………………………………………………………… 162 Domestic Water…………………………………………………………... 165 ii
TABLE OF CONTENTS (Continued) RECREATION AND PARKS………………………………………... 167 Administration…………………………………………………………….. 170 Parks………………………………………………………………............ 172 Recreation…………………………………………………………………
175 DEVELOPMENT SERVICES……………………………………….. 179 Planning……………………………………………………………........... 182 Building……………………………………………………………………. 184 ECONOMIC/COMMUNITY DEVELOPMENT………………. 187 Community
Development……………………………………………….. 192 Economic Development…………………………………………………. 196 NON-DEPARTMENTAL………………………………………………..199 SPECIAL FUNDS………………………………………………………… 201 Special Revenue Funds……………………………………………
…. 201 Internal Service Funds…………………………………………………... 211 Fiduciary Fund……………………………………………………………. 214 Capital Improvement Program Funds………………………………….. 216 Debt Service Funds………………………………………………………
223 Schedule of Long-Term Debt Outstanding……………………………. 226 Schedule of Long-Term Debt Maturities……………………………..... 227 ENTERPRISE FUNDS…………………………………………………. 229 REDEVELOPMENT FUNDS…………………………………………
239 CAPITAL IMPROVEMENT PROGRAM……………………..... 249 Letter of Transmittal ……………………………………………………... 249 Capital Improvement Program………………………………………….. 255 Exhibits C.I.P. Summary by Fund Chart…………………………………
….. 263 Key to Funding Codes…………………………………………………. 264 Infrastructure Graphs………………………………………………….. 265 CIP Five-Year Plan Summary by Department………………………. 266 CIP Five-Year Plan Funding
Summary……………………………… 267 CIP Five-Year Plan Department Detail………………………………. 268 iii
TABLE OF CONTENTS (Continued) APPENDICES………………………………………………………………. 279 2005 City Council Goals and Guiding Principles……………………... 281 City Budget Process……………………………………………………... 302 Operating
Budget………………………………………………………… 304 Basis of Budgeting and Accounting……………………………………. 305 Investment Policy………………………………………………………… 307 Budget Amendment Process…………………………………………… 308 Exhibits
City Council Ward Boundaries Map………………………………….. 292 Miscellaneous Statistics……………………………………………….. 293 Miscellaneous Statistics Graphs ……………………………………... 294 Multi-Year Comparison of Assessed
Value…………………………. 295 Assessed Valuation of Principal Taxpayers…………………………. 296 Multi-Year Comparison of Per Capita Income………………………. 297 Multi-Year Comparison of Building Activity…………………………..
298 Multi-Year Comparison of Building Permits…………………………. 299 Personnel Complement by Division………………………………….. 300 Budget Calendar……………………………………………………….. 303 GLOSSARY………………………………………………………………….
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BUDGET MESSAGE FROM CITY MANAGER
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Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 2 As a result of decreased construction activity, staff is recommending that six vacant
positions in the Building Department related to development activity be eliminated. Some positive budget trends indicate that there are currently few threats of State budget actions
which might negatively impact City finances. Further, the passage of the recent State bond measures may provide additional road funding and a variety of grant opportunities for City
transportation, housing, parks, water resources-related infrastructure improvements, and capital projects. Staff is actively pursuing these funding opportunities. The Thomas Roads Improvement
Program (TRIP) projects will be continuing to progress. The City paid off the water bonds for the purchase of the Kern River water rights in December 2006, so water funds previously
committed to debt service may be committed to other water related projects. We have been able to to address a major portion of the City’s long-term office space needs with the purchase
of the Borton, Petrini and Conron Building. The relocation of departments to that facility has already begun and will continue over the next few years as leases expire and space becomes
available. Departments have budgeted for costs associated with moves to the new facilities where applicable for this upcoming fiscal year. We have also included some capital funds to
make the building more energy efficient and cost effective to operate. The extreme increase in construction costs that we have experienced during the construction boom seems to be slowing
and, hopefully, bid prices will improve. The adopted budget will support the efforts of our employees to meet Council Goals by providing the staffing and other resources required to
provide quality municipal services to our citizens. COPING WITH THE CHANGING PACE OF GROWTH Even with the slow down in home construction, the City of Bakersfield continues to experience
a steady pace of growth, which has presented both challenges and opportunities. During the past year approximately ten square miles were added. Several developers with large tracts of
land have annexed or are in the processing of annexing their property and have entered into development agreements with the City. Over the next few years these projects are likely to
proceed with development. The budget provides funds towards several key projects, including transportation, fire stations, parks and recreational facilities, wastewater treatment plant
expansion, as well as various repair and renovation projects. vi
Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 3 NEW POSITIONS FOR FY 2007-08 The FY 2007-08 budget includes a historically normal
number of position additions. The net increase in the number of positions from FY 2006-07 to FY 2007-08, including three (3) mid-year additions, will total forty-three (43) as follows:
Human Resources – One (1) Clerk Typist. Information Technology – One (1) GIS Analyst, one (1) Network Systems Analyst, and one (1) Programmer Analyst. City Attorney – One (1) Administrative
Assistant I/II, added mid-year in FY 2006-07. Police – Eight (8) Police Sergeants and three (3) Police Service Technicians. One (1) Clerk-Typist I/II and one (1) Police Officer were
added mid-year in FY 2006-07. Fire – Three (3) existing Firefighter positions upgraded to three (3) Engineer positions to staff a new tillered ladder truck purchased for Fire Station
7, the restoration of one (1) Secretary for the Administration Division, and one (1) Clerk Typist for the Training Division. Public Works – Seven (7) positions are funded within the
General Fund: one (1) Traffic Operations Technician to handle the increased number of traffic signals in the city; two (2) Construction Inspectors for significant capital construction
occurring for CIP projects; one (1) Facility Worker and two (2) Maintenance Craftworkers for maintenance of various City facilities; and, one (1) HVAC Technician to maintain heating
and cooling equipment at various City facilities. Nine (9) positions are funded within Internal Service or Enterprise Funds: The Refuse Fund includes one (1) Equipment Operator for commercial
refuse; two (2) Service Maintenance Workers for street sweeping; and, one (1) Fleet Mechanic for equipment maintenance at the Woodwaste site. The Equipment Management Fund includes one
(1) Communications Technician to maintain the City’s communication equipment, and one (1) Fleet Mechanic to maintain the City’s fleet. The Wastewater Fund includes one (1) Accountant
to assist with the pre-treatment program, and two (2) Service Maintenance Workers assigned to the street maintenance section for sewer maintenance. Water – One (1) Light Equipment Operator
in Agricultural Water. Recreation and Parks – One (1) Park Services Coordinator, one (1) Supervisor II, four (4) Facility Workers, and four (4) Laborers. Development Services – Eliminate
six (6) positions in Building Division: five (5) vacant Building Inspector and one (1) vacant Building Permit Technician; Replace one (1) vacant Code Enforcement Officer position with
three (3) new Assistant Code Enforcement Officer positions. This is a net reduction of four (4) positions for the department. vii
Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 4 ITEMS OF NOTE Facilities Reserve – The Facilities Reserve is set aside for major
renovations and repairs to City facilities and is, to some degree, a rainy day account. A balance of $3 million remains at the end of FY 2006-07 after the use of $9.5 million toward
the purchase of the Borton, Petrini and Conron Building. The budget includes an additional $2 million, for $5 million total, as a formal reservation of fund balance within the Capital
Outlay Fund. Contingency – The budget includes $243,500 in contingency funds for unforeseen events and expenditures. Retiree Medical – Funds have been reserved for future retiree medical
liability ($7.9 million for all funds) under the new rules as part of the adopted budget. Included in this amount is approximately $2 million to pay the City’s share of retiree premiums
for FY 2007-08. The remaining $5.9 million will be set aside to reduce the unfunded liability. The remaining unfunded liability will be addressed over several future years based on actuarial
information. MAJOR POSITIVE EFFORTS Several important community projects and Council priorities are planned to be accomplished in this budget to address the growing needs of our community.
The budget recognizes the return to more typical revenue levels and, consistent with prudent financial planning, continues to dedicate one-time revenues to one-time uses, including various
capital projects: • The $193 million upgrade of Wastewater Treatment Plant No. 3 which will begin construction this year. • Road repair and reconstruction efforts, with over $17.8 million
designated for street resurfacing and reconstruction. • Major transportation projects, such as the Thomas Roads Improvement Program (TRIP), Westside Parkway, and bridge construction
projects, will be done using Transportation Impact Fees and State and Federal road funds. Other transportation related projects, including traffic signals and medians, are planned using
targeted funds. Staff is continuing its aggressive efforts to pursue additional transportation funding from the recently passed State transportation bonds. • The construction of Fire
Station No. 14 in Southwest Bakersfield at Mountain Vista and Harris Road is included in the budget, utilizing funds that have been set aside over the past few years. The remaining balance
from those funds previously set aside of about $300,000 and an additional $500,000 of new funds, for a total of $800,000, have been budgeted towards funding other future fire stations.
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Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 5 • Several large annexations have occurred during the past year and development agreements
have been executed with major corporations, landowners and developers in those areas to facilitate master planned additions to Bakersfield which will provide for needed public infrastructure,
services and recreational facilities. • Enhanced Code Enforcement efforts will continue with the addition of three Assistant Code Enforcement Officers. • The development of 65,000 square
feet of commercial and 100 units of affordable housing on property located near Q Street, California Avenue and the Kern Island Canal with a special HUD Economic Development grant and
a Federal low interest loan of $3,750,000. • Construction of the Baker Street Mixed Use Project. • The construction of Fire Station No. 5 should be completed this fiscal year. • The
initial phases of construction to be completed on the Mill Creek project at Central Park. • The construction of the 40 acre park and baseball facility in cooperation with the Southwest
Baseball League at Jewetta and Stockdale Highway. • The Master Plan for improvements to the Mesa Marin Sports Complex is being prepared by a consultant. • The design of the Sports Village
project will begin. This project will provide a significant unique recreational facility to our community and will provide numerous playing fields and other amenities. We continue to
experience a strong economy locally and the potential for longer-term future community growth. State Department of Finance figures for January 2006 show our City population has grown
to 311,824. BUDGET HIGHLIGHTS The budget reflects the operating and capital expenditures for the 2007-08 fiscal year. The total appropriated for FY 2007-08 for both operating and capital
expenditures is $759,674,266, including $47,846,483 in interfund transfers. Total appropriations in FY 2007-08 for all City funds reflect an increase of $237,938,548, or 45.6% more than
FY 2006-07. The Operating Budget totals $383,149,179 which reflects a $2,980,861 increase when compared to FY 2006-07. The City of Bakersfield’s Operating Budget, including transfers,
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Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 6 totals $365,491,726. The Bakersfield Redevelopment Agency’s Operating Budget totals
$17,657,453. The FY 2007-08 Capital Improvement Program Budget totals $376,525,087, which is an increase of $234,957,687 when compared to FY 2006-07. A major portion of this increase
is due to the expansion and upgrade of Waste Water Treatment Plant No. 3 budgeted for $193 million. The City of Bakersfield’s CIP Budget totals $375,125,087. The Bakersfield Redevelopment
Agency’s CIP Budget totals $1.4 million. The CIP includes funding for fire stations, significant Transportation Development Fee and Federally funded road projects, and use of Community
Development Block Grants and other special funding sources. The City's budget is organized by groups of funds. Each fund is considered a separate accounting entity with its own assets,
liabilities, equity, revenues and expenses. The major fund groups and some divisions within the the funds are described below, highlighting any significant changes over the prior year.
General Fund Major revenue sources 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 $189,777,800 (including $21,651,885 in beginning
fund balance and transfers). This is an increase of approximately $13,878,400, or about 7.9% more than the adopted budget revenues for FY 2006-07. Items contributing to General Fund
revenues include: $66 million in sales and use taxes, $63.4 million in property tax, and $37.7 million in other taxes and fees. Also, the above figures reflect the $19,443,000 of local
sales tax revenue captured and repaid with property tax by the State (Sales Tax Triple Flip). Other General Fund revenues have remained stable. As building and construction activity
has slowed down, the City has provided fewer services, which is reflected in a decrease in charges for services. Sales tax receipts in a very hot economy for the past two years have
normalized. As anticipated, the “spike” we experienced in FY 2005-06 has faded. We are projected to meet the estimate of $63 million as adopted in the FY 2006-07 budget, which was based
on the historic trend for sales taxes of about 7% growth (absent the revenue spike). Due to the slowdown in building activity, growth projections are more conservative at about 4.85%
for FY 2007-08. The growth factor is based on the most recent information available from the State Board of Equalization. Property taxes also reflect the impact of past development activity,
and actual revenues are exceeding estimates for FY 2006-07. This is partially due to supplemental tax bills for new construction. The FY 2007-08 budget estimates 8% growth in property
taxes to x
Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 7 reflect increased property values due to recent housing construction activity. These
estimates are higher than historic averages of approximately 7% growth. General Fund Expenditures are projected at $189,777,800. This is an increase of approximately $13,878,400, or
about 7.9% more than the adopted budget expenditures for FY 2006-07. In addition to ongoing operating expenses and personnel costs, $243,500 has been set aside for Council Contingency.
These budget increases are primarily attributed to the additional personnel noted above and general inflationary cost increases, as well as expenditures funded by grants and fees. Capital
Improvement Program (CIP) The Capital Improvement Program (CIP) provides capital planning for the City of Bakersfield’s infrastructure over a five-year planning period. Revenue sources
identified within the CIP may be from grants, taxes, user fees, bond issues, transfers from other funds, or assessments. Many of these projects are possible because staff has been successful
in obtaining grants and other specialized funds that would not ordinarily be available or used for ongoing operations. The adopted CIP budget for FY 2007-08 totals $376,525,087. An itemized
listing of projects included in the Five-Year Plan are presented in the CIP section of this document. A few major or significant projects, however, are discussed below. Wastewater Treatment
Plant No. 3 Expansion and Upgrade Project – As noted earlier, this $193 million is the largest single capital improvement project ever undertaken by the City of Bakersfield. This amount
is a “best estimate” at this time. The actual project costs will be determined when the project is awarded. In response to stricter permitted effluent requirements in 2010, upgrades
will allow removal of ninety-five percent (95%) of the primary wastewater constituents. Treatment capacity will also be doubled to 32 million gallons per day in order to serve the the
residents of Bakersfield until the year 2025. This project will be funded by proceeds from the sale of bonds. Wastewater Treatment Plant No. 3 Arterial Roads – $16 million is budgeted
to upgrade four (4) miles of two-lane roads to full-width arterial standards. Increased on-site activities from the expansion of Wastewater Treatment Plant No. 3 and increased traffic
due to encroaching development create a need for safe ingress/egress for vehicles. This project will be funded by proceeds from the sale of bonds. Thomas Roads Improvement Program (TRIP)
– In the FY 2006-07 CIP budget, nearly $50 million of federal and local funding was budgeted for the Thomas Roads Improvement Program (TRIP). It has taken longer than anticipated to
obtain federal approval for these expenditures. These funds will be left intact for the work to occur in FY 2007-08. An additional $1 million is budgeted in FY 2007-08 to widen State
Route 178 from Mesa Marin to Rancheria Road. xi
Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 8 Realignment on Auburn Street – Approximately $1.6 million of traffic impact fees
are budgeted for the realignment of Auburn Street west of Morning Drive to tie into the new location of the Auburn Street/Morning Drive intersection. These improvements are necessary
to meet CalTrans standards for separating this local street intersection and the freeway intersection that will be installed at the State Route 178/Morning Drive interchange. Westside
Parkway – The CTC has recommended the use of STIP Augmentation funds for the Westside Parkway in the amount of: $10.5 million for design and preparation of construction documents; $6.2
million for right-of-way acquisition; and, $54.3 million for construction of the Mohawk portion of the project. These funds have been budgeted for in the FY 2007-08 CIP budget. SR 178
at Fairfax Road Interchange – Construction of this project will be funded by $25.3 million of federal TRIP funds and $4 million of non-federal matching TDF funds in the FY 2007-08 CIP
budget. Additional Traffic Signal Projects – Three (3) additional traffic signals are budgeted for in the FY 2007-08 CIP budget. These signals, which are on the most recent Signal Warrant
Study prepared by the Traffic Engineer’s office, and the funding sources are as follows: $200,000 in Transportation Impact Fee funds for Brimhall Road at Verdugo Road; $200,000 in Transportation
Impact Fee funds for Noriega Road at Verdugo Road; and, $200,000 in Capital Outlay Funds for Panorama Drive at Meadow Vista Street. Street Resurfacing and Reconstruction Projects – The
FY 2007-08 CIP budget continues Council’s commitment to the street maintenance program with $7.9 million to address citywide street maintenance/reconstruction issues. The amount budgeted
is composed of federal transportation funds of $3,685,503, a local match of $477,497 coming from the City’s share of state gasoline taxes as accounted for within the Gas Tax Fund, and
$3 million of one-time Capital Outlay Funds. In addition, the operating side of the budget includes $10.0 million for street maintenance. Therefore, the CIP and Operating budgets for
FY 2007-08 for street maintenance/reconstruction totals close to $17.9 million. Bridge Construction, Allen Road at Kern River – The Bridge Construction for Allen Road at Kern River project
was budgeted at $8 million in the FY 2005-06 CIP budget. The FY 2006-07 CIP budget added $3 million of funding to this project. The FY 2007-08 CIP budget adds $5 million of funding to
this project to cover escalating construction costs. Staff has completed the environmental and preliminary design phase of this project. The final design and construction document phase
will be completed in FY 2006-07. The project will be advertised for bids, and a construction contract will be awarded early in FY 2007-08. Bridge Construction, Hosking Avenue at SR 99
– The FY 2007-08 CIP budget includes $4 million to acquire land for an interchange at Hosking Avenue Avenue and SR 99. This multi-year project will be funded by developer fees collected
through the Traffic Impact Fee program. xii
Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 9 Street Improvements along Panama Lane – This $1.35 million project on Panama Lane
at the Union Pacific Railroad (UPRR) Sunset Branch grade crossing will widen the roadway to its ultimate width. This project also requires new railroad signal and rail improvements.
The City will be responsible for widening the roadway on the east and west sides of the intersection. UPRR will be responsible for all signal construction and road work within the railroad
right-of-way and two feet (2’) of the tracks. Traffic Signal Coordination – A Traffic Monitoring Camera Project to add video capability at two specific intersections is budgeted for
$130,000. A Traffic Signal Interconnect Project to expand the number of signals linked to the Traffic Operations Center is budgeted for $896,000. These projects will be predominately
funded with federal Congestion Management Air Quality (CMAQ) funds with the goals of improving signal timing and reducing traffic congestion and vehicle emissions. Wastewater Treatment
Plant No. 2 Odor Control – Recent development of residential and commercial properties close to Wastewater Treatment Plant No. 2 has increased the amount of wastewater, grease and septage
treated and processed per day. This has created the need to install odor control capabilities and upgrades to the existing septage/grease receiving station. Income from the septage/grease
receiving station is approximately $1 million dollars per year. This project is estimated at $6 million and will be funded by proceeds from the sale of bonds. Sewer Improvements on Brimhall
Road between Rudd Road and Renfro Road – $1.37 million is budgeted for this project to extend the existing sewer line to be able to provide sewer service to an area with dry sewers.
Storm Drain Improvements on Clara Court and Gwendolyn Street, North of Fairview Road This $1,015,000 project will provide better drainage for this area. Fire Stations /Various Fire Department
Projects – For several years, the City has set aside funding for future fire stations. This budget includes $3.7 million to construct Fire Station 14 at Mt. Vista and Harris and $500,000
to purchase one (1) fire engine. Other Fire Department capital improvement projects for FY 2007-08 include: $90,000 to purchase one (1) emergency generator at Station 4; $110,000 for
the plumbing overhaul of Station 9; and, $37,000 for a more energy efficient ceiling at Station 1. Public Safety Communication Improvements – One (1) police radio channel will be converted
to a digital format as required by the Federal Communications Commission for $150,000. This is part of a multi-year project to convert all channels to the digital format. Water Wells
– The construction of three (3) additional water wells estimated at $3 million total will increase production capacity required by steady growth within the City’s Domestic Water System.
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Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 10 Well Field Land Acquisition – A 10-acre parcel located in southwest Bakersfield
will be acquired for $1.5 million. Ultimately, a series of water wells will be constructed to increase groundwater production and distribution to planned domestic service areas in the
southwestern portion of the City. Pump Station Upgrades – In order to prepare for emergencies or power outages, $400,000 is budgeted for the first phase of a new program to add
system storage to various water wells. Taxi Lane Construction at the Bakersfield Municipal Airport – $1.37 million, funded predominately by a Federal Aviation Administration Grant,
will construct taxi lanes, taxiway extension and apron areas to allow hangar development at the Airport. The FY 2007-08 CIP budget includes numerous projects within the Capital Outlay
Fund for maintenance and repair of various City buildings. Some of the more significant projects for FY 2007-08 include the following: Sports Village – $1.5 million for preliminary design
services for the 170-acre Sports Village complex, to be located north of Taft Highway, west of Ashe Road, and east of Gosford Road. 40-Acre Park Site – Baseball – The City has entered
into an agreement with Southwest Baseball for construction of the 40-acre baseball park site, recently named Aera Park, at Jewetta and Stockdale. The budget includes $2.17 million for
construction of a concession/restroom/storage building and parking lot, installation of a sewer system, and grading. Southwest Baseball will be responsible for the construction, installation,
and operation of the baseball-related items at the new complex. Saunders Recreation Facility – Due to significant increases in the cost of steel and concrete, an additional $250,000
is budgeted to construct the indoor hockey rink structure. The hockey rink was donated to the City in 2004 and will be located at Saunders Park. These improvements will make the amenity
usable year-round. Mesa Marin Sports Complex – Mesa Marin will be renovated to provide more field space for the increased number of softball teams and leagues. The FY 2007-08 CIP budget
includes $1 million for design and construction of four softball fields, a restroom/concession building, and the westerly parking lot. Urban Forestry Services – $200,000 for contract
tree services to prune large trees in excess of 50 feet. The City does not have the equipment or staffing necessary to maintain large trees. Replacement of City Phone System – $4 million
will be set aside to replace the City’s current phone system with modern technology since it has become increasingly difficult to obtain support and parts for the current system. xiv
Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 11 There are also numerous other CIP projects within the Capital Outlay Fund approved
for next year involving various building maintenance and repair projects. The FY 2007-08 CIP budget includes a significant number of projects to be funded with Community Development
Block Grants (CDBG), including the following: Mill Creek Linear Park – $1.7 million is budgeted in FY 2007-08 for this project. Of the amount budgeted, $300,000 in CDBG funds is for
the 21st Street crossing in the northern section of this project, and $1.4 million in Old Town Kern tax increment funds is for the initial segment of the Central Park improvements. Lowell
Park Restroom – $350,000 to remove and replace a 60 year old public restroom with an American with Disabilities Act (ADA) compliant, vandal resistant, and more efficient structure. Airport
Improvements – $200,000 will be committed annually, over the next 5 years, to provide design and installation of landscaping and fencing around the perimeter of the Bakersfield Municipal
Airport. Streetscape Improvements on 34th Street – $300,000 for Phase II for the design of streetscape and median island improvements on 34th Street, from Chester Avenue to Q Street.
Bethany Homeless Pedestrian Crossing – $40,000 to install a lighted crosswalk system at the existing crosswalk on East Truxtun Avenue at Williams Street, adjacent to the Bethany Homeless
Center Campus. Street Improvements in HUD Eligible Areas of Wards 1 and 2 – $409,048 to construct various street, curb and gutter improvements in HUD eligible areas. Lastly, the adopted
CIP budget for FY 2007-08 includes several projects that will add or enhance the amenities within several of our City’s parks. Funding sources for these projects include both Capital
Outlay funds and developer fees collected through the park development fee program to construct parks. Additionally, the amount for reimbursement to developers who build required parks
and are are paid back over a number of years as development occurs has been budgeted. The FY 2007-08 adopted CIP budget provides a broad based benefit to our community and its citizens.
The budget also allows the City to address infrastructure needs which have been impacted significantly by the growth in our community. DEPARTMENT HIGHLIGHTS In total, the FY 2007-08
budget shows an increase of forty-nine (49) positions (including three mid-year additions) and the elimination of six (6) development related positions for a xv
Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 12 net increase of forty-three (43) positions for various City departments for all
funding sources. Of these, thirty-three (33) positions are funded with General Fund revenues. Highlights of major department budgets and changes are listed below. Police – The budget
includes the addition of eight (8) Police Sergeant and three (3) Police Service Technician positions. Additional positions included are: one (1) Clerk-Typist I/II and one (1) Police
Officer that were added mid-year in FY 2006-07 The total operating budget for Police is $69,777,155, which is a 6% increase over FY 2006-07. This increase reflects increased fleet costs
and operating costs associated with the additional positions referenced above. Fire – The adopted Fire Department budget includes the upgrade of three (3) Firefighter positions to Fire
Engineers at Fire Station No. 7. These Firefighter positions are currently funded and will be upgraded to Engineer positions due to the purchase of a new tillered ladder truck. Additionally,
there is the restoration of a Secretary position for the Administration Division and the addition of a Clerk Typist for the Training Division. The total operating budget for Fire is
$31,538,349, which is a 4.8% increase compared to FY 2006-07. These increases are attributed to the additional personnel noted above, increases in liability insurance, and JPA increases.
Public Works – The FY 2007-08 operating budget for the Public Works Department includes sixteen (16) new positions, seven of which are within the General Fund. The General Fund positions
include one (1) Traffic Operations Technician to handle the increased number of traffic signals in the city; two (2) Construction Inspectors are needed for the significant capital construction
occurring for CIP projects; one (1) Facility Worker to maintain City facilities; two (2) Maintenance Craftworkers for maintenance of various City facilities; and one (1) HVAC Technician
to maintain heating and cooling equipment at various City facilities. The remaining nine new positions are funded by Internal Service or Enterprise Funds. The Refuse Fund includes one
(1) Equipment Operator for commercial refuse, two (2) Service Maintenance Workers for street sweeping and one (1) Fleet Mechanic for equipment maintenance at the Woodwaste site. The
Equipment Management Fund includes one (1) Communications Technician to maintain the City’s communications equipment, and one (1) Fleet Mechanic to maintain the City’s fleet. New positions
approved for the Wastewater Fund include one (1) Accountant to assist with the pre-treatment program and two (2) Service Maintenance Workers for sewer maintenance assigned to the street
maintenance section. These special revenue positions are in response to growth in service demands. Public Works continues its overall goal of maintaining acceptable service levels, with
focus on Council priority items, such as street maintenance and graffiti removal throughout the community. The FY 2007-08 operating budget includes approximately $10,010,072 for xvi
Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 13 street maintenance. The CIP budget includes $7,872,048 for street resurfacing/improvements.
Therefore, the combined operating and CIP budget for street maintenance totals $17,882,120. The Thomas Roads Improvement Program (TRIP) Division of the Public Works Department has been
working on the federally funded transportation projects the City is pursuing, including the Westside Parkway and other TRIP projects. This Division is now housed at 900 Truxtun Avenue
and Division staff work alongside Parsons Transportation Group personnel, County of Kern Roads Department staff, and CalTrans staff in the management and delivery of these projects.
The total operating budget for Public Works is $105,837,208, which is a 7.1% increase over FY 2006-07. The Public Works Department includes the following divisions: Administration, TRIP,
Engineering, General Services, Streets, Equipment, Wastewater, and Solid Waste. Funding for the department comes from various sources, including the General Fund, Development Services
Fund, Gas Tax Fund, Transportation Development Fund, several Enterprise Funds, Equipment Management Fund, and other special revenue funds. Recreation and Parks – The Recreation and Parks
Department has experienced continued growth in the amount of park and landscape acreage it maintains. The budget for FY 2007-08 focuses on addressing this growth in order to maintain
a high level of service and to meet the growing recreational needs for our City. The Recreation and Parks budget includes ten new positions, including one (1) Park Services Coordinator,
one (1) Supervisor, four (4) Facility Workers, and four (4) Laborers for Maintenance Districts. In addition to equipment, these positions will help meet the demands of maintaining an
additional seventy (70) acres of landscaping and parks that will be added to the parks maintenance section by the end of this year. The comprehensive master planning process has begun
and will assist in further defining recreation priorities over the next five years. The total operating budget for Recreation and Parks is $18,174,572, which is a 9.6% increase compared
to FY 2006-07. Rabobank Arena, Theater and Convention Center – Under the management of SMG, Rabobank Arena, Theater and Convention Center, and the Ice Sports Center again had successful
years. The Bakersfield Condors made it to the playoffs. CSUB Men’s and Women’s Basketball, the Bakersfield Jam, the Bakersfield Condors, and the Bakersfield Blitz all hosted season games
in the Arena. Rabobank Theater will host several touring Broadway performances this year featuring The Producers, Aida, and Stomp. In addition, a broad variety of musical concerts and
special events will continue to provide excellent entertainment options for the community in each facility. SMG also will be overseeing the booking of the Amphitheater at the Park at
River Walk. Ice Sports Center continues to provide a wide variety of programs and activities for the community. xvii
Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 14 Development Services – The Development Services Department has experienced a significant
slow down in the levels of development activity over the past fiscal year. In response to the slow down in building activity, the FY 2007-08 adopted budget includes the elimination of
five (5) vacant Building Inspector positions and one (1) vacant Building Technician position in the Building Division. The Code Enforcement Division will eliminate one (1) vacant Code
Enforcement Officer position which will be replaced with three (3) Assistant Code Enforcement Officer positions. This will provide additional support to the Code Officers and training
and development opportunities for new Code Officers. The total operating budget for Development Services is $10,597,697, which is a 0.6% increase compared to FY 2006-07. This very slight
increase reflects the slow down in construction and the associated decline in activity within the building and development communities. Economic and Community Development – The General
Fund portion of the budget continues to support operating and administrative costs for Economic Development and Redevelopment programs and activities. The budget reflects the full funding
of a Principal Planner position that will be returning from long-term leave. The FY 2007-08 budget includes $1,599,048 for CDBG funded Capital Improvement projects, including various
street, curb, gutter and sidewalk improvements in HUD eligible areas. CDBG funds have been designated for the following: $65,000 as a contribution to the Senior Center, and $200,000
for graffiti removal efforts. Redevelopment – There continues to be significant redevelopment activity in each of the three (3) Redevelopment Project Areas, in addition to significant
tax increment growth in both the Old Town Kern and Southeast Redevelopment Project Areas for FY 2007-08. The Redevelopment Budget for FY 2007-08 has been prepared in accordance with
the goals and objectives of the Bakersfield Redevelopment Agency. Significant expenditures for each project area are highlighted below: Downtown Redevelopment Project Area – there is
$75,000 budgeted for a downtown lighting and banner replacement/maintenance program and $50,000 for professional services for downtown development efforts. $200,000 is allocated from
Downtown Low-Mod funds for The Parkview Cottages down-payment program for home buyers not exceeding 120% of median income. In addition, there is an appropriation of $205,493 to cover
the existing debt obligation on the Cal HFA Loan for the Parkview Cottages project. Old Town Kern Redevelopment Project Area -OTK – $1.4 million is budgeted for Capital Improvements
for the 19th Street Crossing and the Central Park sections of the Mill Creek Linear Park Project. In addition, there is $50,000 budgeted for professional and consulting services for
prevailing wage monitoring for the Baker Street Mixed Use Project and $500,000 for land acquisition for Mill Creek and related services. Included in the OTK Low-Mod fund is an appropriation
of $500,000 for down-payment assistance reserved for qualified buyers not exceeding 80% of the median income for the Baker Street Affordable xviii
Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 15 Housing Project. In addition, there are appropriations to cover existing debt obligations
on the $1 million Section 108 loan and the $1 million Cal HFA Loan used for the Baker Street Project. Southeast Redevelopment Project Area -SEPA – $100,000 is budgeted for demolition
and site clearance for redevelopment projects in southeast Bakersfield and $2.65 million for land acquisition and development related activities. Included within the Southeast Low-Mod
Fund is the appropriation of a $3 million Cal HFA loan for the Residential Development Loan Program for the Creek View Villas, in addition to $500,000 for land acquisition activities
for affordable housing development. Additional operating expenses include $100,000 for outside legal counsel and relocation services for activities associated with the Mill Creek South
Mixed Use Development. There are also appropriations to cover existing debt obligations on the the $3.75 million Mill Creek and the $1.6 million Fire Station No. 5 Section 108 loans,
in addition to the principal and interest payment on the $1.75 million Cal HFA Loan Mayor – The total budget for the Mayor’s Office is $160,711, which represents a 1.2% increase compared
to FY 2006-07. The budget reflects funding for Sister City activities and the Mayor’s participation in special community events. City Council – The City Council budget shows a reduction
of -0.2% due to a technical budget change that moved the costs associated with the annual financial audit to the nondepartmental portion of the budget. Executive – The Executive Department
adopted budget for FY 2007-08 includes requests for four (4) new positions including one (1) Clerk Typist for Human Resources, one (1) GIS Analyst, one (1) Network Systems Analyst, and
one (1) Programmer Analyst for Information Technology. The total Executive Department operating budget for all funds (including Self Insurance and Equipment Funds) is $17,679,593, which
represents a 2.7% increase over the current fiscal year. The increases in the total Executive Department budget are attributed to new positions approved for the Information Technology
Division. City Attorney – The City Attorney’s adopted budget includes changes to the staff compliment which added an Administrative Assistant I/II mid-year. The City Attorney’s budget
totals $3,277,241, which is a 6.3% increase compared to the current fiscal year. This increase is the result of the additional position noted above and the increase in cost for outside
counsel and litigation fees for CEQA related law suits. Financial Services – The total budget for Financial Services is $3,412,245, which represents a 4.1% increase compared to FY 2006-07.
The majority of the increase is attributed to accounting associated with an increased number of assessment districts, and xix
Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 16 the transfer of operating costs for the parking garage from Economic Development
to the Finance Department budget. Enterprise Funds Enterprise Funds account for business-like activities supported primarily by user charges, such as water and wastewater utilities,
refuse, and the airport. Water Resources – The budget for FY 2007-08 includes a new Light Equipment Operator in the Agricultural Water Division. Over the past 10 years, the City has
experienced a 50% increase in its domestic water system due to community growth. The total operating budget for Water Resources is $18,484,537, and is comprised of the Agricultural Water
Division and Domestic Water Division. Agricultural Water Fund – The operating budget for the Agricultural Water Division is $4,468,964, which is a 3.7% increase compared to the current
fiscal year. Domestic Water Fund – The operating budget for the Domestic Water Division is $14,015,573, which is a 12.4% increase over the current year. The FY 2007-08 Domestic Water
budget includes an increase for the quantity rate for City domestic water service customers. The current quantity rate of $0.74 per hundred cubic feet unit will increase by $0.05 to
$0.79 per hundred cubic feet unit on October 1, 2007. A typical residential customer will see a total increase of $1.40 per month. These increases are due to the cost of new water supply
programs, increases in electricity, and the operations and maintenance contract. Refuse Fund – City Council adopted a 3.2% increase in the 2007-08 refuse rates. The annual residential
rate will increase from $169.08 to $174.48 per year, which is a 45 cent per month increase. The increase is intended to cover the refuse haulers’ annual CPI adjustment of 3.2% for FY
2007-08. The rate increase is also needed to cover operations and maintenance costs associated with refuse service and street sweeping. New position additions are summarized under the
Public Works section of this transmittal. Wastewater Treatment Fund – City Council adopted a 14.8% increase in residential 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. Sewer user fees will increase from $135 per single family home to $155.
The increase is due to increased personnel, electrical, and maintenance costs. Sewer connection fees will increase $300 per single-family household, from $2,800 to $3,100, effective
on July 1, 2007. This increase will be year two of a five year phase-in period of a multi-year fee program. These additional funds will be applied toward the debt service payments for
the expansion and upgrade of Wastewater Treatment Plant No. 3. xx
Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 17 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 – The Equipment
Management Fund provides for funding of vehicles, telecommunications equipment, computers, and copier equipment. Rates charged for equipment within the Equipment Management Fund are
based on actual costs for depreciation, improvements and replacement, and are billed to departments on a monthly basis. This year the budget provides for $3.3 million in new equipment,
including equipment associated with additional positions, and $8.1 million in replacement equipment where the useful life has been expended. During FY 2007-08 we are planning to replace
202 computers and 71 printers. Risk Management Fund – The Risk Management Fund provides a self funded program for general liability and workers’ compensation insurance. Additionally,
excess insurance is purchased as a member of the Authority for California Cities for Excess Liability (ACCEL). Special Revenue Funds 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, Federal Transportation Funds and the
Transient Lodging Tax Fund. HUD Entitlements – Community Development Block Grant (CDBG) & HOME Investment Partnership funds come from the Federal Government Department of Housing and
Urban Development (HUD) for the elimination of slum and blight, development of affordable housing and the creation of jobs. Our allocation of CDBG funds for FY 2007-08 is $3,403,927
and HOME Investment Partnership funds is $1,571,787. These entitlement amounts reflect a less than 1% increase in CDBG and less than 1% decrease in HOME for next year. These funds will
primarily be spent on affordable housing projects and graffiti removal efforts. In addition, CDBG Funds, in the amount of $1,599,048 are budgeted for various Capital Improvement Projects
in HUD eligible areas of the city. The Lowell Park Restroom project is budgeted at $350,000. The Public Works Department has budgeted $200,000 for Airport landscaping improvements; $300,000
for streetscape improvements on 34th Street; $40,000 for a pedestrian crossing near the Bethany Homeless Center; and $409,048 for street improvements. In addition, there is an allocation
of $300,000 for Central Park Improvements to compliment the impending Mill Creek Linear Park Project. Transient Lodging Tax Fund was established in July 1998 to account for the general
revenues provided by a 12% room tax (M.C. 3.40) and the operation and debt related to xxi
Honorable Mayor and City Council FY 2007-08 Adopted Budget -Letter of Transmittal July 1, 2007 Page 18 the Rabobank Arena. This includes the contract with SMG for privatization of the
operations of the facilities. Revenues from operation of the complex go into this fund. This fund also includes debt service payments on the arena facility. The operational costs and
revenues for the Bakersfield Ice Sports Center are included in this fund. The budget includes a contribution to the Convention and Visitors Bureau of 11% of Transient Lodging Tax funds,
per their agreement with the City. Any available Transient Lodging Tax funds, after taking into account the City’s long term commitments to Rabobank Arena, Ice Sports Center, CVB, etc.,
are transferred to the City’s Capital Improvement Program. CONTRIBUTIONS In accordance with Council policy for contributions to non-profit groups, funding for the Bakersfield Museum
of Art in the amount of $27,500; Bakersfield Symphony in the amount of $55,000; and the Bakersfield Senior Center from CDBG funds in the amount of $65,000 have been budgeted. These nominal
changes from last year’s contributions reflect increased costs anticipated for these non-profit groups. SUMMARY The adopted FY 2007-08 budget, while not as growth oriented as last year,
still provides for additional positions and programs. This budget was prepared based upon what we know, as of now, and what we believe can be reasonably expected. Departments have done
their best to provide a budget which will address some of the rapid growth we are experiencing and provide needed services to the public. Even though this budget provides for additional
positions and programs, we will continue to be challenged to maintain service levels to meet community growth, public demands and expectations. Our employees are committed to doing the
best they can with the limited resources available. We will continue to explore ideas and efforts to cut costs, secure alternate sources of funding, and look for better and more efficient
ways to provide services. 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 an expanded budget team
headed up by Assistant City Manager John W. Stinson, and also included Finance Director Nelson Smith, Public Works Operations Manager Brad Underwood, Engineer IV Arnold Ramming, Assistant
to the Public Works Director Georgina Lorenzi, Assistant Finance Director Sandra Jimenez, Management Assistant Rick Kirkwood and Secretary Michelle Muniz. Finally, my continued appreciation
to the Mayor and City Council for your leadership and direction in the budget process and throughout the year. xxii
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Economic Devevelopment Comm. Development Development Econ./Comm. Building Planning Development Svcs. Recreation Parks Administration Recreation & Parks Domestic Agricultural Water Resources
Solid Waste Wastewater Streets General Svcs. Engineering Administration Public Works Suppression Safety Administration Fire Support Services Investigations Operations Headquarters Police
Purchasing Treasury Accounting Administration Finance City Attorney Boards and Agency Commissions Bakersfield Redevelopment Citizens of Bakersfield Information Tech. Human Resources
Asst. City Manager City Clerk Budget Asst. City Manager Mayor City of Bakersfield FY 2007-2008 Organizational Chart Economic Development Development Services and Parks Equipment Streets
General Svcs. Engineering TRIP City Manager Legal Counsel City Attorney Risk Management Asst. City Manager Asst. City Manager City Council Wastewater Solid Waste Legal Counsel xxv
Top to bottom, left to right: Karen Bennett – Recipient of the Extra Mile Award (Police Department); Gilbert Alemao (Public Works); Vicki Avila (Recreation and Parks); Manuel Barraza
(Public Works); Mary Ernst (Recreation and Parks); Gary Fenstermaker (Development Services); Roberta Gafford (City Manager’s Divisions); Doug Greener (Fire Department); Terry Lyons (Fire
Department); Kandi Mosqueda (Finance); Maribel Reyna (Economic/Community Development); Johnny Ramirez (Police Department); Rebecca Stokes (Police Department); and Heather Williams (Water
Resources). Bright Ideas From left to right – Front Row: Nora Brown (City Attorney’s Office); Joe Catalan (Public Works – Subdivisions). Back Row; Kimmie Gearhart (Finance); and Michelle
Mendenhall (Public Works -Subdivisions) HIGH FIVE The High Five award is for immediate recognition of City employees for their quality of work, high levels of productivity, notable customer
service, or an old-fashioned “Thank You.” Over 375 employees received High Five awards in FY 2006– 2007 WELL DONE! BRIGHT IDEAS The City of Bakersfield is fortunate to employ individuals
who think beyond the box. If employees see something that needs to be achieved or improved, they are encouraged to submit a Bright Idea. To the right are pictured a few of those individuals
who did just that. THANK YOU! EXCELLENCE IN ACTION 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 2006 GOOD JOB! xxvi
BUDGET SUMMARIES
BUDGET SUMMARIES LIST OF EXHIBITS General Fund – Overview……………………………………………….. 11 General Fund Graphs……………………………………………………. 12 Operating Budget Graphs……………………………………………….. 13 Operating
Fund Distribution Graphs…………………………………… 14 Revenue Sources – All Funds………………………………………….. 15 Appropriations by Function – All
Funds……………………………….. 16 Department Appropriations by Fund…………………………………… 17 General Fund – Appropriations by Department………………………. 21 Financial Summary – All Funds………………………………………… 23 Estimated
Balances – June 30, 2008………………………………….. 27 Interfund Transfers – Summary………………………………………… 28 Interfund Transfers – Detail……………………………………………... 29 FY 2007-08 Appropriations Limitation………………………………….
30 Note: Additional summary financial and community information is provided in the Appendices section of this document. 1
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 GENERAL BACKGROUND History Bakersfield was settled in 1858 by a handful of families who had trekked northward through the EL Tejon Pass seeking
home sites rather than gold. The town was named by an early settler, Colonel Thomas Baker, who invited the weary travelers through the valley to rest overnight. These travelers would
plan in advance to meet and rest in Colonel Baker’s field”. Baker formally laid out the town in 1869, and within two years the city had a telegraph office, two stores, a newspaper, two
boarding houses, one doctor, a wagon shop, one attorney, a saloon, and fifty school pupils. The Rabobank Arena, Theater and Convention Center, as well as the Centennial Plaza community
park, rests on part of Colonel Baker’s original field. The City of Bakersfield was first incorporated in 1873, and in the same year, the County seat was moved from the booming little
town of Havilah to Bakersfield. Three years later, the town decided to disincorporate. It was not until 1898 that the community incorporated again. In 1910, the City of Kern, formerly
the Town of Sumner (East Bakersfield), annexed to the City of Bakersfield. Government In 1915, the citizens of the City adopted a charter calling for the city to operate under the council-manager
form of government. This charter provides that the governing body of the city shall be the City Council composed of seven members, one to be elected from each of the seven wards of the
city for four-year, overlapping terms, with a Mayor elected from the Council. In 1957, the charter was amended to elect a Mayor at large. Bakersfield was one of the first cities in the
United States to adopt the council-manager form of government. This type of government provides that the City Council adopts ordinances; appoints members of various committees, boards,
and commissions; and, establishes general policies for the City. Final determination of all City policies rests with the seven members of the City Council. The Council also appoints
a city manager to implement Council policies. Bakersfield 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 2
This document includes the financial activities of the City, the Bakersfield Redevelopment Agency, and the Public Financing Authority. Location The changes have been many since Colonel
Baker’s time, but Bakersfield still retains the hospitality originally extended by the Colonel. The City of Bakersfield, population 311,824 (as of January 1, 2006) is located approximately
116 miles north of Los Angeles in the southern San Joaquin Valley. Major highways, including Interstate 5 and State Route 99, link the City with a major trade corridor. Other major cities
and attractions nearby to Bakersfield are: Las Vegas (284 miles), Sacramento (281 miles), San Diego (235 miles), San Francisco (286 miles), Santa Barbara (151 miles), Sequoia National
Park (129 miles), and Yosemite National Park (190 miles). Bakersfield is the regional center for industry, government, transportation, retail trade, medical services and oil field operations.
Major manufacturing activities include iron and steel fabrication, plastic foam products, food products, petroleum refining, and textiles. As the County seat, it is the location of many
county, state and federal offices. Quality of Life Bakersfield offers a wide variety of amenities to its residents and visitors, with 125 K-12 schools, Bakersfield College, and California
State University at Bakersfield. Rabobank Arena is the largest convention center complex in the San Joaquin Valley and is home to many entertainment and special events, including: rodeos,
the Bakersfield Blitz (Arena Football), Bakersfield Blaze (Baseball), Bakersfield Condors (Hockey), and the Bakersfield Jam (Basketball). The City maintains 47 parks, for a total of
440 acres, and offers yearround recreation with boating, white water rafting, fishing, hiking, golf, camping, water/snow skiing, and skydiving. For those looking to travel to and from
Bakersfield, there are several options such as Meadows Field (airport), AMTRAK (train), and GreyHound (bus). There are 3 movie theaters, over 100 restaurants, and 7 public golf courses.
Cultural activities include 4 museums, the Bakersfield Jazz Festival, blues and reggae festivals, and the Spotlight Theater and Café. Affordable Living Bakersfield offers the State of
California’s most affordable metropolitan housing with a $263,000 median sales price. The median sales price in the State of California is $477,700. FACTORS AFFECTING FINANCIAL CONDITION
Local Economy and Local Budget Issues – The City of Bakersfield currently enjoys a very strong local economy which continues to support growth (historic trend of 7%) in the City’s primary
revenue sources. The City’s unemployment rate declined from 9.9% in 2004 to 7.6% in 2006. The City’s 2006 rate is above the state (5.5%) and national (5.08%) averages, but the discrepancies
can be attributed to the seasonal nature of local agricultural employment. 3
Sales tax receipts have normalized as the “spike” experienced in FY 2005-06 has faded. Growth in the City’s retail sales can be attributed to the City’s efforts to expand its economic
base. Furthermore, retail sales growth is due to the significant increase in population, which is partially due to the availability of affordable housing within the Bakersfield area,
and its location as a regional center for the southern San Joaquin Valley. Property taxes reflect the impact of past development activity, and actual revenues are exceeding estimates
for FY 2006-07, partially due to supplemental tax bills for new construction. The City estimates 8% growth in property taxes to reflect increased property values due to recent housing
construction activity. As a result of the City previously adding over 108 square miles to its Sphere of Influence, there have been several large annexations. The City has executed development
agreements with major corporations, landowners, and developers to facilitate master planned additions which will provide needed public infrastructure, services, and recreational facilities.
The City is currently experiencing continued growth even with the slow down in building and development activity. Efforts to maintain the level of other municipal services are included
in this budget. Long Term Financial Planning – The City has been able to alleviate a major portion of its long-term space needs at City Hall with the purchase of the Borton, Petrini
and Conron Building. Some departments have already relocated to this building, and others will follow over the next few years as leases expire and space becomes available. The consolidation
of departments in one building will improve customer service to the citizens of Bakersfield and provide opportunities for improved operational efficiency. The City is also planning for
the future with the expansion and upgrade of Wastewater Treatment Plant No. 3. The bonds that will pay for this project will be a combination of fixed and variable rate bonds to take
advantage of current market conditions and allow for flexibility in possible early retirement of the debt. Sewer connection fees and the 14.8% sewer user rate increase approved by the
City Council have been taken into consideration to fund the annual debt service payments associated with the bond financing over the next 25 to 30 years. The sewer user rate increase
will also provide funds to establish and replenish sewer reserve funds to adequate levels to provide certain assurances to bond holders and rating agencies regarding the financial stability
of the enterprise. Since the project both upgrades the existing facilities and treatment processes in addition to adding capacity to the plant operations we will use a combination of
increased user fees and increased connection fee revenues to repay the debt over the next 25 to 30 years. This expansion will provide for cost effective modern wastewater treatment facilities
for existing residents as well as for anticipated planned development within the City sphere of of influence over this time frame. Accounting System and Internal Controls – The accounting
and budgeting basis for the City are the same. The City's accounting system is organized and operated on a 4
fund basis. Each fund is a distinct self-balancing accounting entity. Various funds utilized by the City of Bakersfield are fully described in the “Special Funds”, “Enterprise Funds”,
and “Redevelopment” sections of this document. 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. Balanced Budget – The City of Bakersfield annually adopts a balanced budget on a fiscal year basis. A balanced budget means there are sufficient
revenues and unreserved fund balances appropriated to fund all City of Bakersfield Operating, Capital Improvement, Debt Services and Interfund Transfers for the fiscal year beginning
July 1 and ending June 30. Fund Balance – Uncommitted resources are available for spending at the government’s discretion (unreserved fund balance). The focus of the City of Bakersfield’s
governmental funds is to provide information on near-term inflows, outflows, and balances of spendable resources. Such information is useful in assessing the City of Bakersfield’s financing
requirements. In particular, unreserved fund balance may serve as a useful measure of a government’s net resources available for spending at the end of the fiscal year. Reserved Fund
Balance – The remainder of fund balance is “reserved” to indicate that it is not available for new spending because it has already been committed: 1) to liquidated contracts and purchase
orders of the prior period; 2) to be set aside as a cash basis reserve; 3) to pay debt service; or, 4) for a variety of other restricted purposes. Supplemental Budgetary Information
– Through the budget process the City Council sets the direction of the City, allocates its resources and establishes its priorities. The annual budget assures the efficient and effective
use of the City’s economic resources, as well as establishing that the highest priority objectives are accomplished. Budgets are adopted for all governmental fund types and are prepared
on a basis consistent with Generally Accepted Accounting Principles (GAAP). The annual budget serves from July 1 to June 30, and is a vehicle that accurately and openly communicates
these priorities to the community, businesses, vendors, employees and other public agencies. Additionally, it establishes the foundation of 5
effective financial planning by providing resource planning, performance measures and controls that permit the evaluation and adjustment of the City’s performance. The City’s budget
is prepared and based on four expenditure categories: personnel, supplies and services, minor capital outlay, and capital improvement programs. The first three listed are considered
operational in nature and known as recurring costs. Capital Improvement Projects are asset acquisition, facilities, systems and infrastructure improvement, typically over $40,000, and/or
those items “outside” of the normal operational budget. These are known as one-time costs or significant non-routine capital expenditures. FUND STRUCTURE The City collects and records
revenue and expenditures within Governmental Activities and Business-Type Activities. Governmental Activities – Most of the City’s basic services are reported in this category, including
General Government, Police, Fire, Public Works, Parks, Recreation, and Community Development. These activities are generally financed by property and sales taxes, user fees, interest
income, franchise fees, and state and federal shared revenues and grants. Business-Type Activities – The City charges a fee to customers to cover all or most of the cost of certain services
it provides. The City’s Water system, Wastewater system, Refuse Collection system, Municipal Airport, and Off-Street Parking activities are reported in this category. The Governmental
Funds include the General Fund, Special Revenue, Debt Service and Capital Projects funds. All funding sources are kept separate for both reporting and use of the money. The General Fund
is where most City services are funded that are not required to be segregated. State law and bond covenants require some funds to be established. However, management establishes many
other funds to help it control and manage money for particular purposes, or to show that it is meeting legal responsibilities for using certain taxes, grants, and other money. Governmental
Funds – Most of the City’s basic services are reported in governmental funds, which focus on how money flows into and out of those funds and the balances left at year-end that are available
for spending. These funds are reported using an accounting method called modified-accrual accounting, which measures cash and all other financial assets that can readily be converted
to cash. The Governmental fund statements provide a detailed short-term view of the City’s general government operations and the basic services it provides. Governmental fund information
helps determine whether there are more or fewer financial resources that can be spent in the near future to finance the City’s programs. 6
Proprietary Funds – When the City charges customers for the services it provides, whether to outside customers or to other units of the City, these services are generally reported in
Proprietary funds. Proprietary funds are reported in the same way that all activities are reported in the Statement of Net Assets and the Statement of Revenues, Expenses and Charges
in Fund Net Assets. In fact, the City’s Enterprise Funds are the same as the Business-Type activities reported in the Government-wide statements, but provide more detail and additional
information such as cash flows, for Proprietary funds. The City uses Internal Service Funds (the other component of Proprietary funds) to report activities that provide supplies and
services for the City’s other programs and activities—such as the City’s Self-Insurance and Equipment Management Funds. The Internal Service Funds are reported with governmental activities
in the government-wide financial statements. Fiduciary Funds – The City is the trustee, or fiduciary, fiduciary, for certain funds held on behalf of various third parties. The City’s
fiduciary activities are reported in separate Statements of Fiduciary Net Assets. The City excludes these activities from its other financial statements because the City cannot use these
assets to finance its operations. The City is responsible for ensuring that the assets reported in these funds are used for their intended purposes. Budget Process – The budget process
begins as a team effort in January of each year, starting with an annual strategic planning meeting called the Budget Kickoff. Individual departments then use projected revenue assumptions
based on trend analysis data from the past three years, current economic circumstances, including impacts of the State budget, and other external factors to recommend the next fiscal
year’s objectives. The City Manager’s Office and the Financial Department review all budget proposals and revenue assumptions as well as all current financial obligations before preparing
the document that is proposed to the City Council. The City Council reviews the Proposed Budget through a series of public workshops and meetings, and the final adoption of the budget
is normally scheduled for the second City Council meeting in June. 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 2007-08 City of Bakersfield appropriation limit established as required by state statute
was $249,728,547. Fee and Service Charge Revenue/Cost Comparison System – The City of Bakersfield maintains a fee and service charge revenue/cost comparison system for the recovery of
costs reasonably borne in providing regulation, products, or services as enumerated in Section 3.70.030 of the Bakersfield Municipal Code. The intent of the City Council for the above
purpose is to establish a “fee for service” system. Fees and charges are effectuated through the City Council’s adoption of annual resolution to 7
ensure that fees are adjusted appropriately to recover the costs of providing regulation, products, or services. 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 30, 2008, the City has legally established a cash basis reserve of $10,000,000. 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, repurchase 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, commercial paper, bankers’ acceptances, repurchase 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. 8
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 - Legislation does not mandate a debt limit for the City of Bakersfield. The City of Bakersfield as a charter City is not required by law
to formally adopt a policy regarding debt issuance and management; however, the City is conservative and issues debt instruments only when it is absolutely necessary. At the end of the
previous fiscal year, the City of Bakersfield had a total bonded debt outstanding of $27,966,688. The City of Bakersfield’s total debt decreased by $3,22/8,415 during the current fiscal
year. The decrease in debt was a result of normal maturity on existing debt. The City of Bakersfield maintains an “Aa3” rating from Moody’s for its general obligation (GO) debt issued
in 2002. Certificates of Participation issued by the City and the Bakersfield Redevelopment Agency in 2006 carry a Reserve Fund Surety from Ambac, which has an underlying “AAA” rating
from Moody’s and an “A2” rating from Moody’s. The Series B and C revenue bonds of the Public Financing Authority (issued in 1994) are not rated. The 2002 GO debt is uninsured. All other
bonds listed above are insured. 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, 2006, the City has a debt service reserve of $2,273,160. OTHER INFORMATION Independent Audit – The City Charter requires an annual audit
by independent certified public accountants. The accounting firm of M. Green and Company is in the second 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, 2006, marking the sixth 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. 9
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. The City of Bakersfield’s Fiscal Year 2007-2008 Final Budget document
continues to conform to the Distinguished Budget Presentation Award Program requirements, and is being submitted to GFOA to determine its eligibility for another certificate. CONTACTING
THE CITY’S BUDGET OFFICE This budget document is designed to provide the citizens, taxpayers, customers, 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: jwstinson@bakersfieldcity.us. Formal written requests should be addressed to: City of Bakersfield, Attn: City Manager’s Office, 1501 Truxtun Avenue, Bakersfield, CA 93301.
10
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 GENERAL FUND OVERVIEW Resources Sales Tax $ 66,055,500 Property Tax 63,443,700 Other Taxes 12,225,000 Total Taxes $ 141,724,200 Licenses and Permits
$ 2,968,900 Intergovernmental Revenue 3,317,955 Charges for Services 19,190,860 Fines and Forfeits 486,000 Miscellaneous Revenues 438,000 Total Other Revenues $ 26,401,715.00 Total Revenues
$ 168,125,915 Beginning Balance $ 20,771,310 Transfers In $ 880,575 TOTAL RESOURCES $ 189,777,800 Appropriations Police $ 69,177,155 Fire 31,538,349 Total Public Safety $ 100,715,504
Public Works $ 23,407,353 Recreation and Parks 18,140,772 Development Services 10,597,697 Economic Development 855,122 General Government 12,347,616 Non-Departmental 10,834,724 Total
$ 76,183,284 Total Operations $ 176,898,788 Contingencies $ 243,500 Transfers Out $ 12,635,512 TOTAL APPROPRIATIONS $ 189,777,800 11
CITY OF BAKERSFIELD FY 2007-08 GENERAL FUND BUDGET GENERAL FUND $189,777,800 Where it comes from ... Sales Tax 34.81% Property Tax 33.43% Beg. Balance & Transfers 11.41% Misc. and Other
6.67% Intergovernmental 1.75% Licenses & Permits 1.56% Fines & Forfeits 0.26% Charges for Services 10.11% Where it goes ... Transfers 6.66% Economic Development 0.45% General Government
6.51% Non-Departmental 5.84% Recreation & Parks 9.56% Development Services 5.58%Public Works 12.33% Fire 16.62% Police 36.45% 12
CITY OF BAKERSFIELD FY 2007-08 OPERATING BUDGET ALL FUNDS $383,149,179 Where it comes from... Debt Service Funds Enterprise Funds 0.43% 23.40% Internal Service Funds 9.87% Redevelopment
Agency Funds 4.61% Improvement Districts 2.38% General Operating Funds 49.53% Capital Project Funds 2.87% Special Revenue Funds 6.91% Where it goes... Public Works 27.62% Fire 8.23%
Police 18.21% General Government 6.48% Non-Departmental & Transfers 20.86% ED/CD & Development Services 6.22% Rabobank & Recreation and Parks 7.55% Water Resources 4.82% 13
CITY OF BAKERSFIELD FY 2007-08 Operating Fund Distribution All Funds $383,149,179 Fiscal Transfers 12.49% Operating 39.29% Capital 4.44% Personnel 43.78% General Fund $189,777,800 Fiscal
Transfers 6.66% Personnel 71.47% Capital 0.31% Operating 21.56% 14
CITY OF BAKERSFIELD FY 2007-08 REVENUE SOURCES ALL FUNDS Taxes and Assessments $ 186,419,506 24.5% Licenses and Permits 2,968,900 0.4% Inter-Governmental and Enterprise Revenue 119,965,102
15.8% Charges for Services 159,024,809 20.9% Fines and Forfeits 1,816,000 0.2% Miscellaneous Revenue 7,934,812 1.0% Other Financing Sources 218,000,000 28.7% Fund Balance 15,698,654
2.1% Transfers In 47,846,483 6.3% TOTAL REVENUE ALL SOURCES $ 759,674,266 100.0% Licenses and Permits Taxes and Assessments Fund Balance Transfers In Other Financing Sources Miscellaneous
Revenue Fines and Forfeits Charges for Services Inter-Governmental and Enterprise Revenue 15
CITY OF BAKERSFIELD FY 2007-08 APPROPRIATIONS BY FUNCTION ALL FUNDS General Government $ 24,820,491 3.3% Police 69,777,155 9.2% Fire
36,275,349 4.8% Public Works 459,489,256 60.5% Water Resources 23,939,537 3.2% Rabobank & Recreation and Parks 41,605,843 5.5% ED/CD & Development Services 15,047,806 2.0% Non-Departmental
-includes transfers 71,061,376 9.4% Bakersfield Redevelopment Agency 17,657,453 2.3% TOTAL APPROPRIATIONS -ALL FUNDS $ 759,674,266 100.0% Police General Government Non-Departmental -Bakersfield
includes transfers Redevelopment Agency ED/CD & Development Services Rabobank & Recreation and Parks Water Resources Public Works Fire 16
CITY OF BAKERSFIELD FY 2007-08 FINAL BUDGET Departmental Appropriations by Fund Rabobank & ED/CD and Non-General Public Water Recreation Development Departmental Budget Summary Government
Police Fire Works Resources and Parks Services Includes Transfers Total Operating Budgets City of Bakersfield $24,820,491 $69,777,155 $31,538,349 $105,837,208 $18,484,537 $28,924,804
$15,047,806 $71,061,376 $365,491,726 Bakersfield Redevelop. Agency $0 $0 $0 $0 $0 $0 $8,782,650 $8,874,803 $17,657,453 Total Operating $24,820,491 $69,777,155 $31,538,349 $105,837,208
$18,484,537 $28,924,804 $23,830,456 $79,936,179 $383,149,179 Capital Improvements City of Bakersfield $0 $0 $4,737,000 $352,252,048 $5,455,000 $12,681,039 $0 $0 $375,125,087 Bakersfield
Redevelop. Agency $0 $0 $0 $1,400,000 $0 $0 $0 $0 $1,400,000 Total Capital Improvements $0 $0 $4,737,000 $353,652,048 $5,455,000 $12,681,039 $0 $0 $376,525,087 Total Appropriations $24,820,491
$69,777,155 $36,275,349 $459,489,256 $23,939,537 $41,605,843 $23,830,456 $79,936,179 $759,674,266 17
CITY OF BAKERSFIELD FY 2007-08 FINAL BUDGET Departmental Appropriations by Fund Rabobank & ED/CD and Non-General Public Water Recreation Development Departmental City of Bakersfield
Government Police Fire Works Resources and Parks Services Includes Transfers Total Operating Budget Agriculture Water $4,468,964 $100,000 $4,568,964 State Transportation $250,000 $33,800
$283,800 Assessment Districts $195,000 $70,100 $8,861,215 $9,126,315 Aviation Fund $155,962 $155,962 Community Dev. Block Grant $1,800,663 $400,484 $2,201,147 Domestic Water $15,000
$14,015,573 $1,454,240 $15,484,813 Equipment Management $2,388,397 $25,810,016 $28,198,413 Gas Tax $4,729,466 $4,729,466 General Fund $12,347,616 $69,177,155 $31,538,349 $23,407,353
$18,140,772 $11,452,819 $23,713,736 $189,777,800 Home Program $1,794,324 $1,794,324 Municipal Improvement Debt $477,971 $477,971 Park Improvement $15,000 $2,828,430 $2,843,430 Parking
Lots/Structures $102,218 $102,218 Public Financing Authority $14,250 $2,165,015 $2,179,265 Refuse Collection $38,280,461 $2,140,600 $40,421,061 Self Insurance $9,616,493 $9,616,493 Traffic
Safety $600,000 $880,575 $1,480,575 Transient Lodging Taxes $10,750,232 $5,229,000 $15,979,232 Transportation Development $365,746 $5,495,000 $5,860,746 TDF TRIP Local Match $156,517
$1,123,317 $1,279,834 Wastewater Treatment Plant $11,614,787 $17,315,110 $28,929,897 Total Operating $24,820,491 $69,777,155 $31,538,349 $105,837,208 $18,484,537 $28,924,804 $15,047,806
$71,061,376 $365,491,726 18
CITY OF BAKERSFIELD FY 2007-08 FINAL BUDGET Departmental Appropriations by Fund Rabobank & ED/CD and Non-General Public Water Recreation Development Departmental City of Bakersfield
Government Police Fire Works Resources and Parks Services Includes Transfers Total Capital Improvements Agriculture Water $65,000 $100,000 $165,000 Aviation $1,420,000 $1,420,000 Captial
Outlay $4,737,000 $8,435,000 $5,372,000 $18,544,000 Community Dev. Block Grant $1,249,048 $350,000 $1,599,048 Domestic Water $5,390,000 $5,390,000 Gas Tax $1,467,751 $1,467,751 Federal
Transportation $75,899,249 $75,899,249 Park Improvement $6,859,039 $6,859,039 Refuse Collection $125,000 $125,000 Transportation Development $14,111,000 $14,111,000 TDF TRIP Local Match
$4,114,700 $4,114,700 TRIP $26,185,300 $26,185,300 Wastewater Treatment Plant $219,245,000 $219,245,000 Total Capital Improvements $0 $0 $4,737,000 $352,252,048 $5,455,000 $12,681,039
$0 $0 $375,125,087 Total City of Bakersfield $24,820,491 $69,777,155 $36,275,349 $458,089,256 $23,939,537 $41,605,843 $15,047,806 $71,061,376 $740,616,813 19
CITY OF BAKERSFIELD FY 2007-08 FINAL BUDGET Departmental Appropriations by Fund Rabobank & ED/CD and Non-General Public Water Recreation Development Departmental Government Police Fire
Works Resources and Parks Services Includes Transfers Total Bakersfield Redevelopment Agency Operating Budget Downtown $143,550 $1,617,000 $1,760,550 Old Town Kern Pioneer $569,000 $512,487
$1,081,487 Southeast $2,870,100 $1,227,400 $4,097,500 Housing Downtown $200,000 $205,495 $405,495 Old Town Kern Pioneer $500,000 $500,000 Southeast $4,500,000 $4,500,000 Debt Service
$5,312,421 $5,312,421 Total Operating $0 $0 $0 $0 $0 $0 $8,782,650 $8,874,803 $17,657,453 Capital Improvements Old Town Kern Pioneer $1,400,000 $1,400,000 Total Capital Improvements
$0 $0 $0 $1,400,000 $0 $0 $0 $0 $1,400,000 Total BRDA $0 $0 $0 $1,400,000 $0 $0 $8,782,650 $8,874,803 $19,057,453 20
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 General Fund -Appropriations by Department Adopted Amended Adopted Actual Budget Budget Budget Programs 2005-06 2006-07 2006-07 2007-08 Mayor
$131,976 $158,878 $158,878 $160,711 City Council $291,102 $291,322 $291,322 $290,701 TOTAL LEGISLATIVE $423,078 $450,200 $450,200 $451,412 City Manager $882,529 $1,029,462 $1,029,462
$1,030,039 City Clerk $642,783 $743,628 $743,628 $748,443 Human Resources $1,123,139 $1,496,303 $1,496,303 $1,573,508 Information Technology $2,766,813 $3,677,036 $3,787,036 $3,907,713
Risk Management $0 $0 $0 $0 TOTAL EXECUTIVE $5,415,264 $6,946,429 $7,056,429 $7,259,703 Administration $381,308 $392,278 $392,278 $422,940 Accounting and Reporting $976,881 $1,165,817
$1,149,317 $1,227,480 Treasury $635,523 $706,546 $706,546 $740,755 Purchasing $280,993 $324,671 $341,171 $343,085 TOTAL FINANCIAL SERVICES $2,274,705 $2,589,312 $2,589,312 $2,734,260
Legal Counsel $1,308,252 $1,833,400 $1,833,400 $1,902,241 TOTAL CITY ATTORNEY $1,308,252 $1,833,400 $1,833,400 $1,902,241 Administration $14,311,154 $15,519,959 $15,604,664 $17,121,902
Operations $33,037,167 $37,616,439 $38,548,197 $39,420,517 Investigations $11,623,109 $12,095,178 $12,105,926 $12,634,736 TOTAL POLICE SERVICES $58,971,430 $65,231,576 $66,258,787 $69,177,155
Administration $1,477,257 $1,404,071 $1,404,071 $1,682,068 Safety Services $2,045,885 $2,336,056 $2,336,056 $2,348,440 Fire Suppression $25,355,814 $26,355,584 $26,355,584 $27,507,841
TOTAL FIRE SERVICES $28,878,956 $30,095,711 $30,095,711 $31,538,349 21
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 General Fund -Appropriations by Department Adopted Amended Adopted Actual Budget Budget Budget Programs 2005-06 2006-07 2006-07 2007-08 Administration
$526,491 $611,401 $611,401 $610,796 Engineering $5,669,725 $6,569,673 $6,856,407 $7,270,941 General Services $6,006,406 $7,097,021 $7,097,021 $8,215,544 Streets $4,665,673 $6,399,800
$6,399,800 $7,310,072 Equipment $0 $0 $0 $0 Wastewater $0 $0 $0 $0 Solid Waste $0 $0 $0 $0 TOTAL PUBLIC WORKS $16,868,295 $20,677,895 $20,964,629 $23,407,353 Recreation & Parks Administration
$906,211 $1,201,940 $1,201,940 $1,340,438 Parks $9,488,688 $12,029,918 $12,054,456 $13,345,030 Recreation $2,394,642 $3,317,352 $3,343,352 $3,455,304 TOTAL RECREATION AND PARKS $12,789,541
$16,549,210 $16,599,748 $18,140,772 Planning $3,003,603 $2,726,257 $3,787,728 $2,956,313 Building $6,139,917 $7,803,112 $7,899,394 $7,641,384 TOTAL DEVELOPMENT SERVICES $9,143,520 $10,529,369
$11,687,122 $10,597,697 Community Development $0 $0 $0 $0 Economic Development $676,434 $772,122 $772,122 $855,122 TOTAL ECONOMIC/COMMUNITY DEV. $676,434 $772,122 $772,122 $855,122 TOTAL
BY DEPARTMENT $136,749,475 $155,675,224 $158,307,460 $166,064,064 Non-Departmental $2,113,653 $6,764,006 $6,764,006 $10,834,724 Debt Service $0 $0 $0 $0 Contingencies $0 $250,000 $250,000
$243,500 Transfers Out $9,907,860 $13,210,170 $20,332,170 $12,635,512 TOTAL GENERAL FUND $148,770,988 $175,899,400 $185,653,636 $189,777,800 22
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 Financial Summary -All Funds Estimated Adopted Balance Estimated Balance Fund Group 07/01/07 Revenues In Out Operating C.I.P. 06/30/08 Governmental
Funds General Operating $ 30,771,310 $ 168,125,915 $ 880,575 $ 12,635,512 $ 177,142,288 $ 10,000,000 Special Revenue 5,654,771 130,326,318 6,510,059 19,958,485 105,151,348 4,361,197
Debt Service 2,273,160 222,112 1,410,859 1,632,611 2,273,520 Capital Project 15,213,485 23,259,117 22,139,000 6,505,375 4,503,260 43,628,739 5,974,228 Proprietary Funds Enterprise 25,846,094
318,014,298 16,412,555 18,733,155 70,929,760 226,345,000 44,265,032 Internal Service 14,752,960 33,402,448 3,541,112 37,814,906 13,881,614 Fiduciary Funds Improvement Districts 17,478,358
10,158,076 9,126,315 18,510,119 Redevelopment Agency 3,354,157 12,620,845 3,462,382 3,462,382 14,195,071 1,400,000 379,931 Total $ 115,344,295 $ 696,129,129 $ 47,846,483 $ 47,846,483
$ 335,302,696 $ 376,525,087 $ 99,645,641 Transfers Budget Transfers 23
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 Financial Summary -All Funds Estimated Adopted Balance Estimated Balance Fund Group 07/01/07 Revenues In Out Operating C.I.P. 06/30/08 General
Operating Funds General $ 20,771,310 $ 168,125,915 $ 880,575 $ 12,635,512 $ 177,142,288 Cash Basis Reserve 10,000,000 10,000,000 Special Revenue Funds Community Development 444,540 3,700,194
400,484 1,800,663 1,599,048 344,539 Home Investment Partnership 1,719,331 1,824,324 1,794,324 1,749,331 Federal Transportation 170,215 75,899,249 75,899,249 170,215 TRIP 26,185,300 26,185,300
0 State Transportation 283,800 283,800 0 Gas Tax 1,360,332 5,290,000 4,729,466 1,467,751 453,115 Traffic Safety (19,425) 1,500,000 880,575 600,000 0 Supplemental Law Enforcement 43,597
43,597 Transient Lodging Tax 1,936,181 15,643,451 5,229,000 10,750,232 1,600,400 Debt Service Fund Municipal Improvement Debt 77,487 400,484 477,971 0 Public Financing Authority Debt
2,273,160 144,625 1,010,375 1,154,640 2,273,520 Capital Project Funds Capital Outlay 7,037,828 100,000 16,644,000 18,544,000 5,237,828 Recreation Facilities 10,699 10,699 Park Improvements
3,422,859 6,415,430 2,843,430 6,859,039 135,820 Transportation Development (TDF) 4,373,248 15,600,000 5,495,000 365,746 14,111,000 1,502 TDF TRIP Local Match 19,018 128,705 5,495,000
1,279,834 4,114,700 248,189 Public Financing Authority 349,833 1,014,982 1,010,375 14,250 340,190 TOTAL $ 53,912,726 $ 321,933,462 $ 24,430,434 $ 25,650,946 $ 203,236,644 $ 148,780,087
$ 22,608,945 Transfers Budget Transfers 24
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 Financial Summary -All Funds Estimated Adopted Balance Estimated Balance Fund Group 07/01/07 Revenues In Out Operating C.I.P. 06/30/08 Enterprise
Funds Wastewater Treatment $ 8,990,068 $ 239,579,800 $ 16,412,555 $ 6,000,000 $ 12,517,342 $ 219,245,000 $ 27,220,081 Sewer Connections 2,041,664 8,803,431 10,412,555 432,540 Refuse
Collection 6,245,135 40,708,167 2,140,600 38,280,461 125,000 6,407,241 Landfill Closure 1,257,530 100,000 1,357,530 Agricultural Water 884,851 5,260,000 100,000 4,468,964 165,000 1,410,887
Domestic Water 5,980,068 22,000,000 80,000 15,404,813 5,390,000 7,105,255 Airpark 391,632 1,453,900 155,962 1,420,000 269,570 Offstreet Parking 55,146 109,000 102,218 61,928 Internal
Service Funds Equipment Management 11,442,119 22,957,910 3,541,112 28,198,413 9,742,728 Self-Insurance 3,310,841 10,444,538 9,616,493 4,138,886 Improvement District Funds Assessment
Districts 17,478,358 10,158,076 9,126,315 18,510,119 TOTAL $ 58,077,412 $ 361,574,822 $ 19,953,667 $ $ 18,733,155 $ 117,870,981 $ 226,345,000 $ 76,656,765 Transfers Budget Transfers
25
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 Financial Summary -All Funds Estimated Adopted Balance Estimated Balance Fund Group 07/01/07 Revenues In Out Operating C.I.P. 06/30/08 Redevelopment
Agency Funds Operating Downtown 19,013 1,854,500 1,587,000 173,550 112,963 Old Town Kern-Pioneer 976,787 1,517,500 482,487 599,000 1,400,000 12,800 Southeast 1,682,186 2,504,800 1,187,400
2,910,100 89,486 Housing Downtown 107,375 10,000 370,000 205,495 200,000 81,880 Old Town Kern-Pioneer 145,260 5,000 375,000 500,000 25,260 Southeast 413,123 3,520,000 614,000 4,500,000
47,123 Debt Service Downtown 10,413 3,209,045 1,422,495 4,631,537 10,416 Old Town Kern-Pioneer 107,487 107,487 0 Southeast 573,400 573,397 3 TOTAL $ 3,354,157 $ 12,620,845 $ 3,462,382
$ 3,462,382 $ 14,195,071 $ 1,400,000 $ 379,931 Transfers Budget Transfers 26
Fund Title Total Unreserved Reserved Comment Cash Basis Reserve $ 10,000,000 $ -$ 10,000,000 Cash required prior to Tax Turnover Community Development 344,539 344539 Home Investment
Partnership 1,749,331 1,749,331 Federal Transportation 170,215 170,215 Gas Tax 453,115 453,115 Supplemental Law Enforcement 43,597 43,597 Transient Lodging Tax 1,600,400 200,400 1,400,000
Tax accruals PFA Debt Service 2,273,520 48,520 2,225,000 Debt Service Capital Outlay 5,237,828 237,828 5,000,000 Facilities Reserve Recreation Facilities 10,699 10,699 Park Improvements
135,820 135,820 Transportation Development 1,502 1,502 TDF TRIP Local Match 248,189 248,189 Public Financing Authority 340,190 340,190 Wastewater Treatment 27,220,081 (98,416,631) 125,636,712
Accumulated Depreciation Reserve @06/30/06 Sewer Connections 432,540 432,540 Refuse 6,407,241 3,087,241 3,320,000 Cart Replacement Reserves Landfill Closure 1,357,530 0 1,357,530 Landfill
Cap Reserve Agricultural Water 1,410,887 (9,511,677) 10,922,564 Accumulated Depreciation Reserve @06/30/06 Domestic Water 7,105,255 (42,218,149) 49,323,404 Accumulated Depreciation Reserve
@06/30/06 Airpark 269,570 (1,740,965) 2,010,535 Accumulated Depreciation Reserve @06/30/06 Offstreet Parking 61,928 (1,498,072) 1,560,000 Accumulated Depreciation Reserve @06/30/06 Equipment
Management 9,742,728 (25,157,273) 34,900,001 Accumulated Depreciation Reserve @06/30/06 Self-Insurance 4,138,886 4,138,886 Assessment Districts 18,510,119 10,628,680 7,881,439 Reserve
for Debt Service @06/30/06 Redevelopment Operating: Downtown 112,963 112,963 Old Town Kern-Pioneer 12,800 12,800 Southeast 89,486 89,486 Redevelopment Housing: Downtown 81,880 0 81,880
Housing setaside Old Town Kern-Pioneer 25,260 0 25,260 Housing setaside Southeast 47,123 0 47,123 Housing setaside Redevelopment Debt: Downtown 10,416 0 10,416 Debt Service Southeast
3 0 3 Debt Service Total $ 99,645,641 $ (156,056,226) $ 255,701,867 CITY OF BAKERSFIELD FISCAL YEAR 2007-08 Estimated Balances -June 30, 2008 27
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 INTERFUND TRANSFERS -SUMMARY Fund Title In Out General $ 880,575 $ 12,583,440 A Development Services 52,072 Facility Replacement Reserve 2,000,000
Traffic Safety/O.T.S. 880,575 Transient Occupancy Tax 5,229,000 B Capital Outlay 14,644,000 C Agricultural Water 100,000 Domestic Water 80,000 Sewer Plant #2 9,032,555 Sewer Plant #3
7,380,000 6,000,000 Sewer Connections 10,412,555 Refuse 2,140,600 Equipment 3,541,112 D Subtotal $ 37,478,242 $ 37,478,242 CDBG 400,484 Municipal Debt 400,484 PFA Debt 1,010,375 PFA
Operating 1,010,375 Transportation Development 5,495,000 TDF TRIP Local Match 5,495,000 RDA Operating 3,256,887 E RDA Housing 1,359,000 F 205,495 RDA Debt 2,103,382 G Total Transfers
$ 47,846,483 $ 47,846,483 Transfers 28
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 INTERFUND TRANSFERS -DETAIL Fund Title In Out Capital Outlay $ 11,415,000 Equipment 1,168,440 General Fund Total $ 12,583,440 A Facility Replacement
Reserve $ 2,000,000 Equipment 3,229,000 Transient Occupancy Tax Fund $ 5,229,000 B General $ 11,415,000 Transient Occupancy Tax 3,229,000 Capital Outlay Fund Total $ 14,644,000 C General
$ 1,168,440 Development Services 52,072 Refuse 2,140,600 Agricultural Water 100,000 Domestic Water 80,000 Equipment Fund Total $ 3,541,112 D RDA -SEPA Housing $ 614,000 RDA -SEPA Debt
573,400 RDA -OTKP Housing 375,000 RDA -OTKP Debt 107,487 RDA -DTPA Housing 370,000 RDA -DTPA Debt 1,217,000 RDA Operating $ 3,256,887 E RDA -SEPA Housing $ 614,000 RDA -OTKP Housing
375,000 RDA -DTPA Housing 370,000 RDA Housing $ 1,359,000 F RDA -SEPA Debt $ 573,400 RDA -OTKP Debt 107,487 RDA -DTPA Debt 1,422,495 RDA Debt $ 2,103,382 G Transfers 29
30
REVENUES
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 REVENUES The following revenues are the primary sources 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 Community Development Block Grant (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. Projected revenue assumptions are based on the last three
years of trend data, current economic circumstances including impacts of the State budget crisis, and other external factors. The key assumptions in the General Fund revenue forecast
for fiscal year 2007-08 were: 1) Property tax revenues will increase by 8.0% due to a rise in assessed assessed valuation and general growth; 2) Sales tax revenue will increase by 4.85%
as a result of anticipated growth in the retail base; 3) Transient Lodging Tax revenues will increase by 6.0% as a result of increased tourism and convention activity; 4) License and
Permit revenue will decrease by 30.1% as a result of the slow down in local construction activity; 5) Motor Vehicle In-Lieu fees reflect a reduction due to a change by the State in how
funds are distributed. However, vehicle fees overall are projected to increase by 6.0% over current year estimates; and, 6) CDBG Entitlement will increase by less than 1.0% and HOME
Entitlement will decrease less than 1.0% compared to the prior 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 percent (1.0%) 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 (1.0%) 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 one percent (1.0%) local government portion of the total
rate and the .5 percent rate (½ cent) increase approved by the voters in November 1993 for public safety. 31
The local one percent (1.0%) is distributed based on “point of sale” while the ½ cent for public safety is distributed ninety-five percent (95.0%) to counties and five percent (5.0%)
to cities. The one percent (1.0%) local sales tax revenue is distributed by the Board of Equalization. Cities receive payments on a quarterly basis, with monthly estimated "advance"
payments and a subsequent "settlement" payment to cover the difference based on actual collections. The ½ cent sales tax is distributed monthly. The largest single classification contributing
to sales tax revenues is the sale of automobiles. Sales tax must be received into the City’s General Fund and its uses are unrestricted. • Charges for Service -A service charge is a
fee imposed upon the user of a service provided by the City. Generally a service charge can be levied when the service can be measured and sold in marketable units and the user can be
identified. The rationale is that certain services are primarily for the benefit of an individual rather than the general public. Individuals benefiting from a service should pay for
all or a part of the cost of that service. Fees charged are limited to the cost required to provide the service as prescribed by Article XIIIB of the State Constitution. These fees are
often determined by cities through a cost accounting analysis of the specific service. Service charges differ from license and permit fees in that the latter are designed to reimburse
the City for costs related to its regulatory activities. Some of the charges for service included in this revenue source are: o Maintenance district services -Reimbursements for costs
of operating and maintaining all public improvements which benefit a specific area; o Interdepartmental charges -(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; and, o Arena charges -Revenues received from the use of the Rabobank 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 low-and moderate-income families, eliminating blight and/or addressing 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 low-income groups. The City began receiving HOME entitlement funds in
1992-93, which accounts for the dramatic increase in revenue beginning in that fiscal year. • 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 thirty (30) days days or more. The City of Bakersfield has a transient lodging
tax rate of twelve percent (12.0%), which was increased from ten percent (10.0%) in the 1993-94 fiscal year. The use of revenues is unrestricted. Some cities earmark these revenues for
certain business activities, business development, a Convention Bureau, etc. 32
• 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: o Building permits; o Plumbing permits; o Electrical permits; o Mechanical permits; o Street and curb permits; and, o Other use permits and licenses.
The City requires that building permits be obtained to ensure that structures meet specific standards. The City requires various additional construction permits for activities such as
the installation of electrical, plumbing, and 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 (2.0%) of the market value of motor vehicles and is imposed annually by the state in-lieu of local property
taxes. Originally motor vehicles were counted in the local property tax assessment, but for ease of administration and conformity, the State now collects these fees through the in-lieu
tax. In 1998, the State began a series of reductions to the VLF which have ultimately resulted in a 67.5% reduction in the fee. These tax reductions would have resulted in significant
local government losses. Instead, the legislature has replaced the reduced VLF revenues with property tax allocations on a dollar-for-dollar basis. Thus, this VLF in-lieu property tax
revenue has provided cities and counties the same amount of revenue as under prior law. Revenues derived from the motor vehicle license fee are apportioned monthly and distributed near
the 10th of each month. Section 11005(a) specifies that 81.25% of the Base VLF revenues are to be divided equally between cities and counties and apportioned on the basis of population.
The use of revenues received from the motor vehicle in-lieu tax is unrestricted. It is included in the General Fund to help support fire and police services, as well as quality of life
services. 33
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 * Includes VLF In-Lieu Property Tax * Includes Sales Tax In-Lieu Related to Triple Flip Property Tax Revenues $63,443,700 $5,000,000 $10,000,000
$15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 $50,000,000 $55,000,000 $60,000,000 $65,000,000 99 00 01 02 03 04 05 06 07 08 Fiscal Year Ending Millions
Property Tax VLF In-Lieu Sales Tax Revenues $66,055,500 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 $50,000,000 $55,000,000 $60,000,000 $65,000,000 $70,000,000 $75,000,000
99 00 01 02 03 04 05 06 07 08 Fiscal Year Ending Millions Budgeted Sales Tax 34
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 Transient Lodging Tax $8,450,000 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 99 00 01 02
03 04 05 06 07 08 Fiscal Year Ending Millions License and Permit Revenues $2,968,900 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000
99 00 01 02 03 04 05 06 07 08 Fiscal Year Ending Millions 35
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 * Reflects VLF Reduction and $3.1 Million Capture by State in 2004-05 and 2005-06 Charges for Services $19,190,860 $2,000,000 $4,000,000 $6,000,000
$8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 $20,000,000 $22,000,000 99 00 01 02 03 04 05 06 07 08 Fiscal Year Ending Millions Motor Vehicle-In-Lieu Revenues
$1,975,000 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 99 00 01 02 03 04 05 06 07 08 Fiscal Year Ending Millions 36
CITY OF BAKERSFIELD GENERAL FUND -REVENUE BY SOURCE Amended Revised Adopted Actual Budget 2006-07 Estimates Budget Revenues 2005-06 Revenues 2006-07 2007-08 Taxes Sales and Use Tax:
Sales and use tax 51,034,250 46,775,000 44,660,000 46,612,500 Sales tax in-lieu 15,461,202 16,225,000 18,340,000 19,443,000 TOTAL SALES AND USE TAX 66,495,452 63,000,000 63,000,000 66,055,500
Property Taxes Current year secured 30,557,684 30,066,400 34,726,450 36,995,900 Current year unsecured 1,139,605 1,100,000 1,180,000 1,274,800 Property tax in-lieu 16,504,217 15,495,000
23,017,000 24,398,000 Delinquent taxes and penalties 934,135 725,000 836,000 775,000 TOTAL PROPERTY TAXES 49,135,641 47,386,400 59,759,450 63,443,700 Other Taxes Utility franchise tax
4,382,643 4,295,000 4,690,000 4,950,000 Business license tax 2,995,555 2,850,000 3,234,000 3,235,000 Real property transfer tax 2,834,460 1,800,000 1,800,000 1,800,000 Payments in-lieu
of taxes 2,240,000 2,240,000 2,240,000 2,240,000 TOTAL OTHER TAXES 12,452,658 11,185,000 11,964,000 12,225,000 TOTAL TAXES $ 1 28,083,751 $ 1 21,571,400 $ 1 34,723,450 $ 1 41,724,200
Licenses and Permits Development permits 3,611,208 3,521,390 2,254,390 2,289,400 Alarm permits 143,574 50,000 150,000 152,000 Storage tank permits 80,611 127,300 80,000 89,000 Dog licenses
242,874 253,200 247,500 252,700 Other licenses and permits 201,264 245,700 193,700 185,800 TOTAL LICENSES AND PERMITS $ 4 ,279,531 $ 4 ,197,590 $ 2 ,925,590 $ 2 ,968,900 37
CITY OF BAKERSFIELD GENERAL FUND -REVENUE BY SOURCE Amended Revised Adopted Actual Budget 2006-07 Estimates Budget Revenues 2005-06 Revenues 2006-07 2007-08 Intergovernmental State motor
vehicle in-lieu tax $ 2 ,176,967 $ 6 ,345,000 $ 1 ,865,000 $ 1 ,975,000 State Homeowners subvention 394,638 375,000 375,000 375,000 Grants 1,844,893 1,556,662 2,197,345 895,955 Other
Reimbursements 273,105 612,429 1,461,500 72,000 TOTAL INTERGOVERNMENTAL 4,689,603 8,889,091 5,898,845 3,317,955 Charges for Service Maintenance district services 2,320,519 2,200,000
2,690,000 2,950,000 Interdepartmental charges 3,693,923 3,158,700 3,700,000 3,800,000 Development fees 10,044,839 7,497,110 6,265,400 5,710,150 Fire charges $ 4 ,657,890 $ 3 ,214,000
$ 4 ,451,060 $ 4 ,746,800 Police charges $ 8 00,210 $ 6 87,000 $ 6 87,000 $ 7 06,200 Recreation fees $ 8 80,687 $ 6 48,000 $ 6 53,100 $ 5 84,700 Other charges 245,742
471,300 492,300 693,010 TOTAL CHARGES FOR SERVICE 22,643,810 17,876,110 18,938,860 19,190,860 Fines and Forfeits Court fines and asset forfeitures 822,607 704,000 704,000 486,000 Miscellaneous
Interest income 585,882 100,000 400,000 400,000 Contributions 918,000 1,204,011 1,334,500 1,000 Reimbursements 30,752 6,000 6,000 6,000 Sale of property 16,833 6,000 6,000 6,000 Other
revenue 36,554 40,000 40,000 25,000 TOTAL MISCELLANEOUS $ 1 ,588,021 $ 1 ,356,011 $ 1 ,786,500 $ 4 38,000 TOTAL REVENUES $ 1 62,107,323 $ 1 54,594,202 $ 1 64,977,245 $ 1 68,125,915 38
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 ESTIMATED REVENUE BY FUND Licenses Inter-Charges Fines Other Taxes and and Governmental for and Miscellaneous Financing FUND TITLE Assessments
Permits Revenue Service Forfeits Revenue Sources Total General $ 141,724,200 $ 2,968,900 $ 3,317,955 $ 19,190,860 $ 486,000 $ 438,000 $ -$ 168,125,915 Community Development 3,550,194
150,000 3,700,194 Home Investment Partnership 1,594,324 230,000 1,824,324 Federal Transportation 75,899,249 75,899,249 TRIP 26,185,300 26,185,300 State Transportation 280,800 3,000 283,800
Gas Tax 5,210,000 30,000 50,000 5,290,000 Traffic Safety 200,000 1,300,000 1,500,000 Transient Lodging Tax 8,450,000 5,993,451 1,200,000 15,643,451 Municipal Improvement Debt 77,487
77,487 PFA Debt Service 144,625 144,625 Capital Outlay 100,000 100,000 Park Improvements 6,265,430 150,000 6,415,430 Transportation Development 15,050,000 100,000 450,000 15,600,000
TDF TRIP Local Match 128,705 128,705 Public Financing Authority (PFA) 1,013,982 1,000 1,014,982 Wastewater Treatment 23,158,000 1,421,800 215,000,000 239,579,800 Sewer Connections 8,603,431
200,000 8,803,431 Refuse 2,283,780 37,961,387 463,000 40,708,167 Landfill Closure 100,000 100,000 Agricultural Water 5,175,000 85,000 5,260,000 Domestic Water 21,730,000 270,000 22,000,000
Airpark 1,310,000 138,500 5,400 1,453,900 Offstreet Parking 104,000 5,000 109,000 Equipment Management 284,000 22,273,910 400,000 22,957,910 Self-Insurance 10,044,538 400,000 10,444,538
Assessment Districts 9,182,576 975,500 10,158,076 Redevelopment Operating: Downtown 1,844,000 500 10,000 1,854,500 Old Town Kern-Pioneer 1,492,500 5,000 20,000 1,517,500 Southeast 2,410,800
44,000 50,000 2,504,800 Redevelopment Housing: Downtown 10,000 10,000 Old Town Kern-Pioneer 5,000 5,000 Southeast 520,000 3,000,000 3,520,000 Redevelopment Debt: Downtown 3,209,045 3,209,045
TOTAL $ 186,419,506 $ 2,968,900 $ 119,965,102 $ 159,024,809 $ 1,816,000 $ 7,934,812 $ 218,000,000 $ 696,129,129 39
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 Multi-Year Comparison of Revenues and Appropriations General Fund Actual Adopted Adopted Sources by Type 2005-06 2006-07 2007-08 Revenues Sales
Tax $ 57,845,000 $ 63,000,000 $ 66,055,500 Property Tax $ 41,090,000 $ 47,386,400 $ 63,443,700 Other Taxes $ 11,015,000 $ 11,185,000 $ 12,225,000 Total Taxes $ 109,950,000 $ 121,571,400
$ 141,724,200 Licenses and Permits $ 3,750,000 $ 4,197,590 $ 2,968,900 Intergovernmental Revenue $ 4,642,235 $ 7,622,600 $ 3,317,955 Charges for Service $ 14,485,000 $ 17,191,810 $ 19,190,860
Fines and Forfeits $ 705,000 $ 704,000 $ 486,000 Miscellaneous Revenues $ 189,765 $ 302,000 $ 438,000 Total Other Revenues $ 23,772,000 $ 30,018,000 $ 26,401,715 Beginning Balance $
15,500,000 $ 23,410,000 $ 20,771,310 Transfers In $ 1,000,000 $ 900,000 $ 880,575 TOTAL REVENUES $ 150,222,000 $ 175,899,400 $ 189,777,800 Appropriations Police $ 59,865,448 $ 65,231,576
$ 69,177,155 Fire $ 28,624,003 $ 30,095,711 $ 31,538,349 Total Public Safety $ 88,489,451 $ $ 95,327,287 $ 100,715,504 Public Works $ 17,293,605 $ 20,677,895 $ 23,407,353 Recreation
and Parks $ 13,245,522 $ 16,549,210 $ 18,140,772 Development Services $ 8,652,476 $ 10,529,369 $ 10,597,697 Economic Development $ 675,547 $ 772,122 $ 855,122 General Government $ 10,191,284
$ 11,819,341 $ 12,347,616 Non-Departmental $ 4,170,375 $ 6,764,006 $ 10,834,724 Total Operations $ 54,228,809 $ 67,111,943 $ 76,183,284 Contingencies $ 200,000 $ 250,000 $ 243,500 Transfers
Out $ 7,303,740 $ 13,210,170 $ 12,635,512 TOTAL APPROPRIATIONS $ 150,222,000 $ 175,899,400 $ 189,777,800 40
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 Multi-Year Comparison of Revenues and Appropriations All Funds -Operating Budget Adopted Adopted Adopted Sources by Type 2005-06 2006-07 2007-08
Revenues Capital Project Funds $ 3,506,903 $ 19,354,629 $ 11,008,635 Special Revenue Funds $ 24,548,306 $ 29,692,757 $ 26,468,544 General Operating Funds $ 150,222,000 $ 175,899,400
$ 189,777,800 Redevelopment Agency Funds $ 8,270,119 $ 17,267,519 $ 17,657,453 Improvement Districts $ 7,328,750 $ 8,477,796 $ 9,126,315 Internal Service Funds $ 26,919,410 $ 38,154,483
$ 37,814,906 Enterprise Funds $ 60,784,982 $ 89,185,928 $ 89,662,915 Debt Service Funds $ 1,930,115 $ 2,135,806 $ 1,632,611 TOTAL ALL FUNDS $ 283,510,585 $ 380,168,318 $ 383,149,179
Appropriations General Government $ 22,120,657 $ 24,032,755 $ 24,820,491 Police $ 60,465,448 $ 65,856,576 $ 69,777,155 Fire $ 28,624,003 $ 30,095,711 $ 31,538,349 Public Works $ 77,701,835
$ 98,802,927 $ 105,837,208 Water Resources $ 14,860,928 $ 16,781,921 $ 18,484,537 Development Services $ 18,828,799 $ 22,256,287 $ 28,924,804 Non-Departmental $ 14,602,860 $ 29,571,568
$ 23,823,956 Debt Services $ 46,306,055 $ 92,770,573 $ 79,942,679 TOTAL ALL FUNDS $ 283,510,585 $ 380,168,318 $ 383,149,179 41
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 Multi-Year Comparison of Operating Fund Distribution Actual Adopted Adopted Expenditures 2005-06 2006-07 2007-08 All Funds Personnel $ 134,281,491
$ 157,994,538 $ 167,757,499 Operating $ 171,065,684 $ 145,218,447 $ 150,539,213 Capital $ (34,831,534) $ 21,357,595 $ 17,005,984 Fiscal Transfers $ 35,518,236 $ 55,597,738 $ 47,846,483
TOTAL ALL FUNDS $ 306,033,877 $ 380,168,318 $ 383,149,179 General Fund Personnel $ 109,365,472 $ 127,602,948 $ 135,630,707 Operating $ 28,891,459 $ 34,109,577 $ 40,915,154 Capital $
606,197 $ 976,705 $ 596,427 Fiscal Transfers $ 9,907,860 $ 13,210,170 $ 12,635,512 TOTAL GENERAL FUND $ 148,770,988 $ 175,899,400 $ 189,777,800 42
LEGISLATIVE
Legislative FY 2007-2008 Organizational Chart Ward 7 Ward 3 Ward 6 Ward 2 Ward 5 Ward 1 Ward 4 City Council Support Staff Mayor Citizens of Bakersfield 43
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 2006-07 ACCOMPLISHMENTS 1. The City Council met with the County Board of Supervisors twice
in open meetings to discuss areas of mutual interest and concern. 2. Continued recognitions of the public for special efforts they have accomplished for the betterment of the community.
3. Appointed citizens to City boards and commissions. 4. Worked toward equitable representation and resource allocations relative to the Kern Council of Governments. 44
LEGISLATIVE Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2005-06 2006-07 2006-07 2007-08 Mayor $131,976 $158,878 $158,878 $160,711 City Council $291,102 $291,322 $291,322
$290,701 Total $423,078 $450,200 $450,200 $451,412 SOURCE OF FUNDS: General Fund $423,078 $450,200 $450,200 $451,412 Total $423,078 $450,200 $450,200 $451,412 FULL TIME EMPLOYEES: Mayor
1.00 1.00 1.00 1.00 City Council 0.00 0.00 0.00 0.00 Total 1.00 1.00 1.00 1.00 45
1011 -Mayor 1051 -City Council IVISION GOAL D Enhance the City's transportation network; provide quality public safety services; continue positive development trends for downtown; plan
for growth and development; aintain and upgrade the City's infrastructure; ensure efficient use of fiscal resources; rce; improve city government communications with s citizens; strengthen
and diversify the City's economic base; support positive ormulate City policies which reflect the needs and priorities of the community. communications between government and its citizens.
mattract and foster a qualified work fo it intergovernmental relations; and promote community pride. FEstablish and promote efforts to enhance community pride and improved FY 2006-07
ACCOMPLISHMENTS 1. Increased funding for additional personnel and equipment to enhance the delivery of City services. 2. 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. 4. Adopted the City’s annual Operating and Capital Improvements Program budgets
prior to June 30. 5. Served in a ceremonial capacity for ity 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 affa s of the media. 8. Strengthened the City’s position in local and state legislative arenas through representation at League of California
Cities meetings, and at state, regional, and local public hearings. Cirs with all segment 46
1011 and 1051 -Mayor and City Counc Y 2007-08 ACTION PLAN il continued F d take action on issues in a timely manner at regularly scheduled irs with all segments of the media. st and
concern to the area residents of . resource allocations relative to the ERVI 1. Prepare an and special City Council meetings. 2. Provide Council direction to staff through Council committees.
3. Adopt the Annual Operating and Capital Improvement Program budgets by June 30. 4. Serve in a ceremonial capacity for City events as a City representative. 5. Appoint citizens to represent
the community on various boards and commissions. 6. Serve as spokespersons for City affa 7. Meet with the County Board of Supervisors to discuss and consider proposals for joint efforts
on issues of intere Bakersfield and Kern County. 8 Work toward equitable representation and State of California. 9. Communicate with State and local government officials on equitable
resource allocations on important budget and other issues such as transportation, including high speed rail. 10. Represent the City of Bakersfield on the Local Agency Formation Commission
and Kern Council of Governments. S CE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Projected Adopted rov Redevelopment Agency) by June 30 Council Meetings Held 26 27 27 Proclamations
Issued 107 102 105 Approved City budgets (Operating, Capital Imp ement Program and Bakersfield 1 1 1 47
MAYOR Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $100,475 $104,840 $104,840 $106,546 Operating $31,501 $54,038 $54,038
$54,165 Capital $0 $0 $0 $0 Total $131,976 $158,878 $158,878 $160,711 SOURCE OF FUNDS: General Fund $131,976 $158,878 $158,878 $160,711 Total $131,976 $158,878 $158,878 $160,711 48
CITY COUNCIL Adopted Amended Adopted EXPENDITURES: Actual Budget Budget Budget 2005-06 2006-07 2006-07 2007-08 Personnel $123,694 $122,997 $122,997 $134,051 Operating $167,187 $168,325
$168,325 $156,650 Capital $221 $0 $0 $0 Total $291,102 $291,322 $291,322 $290,701 SOURCE OF FUNDS: General Fund $291,102 $291,322 $291,322 $290,701 Total $291,102 $291,322 $291,322 $290,701
49
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EXECUTIVE
Risk Management Human Resources Assistant City Manager City Clerk City Manager Executive FY 2007-2008 Organizational Chart Risk Management Information Technology Assistant City Manager
Budget Assistant City Manager 51
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
2006-07 ACCOMPLISHMENTS 1. Staffed Council and Council-appointed committees. 2. Streamlined the General Plan Amendment process for City Council meetings. 3. Reviewed, analyzed and made
recommendations regarding existing or pending state and federal legislation. 4. Continued to monitor the effects of State and local economic conditions upon the City and developed a
process to meet existing and potential impacts upon the City's budget and related ability to provide services. 5. Met with large developers to negotiate agreements to provide for orderly
growth and provide a financing mechanism to pay for facilities and services, such as police and fire. 6. Worked on the proposed sale of the City farmland, including completing the Request
for Proposals (RFP) process. 7. Qualified and received the GFOA (Government Finance Officers Association) Distinguished Budget Presentation Award for the City’s Fiscal Year 2006-07 Final
Budget. FY 2007-08 SIGNIFICANT BUDGET CHANGES The City Manager’s Office will continue working on various development projects and overseeing major capital efforts of the City. Additionally,
annexation of islands and other annexations requested by property owners will be overseen by the Manager’s Office. The City Manager’s Office will coordinate efforts by Departments to
secure grant funding for Transportation, Parks, Economic Development, and other available areas from the recent infrastructure bonds passed by the State. 52
EXECUTIVE Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2005-06 2006-07 2006-07 2007-08 City Manager $882,529 $1,029,462 $1,029,462 $1,030,039 City Clerk $642,783 $743,628
$743,628 $748,443 Human Resources $1,123,139 $1,496,303 $1,496,303 $1,573,508 Risk Management $6,860,670 $8,312,201 $8,312,201 $8,241,493 Information Technology $5,680,161 $5,640,383
$5,750,383 $6,086,110 Total $15,189,282 $17,221,977 $17,331,977 $17,679,593 SOURCE OF FUNDS: General Fund $5,415,264 $6,946,429 $7,056,429 $7,259,703 Equipment Fund $2,913,348 $1,963,347
$1,963,347 $2,178,397 Self Insurance Fund $6,860,670 $8,312,201 $8,312,201 $8,241,493 Total $15,189,282 $17,221,977 $17,331,977 $17,679,593 FULL TIME EMPLOYEES: City Manager 6.00 8.00
8.00 8.00 City Clerk 7.00 7.00 7.00 7.00 Human Resources 9.00 12.00 12.00 13.00 Risk Management 3.00 4.00 4.00 4.00 Information Technology 28.00 34.00 34.00 37.00 Total 53.00 65.00 65.00
69.00 53
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
2006-07 ACCOMPLISHMENTS 1. Prepared and distributed the proposed and annual operating budgets for fiscal year 2006-07. 2. Coordinated efforts to ensure equitable distribution to the
City of Bakersfield of road funds from state and federal revenues. Congressman William Thomas obtained $630 million Federal road monies for the City. The City Manager’s Office with the
Public Works Department through meetings with CalTrans and Kern COG secured local matching funds of $157 million, for an overall total of $787 million. 3. Staffed the following Council
Committees: Budget and Finance; Community Services; Intergovernmental Relations; Legislative and Litigation; Personnel; Planning and Development, and the Safe Neighborhood and Community
Relations Committee. 4. Administered contracts for convention services with the Greater Bakersfield Convention and Visitors Bureau and cable franchises. 5. As the local governing body,
processed applications to determine public convenience or necessity for liquor licenses. 6. Directed the activities of the Employee Incentive Committee in the administration of the Employee
Incentive Plan, which is a program to recognize City employees for excellent service in their work performance. 7. Received GFOA (Government Finance Officers Association) Distinguished
Budget Presentation Award for the City’s FY 2006-07 adopted budget. 54
1331 – City Manager continued FY 2007-08 ACTION PLAN 1. Prepare and distribute the proposed and annual operating budgets for fiscal year 2007-08. 2. Oversee the coordination of the road
and freeway funds made possible by the Thomas Roads Improvement Program (TRIP) funding, including attending weekly meetings. 3. Continue to work with the Local Agency Formation Commission
on processing annexations. 4. Staff City Council Committees: Budget and Finance; Community Services; Legislative and Litigation; Personnel; Planning and Development; and Safe Neighborhoods
and Community Relations. 5. Review, analyze, and coordinate efforts to seek support for legislation beneficial to Bakersfield on issues of federal, state and local concern. 6. Administer
contracts for services with the Greater Bakersfield Convention and Visitors Bureau and cable franchises. 7. As the local governing body, process applications to determine public convenience
or necessity for liquor licenses. 8. Qualify the fiscal year 2007-08 adopted budget for the GFOA (Government Finance Officers Association) Distinguished Budget Presentation Award. 9.
Prepare the weekly General Information packets for the Mayor and City Council. 10. Review and prepare agenda materials for City Council meetings. SERVICE LEVEL INDICATORS FY 05-06 FY
06-07 FY 07-08 Actual Projected Adopted Annexation Growth -Population (annual) 6 38 6 Annexation Growth -Square Miles (annual) 1.83 9.9 6.60 General Information Memoranda 52 52 52 Agenda
Highlights Memoranda 26 27 27 Staffed Council Committee Meetings 28 39 39 55
CITY MANAGER Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $824,089 $956,217 $956,217 $951,149 Operating $58,440 $73,245
$73,245 $78,890 Capital $0 $0 $0 $0 Total $882,529 $1,029,462 $1,029,462 $1,030,039 SOURCE OF FUNDS: General Fund $882,529 $1,029,462 $1,029,462 $1,030,039 Total $882,529 $1,029,462
$1,029,462 $1,030,039 56
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 2006-07 ACCOMPLISHMENTS 1. Conducted
November 2006 General Municipal Election for Wards 1, 3, 4 & 7. 2. Conducted Teen Government Day 2006. 3. Conducted 99 Public Hearings. 4. Conducted 10 Administrative Appeal Hearings.
5. Prepared Administrative Records for Court regarding the Rosedale Ranch Project and the Hillside Ordinance. 6. Through the City’s webpage, made documents available to the public including,
minutes, resolutions, ordinances and agenda materials within 24 hours of execution. 7. Administered the provisions of the Maddy Act and monitored term expirations of 21 Council Boards,
Commissions and Committees. 8. Maintained bi-monthly updates of the Municipal Code on-line, line, providing up-todate information to citizens and City departments of adopted ordinances.
9. Administered the provisions of the Political Reform Act; conducted the bi-annual review and revised the Conflict of Interest Code; processed 68 FPPC campaign statement filings and
290 Statement of Economic Interest filings. 10. In conjunction with City Attorney, initiated record-keeping for State mandated ethics training (AB1234). 11. Initiated the ForTheRecord
recording system which records City Council and Committees meetings, allows for note taking during the recording, and timestamps the minutes for linking to the audio. 57
1341 -City Clerk continued FY 2007-08 ACTION PLAN 1. Conduct Teen Government Day 2007. 2. Conduct June 2008 Primary Municipal Election for the Office of Mayor. 3. Recommend and implement
Laserfiche Agenda Management System for processing a paperless agenda. 4. Administer the provisions of the Maddy Act, solicit applications for Council Boards, Commissions and Committees,
and forward reports to Council for appointment. 5. Update and expand the Boards and Commissions information booklet. 6. Prepare Council agenda and distribute agenda packets by 5:00 p.m.
on the Friday prior to a Council meeting. 7. Respond to subpoenas and requests for public records according to the requirements of the California Public Records Act and within the legal
deadline of 10 days, 100 percent of the time. 8. Administer the provisions of the Political Reform Act, and manage the 2007/08 Statements of Economic Interests and Campaign Statements.
9. Prepare and distribute Bakersfield Redevelopment Agency agenda packets by 5:00 p.m. on Wednesday prior to the Monday meeting. 10. Provide prompt and courteous service to all citizens’
requests for assistance. SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Projected Adopted Prepare and Post Council Agenda 26 27 27 Council and Mayoral Elections 0 1 1 City
Ordinances Adopted 86 120 132 City Resolutions Adopted 327 350 370 Contracts & Agreements 1,007 1,552 1750 Deeds 180 302 325 58
CITY CLERK Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $462,253 $513,080 $513,080 $495,399 Operating $180,530 $230,548
$230,548 $253,044 Capital $0 $0 $0 $0 Total $642,783 $743,628 $743,628 $748,443 SOURCE OF FUNDS: General Fund $642,783 $743,628 $743,628 $748,443 Total $642,783 $743,628 $743,628 $748,443
59
1351 -Human Resources DIVISION MISSION The Mission of Human Resources is to contribute to the City of Bakersfield’s success in meeting the needs of the citizens of Bakersfield by providing
customer-focused Human Resources expertise that is value added. FY 2006-07 ACCOMPLISHMENTS 1. Provided customer-focused Human Resources expertise which included but not limited to the
following: • Talent Acquisition & Management • Organizational Development & Training • Benefits Services & Counsel • Performance Management • Labor Relations • Employee Relations • Discipline
Counsel • Employment Legislation and Regulations Counsel • General HR Counsel • Succession Planning • Compensation & Classification Counsel • Managing Diversity 2. Established Strategic
HR Plan which resulted in development of HR Mission, Vision, Critical Drivers, Team Behaviors and Goals. 3. Supported departments and divisions in filling a total of 372 vacancies (215
new hires and 157 promotions) between July 1, 2006 and June 30, 2007. 4. Established HR Project Teams to identify and make process improvements in recruitment, employment selection and
employee on-boarding by end of 2nd Quarter 2007. 5. Investigated and responded to employment complaints, harassment allegations and related issues. 6. Recruited, processed and hired
402 temporary employees. 7. Continued to expand and update benefit information on the City’s intranet and internet sites so that employees can access benefits information remotely. 1351
-Human Resources continued 60
FY 2007-08 ACTION PLAN 1. The HR Team will have established and implemented tactical and strategic plans to transition the HR Team to High Performance Team. a) By end of April, 1, 2007,
define a High Performance Team b) By end of June 1, 2007, develop and implement transition plan and timeline c) Continuously provide value-added customers focused products and services
2. The HR Team will identify current and future resource needs and define how to utilize current resources more effectively. a) By end of July 31, 2007, identify critical resources needed
and prioritize for acquisition. b) By end of October 1, 2007, identify effectiveness/efficiency gaps with current resources and implement action plans to close the gaps. c) Continuously
identify work processes and take actions to improve. 3. The HR Team will communicate continuously and effectively across the organization. a) By August 31, 2007, develop and implement
communication plan. 4. The HR Team will continuously learn and develop ourselves and provide value-added learning opportunities to help the organization succeed. a) By August 1, 2007,
identify training needs of HR team and Organization b) By end of June 1, 2008, develop and implement Training Plan Strategy aligned with HR strategy and organizational needs. c) Continuously
educate our customers on HR roles, responsibilities, services, benefits and value. d) By June 2008, embed a culture of continuous learning across the organization. 5. The HR Team will
have developed and implemented the HR Strategic Plan. a) By August 31, 2007, develop and execute HR Strategic Plan in alignment with organizational goals and objectives. 6. The HR Team
will position the City of Bakersfield to become the employer of first choice. a) By July 31, 2007, define employer of first choice b) By August 31, 2007, establish and implement recruitment
and retention strategy c) By December 31, 2007, develop and execute strategy to transition City of Bakersfield to Employer of first choice. 1351 -Human Resources continued 61
SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Actual Adopted RECRUITMENT Regular Full-Time Vacancies Filled 352 372 300 Temporary Vacancies Filled 417 402 400 Regular Full-Time
Positions Posted 83 172 130 Regular Full-Time Applications Received 2865 5824 5000 • Online 1616 3178 3500 • Hardcopy 1249 2646 1500 RETENTION Turn-over Rate 7.0% 9.75% 10-11% • Total
Terminations 95 141 165 o Voluntary Resignations 40 80 50 o Retirements 34 43 100 o Involuntary Terminations 21 18 15 BENEFIT SERVICES & SUPPORT Employee Benefit Changes Processed 375
286 300 Retiree Benefit Changes Processed 140 152 165 Service Awards Processed 280 270 280 Number of FMLA Leaves Processed 135 155 150 62
HUMAN RESOURCES Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $737,689 $956,702 $956,702 $1,054,680 Operating $385,450 $530,257
$530,257 $518,828 Capital $0 $9,344 $9,344 $0 Total $1,123,139 $1,496,303 $1,496,303 $1,573,508 SOURCE OF FUNDS: General Fund $1,123,139 $1,496,303 $1,496,303 $1,573,508 Total $1,123,139
$1,496,303 $1,496,303 $1,573,508 63
1361 – Risk Management DIVISION GOAL Protect the assets of the City from potential loss by purchasing insurance, self-insuring or transferring the risk of loss to others; promote safety
and well being for City employees by designing training and educational programs to reduce injuries; respond to all claims filed against the City and limit amount of loss through effective
claims management. FY 2006-2007 ACCOMPLISHMENTS 1. Participated in the resolution of several major lawsuits and claims against the City, working with the City Attorneys Office, outside
counsel and adjustors. 2. Created a Medical Provider Network, designed to control medical costs in workers’ compensation. Obtained approval for the Medical Provider Network from the
California Division of Workers’ Compensation. 3. Initiated monthly safety training courses and certifications, in order to enhance loss prevention. 4. Trained and licensed, nearly 200
City employees, as forklift operators. 5. Negotiated the contract for a new third party administrator for administration of liability claims. 6. Developed and presented a workers’ compensation
training program for department supervisors. 7. Issued RFP for Utilization Review and Nurse Case Management services. FY 2007-2008 ACTION PLAN 1. Continue to develop skills of division’s
Administrative Assistant, to prepare her to fill in for Risk Manager, as needed. 2. Prepare for RFP on workers’ compensation third party administration and bill review services. 3. Continue
to work toward achieving a “paperless” claims processing environment. 4. Continue to train new employees within the Risk Management Division. 5. Investigate feasibility of contracting
with a rental car company to supplement/replace City pool cars to reduce potential City liability. 64
RISK MANAGEMENT Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $1,528,134 $3,026,739 $3,026,739 $2,733,882 Operating $5,331,596
$5,283,930 $5,283,930 $5,507,611 Capital $940 $1,532 $1,532 $0 Total $6,860,670 $8,312,201 $8,312,201 $8,241,493 SOURCE OF FUNDS:
Self Insurance Fund $6,860,670 $8,312,201 $8,312,201 $8,241,493 Total $6,860,670 $8,312,201 $8,312,201 $8,241,493 65
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 2006-07 ACCOMPLISHMENTS 1. Installed two new Computer Storage Area Networks; one for the Police Department
and one for other City Departments. 2. Installed wireless access for Mobile Data Computers (MDC’s). 3. 78 Laserfiche Volumes added. 4. Upgraded GroupWise Software. 5. Integrated Laserfiche
Software with HTE System for Code Enforcement and Building Division. 6. Deployed the TRIP server supporting the Primavera application. 7. Upgraded the Police Department Records Management
System. 8. Integration of Geographic Information System (GIS) with HTE System using the Looking Looking Glass Suite of products. 9. Upgraded all GIS applications to the newest version
of ESRI products. 10. Increased GIS and GPS usage in Recreation and Parks, Fire and Public Works. 11. Major HTE Geographic land file clean up. 12. Better automation of large GIS projects
and tasks including fire fund calculation and road maintenance. 13. Added over 5000 additional lots to the GIS system and updated related information such as street centerlines, address
points, and boundary information. 14. Replace Police Department Firewall. 15. Install a monitoring system for network and server Uninterrupted Power Supply. 16. Moved call tracking and
Inventory to HTE from the unsupported Support Magic software. 17. Replaced computers, printers and large plotters in departments as required by the 66
1371 – Information Technology continued replacement policy. 18. Relocated Thomas Roads Project, EDCD and Fire Prevention computers. 19. Generated income to the City’s general fund by
disposing of outdated computer equipment through our Internet Broker. 20. Improved security of computer equipment storage areas. FY 2007-08 ACTION PLAN 1. Integrate GIS and Laserfiche
Systems. 2. Create a GIS Policy and Procedures manual. 3. Complete GIS routing application for increased driving efficiency, staff time savings, and fuel savings. 4. Create custom task
based web GIS application to increase staff efficiency. 5. Eliminate back log of Coordinate Geometry projects and reduce the time taking to enter new tracts and parcel maps form 3-4
months down to 1-2 months. 6. Upgrade 15 computer servers. 7. Add approximately 50 Laserfiche volumes. 8. Install and Implement Wireless computer access in City Buildings (conference
rooms). 9. Upgrade computer network equipment at Fire Stations. 10. Upgrade existing Nortel Computer routers for Fire training. 11. Run Fiber Optic cable to Fire Station 1 to improve
bandwidth. 12. Replace Fiber Optic cable to Development Services building. 13. Add additional Fiber lines to County Information Technology Services. 14. Upgrade equipment to improve
internet connectivity. 67
1371 – Information Technology continued SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Projected Adopted Install replacement computers 260 235 202 Install replacement printers
69 66 71 Install replacement Mobil Data Computers 260 306 5 Install new computers 28 21 23 Install new printers 4 22 8 Install new Mobile Data Computers 22 62 12 Number of help desk
calls processed 4,137 4,500 5,200 68
INFORMATION TECHNOLOGY Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $1,842,251 $2,519,480 $2,494,480 $2,834,519 Operating
$1,608,124 $1,693,589 $1,718,589 $2,343,053 Capital $2,229,786 $1,427,314 $1,537,314 $908,538 Total $5,680,161 $5,640,383 $5,750,383 $6,086,110 SOURCE OF FUNDS: General Fund $2,766,813
$3,677,036 $3,787,036 $3,907,713 Equipment Fund $2,913,348 $1,963,347 $1,963,347 $2,178,397 Total $5,680,161 $5,640,383 $5,750,383 $6,086,110 69
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FINANCIAL SERVICES
Financial Services FY 2007-2008 Organizational Chart Accounting Clerk Buyers Purchasing Officer Accounting Clerks Accountants Accounting Supervisors Accounting Clerks Financial Investigators
Treasury Supervisor Treasurer Assistant Finance Director Property Agents Finance Director 71
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 2006-07 ACCOMPLISHMENTS 1. Issued $5,070,000 special assessment district bonds (one issue). 2. Processed 20,104
Business License renewals in a timely manner. 3. Processed approximately 7,300 purchase orders. 4. Implemented new reporting requirements in the Comprehensive Annual Financial Report
(CAFR) and established an irrevocable trust fund and plan for future retiree medical costs regarding Other Post Employment Benefits (retiree medical subsidy) in accordance with Governmental
Accounting Standards Board (GASB) Statement 43 and 45. FY 2007-08 ACTION PLAN 1. Secure Revenue Bond proceeds for projects as directed. 2. Issue special district bonds as directed by
the City Council. 3. Acquire/Dispose of real property in a timely manner. 4. Continue multiyear document imaging program to address long-term document storage issues as they relate to
storage space needs. FY 2007-08 SIGNIFICANT BUDGET CHANGES 1. Increase budget to cover actual cost of accepting payments via credit cards. Current monthly charges are about $6,000/month.
(Increasing budget from 36,000 to 72,000; a $36,000 increase) 72
FINANCIAL SERVICES Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2005-06 2006-07 2006-07 2007-08 Administration $534,346 $723,531 $723,531 $788,707 Accounting $1,000,928
$1,165,817 $1,149,317 $1,227,480 Treasury $636,341 $793,159 $793,159 $842,973 Purchasing $473,438 $594,671 $611,171 $553,085 Total $2,645,053 $3,277,178 $3,277,178 $3,412,245 SOURCE
OF FUNDS: General Fund $2,274,705 $2,589,312 $2,589,312 $2,734,260 TDF TRIP Local Match $3,398 $150,443 $150,443 $156,517 PFA -Operating Fund $3,127 $13,000 $13,000 $14,250 Capital Outlay
Fund $24,047 $0 $0 $0 Offstreet Parking Fund $818 $86,613 $86,613 $102,218 Equipment Management Fund $192,445 $270,000 $270,000 $210,000 Assessment Districts $146,513 $167,810 $167,810
$195,000 Total $2,645,053 $3,277,178 $3,277,178 $3,412,245 FULL TIME EMPLOYEES: Administration 4.00 6.00 6.00 6.00 Accounting 14.00 14.00 14.00 14.00 Treasury 10.00 10.00 10.00 10.00
Purchasing 4.00 4.00 4.00 4.00 Total 32.00 34.00 34.00 34.00 73
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 2006-07
ACCOMPLISHMENTS 1. Established an irrevocable trust fund and plan for future retiree medical costs regarding Other Post Employment Benefits (retiree medical subsidy) in accordance with
Governmental Accounting Standards Board (GASB) Statement 43 and 45. 2. Acquired properties for the Westside Parkway Project. 3. Acquired properties for the Old Fairfax/178 Interchange.
4. Acquired property to address space needs issue. FY 2007-08 ACTION PLAN 1. Acquire/Dispose of real property in a timely manner. 2. Secure revenue bond proceeds for projects as directed.
SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Projected Adopted Property Acquisitions 35 100 50 Property Disposals 3 2 5 74
ADMINISTRATION Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $364,999 $486,885 $486,885 $521,258 Operating $166,716 $236,646
$236,246 $267,449 Capital $2,631 $0 $400 $0 Total $534,346 $723,531 $723,531 $788,707 SOURCE OF FUNDS: General Fund $381,308 $392,278 $392,278 $422,940 TDF TRIP Local Match $3,398 $150,443
$150,443 $156,517 PFA -Operating Fund $3,127 $13,000 $13,000 $14,250 Assessment Districts $146,513 $167,810 $167,810 $195,000 Total $534,346 $723,531 $723,531 $788,707 75
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 biweekly payroll checks, weekly vendor payments and accounts receivable
billings as scheduled. FY 2006-07 ACCOMPLISHMENTS 1. Issued the June 30, 2006 Comprehensive Annual Financial Report (CAFR) in December 2006. 2. Processed all debt service payments when
due. 3. Issued $5,070,000 in Assessment Bonds. (one issue) 4. Implemented new reporting requirements in the Comprehensive Annual Financial Report (CAFR) regarding Other Post Employment
Benefits (retiree medical subsidy) in accordance with Governmental Accounting Standards Board (GASB) Statement 43 and 45. FY 2007-08 ACTION PLAN 1. Prepare a Comprehensive Annual Financial
Report for the fiscal year ending June 30th, in conformance with generally accepted accounting accounting principles by December 31st in order to qualify for special recognition programs
at the National level. 2. Process all required debt service payments by due date. 3. Issue assessment bonds as directed by Council. SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08
Actual Projected Adopted Assessment District Parcels 23,065 26,249 27,450 Payroll Checks 40,046 42,964 45,165 Accounts Payable Invoices 63,121 66,288 70,125 Accounts Receivable Statements
124,275 132,550 140,150 76
ACCOUNTING AND REPORTING Adopted Amended Adopted EXPENDITURES: Actual Budget Budget Budget 2005-06 2006-07 2006-07 2007-08 Personnel $849,371 $978,867 $978,867 $1,048,454 Operating $145,935
$181,450 $164,950 $177,526 Capital $5,622 $5,500 $5,500 $1,500 Total $1,000,928 $1,165,817 $1,149,317 $1,227,480 SOURCE OF FUNDS: General Fund $976,881 $1,165,817 $1,149,317 $1,227,480
Capital Outlay Fund $24,047 $0 $0 $0 Total $1,000,928 $1,165,817 $1,149,317 $1,227,480 77
1994 -Treasury DIVISION GOAL Provide centralized cashiering, check distribution and investment of idle funds. Administer and enforce the provisions of the Municipal Code relating to
business licenses, transient occupancy tax and business regulatory permits. FY 2006-07 ACCOMPLISHMENTS 1. Implemented process to accept utility billing credit card payments through the
City’s website (Click-to-Gov) and updated the Treasury web site to include a process for identifying stale dated monies due and instructions on how to collect. 2. Completed the automation
of the City’s parking garage at 18th and Eye streets and assumed the responsibility of the day to day operations. Implemented new parking software to process access cards for customers
and new processes for assuring that the garage is in good working condition. 3. Processed 20,104 Business License renewals. FY 2007-08 ACTION PLAN 1. Receipt all payments by the end
of each day. 2. Provide an investment policy to the City Council by December 1st. 3. Issue Business Licenses within seven (7) days of application. 4. Issue permits within Municipal Code
time limits not to exceed 30 days. 5. Issue dog licenses within seven (7) days of receipt of payment of license fee and required information regarding vaccinations. SERVICE LEVEL INDICATORS
FY 05-06 FY 06-07 FY 07-08 Actual Projected Adopted Business Licenses 18,306 20,000 21,000 Alarm Permits 7,376 7,500 8,000 Development Permit Payments 18,866 15,667 17,000 Cash Receipt
Transactions 155,533 160,843 165,000 Dog Licenses 7,597 7,600 7,600 78
TREASURY Adopted Amended Adopted EXPENDITURES: Actual Budget Budget Budget 2005-06 2006-07 2006-07 2007-08 Personnel $520,108 $623,137 $623,137 $638,572 Operating $113,754 $170,022 $170,022
$204,401 Capital $2,479 $0 $0 $0 Total $636,341 $793,159 $793,159 $842,973 SOURCE OF FUNDS: General Fund $635,523 $706,546 $706,546 $740,755 Offstreet Parking Fund $818 $86,613 $86,613
$102,218 Total $636,341 $793,159 $793,159 $842,973 79
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 2006-07 ACCOMPLISHMENTS 1. Implemented Planet Bids Online Vendor and Bid Management System. 2. Processed approximately 7,300 purchase orders (90% within three working
days of receipt of requisition). 3. Increased outreach to small and minority businesses regarding purchasing and contracting opportunities by participating in small business development
conferences. FY 2007-08 ACTION PLAN 1. Review Purchasing Intranet and Internet Sites. Recommend and make changes as necessary. 2. Review Procurement Policy and Procedures to insure full
legal compliance. 3. Revise Policies and Procedures Manual. 4. Continue to improve/revise annual contract bidding and processing procedures. 5. Continue to outreach to small and disadvantaged
business enterprises. 6. Continue to provide in-service training to departments. SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Projected Adopted Annual Contracts 34 40 45
Purchase Orders 7,559 7,278 7,300 80
PURCHASING Adopted Amended Adopted EXPENDITURES: Actual Budget Budget Budget 2005-06 2006-07 2006-07 2007-08 Personnel $254,516 $283,592 $283,592 $286,860 Operating $85,163 $161,079
$158,079 $176,225 Capital $133,759 $150,000 $169,500 $90,000 Total $473,438 $594,671 $611,171 $553,085 SOURCE OF FUNDS: General Fund $280,993 $324,671 $341,171 $343,085 Equipment Management
Fund $192,445 $270,000 $270,000 $210,000 Total $473,438 $594,671 $611,171 $553,085 81
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CITY ATTORNEY
City Attorney FY 2007-08 Organizational Chart 83
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 our 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 2006-07 ACCOMPLISHMENTS Litigation: 1. Implementation of the “Community Prosecution” program to address
“quality of life” crimes. After the success of the pilot program, the City Attorney’s office hired three associates to handle a variety of misdemeanors—both from the Penal Code and the
Bakersfield Municipal Code. In the 2006 calendar year, 511 violations were disposed of through this program. For a breakdown of the specific violations and Ward detail, please see attached
chart. 2. Disposition of fourteen (14) state litigation matters, with no settlement monies being paid on seven (7) and four (4) under $25,000. Disposition of five (5) federal litigation
matters, with no settlement monies being spent on four (4). For more detail on the types of cases and their results, please see attached chart. 3. Monitored twelve (12) eminent domain
cases with outside counsel and resolved five (5) without going to trial. 4. Successfully handled several matters in-house such as the defense of the City in several CEQA lawsuits, successfully
defended a Writ to the Fifth Appellate and to the California Supreme Court District concerning a Pitchess motion. 5. Assisted Code Enforcement with the abatement of at least five (5)
dangerous buildings and the closure of an illegal half-way house, and assisted in obtaining over thirty (30) abatement warrants. Municipal: 1. Drafted and finalized several ordinances,
including one to protect open space and provide slope protection (Hillside Ordinance), an ordinance that implemented the letter grading of food establishments, a code requirement to
provide new posting regulations for land use matters and noticing to mineral right holders, an ordinance which will allow the City to redeem bonds in advance of their maturity 84
City Attorney Municipal continued without redemption premiums, and various amendments to Bakersfield Municipal Code relating to parks permits. 2. Drafted various resolutions, including
support for various pieces of state and federal legislation concerning water service to low income households, gang abatement, access to CJIS for city attorneys, and resolutions establishing
new thoroughfare districts and one for an Agriculture Preserve. 3. Drafted and reviewed numerous agreements for City departments and divisions; in particular, the development agreement
for the West Ming Project, the new trash hauler agreement, various contracts concerning TRIP, software purchase agreements for IT, extension of the Arena contracts to 2013, an agreement
with SMG to manage Brighthouse Amphitheater, a license/construction agreement with Southwest Baseball, and a consulting agreement with RCL for analysis of potential quiet zones. 4. Prepare
the Administrative Records for the Oxy v. Rosedale Ranch and DKS v. City of Bakersfield CEQA cases. 5. Reviewed and drafted a legal opinion in connection with the $1.6 million dollar
section 108 loan for Fire Station Five. 6. Worked with the Police Department to recover $13,000 owed by an auction company. 7. Represented the Police Department in over 140 Pitchess
cases, various motions to quash, subpoenas, and oppositions to release of juvenile records. 8. Continued to speak at public seminars for the Bakersfield Police Department Crime-Free
Multi-Housing Program, at training seminars for Recreation and Parks, and coordinate a city-wide contract class for City employees and AB1234 class for city officials. FY 2007-08 SIGNIFICANT
BUDGET CHANGES 1. There is a salary increase ($61,000) to reflect the recruitment of an Administrative Assistant for the City Attorney’s Office in order to further expand the types of
support staff required for an efficient legal office. 2. Success of outside counsel in litigation continues to reduce the overall number of litigation cases against the City. 3. The
negotiation of two-year contracts for outside counsel, and in particular, securing that all federal cases be handled at a flat rate, will provide continued stability in knowing what
legal fees will be incurred and in securing a solid defense team through July 2008. 85
FY 2007-08 Significant Budget Changes continued 4. The creation of a separate line item in the budget for CEQA and developer initiated eminent domain actions will allow for a more accurate
accounting of legal expenses associated with non-tort litigation. FY 2007-08 ACTION PLAN 1. Continue to update Council regarding issues of concern. 2. Continue to provide City Departments
with municipal service. 3. Continue aggressive approach with litigation matters. 4. Continue with the Community Prosecution Program to address “quality of life issues” and perhaps expand
its application. SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Projected Adopted Litigation Indicators: Total Municipal Cases Filed and Served 19 15 25 Number of Municipal
Outsourced cases 19 15 25 Number of Municipal Cases Handled In-House 0 0 0 Municipal Cases Dismissed (No Funds Expended) 7 7 7 Total Federal Cases Filed and Served 3 15 15 Number of
Federal Outsourced cases 3 15 15 Number of Federal Cases handled In-House 0 0 0 Federal Cases Dismissed (No Funds Expended) 3 7 3 Cases filed on behalf of City 2 20 10 (including eminent
domain) Litigation Cases Resolved: Total Cases Settled (Funds Expended) 9 10 10 (not including eminent domain) Trial Judgments in Favor of the City 2 3 2 Trial Judgments Against the
City 0 2 2 86
Service Level Indicators continued FY 05-06 FY 06-07 FY 07-08 Actual Projected Adopted Municipal Indicators: Ordinances 86 50 132 Resolutions 327 30 370 Agreements 1007 450 1750 Administrative
Hearings 2 20 125 87
CITY ATTORNEY Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2005-06 2006-07 2006-07 2007-08 Legal Counsel $2,337,145 $3,083,400 $3,083,400 $3,277,241 Total $2,337,145
$3,083,400 $3,083,400 $3,277,241 SOURCE OF FUNDS: General Fund $1,308,252 $1,833,400 $1,833,400 $1,902,241 Self-Insurance Fund $1,028,893 $1,250,000 $1,250,000 $1,375,000 Total $2,337,145
$3,083,400 $3,083,400 $3,277,241 FULL TIME EMPLOYEES: Legal Counsel 9.00 12.00 13.00 13.00 Total 9.00 12.00 13.00 13.00 88
LEGAL COUNSEL Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $887,487 $1,209,570 $1,209,570 $1,274,637 Operating $1,449,658
$1,872,298 $1,872,298 $2,002,604 Capital $0 $1,532 $1,532 $0 Total $2,337,145 $3,083,400 $3,083,400 $3,277,241 SOURCE OF FUNDS: General Fund $1,308,252 $1,833,400 $1,833,400 $1,902,241
Self-Insurance Fund $1,028,893 $1,250,000 $1,250,000 $1,375,000 Total $2,337,145 $3,083,400 $3,083,400 $3,277,241 89
FISCAL YEAR 2006 -2007 SETTLED/CLOSED CASES STATE CASES: Type of Case Disposition Trial Verdicts Boston PI -Auto No $$ Brown PI -Auto $15,000 Hedberg PI -Auto $38,500 McGee Civil Rights,
False Arrest No $$ Cologna-Farrell Trip & Fall $20,000 Davidson Civil Rights, False Arrest No $$ Gutierrez PI X-C -Auto $1,000 Molnar PI -Auto $11,500 County of Kern (Dullum) Indemnity
Trip & Fall No $$ Moore Writ -Personnel $66,587 Schouboe Writ -Personnel No $$ Peel Wrongful Death $1,000,000 Quintero Wrongful Death No $$ Grant (Marderosian) Wrongful Death No $$ Defense
Total Cases: 14 FEDERAL CASES: Molina RICO, class action $40,000 Keyes Civil Rights, Ex. Force No $$ Shotwell Civil Rights, Ex. Force No $$ Campbell Civil Rights, Ex. Force No $$ Richardson
RICO No $$ State Cases = 14 Federal Cases = 5 TOTALS: 19 90
Ward 1 Ward 2 Ward 3 Ward 4 Ward 5 Ward 6 Ward 7 Total BMC 1.40.010 violation of muni code 2 2 BMC12.56.050 park curfew violation 3 4 1 8 BMC17.63.020(A) -Op. business from home w/o
valid permit 1 1 BMC9.22.030 -Illegal amplified sound 1 1 BMC9.70.010(B) -Sleeping In Public Place 0 4 1 0 0 0 0 5 BMC8.27.010( C) nuisance 1 1 2 BMC9.20.020(B) camping in public 1 2
3 BMC25658 -Selling Alcohol to a Minor 1 0 0 0 0 0 0 1 BMC 6.04.220A -Letting dogs on others property 0 1 0 0 0 0 1 2 BMC6.04.040A -Unlicensed Dog 0 1 0 0 0 0 1 2 BMC9.22.120 (E) -Loud
music from a Residence 0 1 0 0 0 0 0 1 BMC9.2.505( C) -Nuisance 1 0 0 0 0 0 1 BMC9.50.010 -Discharge Firearm w/o permit 0 0 0 0 1 0 0 1 BMC 17.10.020 zone use violation 1 1 BP 25658(A)
-Selling Alcohol to a minor 1 1 0 0 0 0 1 3 BP 25662(A) Open Alcohal Container 1 1 HS11357(b) -Poss. Of less than 1 oz. 1 1 ELC18100(A) Illegal Registration to Vote 1 1 ElC18560(A) Fraudulent
Vote 1 1 HS11532(A) -Loitering with Intent to do Drugs 1 1 0 0 0 0 0 2 PC12020 possesion of a weapon 1 1 PC 148 -Resisting Arrest 15 36 0 5 1 9 7 73 PC 148.9 -False ID to an Officer
2 6 0 1 0 0 3 12 PC241(A) 1 1 PC243(A) -Battery 1 2 2 2 0 0 0 7 PC243(B)-Battery on Officer 1 4 3 8 PC272 Contributing to Minors Delinguency 1 2 3 PC314 -Indecent Exposure 0 9 2 1 0
1 2 15 PC314.2 -Solicitation of Lewd Acts 1 0 0 0 0 0 0 1 PC372 -Public Urnination 0 2 0 0 0 0 0 2 PC415(I) -Public Fighting 0 6 0 0 1 0 7 PC415(2) -Loud Noise 1 0 0 0 0 0 0 1 PC415(3)
-Offensive Words 1 0 0 0 0 0 0 1 PC416 -Refusing to Disperse 0 0 0 0 0 0 2 2 PC417 Brandishing an imitation firearm 1 1 PC460 (B)Intent to Steal 2 6 0 5 0 5 3 21 PC466 -Possession of
Burglary Tools 2 1 0 0 0 1 1 5 PC470-Bad Checks 1 1 2 PC487 -Shoplifting 0 1 0 1 0 0 0 2 PC488 -Petty Theft 3 7 13 4 1 4 21 53 PC496-Receiving Stolen Property 1 1 PC591 -Obstructing
Electricity 0 0 0 1 0 0 0 1 PC591(B)(1) -Malicious Mischief 0 0 1 0 0 0 0 1 PC591(B)(2)(A) -Vandalism 0 2 0 0 0 0 0 2 2006 -Code Violation Stats Index 91
Ward 1 Ward 2 Ward 3 Ward 4 Ward 5 Ward 6 Ward 7 Total 2006 -Code Violation Stats Index PC594 -Damaging Property of another /Vandalism 5 13 1 0 2 3 3 27 PC602 -Trespass 4 10 1 1 1 8
13 38 PC640(F)-Peace disturbance on public transit property 1 1 PC647 (A) -Lewd Act In Public 0 8 3 0 0 1 1 13 PC647(B) -Solicitation of Prostitution 8 2 0 0 1 0 0 11 PC647(F) -Drunk
in Public 20 62 3 3 7 11 9 115 PC647(H) -Prowlingg/loitering 0 4 0 0 0 2 1 7 PC647(I) -Peeking 0 0 0 1 0 1 0 2 PC647.6 -Annoy or Molest children 0 0 0 0 0 1 2 3 PC653.22(A) -Loitering
for Purpose of Prostitution 1 1 0 0 0 0 0 2 PC666 -Shoplifting w/priors 2 5 5 3 0 1 8 24 PC853.7 -Violation of Court Order 0 0 2 0 0 0 0 2 UHC1001.11-Nuisance 0 0 0 0 1 0 0 1 UHC1104.2
-Entering Unsafe Dwelling 1 2 0 0 0 0 0 3 UHC401.2 -Nuisance 1 0 0 0 0 0 0 1 VC12120 -Sell of Vehicle Not Own 1 0 0 0 0 0 0 1 VC21201 (D) -No light on Bicycle 1 0 0 0 0 0 0 1 VC23109(
C) -Exhibition of speed on public road 0 1 0 0 1 2 0 4 VC23224 Open Container in Car 1 1 VC26708(A)(1) -Tinted Windows 0 1 0 0 0 0 0 1 VC21201(D) -Operating Bicycle at night w/o proper
lighting 1 1 Total 86 210 36 32 17 57 84 522 Grand Total 522 92
POLICE SERVICES
Police Services FY 2007-08 Organizatonal Chart Chief of Police Internal Affairs Public Information Officer Homeland Security Community Relations Specialist Assistant Chief of Police
Business Manager Support Services Captain West Area Captain East Area Captain Investigations Captain DPT TEAM SWAT ALARM OFFICE BOMB SQUAD Lieutenant GRAFFITI ANIMAL CONTROL CDT SRO/DARE
K9 TEAM Communications Center Info. Systems Lieutenant Lieutenant Lieutenant Crime Prevention PAL Traffic Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant SEU Lieutenant
Auto-Burg-Gen-Pawn Crimes Against Persons Narcotics Property Room Training Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Financial/Elder Abuse Court Complaint
Cal-MMET Records Academy Traffic Officers-PST'S Patrol Officers-PST'S Patrol Officers-PST'S Patrol Officers-PST'S Patrol Officers-PST'S Patrol Officers-PST'S Patrol Officers-PST'S Vice/Warrants
Child Abuse/Sexual Assault H.I.D.T.A. Range Crime Lab K.N.E.T. Reserves 93
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 Narcotics Enforcement and Community Relations. FY 2006-2007 ACCOMPLISHMENTS 1. The Department continues to be an integral
member of the Council recognized Safe Neighborhoods Committee, which through collaborative efforts with City Council members, City Staff and community members works to find solutions
and innovative means to combat gang violence in our community. Participation and leadership on this committee will be an ongoing effort to impact this scourge in our society. 2. Department
staff members have attended several interactive Community Meetings hosted by southeast Bakersfield faith based organizations. These meetings provide a venue where community members meet
and communicate with various representatives of the Law Enforcement and the Justice Systems. Agencies represented have included members of the Police Department, Sheriff’s Department,
District Attorney’s Office, Probation Department, High School District Police and the Federal Bureau of Investigation. These meetings have improved communication between these agencies
and members of the southeast Bakersfield community, and are helping build bridges and improving trust between these groups. 3. The Police Department has been an active participant in
joint City-County efforts to develop cohesive and comprehensive strategies to combat the gang problem in the City of Bakersfield and the County of Kern. These efforts include suppression,
prevention and intervention components and provide a multifaceted approach to impacting gangs and reducing violence caused by these groups. 4. The Department continues to make downtown
safety and security a priority, with ongoing efforts to work collaboratively with Council members, City Staff, business owners and the Downtown Business Association. The focus is to
find and implement methods and strategies to improve the safety and security of those who visit and patronize downtown, with an added benefit of improving the business environment in
the downtown area. Recently the Department hosted a training workshop
for bar employees and security personnel where these individuals and businesses received valuable information from our staff and State 94
Police Services continued Alcohol Beverage and Control personnel. We are confident these sessions will improve the working relationship and communication between our Department and downtown
businesses. 5. The Police Department continues its efforts to increase the community’s involvement in the Neighborhood Watch program as a Crime Prevention tool. During 2006, the Department
developed new marketing strategies to expand our Neighborhood Watch program and held 106 Neighborhood Watch meetings. We worked with our community members to form 147 new Neighborhood
Watch groups. 6. The Department has begun to develop and plan for the implementation of technological interoperability and data sharing with other Law Enforcement and Justice System
partners throughout the County of Kern. When operational, this technology will provide for the exchange of valuable information with other agencies, as well as enhanced communication
ability in the event of emergencies or disasters. 7. The Department developed evacuation plans plans and distributed brochures and information to the public due to concern over flooding
potential in the event of failure of the Lake Isabella Dam. These planning efforts are designed to mitigate the potential impact of a flood or other natural or man made disaster that
might necessitate evacuating large numbers of people from the metropolitan Bakersfield area. 8. The Department has continued its efforts to impact the issue of graffiti in our community.
Using community education and volunteer efforts, cooperative involvement between Public Works Graffiti abatement crews and aggressive enforcement, we have made significant strides in
reducing the number of offenses and the speed in which the graffiti is removed. During 2006, the Police Department made 256 arrests for graffiti vandalism and our Graffiti Habitual Offender
Suppression Team (GHOST) cleared 861 graffiti cases. GHOST received 19 Secret Witness tips from the community, made 27 educational presentations and conducted 16 anti-graffiti surveillances.
Utilizing the recently added Community Relations Specialist position, we are continuing to develop and implement an educational prevention program targeting school age children. 9. The
Department continues its efforts to seek out and obtain supplemental funding sources to carry out our mission and to improve safety in our community. In the past year we have been awarded
nearly three quarters of a million dollars in grants that we will utilize to enhance our service delivery. 95
POLICE SERVICES Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2005-06 2006-07 2006-07 2007-08 Administration $14,311,154 $15,519,959 $15,756,664 $17,121,902 Operations
$33,781,839 $38,241,439 $39,348,121 $40,020,517 Investigations $11,623,109 $12,095,178 $12,385,926 $12,634,736 Total $59,716,102 $65,856,576 $67,490,711 $69,777,155 SOURCE OF FUNDS:
General Fund $58,971,430 $65,231,576 $66,258,787 $69,177,155 Supp Law Enforcement $0 $0 $606,924 $0 Traffic Safety Fund $744,672 $625,000 $625,000 $600,000 Total $59,716,102 $65,856,576
$67,490,711 $69,777,155 FULL TIME EMPLOYEES: Administrative Svcs. 123.00 124.00 124.00 125.00 Operations 264.00 291.00 291.00 303.00 Investigations 89.00 89.00 89.00 89.00 Total 476.00
504.00 504.00 517.00 96
2011 -Headquarters DIVISION GOAL Provide direct assistance and support to the Chief of Police; investigation of personnel complaints; investigate Government Code claims for damages against
the Police Department; provide investigative assistance to the City Attorney’s Office; disseminate information to the media and relate information developed through public inquiries;
continue to implement recommendations outlined in the United States Department of Justice letter regarding the investigation of the Bakersfield Police Department, dated April 12, 2004.
FY 2006-07 ACCOMPLISHMENTS 1. Investigated 42 citizen complaints. 2. Investigated 22 internal affairs investigations. 3. Responded to 15 citizen inquiries. 4. Processed 150 permits to
conduct business within the City of Bakersfield. 5. Provided assistance to the City Attorney’s Office in response to 114 Pitchess Motions. 6. Provided investigative assistance on 53
claims against the City of Bakersfield. 7. Conducted one officer-involved shooting investigation and one critical incident investigation. 8. The Public Relations position has maintained
a quarterly on-line magazine, “BPD Insider,” for public viewing; a monthly internal newsletter, “The Blue Review,” for all current and retired employees; and has assembled several presentations
for command staff to assist in sharing information about the department. 9. In August 2006, the Department participated in a series of articles with the Bakersfield Californian entitled,
“Becoming a Cop.” This project followed several police cadets from the first day of the academy through graduation. 10. In December 2006, the Department developed a partnership with
La Campesina Radio Network. Spanish speaking police officers and personnel will be participating in a live radio show once a month to address law enforcement issues within the Hispanic
community. This will begin in the spring of 2007. 97
2011 -Headquarters continued FY 2006-07 ACTION PLAN 1. Receive, investigate, and process all personnel complaints, and strive to complete them as mandated. 2. Receive, investigate, process
and monitor all investigative requests from the City Attorney’s Office to ensure they are completed in a timely manner. 3. Complete all personnel complaint investigations within 60 days
of their reception. 4. Complete all investigative services requested by the City Attorney’s Office and Risk Management within five days. 5. Continue to implement United States Department
of Justice recommendations. SERVICE LEVEL INDICATORS FY 04-05 FY 05-06 FY 06-07 Actual Actual Actual Citizens Complaints 63 61 42 Internal Affairs Investigations 7 20 22 Citizens Inquiries
48 36 15 Pitchess Motions 87 131 114 Claims 113 83 53 Permits 218 210 150 Audits 2 1 0 O.I.S. Investigations 3 3 1 Critical Incident Investigations 1 1 1 98
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 of calls; disseminate information crucial to the effective enforcement
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
business; receive and process calls for police services in the most expeditious manner possible, to aid in the protection of life and property. FY 2006 – 2007 ACCOMPLISHMENTS 1. In cooperation
with Bakersfield College, the Planning, Research and Training section provided one POST certified Basic Police Officer Academy which graduated 28 Police Officers. 2. Maintained an improved
priority one average “receipt to dispatch” time of two minutes 44 seconds even though these calls for service increased 5% over the 2005 total. 3. Training staff coordinated and presented
over 20 professional training courses for officers and civilian employees. 4. The new 5.11 police officer uniform was researched by Training Section and later fully implemented. 5. The
Bakersfield Firearms Training Facility revitalization project was started which included the Tactical Shoot House, remodeling of the restroom facilities and remodeling of the office.
6. The Bakersfield Police Department Reserve Unit accomplished the following in 2005: • Donated 8400 hours of service working various volunteer assignments • Worked 800 hours of paid
assignments 7. The Police Activities League (PAL) added a new baseball field and had 125 participants in its inaugural season. 8. The PAL center implemented a new soccer program with
350 soccer players. 9. In conjunction with PAL, the 14 week Junior Police Academy was administered by School Resource Officers. 99
2011 -Support Services continued 10. The Communications Center increased the number of primary dispatch radio channels from one to two. 11. The Communication Center Implemented Phase
II cellular 911 services to our agency with four cellular providers. 12. 362 bikes were transferred to Pleasant Valley State Prison to be refurbished and donated to PAL for distribution.
Additionally, 57 bikes were donated to Bike Bakersfield. 13. A narcotic and firearm destruction project was completed resulting in over 600 firearms and over 200 pounds of narcotics
destroyed. 14. The Transcribing Unit was given the responsibility for the telephonic queue which provided faster response to citizens. The transcribing Unit completed 493 telephonic
reports during 2006. 15. Revised the complaint package process eliminating the need for court officers to track reports and arrest cards. 16. Records Request Unit improved the process
for citizens to report violation of court order and harassing calls by eliminating the mail request. Those individuals are contacted by phone and their reports are completed in 1-2 days
rather than 1-2 weeks. 17. Received favorable ratings in two separate DOJ site audits conducted in 2006 and were commended for our efficient records management, accuracy, and NCIC compliance.
18. Improved efficiency of data entry by implementing single point of entry for vehicles and development of tow letter template. 19. A total of 461 Crime Prevention Programs were conducted
for approximately 6200 local residents. 20. 106 new neighborhood programs were held with 1,668 people attending. 147 new Neighborhood Watch groups were formed in Bakersfield in 2006.
21. As part of graffiti abatement, prevention and education efforts, an additional Community Relations Specialist was added to the Crime Prevention Unit’s team. 22. Three comprehensive
handouts were developed for the new Domestic Violence Awareness Program. Twenty-four programs were presented for 777 people during 2006. 100
2011 -Support Services continued 23. An Identity Theft Prevention public service announcement was developed in cooperation with Eye Street Productions and KGET Channel 17. The PSA was
developed and then aired on both English and Spanish language channels. 24. The BPD Explorer Post maintained an average of 42 young people who donated 9232 hours in 2006. FY 2007 – 2008
ACTION PLAN 1. Present two POST Basic Police Officer Academies and two POST Basic Dispatcher Academies. 2. Develop a two year rotational training calendar. 3. Implement the Training
Needs Assessment for the entire Department. 4. Complete the Building Security Project. 5. Increase the Reserve Unit by 10%. 6. Donate 9000 hours of Reserve Unit service to the community.
7. Achieve and maintain an average “receipt to dispatch” time of less than two minutes for priority one calls. 8. Develop a marketing strategy to promote the two newest Crime Prevention
Programs, Graffiti Awareness and Volunteers in Police Service (VIPS). • Design a comprehensive handout for each program. • Promote each program via various media sources. • Develop a
citizen’s “academy” which each volunteer will be required to attend prior to their appointment. • Identify volunteers within who will work with the Graffiti Awareness program. • Develop
a Disaster Preparedness component which will be added to the existing Neighborhood Watch program. This component will be presented during Neighborhood Watch meetings. 101
2011 -Support Services continued SERVICE LEVEL INDICATORS Planning, Research & Training FY 05-06 Actual FY 06-07 Actual FY 07-08 Adopted Mandated training to sworn personnel & civilians
(hours) 28/8 28/8 24/8 Monthly Training Bulletins 26 37 35 Basic Academy Course 2 2 2 Public Safety Dispatcher Course 2 2 2 Background Investigations 177 193 200 Records Section FY 05-06
Actual FY 06-07 Actual FY 07-08 Adopted General Offenses entered 55,938 57,564 59,344 Vehicle Impounds Processed 9,105 9,328 10,038 Calls Completed by Records (mail-in, online, telephonic
9,105 1,579 2,110 102
HEADQUARTERS AND SUPPORT SERVICES Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $11,398,713 $12,405,384 $12,405,384 $13,281,748
Operating $2,790,586 $3,080,488 $3,288,268 $3,792,979 Capital $121,855 $34,087 $63,012 $47,175 Total $14,311,154 $15,519,959 $15,756,664 $17,121,902 SOURCE OF FUNDS: General Fund $14,311,154
$15,519,959 $15,604,664 $17,121,902 Supp Law Enforcement $0 $0 $152,000 $0 Total $14,311,154 $15,519,959 $15,756,664 $17,121,902 103
2021 – Operations DIVISION GOAL Protect life and property; investigate crimes and apprehend criminal violators; provide for the safe and orderly flow of traffic; provide police canine
service; provide for safe schools through crime prevention, intervention and enforcement measures; provide animal control services; provide graffiti prevention, enforcement and investigation
and provide preventative patrol to the community. FY 2006-07 ACCOMPLISHMENTS 1. The traffic section secured a State of California Office of Traffic Safety grant for $502,165. This grant
includes money for DUI checkpoints, saturation patrols, warrant service, special traffic projects, electronic citation devices, passive alcohol sensors, radar guns and other traffic
related equipment. 2. Traffic section secured a State of California Office of Traffic Safety Click-it or Ticket grant for over $36,000. During a designated 3 week period in 2006, the
Police Department issued over 1200 citations for safety restraint violations. 3. Foot beat officers were assigned Monday through Friday in the downtown and Baker Street areas. They have
continued to foster good relationships between local businesses and the Police Department. Foot beat officers spent time focusing on problems within their respective areas and a watch
commander meets monthly with the Downtown Business Association to keep abreast of current issues affecting the downtown business district. 4. The traffic and patrol sections conducted
two river bed sweeps of the Kern River during 2006. Additionally, the traffic section provided off-road motorcycle patrol to the area on four separate occasions. 5. The Operations Division
implemented a Directed Policing Team. This six officer team, supervised by a sergeant, is tasked with providing directed enforcement in specific areas through out the City. The team
has proven to be extremely effective and has made hundreds of arrests and vehicle impounds in hopes of improving the quality of life and reducing repeat calls for service in many areas
of the City. 6. The Police Department made 256 arrests for graffiti vandalism and cleared 861 graffiti offenses in 2006. The Graffiti Habitual Offender Suppression Team (GHOST) received
19 Secret Witness graffiti tips from the community, made 27 educational presentations to a variety of community groups about graffiti vandalism and conducted 16 surveillance operations
in order to apprehend graffiti vandals. GHOST continues to focus on locations prone to tagging, including City parks and other problem areas with the City limits. GHOST has worked closely
with the City Attorney’s Community Prosecutors to bring graffiti vandals to justice. 104
2021 -Operations continued 7. The Department’s first Bloodhound, Rikki has continued her certification training and is now being gradually introduced to field work. 8. Animal Control
Officers have worked in conjunction with Kern County Animal Control to reach a consensus on department standards regarding shelter operations and interaction with the public at the county
shelter. Animal Control officers worked cooperatively with the county at twelve joint clinics, four street fairs, and a Responsible Dog Owner Day where spay/neuter materials and information
was disseminated. 9. The Police Department’s School Resource Officer unit was awarded a $206,864 grant for the Gang Resistance Education and Training (GREAT) Program. Training was implemented
in 7 local schools, and to date 2,500 students have completed the course. 10. The Police Department continued to pursue local, state and federal sources of funding to maximize its resources
with a result of the acquisition of nearly threequarters of a million dollars in grant funding. FY 2007 – 2008 ACTION PLAN 1. The traffic section will carry out the project’s outline
in the two year Office of Traffic Safety Traffic Enforcement Program grant secured in 2006. This includes implementation of electronic citation devices to be used by motor officers.
The traffic section will participate in countywide “Avoid the 14” anti-DUI enforcement campaign. 2. The traffic section will conduct directed enforcement efforts in areas of our jurisdiction
that are experiencing a high number of traffic accidents with the desired result of decreasing injury accidents in the city. 3. The Special Enforcement Unit will participate and collaborate
with county, state and federal agencies to reduce local gang violence, and improve safety and the quality of life for all citizens of the City. 4. The patrol section will continue to
build relationships with employees of Kern County Housing Authority and Martin Luther King Jr. Park in order to work cooperatively to deter crime in the area. Additionally, a satellite
office will be opened and staffed at newly built Fire Station # 5 on East White Lane, east of Union Avenue. 5. The Operations Division will strengthen ties with local merchants and retail
property owners through active participation in business watch programs that address a variety of crimes that victimize business owners and consumers alike. 105
2021 -Operations continued 6. The traffic section will apply for a grant from the California Office of Traffic Safety to participate in the national “Click-it or Ticket” enforcement
and education campaign to increase compliance with seatbelt and child safety seat laws. 7. City of Bakersfield Animal Control, in cooperation with Kern County Animal Control, will host
joint clinics that promote the positive aspects of spaying and neutering cats and dogs and the importance of proper vaccination and licensing. 8. The traffic and patrol sections along
with the Directed Policing Team, and homeless advocacy groups, will conduct quarterly sweeps of the Kern River bike path and river bed to eradicate encampments that have become a haven
for criminal activity and pose public health risks. 9. The Directed Policing Team and Graffiti Habitual Offender Suppression Team (GHOST) will direct efforts to resolve problems created
by transients and vandals in public parks and local neighborhoods, and will work in cooperation with with the City Attorney’s Community Prosecutors to prosecute these law violators.
SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Actual Adopted Calls for Service 261,792 269,569 286,910 Citations 22,417 15,612 22,500 “A Life Interrupted” Presentations
30 50 65 DUI/Unlicensed Driver Checkpoints 3 8 6 Street Checks 4,217 5,339 6,800 Vehicle Impounds 9,017 7,639 8,000 *Calendar year 2006 106
OPERATIONS Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $27,690,392 $31,424,461 $31,863,710 $33,261,798 Operating $6,088,064
$6,609,928 $7,037,431 $6,678,195 Capital $3,383 $207,050 $446,980 $80,524 Total $33,781,839 $38,241,439 $39,348,121 $40,020,517 SOURCE OF FUNDS: General Fund $33,037,167 $37,616,439
$38,548,197 $39,420,517 Traffic Safety Fund $744,672 $625,000 $625,000 $600,000 Supp Law Enforcement $0 $0 $174,924 $0 Total $33,781,839 $38,241,439 $39,348,121 $40,020,517 107
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. The use of the Crime Analysis section by investigators has
proven to be a valuable asset when attempting to determine crime trends as well as potential suspects. The effectiveness of the Special Enforcement Unit continues to impact gang violence
in our community with prompt response to gang-related crimes. FY 2006 – 2007 ACCOMPLISHMENTS Juvenile/Sex Crimes Detail: Investigations attended the following training: 1. Child Abuse
Course (Robert Pressley – Institute of Criminal Investigation) 2. Homicide Investigators Course for investigating deaths of babies. (Robert Pressley – Institute of Criminal Investigation).
3. POST Interview and Interrogation Course 4. POST basic 40-hour Sexual Assault Class 5. The Juvenile/Sex Crimes Unit conducted over 1,000 sexual offender compliance checks, an 8% increase.
Crimes Against Persons: 1. During January 2007, two additional detectives were assigned to the Crimes Against Persons Detail to conduct follow-up investigation on gang related crimes.
2. The Crimes Against Persons Unit investigated 24 homicides, a 25% decrease from the number of homicides investigated in 2005. 3. On February 21, 2007, the murder trial of Vincent Brothers
began in Kern County Superior Court. Police Detectives and other Department personnel have spent numerous hours on this investigation which began in July 2003. The following schools
were attended by Crimes Against Persons Detectives: 4. Bloodshed Interpretation 5. Behavioral Analysis/Interviewing 6. Advanced Cognitive Interviewing and Forensic Statement Analysis.
108
2031 -Investigations continued Domestic Violence: 1. In October 2006, a domestic violence warrant sweep was conducted which resulted in 212 warrant service attempts and 71 warrants cleared.
2. From July 2006, through March 8, 2007, 1,329 cases of domestic violence were investigated: 170 of those cases were aggravated assaults, 771 were simple assaults, 388 of those cases
were documented domestic violence. Crime Scene Unit: 1. CSU processed 2,576 “Laboratory Service Requests” and printed 20,900 photographs. 2. 776 suspects were printed and 159 individuals
from the general public were fingerprinted. 3. CSU responded to 211 call-outs and made 170 positive “hits” of the 774 AFIS quality prints entered. Warrant/Fugitive Detail: The Warrant/Fugitive
detail also participated in the Domestic Violence Warrant Sweep. These efforts resulted in: • Clearance of 45 misdemeanor domestic violence warrants • 3 other felony warrants • 23 other
misdemeanor arrests • 1 felony domestic violence prison hold • 4 misdemeanor domestic violence prison holds Homeland Security: 1. The Homeland Security Unit (HSU) continued to develop
a working relationship with state, federal and other local intelligence and law enforcement agencies. 2. The HSU added a full-time detective to the FBI Joint Terrorism Task Force (JTTF).
3. In September 2006 the JTTF culminated a 2 ½ year investigation that resulted in the arrest of two suspects for receiving and conspiring to receive stolen government equipment, possession
of classified national security information, and being an unregistered agent of a foreign power. An additional suspect was also indicted. 109
2031 -Investigations continued Vice: 1. The BPD/KCSD Joint Vice Detail received two grants from the California Department of Alcoholic Beverage Control. One is to assist, investigate,
and educate business owners and the public in issues involving the sale and consumption of alcoholic beverages. The second grant is a “Minor Decoy” grant of $19,000. The purpose of this
grant is to target ABC licensed businesses that sell alcoholic beverages to minors. 2. The Vice unit conducted 28 operations (sweeps/stings) that resulted in 182 arrests. The unit achieved
a 66% increase in prostitution arrests in 2006. ABC Unit: • 27 Minor Decoy operations, resulting in 50 arrests • 13 Minor Shoulder Tap operations, resulting in 43 arrests • 231 Bar Enforcement
operations, resulting in 112 arrests Adult: • 58 adult bookstore inspections, resulting in 21 arrests Narcotics: In September 2006, the Narcotics unit, along with DEA agents, investigated
a drug trafficking organization from the Los Angeles area that resulted in the arrests of six suspects and the seizure of 33 pounds of methamphetamine. Kern Narcotics Enforcement Team
(KNET): 1. KNET investigated the activities of subjects on parole and probation who were suspected of illegal narcotic activity. KNET officers conducted 129 searches during this year.
2. The unit acquired a narcotics detection canine that is trained to provide passive alerts on various types of narcotics. 3. KNET assisted other agencies on 64 occasions, an increase
from the previous year of 28. Special Enforcement Unit: 1. The Special Enforcement Unit continues to emphasize probation and parole searches as an effective tool to impact street gangs.
Between July 1, 2006, and March 8, 2007, the unit conducted 2,971 probation/parole searches. This is a 40% increase over the same time period last year. 110
2031 -Investigations continued 2. Gang related shootings decreased by 38% (90 in 2005 to 56 in 2006). 3. SEU officers gave approximately 38 gang presentations to various community groups.
4. SEU officers responded to Sacramento to locate and arrest a homicide suspect wanted in Bakersfield. He was subsequently transported back to Bakersfield for prosecution. 5. The Gang
Activity telephone line (325-GANG) was added in December 2006. This allows community members to provide information regarding gang activity in their area. This phone line provides an
immediate connection between confidential information from the public and the Special Enforcement Unit. Burglary/General Investigations/Auto Theft: 1. In July 2006, Auto Theft/Burglary
detectives conducted an investigation into a business that was parting out stolen vehicles (“chop shop”). This investigation led to the recovery of four stolen vehicles and the arrests
of three suspects. 2. In September 2006, detectives took part in “Operations Hands Off” which led led to the service of 45 arrest warrants for domestic violence offenses. 3. In November
2006, detectives noted a growing trend of residential burglary offenses perpetrated by the “East Side Crips” gang members. Investigation led to the arrests of five suspects and the clearance
of three offenses. Four of the arrested suspects were previously documented “East Side Crips” gang members. 4. In December 2006, in response to a rash of downtown window smash burglaries,
detectives implemented surveillance which resulted in the apprehension of three suspects. Financial Crimes: 1. 27 reports of real estate fraud and 231 reports of counterfeit US currency
were investigated. 2. An out-of-county real estate ring was investigated which fraudulently took over ownership of real estate property throughout California and used it as collateral
to obtain bank loans without the knowledge of the true property owner. 3. 568 credit card fraud reports and 584 identity theft reports were investigated. 4. The unit investigated a large
scale identity theft by employees of a local business. Because of the immense scope of the investigation, assistance was 111
2031 -Investigations continued requested from the United States Postal Service and the United States Attorney’s Office. The case is currently being investigated by federal authorities.
Pawn: There were a total of 25 pawn cases resulting in 15 arrests with $41,946 worth of property recovered. FY 2007 – 2008 ACTION PLAN Crimes Against Persons (CAP): 1. CAP will continue
to work closely with the Special Enforcement Unit to pursue and arrest suspects in gang related homicides, shootings, and other crimes involving gang members. 2. Domestic violence warrant
sweeps will be conducted on a random basis, and the unit will continue to work with local organizations on domestic violence prevention. Juvenile/Sex Crimes: 1. The Juvenile/Sex Crimes
unit will increase the number of registered sex offender compliance checks by 10%. There were 1,000 compliance checks in 2006. 2. The Juvenile/Sex Crimes unit will continue to work closely
with State Parole to track high risk sex offenders residing in the City of Bakersfield. These efforts will minimize the likelihood of re-offending by the parolee, and will also enhance
the working relationship of the police department and State Parole. Crime Scene Unit: 1. The unit will continue to review cold case homicides for AFIS and CODIS entries. 2. Lab technicians
will continue to maintain the
number of AFIS entries entered into the system for comparison. Narcotics: 1. The unit will maintain the level of “major” narcotic vendor investigations and increase the number of street
drug buy operations to impact gang member drug sales. 2. The unit will continue to work closely with DEA major narcotics investigations. 3. The unit will provide training to patrol officers
on current trends in narcotics packaging, concealment, and transportation across the country and locally. 112
2031 -Investigations continued Kern Narcotics Enforcement Team (KNET): 1. KNET will increase the number of investigations and parole/probation searches involving gang members. 2. The
unit will be more proactive in the rural areas of the county, and communicate more frequently with the representatives in these areas for planned operations. VICE: 1. The BPD/KCSD Joint
Vice detail will continue with its efforts in conducting at least 10% more prostitution sweeps (28 in 2006) 2. The detail will continue to maintain ABC minor decoy operations at the
current 2006 level of 27 operations, which resulted in 50 arrests. 3. Increase the number of bar enforcement operations by 10% in 2007. A total of 231 operations were conducted in 2006.
4. Continue to pursue grant funding for specific operations from the Alcohol Beverage Control Grant Assistance Program (GAP). 5. Maintain the 2006 arrests for the unit (511), a 49% increase
over 2005 arrests. Homeland Security: 1. The Homeland Security Unit will continue to assist in the coordination of the Kern Threat Working Group. 2. The unit will work closely with the
JTTF to insure involvement in securing the community from potential terrorist acts. SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Actual Adopted KNET Narcotics Arrests 201
108 235 Major Narcotics Investigations 14 59 12 Registered Sex Offender Compliance Checks 1,064 1,150 1,120 113
INVESTIGATIONS Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $10,415,159 $10,750,295 $10,750,295 $11,196,000 Operating $1,153,979
$1,328,933 $1,327,746 $1,418,146 Capital $53,971 $15,950 $307,885 $20,590 Total $11,623,109 $12,095,178 $12,385,926 $12,634,736 SOURCE OF FUNDS: General Fund $11,623,109 $12,095,178
$12,105,926 $12,634,736 Supp Law Enforcement $0 $0 $280,000 $0 Total $11,623,109 $12,095,178 $12,385,926 $12,634,736 114
FIRE SERVICES
FY 2007-2008 Organizational Chart Maintenance Communications Environmental Prevention Fire Safety Services Deputy Fire Chief Administrative Services Deputy Fire Chief Arson Training
Firefighting Fire Suppression Services Deputy Fire Chief Fire Chief Fire Services 115
Fire Services DEPARTMENT GOAL To serve citizens by protecting lives, property, and the environment 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 2006-07 ACCOMPLISHMENTS 1. Began construction
on re-located Fire Station 5 at White Lane east of Union Avenue. 2. Began design work on Fire Station 14 (Mt. Vista and Harris) 3. Retained consultant “Citygate”, to analyze possible
solutions for our growth issues in regards to Fire protection. 4. Work with various groups to ensure safety in topographically challenged areas as well as high density housing developments
referred to as “cluster homes”. 5. Re-opened Squads 5 and 13. 6. Installed mobile computers in all front line and reserve fire engines and ladder trucks. FY 2007-08 SIGNIFICANT BUDGET
CHANGES 1. Continue to address fire protection in growth areas of the City, while abiding by the Joint Powers Agreement (JPA). 2. Design and construct Fire Station 14 at Mt. Vista and
Harris. 3. Open Fire Station 5 at new location on White Lane east of Union Avenue. 4. Celebrate Bakersfield Fire Department’s 130th birth-year with the community. 5. Develop a conceptual
agreement with Kern County Fire Department as to the placement of future Truck Companies within the metropolitan area. 6. Enhance city-wide disaster response preparedness using the Metropolitan
Medical Response System (MMRS), the deployment of Community Emergency Response Teams (CERT), and the development of the City’s Major Emergency Response Plan. 116
Fire Services continued 7. Utilize “automatic vehicle locators”, stored inside of mobile computers to dispatch the closest fire engine. This is a change from past practice in that the
actual closest engine will respond, instead of the designated “first-in” engine for a given area. 117
FIRE SERVICES Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2005-06 2006-07 2006-07 2007-08 Administration $1,477,257 $1,404,071 $1,404,071 $1,682,068 Fire Safety $2,045,885
$2,336,056 $2,336,056 $2,348,440 Fire Suppression $25,355,814 $26,355,584 $26,355,584 $27,507,841 Total $28,878,956 $30,095,711 $30,095,711 $31,538,349 SOURCE OF FUNDS: General Fund
$28,878,956 $30,095,711 $30,095,711 $31,538,349 Total $28,878,956 $30,095,711 $30,095,711 $31,538,349 FULL TIME EMPLOYEES: Administration 9.00 9.00 9.00 10.00 Fire Safety 21.00 22.00
22.00 23.00 Fire Suppression 176.00 179.00 179.00 179.00 Total 206.00 210.00 210.00 212.00 118
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 2006-07 ACCOMPLISHMENTS 1. Conducted two Battalion Chief exams one Fire Captain’s exam, one Engineer’s exam, and one Firefighter
entrance exam. 2. Conducted one BFD Firefighter Recruit Academy and one Bakersfield College Firefighter I Academy. 3. Completed the diesel exhaust removal system for 10 Fire Stations
(Federal Grant $211,176). 4. Took delivery of two replacement fire engines and one replacement ladder truck. 5. Took delivery of one Technical Rescue Vehicle purchased with Federal Grant
Funds. 6. Updated Fire Department webpage which enhanced communication with the public and the media. 7. Began construction on re-located Fire Station 5 to White Lane east of Union Avenue.
8. Began design work on Fire Station 14 (Mr. Vista and Harris). 9. Retained consultant “Citygate”, to analyze possible solutions for our growth issues in regards to Fire protection.
FY 2007-08 ACTION PLAN 1. Continue to address fire protection in growth areas of the City, while abiding by the Joint Powers Agreement (JPA). 2. Continue to develop Public Education
and Public Information Programs. 3. Take delivery of one replacement fire engine. 4. Design and construct Fire Station 14 at Mt. Vista and Harris. 119
3011 – Administration continued 5. Open Fire Station 5 at new location on White Lane east of Union Avenue. 6. Celebrate Bakersfield Fire Department’s 130th birth-year with the community.
120
ADMINISTRATION Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $1,281,220 $1,268,673 $1,268,673 $1,509,709 Operating $147,890
$135,398 $135,398 $172,359 Capital $48,147 $0 $0 $0 Total $1,477,257 $1,404,071 $1,404,071 $1,682,068 SOURCE OF FUNDS: General Fund $1,477,257 $1,404,071 $1,404,071 $1,682,068 Total
$1,477,257 $1,404,071 $1,404,071 $1,682,068 121
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 2006-07 ACCOMPLISHMENTS 1.
Updated fees in Fire Prevention and started the Self-Certification Program. This program is two-fold; it targets the low risk businesses at one –third the cost, and meets the Universal
Waste mandates. 2. Implemented new Records Management system (RMS) to ensure proper documentation required by the State for fire reporting purposes. 3. Worked with various groups to
ensure safety in topographically challenged areas as well as high density housing developments referred to as “cluster homes”. FY 2007-08 ACTION PLAN 1. Develop pre-incident information
with the Records Management System to allow Incident Commanders access to data via their mobile computer. 2. Review methods, cost, and fees associated with our Fire Prevention Division
to ensure the most cost effective service and enforcement for a business safe community. SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Projected Adopted Prevention Inspections/Plan
Reviews 3614 5,000 5,000 Fire Permit Reviews 266 300 300 Site Plan Reviews 407 460 460 122
FIRE SAFETY Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $1,519,140 $1,650,320 $1,650,320 $1,713,863 Operating $451,260
$591,136 $591,136 $573,577 Capital $75,485 $94,600 $94,600 $61,000 Total $2,045,885 $2,336,056 $2,336,056 $2,348,440 SOURCE OF FUNDS: General Fund $2,045,885 $2,336,056 $2,336,056 $2,348,440
Total $2,045,885 $2,336,056 $2,336,056 $2,348,440 123
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 2006-07 ACCOMPLISHMENTS 1. Received a Federal grant for fire shelters and wildland firefighting clothing. This grant is appreciated due to the expense of the updated
safety specifications for both shelters and protective clothing. 2. Re-opened Squads 5 and 13. 3. Development a “Heavy Rescue” Task Force response capability. 4. Installed mobile computers
in all front line and reserve fire engines and ladder trucks. 5. Supported area hospitals with continuing education and training in regards to decontamination and WMD issues. 6. Initiated
Rescue and Hazardous Material paramedic field programs. FY 2007-08 ACTION PLAN 1. Develop a conceptual agreement with Kern County Fire Department as to the placement of future Truck
Companies within the metropolitan area. 2. Enhance city-wide disaster response preparedness using the Metropolitan Medical Response System (MMRS), the deployment of Community Emergency
Response Teams (CERT), and the development of the City’s Major Emergency Response Plan. 3. Continue disaster preparedness activities through the MMRS grant by conducting mass drills.
This continued training allows for a coordinated plan between local governments and the medical community in case of a large-scale disaster. 4. Certify rescue vehicle through OES as
a medium rescue apparatus. 5. Utilize “automatic vehicle locators” stored inside of mobile computers to dispatch the closest fire engine. This is a change from tradition in that the
actual closest engine will respond, instead of the designated “first-in engine. 124
3031 – Fire Suppression Services continued SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Projected Adopted Emergency Responses 25,736 27,000 28,000 Structure Fires 10,404
10,600 10,650 Medical Aids 14,267 14,600 14,750 Training Hours 14,192 14,000 14,000 125
FIRE SUPPRESSION Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $22,920,516 $23,767,877 $23,767,877 $24,633,249 Operating
$2,300,532 $2,432,327 $2,432,327 $2,799,592 Capital $134,766 $155,380 $155,380 $75,000 Total $25,355,814 $26,355,584 $26,355,584 $27,507,841 SOURCE OF FUNDS: General Fund $25,355,814
$26,355,584 $26,355,584 $27,507,841 Total $25,355,814 $26,355,584 $26,355,584 $27,507,841 126
PUBLIC WORKS
Public Works Director Public Works FY 2007-2008 Organizational Chart Solid Waste Solid Waste Director Wastewater Treatment Wastewater Manager General Services Streets Telecommunications
Fleet Operations Equipment Public Works Operations Manager Traffic Engineer Construction/Survey Design Subdivisions Engineering Administrative Assistant AAsssts. t .T oP Puubblilcic
W Woorrkkss DDiirreeccttoorr Asst. to the Public Works Director Thomas Roads Imp. Program 127
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 Cityowned facilities; to provide oversight for the design and construction of the Bakersfield
Systems Plan and the Thomas Roads Improvement Program; to provide waste collection and waste recycling services; to provide graffiti removal services; to provide and maintain Citywide
equipment, fleet and telecommunications systems; and to ensure that public inquiries are handled in a timely and professional manner by providing exceptional customer service department-wide.
FY 2006-07 ACCOMPLISHMENTS Thomas Roads Improvement Program (TRIP) Division: 1. Completed preliminary engineering for the Westside Parkway project and received certification of the California
Environmental Quality Act (CEQA) environmental document and a Finding of No No Significant Impact for the National Environmental Policy Act (NEPA) environmental document. Completed 90%
of the acquisition needed for the project’s right-of-way. 2. Worked with Kern Council of Governments (Kern COG) to obtain additional funding for construction of the Westside Parkway
through the State Transportation Improvement Program (STIP) Augmentation Program. An additional $45.2 million was approved for the project by the California Transportation Commission.
3. Selected consultants and began preparation of construction plans for Mohawk Street, the Westside Parkway, and the widening of 7th Standard Road. 4. Completed the initial Federal Highway
Administration Financial Plan for all TRIP projects. 5. Finished the Project Study Report for the Morning Drive at State Route 178 Interchange. 6. Completed the draft Project Study Report
for the State Route 178 widening project. 7. Following passage of Assembly Bill 1858, began negotiations and process for relinquishment of State Routes 58, 178 and 204 from Caltrans
to the City of Bakersfield. 128
Public Works continued 8. Initiated negotiations with consultants for preliminary engineering and environmental work for: • 24th Street Widening • 24th/Oak Street Intersection Improvements
• Rosedale Highway Widening • Centenial Corridor • Morning Drive/SR 178 Interchange • West Beltway 9. Completed plans and advertised for bids for the construction of the interchange
at Fairfax Road and State Route 178. Engineering Division 1. Capital Improvement Program accomplishments include: a. Completed design and/or construction documents for 48 CIP projects
including: • Pavement resurfacing/reconstruction on major roads • Twelve new traffic signals • Sewer main to Wastewater Treatment Plant No.2 • Mt. Vernon Greenwaste Facility Power Conversion
• Culvert reconstruction at McCourry Street and at Hughes Lane • Street improvements on Casa Loma between Madison and Lotus Lane • Streetscape improvements on 34th Street between Q Street
and Union Avenue • Storm drain improvements on 22nd Street between Elm Street and C Street • New alternative fueling station • Street improvements on Panama Lane at Golden State b. Awarded
construction contracts and/or performed construction management and inspection services for 32 CIP projects including: • Chester Avenue Bridge Replacement • Allen Road Sewer Project
• Planz Sewer Trunk Line Replacement • Rosedale Highway Widening Project 2. Updated current traffic signal priority list, adding the new locations that met warrants for consideration
in subsequent CIP project lists. 3. Increased the cumulative total of traffic signals connected to the Traffic Operations Center to 242. 4. Implemented new signal timing and route coordination
plans at 30 intersections based on update of traffic volumes. 129
Public Works continued 5. Efficiently delivered plan check and inspection services to the development community. General Services Division 1. Anti-Graffiti Program: • Initiated new schedules
that provide for seven days a week graffiti removal • Assisted in the construction of two new graffiti paint trucks and two additional pressure wash trucks 2. Improvements completed
during this fiscal year include: • Upgraded 26 suites at Rabobank Arena • Managed the upgrade/modernization of the City Hall elevator • Responded to and managed the clean-up of hazardous
materials in the City Hall HVAC System • Modified the traffic signal on the northeast corner of Brimhall and Calloway • Completed the 6,000 hour overhauls on three ice floor compressors
at Rabobank Arena and two ice floor compressors at the Ice Sports Center • Designed, constructed and installed all signs at the Park at Riverwalk 3. Bakersfield Municipal Airport: •
Executed ten new ground leases for construction of hangers • Managed the construction of a new new restaurant Streets Division 1. Resurfaced/reconstructed 70 lane miles of residential
streets and sealed 250 street miles with a surface penetration sealer. 2. Installed a storm line, sewer line, and sewer lift station at Fire Station No. 5. 3. Widened the north side
of Brimhall Road, east of Calloway Drive. 4. Successfully monitored and maintained failing sewer lift station at McCutchen and Gosford Road. Equipment Division 1. Purchased ten liquefied
natural gas (LNG) refuse trucks and one compressed natural gas (CNG) sweeper. Alternative fuel vehicles reflect the City’s commitment to clean-air standards. 2. Opened a fleet satellite
shop at the Mount Vernon Recycling Facility to provide onsite maintenance of large equipment. 3. Completed the installation of a communications repeater system at the East Radio Site
for complete 24/7 interoperability between the City of Bakersfield Police 130
Public Works continued Department and Kern County Sheriff Department. 4. Completed phase one of the reprogramming of all City radio communications equipment for additional channel capacity
and interoperability. Wastewater Division 1. Completed the design for the Plant 3 – 2007 Expansion Project. 2. Installed a new 643 kilowatt co-generation engine at Plant 2. This engine
is eligible for a $363,000 incentive rebate from PG&E. The co-generation system burns digester methane gas to produce electricity at a significant savings to the City. 3. Distributed
Best Management Practices information packets to restaurants and vehicle services. This packet is designed to educate commercial customers about proper disposal practices in order to
protect wastewater facilities. Solid Waste Division 1. Created new incentives for the City-wide voluntary curbside recycling program. 2. Obtained a $1.5 million state grant for curbside
recycling to purchase material sorting equipment. 3. Integrated litter cleanups in the Keep Bakersfield Beautiful (KBB) program with other ongoing cleanup efforts to leverage the use
of volunteer efforts with minimal City resources. 4. Initiated the design/build project to electrify diesel powered equipment at the Mount Vernon Recycling Facility to reduce air pollution.
5. Completed the final landfill closure plan for the former Bakersfield Landfill. 6. Entered into a Memorandum of Understanding with Kern County and began feasibility studies for refuse
transfer stations as a potential way to reduce air pollution. 131
FY 2007-08 SIGNIFICANT BUDGET CHANGES 1. The adopted FY 2007-08 budget reflects Council’s continuing commitment to graffiti eradication. The amount budgeted for graffiti eradication
provides sufficient funding to operate the program seven days a week, year round. No additional positions or equipment are requested for the graffiti eradication program because of Council’s
past commitment to fully fund this program. 2. The FY 2007-08 adopted operating budget continues the City Council’s commitment to the street maintenance program. Approximately $10.0
million is approved for street maintenance activities within the operating budget. The approved CIP budget totals $7.9 million. Therefore, the combined operating and CIP budget approved
for FY 2007-08 totals close to $17.9 million. 3. Staff is proposing a 14.8% increase in all sewer user fees for FY 2007-08. The residential sewer rate will go from $135 to $155. Since
all other sewer user fees are based upon this single-family rate, those rates will also increase by the same percentage. This increase is required to fund: • Annual operating costs •
Capital improvement budget for storm water/sewer collection systems and wastewater treatment plants • Establish and replenish sewer reserve funds • Debt service on bonds to be issued
for Plant 3 upgrade and expansion Project Additional rate increases are being phased in over a seven-year period for hospitals. This will be year seven of the phase-in period. Hospitals
will see an additional increase in their rates next year, in addition to the COLA. The rate for hospitals is approved to increase from $75.74 to $93.00 per bed. 4. Refuse rates are projected
to increase 3.2% to cover cost increases. The rate increase also covers inflation of 3.2% in the hauling contract. The residential refuse rate will go from $169.08 to $174.48, a monthly
increase of 45 cents. 5. New positions, by funding source, approved for FY 2007-08 are listed below. General Fund: Air Conditioning Technician I (maintenance of HVAC) 1 Construction
Inspector Inspector (CIP program) 2 Facility Worker (custodial services) 1 Maintenance Craftworker I (maintain City facilities) 2 Traffic Operations Technician (signal timing coordination)
1 132
Significant Budget Changes continued Equipment Management Fund: Communications Technician I (maintenance of equipment) 1 Fleet Mechanic I (maintenance of City fleet) 1 Wastewater Fund:
Accountant I (accounting and budgeting) 1 Service Maintenance Worker (sewer and storm maintenance) 2 Refuse Fund: Fleet Mechanic I (maintenance of refuse fleet) 1 Service Maintenance
Worker (street cleaning) 2 Solid Waste Equipment Operator (commercial growth) 1 Total 16 133
PUBLIC WORKS Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2005-06 2006-07 2006-07 2007-08 Administration $526,491 $611,401 $611,401 $610,796 TRIP $294,118 $896,512
$896,512 $1,123,317 Engineering $6,226,679 $7,004,412 $7,291,146 $7,781,787 General Services $8,033,212 $9,381,819 $9,381,819 $10,635,972 Streets $12,790,733 $15,455,466 $15,559,566
$17,309,252 Equipment $21,493,325 $26,358,635 $27,618,911 $25,810,016 Wastewater $14,757,617 $6,973,805 $6,973,805 $7,584,675 Solid Waste $28,774,525 $32,120,877 $32,214,971 $34,981,393
Total $92,896,700 $98,802,927 $100,548,131 $105,837,208 SOURCE OF FUNDS: General Fund $14,198,682 $17,518,153 $17,518,153 $19,921,721 TDF TRIP Local Match $294,118 $896,512 $896,512
$1,123,317 Dev. Services Fund $2,669,613 $3,159,742 $3,446,476 $3,485,632 Federal Transportation Fund $166,766 $0 $0 $0 State Gas Tax $3,713,903 $4,564,633 $4,564,633 $4,729,466 Transportation
Dev. Fund $276,738 $359,739 $359,739 $365,746 Aviation Fund $286,654 $148,165 $148,165 $155,962 Amtrak Operating Fund $174,522 $287,000 $287,000 $250,000 Park Improvemt Fund $6,339 $15,000
$15,000 $15,000 Domestic Water Fund $6,656 $15,000 $15,000 $15,000 Sewer Service-Plant 2 $5,133,922 $2,730,497 $2,730,497 $3,099,713 Sewer Service-Plant 3 $13,108,775 $7,743,674 $7,743,674
$8,515,074 Equipment Fund $21,493,325 $26,358,635 $27,618,911 $25,810,016 Refuse Fund $31,286,475 $35,006,177 $35,204,371 $38,280,461 Assessment Districts $80,212 $0 $0 $70,100 Total
$92,896,700 $98,802,927 $100,548,131 $105,837,208 FULL TIME EMPLOYEES: Administration 8.00 9.00 9.00 9.00 TRIP 0.00 6.00 6.00 6.00 Engineering 58.00 61.00 61.00 64.00 General Services
61.00 72.00 72.00 76.00 Streets 86.00 94.00 94.00 98.00 Equipment 53.00 57.00 57.00 59.00 Wastewater 29.00 31.00 31.00 32.00 Solid Waste 105.00 110.00 110.00 112.00 Total 400.00 440.00
440.00 456.00 134
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 2006-07 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 2007-08 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. 135
ADMINISTRATIVE SERVICES Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $477,948 $543,089 $543,089 $549,950 Operating $48,283
$64,780 $64,780 $60,846 Capital $260 $3,532 $3,532 $0 Total $526,491 $611,401 $611,401 $610,796 SOURCE OF FUNDS: General Fund $526,491 $611,401 $611,401 $610,796 Total $526,491 $611,401
$611,401 $610,796 136
4021 – Thomas Roads Improvement Program (TRIP) DIVISION GOAL Provide oversight for the design and construction of the various federally funded project elements of the Bakersfield Systems
Plan and the Thomas Roads Improvement Program. FY 2006-07 ACCOMPLISHMENTS 1. Selected consultants and began preparation of construction plans for Mohawk, the Westside Parkway, and 7th
Standard widening projects. 2. Completed the initial Federal Highway Administration Financial Plan for all TRIP projects. 3. Completed preliminary engineering for the Westside Parkway
project, and received certification of the CEQA environmental document and a Finding of No Significant Impact for the NEPA environmental document. Completed 95% of the acquisition needed
for the project’s right-of-way. 4. Completed the Project Study Report for the Morning Drive at State Route 178 Interchange. 5. Initiated the draft Project Study Report for the State
Route 178 widening project. 6. Completed plans and awarded the construction of the interchange at Fairfax Road and State Route 178. FY 2007-08 ACTION PLAN 1. Initiate the financial plan
for the Westside Parkway project. 2. Complete acquisition of remaining right-of-way for the Westside Parkway project. 3. Begin preparation of Preliminary Engineering, Project Approval,
and environmental document preparation for: • Widening of Rosedale Highway • Hageman Flyover • Centennial Corridor • 24th Street at Oak Street Interchange • 24th Street widening • West
Beltway Projects • Morning Drive at SR178 Interchange widening 137
THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $33,496 $715,754 $655,754 $739,377
Operating $92,092 $170,758 $170,758 $383,940 Capital $168,530 $10,000 $70,000 $0 Total $294,118 $896,512 $896,512 $1,123,317 SOURCE OF FUNDS: TDF TRIP Local Match $294,118 $896,512 $896,512
$1,123,317 Total $294,118 $896,512 $896,512 $1,123,317 138
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; and provide for the safe and efficient movement of people
and products through traffic engineering operations, design and planning. FY 2006-07 ACCOMPLISHMENTS Design Engineering 1. Designed and prepared construction documents for 48 CIP projects.
Awarded 30 construction contracts totaling over $20 million. Those projects included: • Pavement resurfacing/reconstruction on major roads • Twelve new traffic signals • Sewer main to
Wastewater Treatment Plant No.2 • Mt. Vernon Greenwaste Facility
Power Conversion • Culvert reconstruction at McCourry Street and at Hughes Lane • Street improvements on Casa Loma between Madison and Lotus Lane • Streetscape improvements on 34th
Street between Q Street and Union Avenue • Storm drain improvements on 22nd Street between Elm Street and C Street • New alternative fueling station • Street improvements on Panama Lane
at Golden State Subdivisions (All data shown for calendar year 2006) • Parcel Maps: Recorded 6 parcel maps dividing 725.72 acres into 20 parcels. • Tract Maps: Recorded 78 tract maps
dividing 1,789.57 acres into 4,511 lots. • Improvement Plan Checks: 396 first checks, 260 second checks, 80 third checks or higher, 110 revisions, and 319 signatures. • Final Map Checks:
76 first checks, 96 second checks, 16 third checks or higher, and 84 maps signed. • Minor Land Divisions: 71 • Assessment Districts: 3 • Community Financing Districts: 1 • Maintenance
Districts: 33 • Street Permits: 1,515 • Annexation Proceedings: 85 being processed, 33 completed. 139
4031 – Engineering continued Construction 1. Provided construction management and inspection services for 32 projects having a total contract value of $36.5 million, including: • Chester
Avenue Bridge Replacement • Allen Road Sewer Project • Planz Sewer Trunk Line Replacement • Rosedale Highway Widening Project 2. Inspected development infrastructure improvements for
80 tracts and parcel maps. Traffic Engineering 1. Analyzed 45 intersections for traffic control warrants and updated current traffic signal priority list, adding the new locations that
met warrants for consideration in subsequent CIP project lists. 2. Implemented the connection of 30 additional traffic signals via wire interconnect conduit network in the street for
improved coordination/synchronization of traffic signals. This increased the cumulative total of traffic signals connected to the Traffic Operations Center to 242. 3. Implemented new
signal timing and route coordination plans at 30 intersections based on update of traffic volumes. Signal timing was also adjusted in association with local bicycling groups’ input to
accommodate bicyclist detection and extended green time on signals. FY 2007-08 ACTION PLAN Design Engineering 1. Complete design and award all of FY 2007-08 budgeted CIP projects before
July 2008. These projects include: • Pavement resurfacing/reconstruction on major roads • Eight new traffic signals • New sanitary sewer trunk line from Wastewater Treatment Plant 2
into developing areas of Northeast Bakersfield • Street widening on Hosking Road east of Wible Road and on Stine Road between Ryzona and Hosking Road Subdivisions 1. Complete review
of maps and improvement plans within four weeks of submittal. 4031 – Engineering continued 140
Construction Engineering 1. Respond to 85% of all permit inspection requests within four hours and all other inspections within 24 hours. 2. Begin working on requests for preliminary
surveys within two weeks of receipt. 3. Respond to construction survey requests within 48 hours. 4. Establish consistent survey elevations throughout the City. Traffic Engineering 1.
Analyze 40 or more intersections for traffic control warrants and update current traffic signal priority list, adding the new locations that meet warrants for consideration in subsequent
CIP project lists. 2. Design and prepare construction documents for eight federally funded Congestion Management Air Quality (CMAQ) signal interconnect communication projects totaling
over $600,000. Connect 15 additional signals to the City’s Traffic Operations Center. 3. Continue Annual Traffic Signal Coordination Program. Collect traffic data and re-coordinate 30
signals annually as traffic volumes and patterns change. SERVICE LEVEL INDICATORS FY 05-06 Actual FY 06-07 Projected FY 07-08 Adopted Improvement Plans and Final Maps Checked and Returned
within Four Weeks 39% 30% 85% Permit Inspection Requests Responded to within Four Hours 75% 80% 85% Intersections Analyzed for Traffic Control Warrants 45 45 40 Budgeted Signal Communications
Projects Bid During the Fiscal Year 80% 100% 100% Signals Analyzed and Re-Coordinated/Timed 30 30 30 Budgeted Public Works CIP Projects Bid During Fiscal Year 75% 70% 100% 141
ENGINEERING Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $5,153,478 $5,725,938 $5,725,938 $6,159,436 Operating $1,054,372
$1,242,798 $1,517,432 $1,589,463 Capital $18,829 $35,676 $47,776 $32,888 Total $6,226,679 $7,004,412 $7,291,146 $7,781,787 SOURCE OF FUNDS: General Fund $3,000,112 $3,409,931 $3,409,931
$3,785,309 Dev. Services Fund $2,669,613 $3,159,742 $3,446,476 $3,485,632 Federal Transportation Fund $166,766 $0 $0 $0 State Gas Tax $6,339 $15,000 $15,000 $15,000 Park Improvement
Fund $6,339 $15,000 $15,000 $15,000 Transportation Dev. Fund $276,738 $359,739 $359,739 $365,746 Sewer Service-Plant 3 $7,248 $15,000 $15,000 $15,000 Refuse Fund $6,656 $15,000 $15,000
$15,000 Domestic Water Fund $6,656 $15,000 $15,000 $15,000 Assessment Districts $80,212 $0 $0 $70,100 Total $6,226,679 $7,004,412 $7,291,146 $7,781,787 142
4051 -General Services DIVISION GOAL Provide excellent customer service in the maintenance of City-owned buildings and parks, including janitorial, heating/air conditioning, electrical,
and remodeling; installation and maintenance of traffic signals, street lights, and street signs/marking; removal of graffiti from City-owned facilities and private property; and provide
professional management for the operations and maintenance of the Bakersfield Municipal Airport. FY 2006-07 ACCOMPLISHMENTS 1. Improvements completed during this fiscal year include:
• Completed eight major remodels for various departments in the City, including the Thomas Roads Improvement Project offices • Upgraded 26 suites at Rabobank Arena • Managed the installation
of new metal doors on the concourse level of the Rabobank Theater and Convention Center • Managed the upgrade/modernization of the City Hall elevator • Responded to and managed the clean-up
of hazardous materials in the City Hall HVAC System • Installed the electrical system system for the new “Ad Ribbon” at Rabobank Arena • Replaced 15 autoscope controllers at signalized
intersections • Installed “radio” controlled interconnect at four signalized intersections • Modified the traffic signal on the northeast corner of Brimhall and Calloway • Completed
the 6,000 hour overhauls on three ice floor compressors at Rabobank Arena and two ice floor compressors at the Ice Sports Center • Installed street closure barricades at Lone Pine and
Single Oak Streets and at Elm Street and 24th Street • Designed, constructed and installed all signs at the Park at Riverwalk • Completed the upgrade to metro-size street markers in
the 18th Street, 19th Street, 21st Street, H Street, and Chester Avenue corridors to meet Manual on Uniform Traffic Control Devices, (MUTCD) specifications. 2. Anti-Graffiti Program:
• Initiated new schedules that provide for seven days a week graffiti removal services. • Assisted in the construction of two new graffiti paint trucks and two additional pressure wash
trucks. trucks. 3. Bakersfield Municipal Airport: • Executed ten new ground leases for construction of hangars • Repaired roof and a large sliding door of the Kern Charter Building •
Managed the construction of the new restaurant • Responded to and managed the reconstruction due to the water pipe failure in the Kern Charter Building • Repaired roof of leased shop
building 143
4051 – General Services continued 4. Managed the Roadway Worker Safety Program, recertified City employees and affected contract employees as required by the Federal Railroad Administration
(FRA) and coordinated track repairs as required by the FRA and Burlinton Northern and Santa Fe (BNSF). This allowed the City to remain certified to operate the City of Bakersfield “Shortline”
railroad. FY 2007-08 ACTION PLAN 1. Continue to improve the City of Bakersfield’s anti-graffiti program. 2. Replace 20% of all school signs with fluorescent lime-green type. This will
be the third year of a five-year plan to meet Federal and State MUTCD guidelines. 3. Upgrade street markers to metro-size in the Madison Avenue/King Street, 24th Street, Columbus Street,
Calloway Drive, Ashe Road, Stine Road, and Oak/Wible Road corridors to meet MUTCD specifications. 4. Complete the remodel of the 1st Floor of 1600 Truxtun Avenue. 5. Complete the backlog
of 13 remodel requests for various departments. 6. Re-paint one hundred decorative decorative light poles in the Oleander area. 7. Replace three deteriorated traffic signal cabinets
and 30 older model autoscopes at various intersections. 8. Bakersfield Municipal Airport: • Coordinate landscaping improvements • Design and complete construction of southwest hanger
taxi lanes and taxi lane extension and apron • Complete the installation of sub-meters for hangers • Design and install additional utility improvements for hanger construction • Obtain
state grant to replace the rotating beacon SERVICE LEVEL INDICATORS FY 05-06 Actual FY 06-07 Projected FY 07-08 Adopted Graffiti Removal Sites 12,284 15,300 19,900 Street Lights Serviced
1,738 2,148 2,000 Striping of City Streets (miles) 730 800 890 144
GENERAL SERVICES Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $4,053,912 $5,028,977 $5,028,977 $5,526,685 Operating $3,903,258
$4,288,342 $4,288,342 $5,049,787 Capital $76,042 $64,500 $64,500 $59,500 Total $8,033,212 $9,381,819 $9,381,819 $10,635,972 SOURCE OF FUNDS: General Fund $6,006,406 $7,097,021 $7,097,021
$8,215,544 Amtrak Operating Fund $174,522 $287,000 $287,000 $250,000 State Gas Tax $1,565,630 $1,849,633 $1,849,633 $2,014,466 Aviation Fund $286,654 $148,165 $148,165 $155,962 Total
$8,033,212 $9,381,819 $9,381,819 $10,635,972 145
4052 – Streets DIVISION GOAL Improve the safety and appearance of the community through the maintenance and repair of the City street system located within the public right-of-way; ensure
safe and dependable performance of storm drains, sewer lines and lift pump stations; and continue the City’s commitment to an effective preventative street maintenance program. FY 2006-07
ACCOMPLISHMENTS 1. Resurfaced/reconstructed approximately 70 lane miles of residential streets. 2. Maintained a safe working environment for employees by consistent training sessions
and safety meetings. 3. Sealed approximately 250 street miles with a surface penetration sealer. 4. Installed a storm line and catch basins on Benton Street between Wilson Road and Belvedere
Avenue. 5. Installed a storm line, sewer line, and sewer lift station at Fire Station No. 5. 6. Widened the north side of Brimhall Road, east of Calloway Drive. 7. Implemented a scheduled,
once a month, street sweeping program for residential areas. 8. Successfully monitored and maintained failing sewer lift station at McCutcheon and Gosford Road. FY 2007-08 ACTION PLAN
1. Update existing street resurface/reconstruction list and prioritize street repairs. 2. Continue to perform canal inspections when canals are dewatered; replace one canal crossing
in need of replacement. 3. Provide training for employees on traffic control safety procedures. 4. Continue working on improving the sewer SCADA System. 5. Provide employees with a training
class on safe excavation and on asphalt paving technology. 6. Provide “Confined Space” training for employees in the Sewer Maintenance Section. 146
SERVICE LEVEL INDICATORS FY 05-06 Actual FY 06-07 Projected FY 07-08 Adopted Residential Sweeping Cycle 20 days 20 days 20 days Lane Miles Resurfaced/Reconstructed 67 lane miles 70 lane
miles 70 lane miles Sewer Mile Lines Inspected 36 street miles 40 street miles 40 street miles Sewer Maintenance Service -Emergency Call Responses 380 calls 285 calls 280 calls 147
STREETS Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $5,283,586 $6,023,387 $6,127,487 $6,690,434 Operating $7,488,844 $9,417,579
$9,401,579 $10,605,618 Capital $18,303 $14,500 $30,500 $13,200 Total $12,790,733 $15,455,466 $15,559,566 $17,309,252 SOURCE OF FUNDS: General Fund $4,665,673 $6,399,800 $6,399,800 $7,310,072
State Gas Tax $2,141,934 $2,700,000 $2,700,000 $2,700,000 Sewer Service-Plant 3 $3,477,832 $3,485,366 $3,485,366 $4,015,112 Refuse Fund $2,505,294 $2,870,300 $2,974,400 $3,284,068 Total
$12,790,733 $15,455,466 $15,559,566 $17,309,252 148
4053 – Equipment DIVISION GOAL Provide all departments/divisions with the vehicular, non-vehicular and communications equipment needed to meet their objectives within the approved budget,
and continue to maintain all equipment within the City in a safe and reliable manner. FY 2006-07 ACCOMPLISHMENTS 1. Met and exceeded clean-air standards as they pertain to the City of
Bakersfield by placing alternative fuel vehicles and equipment into service. Purchased ten liquefied natural gas (LNG) refuse trucks and one compressed natural gas (CNG) sweeper. 2.
Opened a fleet satellite shop at the Mount Vernon Recycling Facility to provide onsite maintenance of large equipment. 3. Completed the installation of a communications repeater system
at the East Radio Site for complete 24/7 interoperability between the City of Bakersfield Police and Kern County Sheriff. 4. Completed phase one of the reprogramming of all City radio
communications equipment for additional channel capacity and interoperability. 5. Completed the installation of the new North Radio Communications Site to improve radio coverage for
City two-way radios. FY 2007-08 ACTION PLAN 1. Place into service six CNG street sweepers and six LNG side-loading refuse trucks to continue the City’s commitment to clean air. 2. 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. Continue process of outfitting the fleet satellite shop at the Mount Vernon Recycling Facility. 4. Complete the installation of a new digital encrypted radio communication
repeater system at the North and East Radio Sites for complete portable radio coverage for the City Police. 5. Begin construction of liquefied compressed natural gas (LCNG) fueling station
at the Mount Vernon Recycling Facility. 149
4053 – Equipment continued 6. Continue to reconfigure the programming of all City radio communications equipment for increased radio capacity and City/County interoperability. 7. Complete
the installation of twelve radio receivers to improve coverage for City Police and Kern County Sheriff. 8. Upgrade the local law interoperability channel to include City Schools Security.
9. Add a west receiver site with nine receivers to provide full portable radio coverage to the far west side of the City. SERVICE LEVEL INDICATORS FY 05-06 Actual FY 06-07 Projected
FY 07-08 Adopted Perform Preventative Maintenance and Routine Repairs of All Vehicles within the Fleet 13,474 15,018 15,951 Perform Preventative Maintenance And Repair of Mobile and
Fixed Electronic Equipment 2,463 2,500 2,600 Broadcasting/Rebroadcasting of City Council Meetings (Hours) 730 750 780 150
EQUIPMENT Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $4,091,388 $4,743,315 $4,743,315 $5,206,115 Operating $12,425,993
$9,036,278 $9,026,278 $9,681,351 Capital $4,975,944 $12,579,042 $13,849,318 $10,922,550 Total $21,493,325 $26,358,635 $27,618,911 $25,810,016 SOURCE OF FUNDS: Equipment Fund $21,493,325
$26,358,635 $27,618,911 $25,810,016 Total $21,493,325 $26,358,635 $27,618,911 $25,810,016 151
4071 -Wastewater DIVISION GOAL Provide operation and maintenance of wastewater facilities for the purpose of treating, reclaiming, and utilizing wastewater and its by-products in accordance
with federal, state, and local requirements; plan for future wastewater treatment needs to meet anticipated growth; monitor and regulate industrial waste dischargers in order to protect
wastewater facilities, the public, and the environment; and establish sewer user fees for properties receiving City sewer service. FY 2006-07 ACCOMPLISHMENTS 1. Performed state required
laboratory analysis of wastewater and submitted the results each month to the California Regional Water Quality Control Board (CRWQCB). 2. Completed a concrete restoration project that
repaired damaged concrete and concrete coating for the primary treatment area at Plant 2. 3. Hired an engineer to assist with all capital improvement projects, regulatory compliance,
and the Plant 3 Expansion Project. 4. Completed a successful inspection of Plant 2 effluent storage reservoirs with Division of Safety of Dams. 5. Installed a new 643 kilowatt co-generation
engine at Plant 2. This engine is eligible for a $363,000 incentive rebate from PG&E. The co-generation system burns digester methane gas to produce electricity at a significant savings
to the City. 6. Completed the design for the Plant 3 – 2007 Expansion Project. 7. Completed a wastewater treatment documentary with Channel 39 News, a local Spanish news station. 8.
Completed six years of seven year phase-in for sewer rate increases for hospitals 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. 9. Distributed Best Management Practices information packets to restaurants and vehicle services.
This packet is designed to educate commercial customers about proper disposal practices in order to protect wastewater facilities. 10. Performed two septage hauler information workshops
workshops regarding recommended practices for collecting grease and maintenance of restaurant grease traps. 152
4071 – Wastewater continued FY 2007-08 ACTION PLAN 1. 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. 2. Provide safe environment for employees by continuous safety training and endorsement
of safe working practices. 3. Conduct annual sampling and inspection of all permitted industries and submit results to the CRWQCB. 4. 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. 5. Complete design for construction of odor
control and upgrade of septage/grease receiving station at Plant 2. 6. Start construction of Wastewater Plant 3 Expansion Project to double the treatment capacity to 32 million gallons
per day. 7. Complete phase-in of hospital rate increase. 8. Distribute Best Management Practices information packets to animal care facilities, mobile cleaning (water softener and swimming
pool maintenance) services, landscape maintenance, carpet cleaning and surface cleaning companies. SERVICE LEVEL INDICATORS FY 05-06 Actual FY 06-07 Projected FY 07-08 Adopted Wastewater
Treated (Million Gallons Per Day) Plant 2 . . . . . . . . . . . Plant 3 . . . . . . . . . . . 15.03 15.52 15.36 15.87 15.70 16.23 Permitted Industrial Dischargers 18 20 20 Parcels Served
within Incorporated Area (on special assessment list) 77,757 82,229 86,958 153
WASTEWATER Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $2,229,594 $2,743,150 $2,743,150 $3,020,542 Operating $12,309,658
$4,105,723 $4,104,223 $4,368,861 Capital $218,365 $124,932 $126,432 $195,272 Total $14,757,617 $6,973,805 $6,973,805 $7,584,675 SOURCE OF FUNDS: Sewer Service-Plant 2 $5,133,922 $2,730,497
$2,730,497 $3,099,713 Sewer Service-Plant 3 $9,623,695 $4,243,308 $4,243,308 $4,484,962 Total $14,757,617 $6,973,805 $6,973,805 $7,584,675 154
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 by municipal
forces; 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 2006-07 ACCOMPLISHMENTS 1. Created new incentives for the City-wide voluntary curbside recycling program. 2. Obtained a $1.5 million state grant for curbside recycling to
purchase material sorting equipment. 3. Integrated litter cleanups in the Keep Bakersfield Beautiful (KBB) program with other ongoing cleanup efforts to leverage the use of volunteer
efforts with minimal City resources. 4. Initiated the design/build project to electrify diesel powered equipment at the Mount Vernon Recycling Facility to reduce air pollution. 5. Completed
the final landfill closure plan for the former Bakersfield Landfill. 6. Initiated a project project to upgrade the City’s financial software land file to improve record keeping in several
departments. 7. Entered into a Memorandum of Understanding with Kern County and began feasibility studies for refuse transfer stations as a potential way to reduce air pollution. FY
2007-08 ACTION PLAN 1. Combine all refuse service, billing, and contractor payment data to ensure accurate charges and payments. 2. Continue to promote the curbside recycling program.
3. Complete construction of the Bakersfield Landfill Cap project. 4. In coordination with the County of Kern, conduct a site study and design a refuse transfer station for the metropolitan
Bakersfield area to reduce truck travel and the associated air pollution. 155
4081 – Solid Waste continued SERVICE LEVEL INDICATORS FY 05-06 Actual FY 06-07 Projected FY 07-08 Adopted Total Homes Served 76,933 84,758 88,258 Curbside Recycling Participants 2,800
3,478 3,600 Greenwaste Recycling: # of Vehicles Admitted at Gate 177,753 189,186 193,120 Greenwaste--Processed (Tons) 168,224 179,300 183,120 156
SOLID WASTE Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $6,563,849 $7,839,026 $7,760,270 $8,154,228 Operating $21,576,862
$23,117,319 $23,290,169 $25,876,165 Capital $633,814 $1,164,532 $1,164,532 $951,000 Total $28,774,525 $32,120,877 $32,214,971 $34,981,393 SOURCE OF FUNDS: Refuse Fund $28,774,525 $32,120,877
$32,214,971 $34,981,393 Total $28,774,525 $32,120,877 $32,214,971 $34,981,393 157
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WATER RESOURCES
DomestiWater Water perintendent Support Staff Water Resources FY 2006-2007 Organizational Chart Domestic Water Hydrographics Operations Stormwater Agricultural Water Water Resources
Superintendent Water Resources Director Water Resources Manager Stormwater O & M Contractor Business Manager 159
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 Kern River
Levee District flood control management and maintenance of drainage basins; to administer basic water contracts to agricultural districts; provide storm water monitoring program as required
by California Regional Water Quality Control Board; and oversee municipal farm operations at City wastewater sites. FY 2006-07 ACCOMPLISHMENTS 1. Completed negotiations with the Kern
County Water Agency to secure a long-term surface treated water supply for Domestic Water Division in the amount of 6,500 acre feet annually. 2. Completed construction of final two Proposition
12 (Park Bond 2000) and Proposition 13 (Water Bond 2000) funded projects along the Kern River Parkway. 3. Completed third phase of security measures for our domestic water system pursuant
to the Homeland Security Act. 4. Developed a new domestic water well drilling procedure to ensure high quality water for our increasing service area. FY 2007-08 SIGNIFICANT BUDGET CHANGES
1. Resources allocated to purchase treated surface water to replace poor quality groundwater throughout the City’s domestic water system. 2. A new Light Equipment Operator is approved
in the Agricultural Water Division to assist in maintaining the rapidly increasing number of drainage basins throughout the City of Bakersfield. 3. Increase in monthly domestic water
rates approved in the quantity rate charge for City domestic water service customers. No service charge increase is being requested. The quantity rate charge is approved to increase
by $0.05 per unit on October 1, 2007. A typical residential customer will see a total increase of $1.40 per month on October 1, 2007. 160
WATER RESOURCES Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2005-06 2006-07 2006-07 2007-08 Agricultural Water $4,235,861 $4,310,107 $4,560,107 $4,468,964 Domestic
Water $13,245,231 $12,471,814 $12,721,814 $14,015,573 Total $17,481,092 $16,781,921 $17,281,921 $18,484,537 SOURCE OF FUNDS: Agricultural Water $4,235,861 $4,310,107 $4,560,107 $4,468,964
Domestic Water $13,245,231 $12,471,814 $12,721,814 $14,015,573 Total $17,481,092 $16,781,921 $17,281,921 $18,484,537 FULL TIME EMPLOYEES: Agricultural Water 19.45 19.45 19.45 20.45 Domestic
Water 3.55 4.55 4.55 4.55 Total 23.00 24.00 24.00 25.00 161
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, head gates, canals, turn-outs and facilities and maintain the Kern River Levee system. 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 2006-07 ACCOMPLISHMENTS 1. Completed
construction of final two Proposition 12 (Park Bond 2000) and Proposition 13 (Water Bond 2000) funded projects along the Kern River Parkway. 2. Completed the Annual Land Management Report
for the Wastewater Plant 2 Municipal Farm in accordance with the Regional Water Quality Control Board Order. 3. Completed installation of road base on levee roads to provide dust control
and all weather vehicle access within the 2800 Acre Recharge Facility. 4. Completed levee levee repairs and disking of 2800 Acre Recharge Basins 2, 3, and 4 to increase groundwater recharge
capacity. FY 2007-08 ACTION PLAN 1. Continue to monitor Lake Isabella Dam safety remediation project with United States Army Corps of Engineers. 2. Replace and repair fencing along canals
and neighborhood drainage basins as needed throughout the City limits. 3. Continue eradication program to remove water hyacinth and giant reed and other invasive plants from the river
channel and various neighborhood drainage basins throughout the incorporated areas of Bakersfield. Work in conjunction with Kern Mosquito Abatement District to effectively eliminate
mosquito infestation. 4. Install road base as required on existing unpaved roads to neighborhood drainage basins and canals to provide dust control and all weather vehicle access to
sites located within the City. 162
4511 – Agricultural Water continued SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Projected Adopted Reconstruct Drainage Basins 20 25 40 Replace and Repair Canal and Basin
Fencing (in feet) 3,030 2,500 3,000 163
AGRICULTURAL WATER Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $1,515,685 $1,691,284 $1,691,284 $1,866,246 Operating $2,714,511
$2,608,203 $2,858,203 $2,589,718 Capital $5,665 $10,620 $10,620 $13,000 Total $4,235,861 $4,310,107 $4,560,107 $4,468,964 SOURCE OF FUNDS: Agricultural Water $4,235,861 $4,310,107 $4,560,107
$4,468,964 Total $4,235,861 $4,310,107 $4,560,107 $4,468,964 164
4521 -Domestic Water DIVISION GOAL Provide a safe and dependable water supply in sufficient quantities to meet customer demands for high quality drinking water at a competitive price;
administer provisions of the Domestic Water Operations Agreement to ensure highest possible level of service to City and its customers; 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 2006-07 ACCOMPLISHMENTS 1.
Completed construction and installation
of a mile long 30” diameter raw water pipeline that extends from the Beardsley Canal to the new Northwest Treatment Plant at Coffee and Norris Road. 2. Completed negotiations to secure
treated surface water to replace poor groundwater throughout the system with California Water Service Company and Kern County Water Agency. 3. Completed installation of piping and controls
for additional booster pumps at the Interface Pumping Station to maintain service levels and fire flows in the system. FY 2007-08 ACTION PLAN 1. Implement initial phase of program to
add system storage to various water wells as needed throughout the domestic water system to prepare for emergencies or power outages. 2. Continue implementation of security measures
for the City’s Domestic Water System pursuant to the Homeland Security Act. 3. Complete installation of pipeline extensions and interconnections of water main lines as needed to ensure
adequate water pressure and flows throughout the system. 4. Construct three additional water wells to increase production capacity to serve new growth occurring throughout the City’s
domestic water system. SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Projected Adopted New Service Connections 2,247 2,163 2,280 Water Wells Constructed 4 2 3 165
DOMESTIC WATER Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $370,824 $558,491 $558,491 $592,916 Operating $12,855,244 $11,911,791
$12,092,991 $13,422,657 Capital $19,163 $1,532 $70,332 $0 Total $13,245,231 $12,471,814 $12,721,814 $14,015,573 SOURCE OF FUNDS: Domestic Water $13,245,231 $12,471,814 $12,721,814 $14,015,573
Total $13,245,231 $12,471,814 $12,721,814 $14,015,573 166
RECREATION AND PARKS
Recreation and Parks Department FY 2007-2008 Organizational Chart Director Assistant Director Recreation Division Sports Recreation Supervisor Program Coordinator Silver Creek Community
Ctr & After School Programs Recreation Supervisor Recreation Specialist MLK Community Center & After School Programs Recreation Supervisor Program Coordinator Aquatics Recreation Supervisor
Recreation Specialist (2) Parks Division Parks Superintendent Park/Streetscape Maintenance Supervisor II (5) Areas 1, 2, 3, 4, 5 Park Services Coordinator (5) Urban Forestry/Trees Supervisor
II CIP Projects/Repairs Manager Maintenance –Craftworkers Supervisor I Administrative Svcs Division Planning Construction & Facilities Planner Financial/Support Svcs Business Manager
Special Projects Manager Supervisor I Park Technician (3) 167
Recreation and Parks DEPARTMENT GOAL To provide the highest quality service, facilities, parks and programs possible. FY 2006-07 ACCOMPLISHMENTS 1. Responded to resident’s concerns about
level of service in Maintenance Districts. 2. Continued to deal positively with significant growth and staff changes. 3. Added new community programs and recruited sponsorships for such
events as the “Turkey Splash” and the “Underwater Eggstravaganza”. 4. Contracted with Coca-Cola to vend their products in all City parks. 5. Established an agreement with SMG to provide
concert entertainment at the Bright House Networks Amphitheatre. 6. Partnered with local and state organizations (through grants) to complete several tree planting projects. 7. Partnered
with Bakersfield Southwest Baseball Association in developing the 40-acre sports park at Brimhall and Jewetta. 8. Received Kern Council of Governments and two California Park and Recreation
Society Awards for The Park at River Walk. FY 2007-08 ACTION PLAN 1. Seek and negotiate with a minimum of three (3) large companies for “Naming Rights” at City facilities, including
sponsorships and funding of special events. 2. Reduce citizen issues regarding landscape areas by adjusting staffing levels in the Parks Division for improved work efficiency. 3. Complete
self assessment standards for the National Recreation and Parks Association (NRPA) Agency Accreditation which will be awarded by fall of 2008. 168
RECREATION AND PARKS Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2002-06 2006-07 2006-07 2007-08 Administration $906,211 $1,201,940 $1,201,940 $1,340,438 Parks $9,508,054
$12,062,718 $12,087,256 $13,378,830 Recreation $2,394,642 $3,317,352 $3,343,352 $3,455,304 Total $12,808,907 $16,582,010 $16,632,548 $18,174,572 SOURCE OF FUNDS: General Fund $12,789,541
$16,549,210 $16,599,748 $18,140,772 Amtrak Operating Fund $19,366 $32,800 $32,800 $33,800 Total $12,808,907 $16,582,010 $16,632,548 $18,174,572 FULL TIME EMPLOYEES: Administration 10.00
11.00 11.00 11.00 Parks 99.00 136.00 136.00 146.00 Recreation 12.00 13.00 13.00 13.00 Total 121.00 160.00 160.00 170.00 169
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 2006-07 ACCOMPLISHMENTS 1. Established agreement with SMG for entertainment at Bright
House Networks Amphitheater. 2. Completed the Recreation and Parks Department Master Plan. 3. Completed a concept plan to renovate Mesa Marin Sports Complex. 4. Completed two (2) agreements
with Bakersfield Southwest Baseball to construct and operate/manage the 40-acre sports park at Brimhall and Jewetta. 5. Continued to provide support services to ensure highest level
of quality and service. 6. Updated and enhanced department website to be more user friendly for customers. 7. Increased on-line registrations for improved service delivery. FY 2007-08
ACTION PLAN 1. Develop five (5) new sponsorships and/or partnerships to enhance service delivery. 2. Seek grants and “naming rights” for the Sports Village. 3. Implement TeleStaff staffing
assignment software and work order system at McMurtrey Aquatic Center. 4. Begin the renovation of Mesa Marin Sports Complex for use in 2008. 5. Complete construction of roller hockey
rink at Saunders Park. 6. Continue to work with Bakersfield Southwest Baseball in completing the 40-acre sports park. 170
ADMINISTRATION Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $649,558 $745,457 $745,457 $900,969 Operating $255,131 $451,351
$449,151 $437,469 Capital $1,522 $5,132 $7,332 $2,000 Total $906,211 $1,201,940 $1,201,940 $1,340,438 SOURCE OF FUNDS: General Fund $906,211 $1,201,940 $1,201,940 $1,340,438 Total $906,211
$1,201,940 $1,201,940 $1,340,438 171
5021 – Parks DIVISION GOALS Utilize available resources in the most effective manner. Within budgetary guidelines, provide the highest quality and most responsible maintenance program
for parks, medians and streetscapes throughout Bakersfield. FY 2006-07 ACCOMPLISHMENTS 1. Added three (3) new parks: Weston, Solara and Granite Pointe parks to the city’s parks inventory.
2. Installed shade structures at Planz, Silver Creek, MLK, and McMurtrey through a grant. 3. Restored Pin Oak Park through irrigation modifications, new landscaping and new turf. 4.
Completed tree contract work at Wayside, Wilson, Jastro, Beach parks and the Vineyards. 5. Planted 100 new trees throughout the city. 6. Coordinated efforts with the Tree Foundation
in educating and promoting proper tree planting and trimming. 7. Extensive replacement of plants, trees, and irrigation systems due to the freeze earlier in the year at a cost of $25,000
or more. 8. Completed removal of old playgrounds and installation of new playground equipment at Westwold, Jefferson, Haggin Oaks, Patriots, Siemon, and Castle parks. 9. Completed the
City’s first small dog off-leash area at Seasons Park. FY 2007-08 ACTION PLAN 1. Begin implementation of the Maxi-com irrigation system in landscape areas city wide. 2. Implement the
new Work Order System. 3. Complete the tree inventory city wide within the GIS system. 4. Continue the annual tree trimming contract to maintain yearly tree maintenance schedules. 172
5021 – Parks continued 5. Complete the Department’s Tree Management Plan. SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Projected Adopted Maintenance District Acreage 488
521 591 Non-Maintenance District Acreage 340 341 342 Facility/Park Reservations 3,700 3,850 3,850 173
PARKS Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $5,977,570 $7,754,359 $7,754,359 $8,646,488 Operating $3,506,783 $4,300,895
$4,325,433 $4,730,070 Capital $23,701 $7,464 $7,464 $2,272 Total $9,508,054 $12,062,718 $12,087,256 $13,378,830 SOURCE OF FUNDS: General Fund $9,488,688 $12,029,918 $12,054,456 $13,345,030
Amtrak Operating Fund $19,366 $32,800 $32,800 $33,800 Total $9,508,054 $12,062,718 $12,087,256 $13,378,830 174
5031 – Recreation DIVISON GOALS Provide leisure services at the highest standard possible while involving participants, staff, and groups in the creation and production of these services.
FY 2006-07 ACCOMPLISHMENTS 1. Secured three (3) full-page advertisements and sponsorships for the brochure. 2. Added nine (9) new leisure classes at local businesses in different areas
of town. 3. Added a new Thanksgiving Day Holiday event, “Turkey Splash.” 4. Replaced the old and worn filter and heater at Silver Creek Pool. 5. Renovated the locker areas and rebuilt
the main recirculation pump at McMurtrey. 6. Offered a one week “Spring Camp” at MLK and Silver Creek Centers during Spring break. 7. Department received the 2006 Bronze International
Aquatic Safety Award from Ellis and Associates. 8. Reestablished the Good Neighbor Festival at MLK. FY 2007-08 ACTION PLAN 1. Develop and conduct at least two (2) new programs and/or
events at The Park at River Walk. 2. Increase revenue generation by 10% or more through programs, rentals, sponsorships and events from 06-07 year. 3. Obtain at least five (5) new partnerships,
sponsorships, and/or grants in 07-08. 4. Develop and implement at least two (2) new programs for citizens with disabilities. 5. Involve at least four (4) staff members in attending a
marketing/media related workshop to increase participation in programs and special events. 6. Partner with Kern High School District in making pool repairs at several city pools. 175
5031 – Recreation continued SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Projected Adopted Summer Aquatics 725 876 950 (Average Daily Attendance) Martin Luther King, Jr.
Community Center 48 120 130 (Average Daily Attendance) Silver Creek Community Center 122 122 130 (Average Daily Attendance) Sports Program (Total Attendance) 75,000 93,650 95,000 176
RECREATION Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $1,530,011 $2,000,053 $2,010,053 $2,070,580 Operating $855,729
$1,283,304 $1,299,304 $1,316,784 Capital $8,902 $33,995 $33,995 $67,940 Total $2,394,642 $3,317,352 $3,343,352 $3,455,304 SOURCE OF FUNDS: General Fund $2,394,642 $3,317,352 $3,343,352
$3,455,304 Total $2,394,642 $3,317,352 $3,343,352 $3,455,304 177
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DEVELOPMENT SERVICES
Development Services FY 2007-2008 Organizational Chart Code Enforcement Permitting & Plan Checking Construction Inspections Building Division Permitting & Zoning Advanced Planning Current
Planning Planning Division Business Manager Development Services Director 179
Development Services DEPARTMENT GOAL To provide professional and technical services that support the development of a balanced community, the preservation of existing neighborhoods and
the development of new neighborhoods in a timely and orderly manner, being responsive to the needs of the community and ensuring that buildings and their environments are constructed
and maintained in conformance with adopted codes, standards, rules and policies. FY 2006-07 ACCOMPLISHMENTS 1. The Planning Division successfully completed 34 annexations. 2. Obtained
approval of revised Hillside Development Ordinance. 3. Code Enforcement streamlined the contracting process for weed abatement services FY 2007-08 SIGNIFICANT BUDGET CHANGES 1. Accommodate
and Support Annexation of Territory within the City’s Sphere of Influence. 2. Complete the Metropolitan Bakersfield General Plan Update. 3. Implement a Systematic Code Compliance Program.
4. Facilitate the Development of Mixed use Residential and Commercial in-fill projects. 5. Elimination of five vacant Building Inspector positions and one vacant Building Permit Technician
position due to slow down in construction activity. 6. Replace one vacant Code Enforcement Officer position with three new Assistant Code Enforcement Officer positions. 180
DEVELOPMENT SERVICES Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2005-06 2006-07 2006-07 2007-08 Planning $3,003,603 $2,726,257 $3,787,728 $2,956,313 Building $6,139,917
$7,803,112 $7,899,394 $7,641,384 Total $9,143,520 $10,529,369 $11,687,122 $10,597,697 SOURCE OF FUNDS: General Fund $2,500,689 $3,523,881 $3,630,663 $4,000,951 Development Srvcs. Fund
$6,642,831 $7,005,488 $8,056,459 $6,596,746 Total $9,143,520 $10,529,369 $11,687,122 $10,597,697 FULL TIME EMPLOYEES: Planning 23.00 29.00 29.00 29.00 Building 58.00 69.00 69.00 65.00
Total 81.00 98.00 98.00 94.00 181
6011 – Planning DIVISION GOAL To provide land use planning, zoning and land division services, including services required for environmental review of public and private projects in
a manner consistent with the requirements of the California Government Code and the City’s adopted policies, ordinances and standards through the implementation of the City’s General
Plan and Specific Plans in a manner which is equitable to individual property owners and the public at large. FY 2006-07 ACCOMPLISHMENTS 1. Completed 34 annexations. 2. Obtained approval
of revised Hillside Development Ordinance. 3. Streamlined PUD/PCD Ordinance. 4. Enhanced public notification process through property posting. 5. Obtained certification of EIR and approval
of Sewer Treatment Plant 3 expansion. 6. Began citizen participation process for Bakersfield Metropolitan General Plan Update. FY 2007-08 ACTION PLAN 1. Obtain approval of City Sports
Park and associated EIR. 2. Update the Bakersfield Metropolitan General Plan. 3. Obtain approval of mixed use revisions to the City’s Zoning Ordinance. 4. Prepare Housing Element Update
(due June 2008). 5. Participate in enhanced Annexation program. SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 Actual Actual Adopted Application Type Concurrent Applications 61
48 50 Conditional Use Permits 24 41 35 General Plan Amendments 13 5 9 Home Occupation 1,412 1,722 1,800 Land Division 192 212 200 Site Plan Review 184 208 185 Zone Changes 27 18 20 Zone
Modifications 6 13 15 182
PLANNING Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $1,559,607 $2,180,652 $2,159,652 $2,226,670 Operating $1,434,718
$526,863 $1,609,334 $729,643 Capital $9,278 $18,742 $18,742 $0 Total $3,003,603 $2,726,257 $3,787,728 $2,956,313 SOURCE OF FUNDS: General Fund $1,165,788 $1,544,385 $1,554,885 $1,679,825
Development Srvcs. Fund $1,837,815 $1,181,872 $2,232,843 $1,276,488 Total $3,003,603 $2,726,257 $3,787,728 $2,956,313 183
6021 -BUILDING DIVISION GOAL To provide building inspection and plan check services for residential, commercial and industrial projects that promote health and safety in the construction
and maintenance of buildings, structures and property through the enforcement of uniform building codes, conservation and property maintenance standards, and other local regulations
and ordinances. FY 2006-07 ACCOMPLISHMENTS 1. Streamlined the contracting process for weed abatement services. 2. Implemented a systematic proactive approach to Code Enforcement activities
that target blighted areas. FY 2007-08 ACTION PLAN 1. Adopt new California Building Codes in a timely manner while maintaining consistent level of plan check & inspection service. 2.
Conduct comprehensive training programs for staff and local building industry designers & builders to be thoroughly familiar with new codes and interpretations. 3. Implement a public
education program to increase public awareness of code enforcement and building services. 4. Complete next phase of space utilization needs all development services related functions.
5. Implement next phase of proactive approach to Code Enforcement activities that target blighted areas. SERVICE LEVEL INDICATORS: $0 $250 $500 $750 $1,000 2002 2003 2004 2005 2006 Permit
Valuations (Valuations are in Millions $) $Valuations by FY 0 2,500 5,000 7,500 10,000 12,500 15,000 2002 2003 2004 2005 2006 Permit History No. of Permits by FY 184
BUILDING Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $5,121,982 $6,259,884 $6,351,466 $6,218,080 Operating $960,934 $1,437,121
$1,440,341 $1,389,054 Capital $57,001 $106,107 $107,587 $34,250 Total $6,139,917 $7,803,112 $7,899,394 $7,641,384 SOURCE OF FUNDS: General Fund $1,334,901 $1,979,496 $2,075,778 $2,321,126
Development Srvcs Fund $4,805,016 $5,823,616 $5,823,616 $5,320,258 Total $6,139,917 $7,803,112 $7,899,394 $7,641,384 185
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ECONOMIC AND COMMUNITY DEVELOPMENT
Economic & Community Development FY 2007-08 Organizational Chart Economic Development Director Assistant Economic Development Director Economic Development Community Development Redevelopment
Business Manager & Administrative Staff Downtown Project Area Southeast Project Area Old Town Kern Project Area Community Development Block Grant Emergency Shelter Grant HOME Investment
Partnership 187
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 low, low 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 2006-07 MAJOR ACCOMPLISHMENTS 1. The Bakersfield Redevelopment
Agency has executed a Disposition and Development Agreement with Triumph Companies for the Baker Street Village. The project should begin construction by summer 2007. Baker Street Village
will include 30 for sale town homes, 54 for sale loft/condominium units and and 50,000 square feet of new commercial space. Triumph Companies is talking to several grocery operators
and a possible pharmacy as key anchors. The project is located along Baker Street between Lake and Kentucky streets. 2. A Request for Development Proposals for the Mill Creek South Mixed-Use
Project was issued in January 2007. The Mill Creek South Mixed-Use Project is planned to include 80 units of affordable rental housing, 35 for sale affordable and market rate urban style
condominiums, and 65,000 sq. ft. of commercial space on 10 acres for retail, restaurants, community events, and neighborhood services. 3. An architectural firm was selected to design
the Mill Creek Linear Park Master Plan with estimated completion of the design in June 2007. The Park is a conceptual 1.5 mile park and recreational amenity proposed along the Kern Island
Canal. Initial construction of some of the parkway is planned for FY 07/08. Staff will seek additional state and federal grant resources to help fully fund construction of the project.
4. Progress continues with construction of the homes for the Parkview Cottages Housing Project near Central Park. The project will consist of 74 single-family housing units. Each unit
will range in size from 1,350 to 1,750 square feet per unit, are two stories and have a two-car garage. To date, 44 homes are constructed with 25 of those homes sold to low and moderate-income
families. 5. South Mill Creek Plaza Maya Cinema Complex is a $39 million dollar development planned to include a 14 screen state of the art movie theater, retail, and 188
Economic and Community Development continued restaurants. The project is located south of the railroad tracks between California Avenue, “M” Street and “P” and “Q” streets, on approximately
4.5 acres. The project has received its construction funding commitment. The site has been cleared and architectural designs should be completed by summer 2007. Construction is expected
to begin in November. 6. Chester Avenue Streetscape has been completed. The project included the installation of street trees and shrubs along the center median and parkway, new kiosks,
decorative benches, tree grates, automatic irrigation, bollards, decorative lights and trash receptacles from 24th Street to Garces Circle. A dedication ceremony was held in November
2006. 7. The Baker Street Streetscape Improvement Project (Phase II) located along Baker Street, from Truxtun Avenue to the south and Jackson Street to the north includes the installation
of trees, tree grates, automatic irrigation, lights with banners, and trash cans. The project will reconstruct the railroad crossing; install curbs, gutters, sidewalks and streetlights
between Sumner to Jackson streets. Reconstruction of the railroad tracks has been completed. The streetscape portion of the project began in February 2007 and is scheduled for completion
in early summer. FY 2007-08 SIGNIFICANT BUDGET CHANGES 1. The Community Development Block Grant entitlement for Fiscal Year 2007-08 is expected to be $ 3,403,927 about a 4% increase
over the current year entitlement and the HOME Investment Partnership entitlement is anticipated to be $ 1,571,787, a 9% decrease over the current year entitlement. Although federal
entitlements have decreased slightly over the past few fiscal years, staff continues to secure alternative funding sources in the accomplishment of department goals. 2. The Economic
and Community Development Department reclassed a vacant Clerk Typist II position to a Development Specialist. The Development Specialist level requires knowledge in loan processing,
escrow processes and a higher level of technical expertise related to the administration of federally funded programs. The Development Specialist assists the Development Associate with
project administration. 3. During fiscal year 2006-07, the Redevelopment Agency received an award notification from CalHFA for a $3.0 million Residential Development Loan Program. This
loan will be used to acquire a 1.32 acre parcel for development of 35 contemporary urban designed condominiums called Creek View Villas and provides up to $2 million towards construction
costs. The Creek View Villas will be developed within the Mill Creek South master planned 10 acre mixed use redevelopment project. 189
Economic and Community Development continued 4. During fiscal year 2006-07, the Redevelopment Agency received an award notification from the California Pollution Control Finance Authority
for $500,000 to implement the California Recycle Underutilized Sites (CALReUSE) Program. The program provides forgivable loans to fund site assessment, technical assistance, remedial
action, and site access. The planned use for these funds is within the City's redevelopment project areas, targeting the Mill Creek area specifically. 190
ECONOMIC & COMMUNITY DEVELOPMENT Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2005-06 2006-07 2006-07 2007-08 Community Development $2,438,048 $5,394,115 $6,669,115
$3,594,874 Economic Development $1,234,550 $13,648,084 $14,648,084 $9,637,885 Total $3,672,598 $19,042,199 $21,317,199 $13,232,759 SOURCE OF FUNDS: General Fund $676,434 $772,122 $772,122
$855,122 CDBG -HOME $848,119 $1,983,770 $3,233,770 $1,794,324 CDBG -Block Grant $1,497,757 $5,601,807 $5,626,807 $1,800,663 B.E.G.I.N. $0 $1,560,000 $1,560,000 $0 RDA-SEPA -Operating
$86,485 $6,184,000 $6,184,000 $2,870,100 RDA-SEPA -Housing $147,847 $1,320,000 $2,320,000 $4,500,000 RDA-OTKP -Operating $29,417 $779,300 $779,300 $569,000 RDA-OTKP -Housing $55,752
$210,000 $210,000 $500,000 RDA-DTPA -Operating $58,698 $284,400 $284,400 $143,550 RDA-DTPA -Housing $98,650 $315,000 $315,000 $200,000 Parking Lots/Structures $173,439 $31,800 $31,800
$0 Total $3,672,598 $19,042,199 $21,317,199 $13,232,759 FULL TIME EMPLOYEES: Community Development 9.00 9.00 9.00 9.00 Economic Development 8.00 8.00 8.00 8.00 Total 17.00 17.00 17.00
17.00 191
6570 – Community Development DIVISION GOAL To provide a suitable living environment by improving the safety and livability of neighborhoods by expanding economic opportunities and assisting
low and moderate income residents to obtain decent, affordable and fair housing as well as eliminating slum and blight. FY2006-07 ACCOMPLISHMENTS: 1. Funded and administered Emergency
Shelter Grant funds to non-profit service providers including Bethany Services, Bakersfield Rescue Mission, and Alliance Against Family Violence and Sexual Assault. 2. Prepared year
three of the Action Plan for the five-year Consolidated Plan 2010 for federal entitlements of the Community Development Block Grant, HOME Investment Partnership and Emergency Shelter
Grant programs. 3. Provided services to over 866 consumers and providers concerning information, training, and counseling on fair housing and compliance issues. 4. Provided technical
assistance to local, non-profit service providers in developing a HUD supported housing grant (SHP) application, resulting in 11 awards of over $1,490,000 which will be used to assist
homeless persons and families. 5. Funded and co-administered five Capital Improvement Program activities totaling approximately $1.4 million. 6. Assisted three eligible Community Housing
Development Organizations (CHDO’s) in the development of affordable housing units. 7. Continue implementation of $1.6 million Section 108 loan funds approval for the New Fire Station
#5. 8. Provided capacity building, technical assistance to at least one non-profit organization that operates in southeast Bakersfield. 9. Staff is working with KSA Partners to construct
a 72 unit family apartment complex. King Square Family Apartments is located at 1601 Lotus Lane. This is a low income housing tax credit project. The Developer expects to receive $9.3
± million in tax credit funding, $2.3 ± million in private long term financing, and $1.5 ± million deferred developer’s fee in addition to the $850,000 in HOME funding. 192
6570 – Community Development continued 10. On July 16, 2006, the City Council approved an agreement with Greenfield Housing, L.P. for $300,000 in HOME CHDO funds to construct affordable
housing units for low income families within a new 8± acre subdivision tract south of Fairview Road at the future Outback Drive. Greenfield Housing project is a 35 unit rental project
which will include a community room. Total project cost will be about $12,000,000. The project is approximately 30% completed. 11. The Southeast In-fill Housing Program continues, using
a $500,000 CalHFA loan to build affordable housing on scattered lots in southeast Bakersfield. Hybrid Construction has recently completed building a home at 334 Clifton Street and has
sold the home to a low income family. Hybrid has executed a second agreement with the Bakersfield Redevelopment Agency and will be starting construction on a new home at 226 East 6th
Street. The anticipated completion date is December 2007. To date, 18 new homes have been constructed through the program in southeast Bakersfield. 12. Staff has developed a three year
comprehensive targeted neighborhood revitalization program. This Southeast Neighborhood Revitalization Program includes the addition of one dedicated Code Enforcement position, partial
clerical support, equipment and supplies to provide various code enforcement activities such as removal of junk cars and the demolition of substandard structures. The program focuses
on a five block area bounded by Brook Street to the south, Hale Street to the east, E. Planz Road to the north and Cottonwood Road to the west. 13. Bakersfield College continues to participate
in the Southeast Infill Housing Program through their Construction Alliance for Student Achievement (CASA) project. The project
allows participating students to receive construction trade training and job related experience. Through the Redevelopment Agency, the Bakersfield College Foundation obtained title
to three tax default properties located at 339 Brown, 124 Hayes and and 301 Owens Streets. The first home located at 339 Brown Street is complete. FY 2007-08 ACTION PLAN 1. Prepare the
annual funding application process for federal entitlements of the Community Development Block Grant, HOME Investment Partnership and Emergency Shelter Grant programs. 2. Maintain the
division’s housing programs and projects, including the Housing Urban Bakersfield and American Dream Downpayment Assistance Programs, Home Access Grants and the McDonald Stockdale Highway
Sewer Assessment Grant Program. 193
6570 – Community Development continued 3. Develop and implement public facility assistance for four non-profit organizations providing emergency shelter, transitional support, senior
activities and affordable housing. 4. Conduct neighborhood events and participate in the coordination of the Fair Housing Arts Contest. 5. Continue to provide funding for the Graffiti
program in CDBG qualified low-income areas. 6. 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. 7. Provide financial assistance to multi-family projects located in Redevelopment areas with HOME Investment Partnership monies. 8. Implement
programs and activities identified in the 2007-08 HUD Action Plan including CDBG funded CIP projects, new housing construction activities, and public facilities. SERVICE LEVEL INDICATORS
FY 05-06 FY 06-07 FY 07-08 PROJECT/ACTIVITY Actual Projected Adopted Home Access Grant Program 28 20 23 Fair Housing Calls 932 866 846 Houses Rehabilitated 3 1 0 Parkview Cottages Downpayment
Assistance 11 6 12 194
COMMUNITY DEVELOPMENT Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $894,668 $926,792 $926,792 $911,684 Operating $1,543,380
$4,467,323 $5,742,323 $2,683,190 Capital $0 $0 $0 $0 Total $2,438,048 $5,394,115 $6,669,115 $3,594,874 SOURCE OF FUNDS: CDBG -Block Grant $1,497,289 $1,850,345 $1,875,345 $1,800,550
CDBG -HOME $848,119 $1,983,770 $3,233,770 $1,794,324 B.E.G.I.N. $0 $1,560,000 $1,560,000 $0 RDA-SEPA -Housing $92,640 $0 $0 $0 Total $2,438,048 $5,394,115 $6,669,115 $3,594,874 195
6580 Redevelopment and Economic Development DIVISION GOAL Plan and implement economic development activities which protect, improve and diversify the economy of Bakersfield. FY 2006-07
ACCOMPLISHMENTS 1. Completed the installation of additional streetscape on Chester Avenue from 24th Street to Garces Circle. The project included construction of new median landscaped
islands with turf and trees, decorative streetlights, illuminated bollards, benches, trash receptacles and two new illuminated information kiosks. 2. Construction completed on the new
Village at Towne Center project. Redevelopment assistance involved acquiring a vacant CalTrans-owned parcel at 24th and “M” Streets to provide adequate parking for the new 41,000 square
foot upscale mixed-use project. The project is an important entry point to downtown. 3. Amended agreement with D.W. Sivers Company and Maya Cinemas North America, Inc. to extend the
completion date for construction of the $32 million Maya Cinema Complex to December, 31, 2008. 4. Issued a Request for Statements of Qualifications and Development Proposal for a 10
acre mixed-use residential/commercial redevelopment project Mill Creek South located in the Southeast Bakersfield Redevelopment Project Area. The Agency is seeking the development of
80 units of affordable high-rise multifamily residences, 35 contemporary urban design condominiums, and 65,000 square feet of retail development. 5. Implemented a marketing plan for
the EPA-funded revolving loan fund to assist potential sites with hazardous contamination. FY 2007-08 ACTION PLAN 1. Aggressively pursue all funding opportunities to protect, improve,
and diversify the economy of Bakersfield. 2. Aggressively pursue acquisition of parcels along the canal edge of the 1.5 mile Mill Creek Linear Park Project from Golden State Highway
to California Avenue. 3. Implement the development for the Baker Street Village mixed use project on in the Old Town Kern Pioneer Redevelopment Project Area. 4. Coordinate with the City
staff and Maya Cinemas Bakersfield LLC, to assure the 196
timely completion of the Maya Cinema Complex by December 31, 2008. 5. Complete the environmental review process for the Mill Creek South Mixed Use Redevelopment Project coordinate the
selection of a developer to enter into an exclusive negotiation agreement culminating in the successful negotiation of a 6580 – Redevelopment and Economic Development continued Development
and Disposition Agreement (DDA) with the Bakersfield Redevelopment Agency by January 31, 2008. 6. Coordinate with the United States General Services Administration to assure the Federal
Magistrate Courthouse is located in downtown Bakersfield within the Mill Creek Linear Park Project. 7. Develop a viable targeted revitalization program for the Southeast Neighborhood
Targeted Revitalization program that will incorporate an owner-occupied affordable manufactured home replacement component to replace existing substandard homes and mobile housing units
by July 1, 2007. 8. Pursue Proposition 1C – Housing and Emergency Shelter Trust Fund Act of 2006 funding for various development opportunities including the construction of affordable
housing for the Millcreek South -Mixed Use Project and funding for urban, suburban and rural parks to provide supplemental financing for the development and construction of the Mill
Creek Linear Park project. SERVICE LEVEL INDICATORS FY 05-06 FY 06-07 FY 07-08 PROJECT/ACTIVITY Actual Projected Adopted Respond to request for economic development information 350 425
450 Brownfields RLF loan and sub-grant amount awarded $0 $51,880 $150,000 Team Bakersfield project assistance provided 6 4 8 Parkview Cottages Downpayment Assistance 4 8 10 197
ECONOMIC DEVELOPMENT Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2005-06 2006-07 2006-07 2007-08 Personnel $565,847 $640,321 $640,321 $704,256 Operating $668,703
$6,932,763 $6,729,763 $3,783,629 Capital $0 $6,075,000 $7,278,000 $5,150,000 Total $1,234,550 $13,648,084 $14,648,084 $9,637,885 SOURCE OF FUNDS: General Fund $676,434 $772,122 $772,122
$855,122 CDBG -Block Grant $468 $3,751,462 $3,751,462 $113 RDA-SEPA -Operating $86,485 $6,184,000 $6,184,000 $2,870,100 RDA-SEPA -Housing $55,207 $1,320,000 $2,320,000 $4,500,000 RDA-OTKP
-Operating $29,417 $779,300 $779,300 $569,000 RDA-OTKP -Housing $55,752 $210,000 $210,000 $500,000 RDA-DTPA -Operating $58,698 $284,400 $284,400 $143,550 RDA-DTPA -Housing $98,650 $315,000
$315,000 $200,000 Parking Lots/Structures $173,439 $31,800 $31,800 $0 Total $1,234,550 $13,648,084 $14,648,084 $9,637,885 198
NON-DEPARTMENTAL
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 NON-DEPARTMENTAL This section includes expenditures which cannot be attributed to a single department or division. These expenditures are for
services which may impact a number of City departments and functions. • Retiree Medical Benefits -This item provides for contributions to medical insurance premiums for retired City
employees with at least 10, 15, or 20 years of service credit depending on date of hire, as provided for in various labor agreements. Currently, the City provides benefits to over 300
retired employees. Additionally, due to recent changes in Governmental Accounting Standards Board pronouncements (GASB 43/45), this account also reflects the cost of benefits earned
by current employees during the fiscal year. The GASB now requires all governmental agencies to recognize the cost of Other Post Employment Benefits (OPEB) as they are earned by employees
rather than when the premium subsidies are paid • Elections -This item includes funds for the planning 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. • Contingent Cost/State Action Allocation -This item includes funds set aside to address potential State budgetary actions and other items unresolved at the time the
budget is developed. • Contingency -The Contingency fund is intended to cover unanticipated expenditures which the City Council decides to fund throughout the fiscal year. 199
NON-DEPARTMENTAL Adopted Amended Adopted Actual Budget Budget Budget 2005-06 2006-07 2006-07 2007-08 Non-Departmental* $3,314,997 $8,034,606 $8,095,859 $9,240,824 Total $3,314,997 $8,034,606
$8,095,859 $9,240,824 SOURCE OF FUNDS: General Fund $2,070,633 $6,603,806 $6,603,806 $7,589,924 Development Servcs. Fund $43,020 $410,200 $410,200 $478,800 T.O.T Fund $836,292 $930,600
$991,853 $1,072,100 Redevelopment $365,052 $90,000 $90,000 $100,000 Total $3,314,997 $8,034,606 $8,095,859 $9,240,824 FULL TIME EMPLOYEES: Non-Departmental 0.00 0.00 0.00 0.00 Total
0.00 0.00 0.00 0.00 * Does not include debt service or interfund transfers 200
SPECIAL FUNDS
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 -Used to account for resources provided by the Federal Housing and Community Development Act of 1974 for the elimination of slums and blight, housing conservation,
and improvements of community services. • HOME Investment Partnership Program Fund -Used to account for resources provided by Federal Housing and Urban Development for a wide range of
activities that buy, build and rehabilitate affordable housing opportunities for rent or home ownership for low-income citizens. • Intermodal Surface Transportation Fund -Used to account
for resources provided by the Federal Intermodal Surface Transportation Efficiency Act (ISTEA) of 1991. These resources include four programs comprised of the Surface Transportation
Program (STP), Congestion Mitigation and Air Quality (CMAQ), Transportation Enhancement Activity (TEA), and Highway Bridge Replacement and Rehabilitation (HBRR). • Thomas Roads Improvement
Program (TRIP) Fund -Used to account for the resources provided by the Federal SAFETEA-LU Section 1302 National Corridor Infrastructure Improvement Program promoted by Congressman Bill
Thomas. These monies will provide significant federal funding for twelve specific projects identified in the federal program award, including the North Beltway, West Beltway, Freeway
178 and the Centennial Corridor projects. • Street and Road Transportation Fund -Used to account for the City's allocation of 1/4 percent of sales tax authorized by SB 325 Transportation
Development Act (TDA) and State Grants for operation of an Amtrak Station. • State Gas Tax Fund -Used to account for the City's share, based upon population, of state gasoline taxes.
State law requires these gasoline taxes be used to maintain streets or for major street construction. • Traffic Safety Fund -Used to account for the City's share of traffic fine resources
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 Safety Fund -Used to account for the City’s share, based upon population of the Supplemental Law Enforcement Block Grant commencing with the State’s 1996-97
fiscal year and other categorical public safety grants. • Transient Lodging Tax Fund -Established in July 1998 to account for the general revenues provided by a 12 percent room tax (M.C.
3.40) and the operation and debt obligations related to Rabobank Arena complex and ice rink. Activities include funding for the Greater Bakersfield Convention and Visitors Bureau. 201
CITY OF BAKERSFIELD FINANCIAL SUMMARY COMMUNITY DEVELOPMENT BLOCK GRANT FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July
1 $300,328 ($2,260,411) $407,678 $444,540 Revenues Intergovernmental Revenue 3,480,629 7,825,307 8,677,898 3,550,194 Charges for Services 1,049 Miscellaneous Revenue 296,386 150,000
150,000 150,000 Other Financing Sources 3,750,000 5,350,000 Total Revenues 3,778,064 11,725,307 14,177,898 3,700,194 Expenditures Personnel 546,279 696,192 696,192 699,657 Operating
951,478 6,490,615 7,013,914 1,101,006 Total Operating 1,497,757 7,186,807 7,710,106 1,800,663 Capital Improv. Projects 1,781,984 1,437,170 6,034,551 1,599,048 Total Expenditures 3,279,741
8,623,977 13,744,657 3,399,711 Transfers Transfers out (390,973) (396,379) (396,379) (400,484) Fund Balance -June 30 $407,678 $444,540 $444,540 $344,539 202
CITY OF BAKERSFIELD FINANCIAL SUMMARY HOME INVESTMENT PARTNERSHIP PROGRAM FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July
1 $6,083,978 $2,969,331 $6,916,761 $1,719,331 Revenues Intergovernmental Revenue 848,803 1,608,770 3,992,480 1,594,324 Miscellaneous Revenue 832,099 375,000 375,000 230,000 Total Revenues
1,680,902 1,983,770 4,367,480 1,824,324 Expenditures Personnel 255,749 230,600 230,600 212,027 Operating 592,370 3,003,170 9,034,310 1,582,297 Total Operating 848,119 3,233,770 9,264,910
1,794,324 Capital Improv. Projects 300,000 Total Expenditures 848,119 3,233,770 9,564,910 1,794,324 Fund Balance -June 30 $6,916,761 $1,719,331 $1,719,331 $1,749,331 203
CITY OF BAKERSFIELD FINANCIAL SUMMARY FEDERAL TRANSPORTATION FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $49,445
$130,215 $130,215 $170,215 Revenues Intergovernmental Revenue 5,434,718 4,381,854 71,454,698 75,899,249 Charges for Services 42,600 40,000 40,000 Miscellaneous Revenue 42,392 Total Revenues
5,519,710 4,421,854 71,494,698 75,899,249 Expenditures Personnel 148,327 Total Operating 148,327 Capital Improv. Projects 5,290,613 7,230,177 71,454,698 75,899,249 Total Expenditures
5,438,940 7,230,177 71,454,698 75,899,249 Fund Balance -June 30 $130,215 ($2,678,108) $170,215 $170,215 204
CITY OF BAKERSFIELD FINANCIAL SUMMARY STATE TRANSPORTATION FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $0 ($6,581)
$0 $0 Revenues Intergovernmental 270,205 319,200 325,781 280,800 Miscellaneous Revenue 3,596 3,000 3,000 3,000 Total Revenues 273,801 322,200 328,781 283,800 Expenditures Operating 193,888
319,800 326,381 283,800 Capital Improv. Projects 79,913 2,400 2,400 Total Expenditures 273,801 322,200 328,781 283,800 Fund Balance -June 30 ($6,581) $0 $0 205
CITY OF BAKERSFIELD FINANCIAL SUMMARY THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July
1 $0 $0 $0 $0 Revenues Intergovernmental Revenue 950,679 56,060,445 71,642,234 26,185,300 Total Revenues 950,679 56,060,445 71,642,234 26,185,300 Expenditures Capital Improv. Projects
950,679 56,060,445 71,642,234 26,185,300 Total Expenditures 950,679 56,060,445 71,642,234 26,185,300 Fund Balance -June 30 $0 $0 $0 $0 206
CITY OF BAKERSFIELD FINANCIAL SUMMARY GAS TAX FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $3,364,078 $4,145,497 $7,153,854
$1,360,332 Revenues Intergovernmental Revenue 8,277,707 6,930,000 5,120,000 5,210,000 Fines & Forfeits 33,822 10,000 40,000 30,000 Miscellaneous Revenue 779,487 73,331 130,000 50,000
Total Revenues 9,091,016 7,013,331 5,290,000 5,290,000 Expenditures Personnel 950,289 1,122,379 1,122,379 1,223,507 Operating 2,717,118 3,397,254 3,437,620 3,475,959 Capital Outlay 46,496
45,000 45,000 30,000 Total Operating 3,713,903 4,564,633 4,604,999 4,729,466 Capital Improv. Projects 1,587,337 3,358,032 6,326,023 1,467,751 Total Expenditures 5,301,240 7,922,665 10,931,022
6,197,217 Transfers Transfers out (152,500) (152,500) Fund Balance -June 30 $7,153,854 $3,083,663 $1,360,332 $453,115 207
CITY OF BAKERSFIELD FINANCIAL SUMMARY TRAFFIC SAFETY FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $174,091 $5,575
$5,575 ($19,425) Revenues Charges for Services 173,947 200,000 200,000 200,000 Fines and Forfeits 1,397,103 1,300,000 1,300,000 1,300,000 Miscellaneous Revenue 5,106 Total Revenues 1,576,156
1,500,000 1,500,000 1,500,000 Expenditures Operating 744,672 625,000 625,000 600,000 Total Expenditures 744,672 625,000 625,000 600,000 Transfers Transfers out (1,000,000) (900,000)
(900,000) (880,575) Fund Balance -June 30 $5,575 ($19,425) ($19,425) $0 208
CITY OF BAKERSFIELD FINANCIAL SUMMARY SUPPLEMENTAL LAW ENFORCEMENT SAFETY FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July
1 $216,383 $43,597 $614,327 $43,597 Revenues Intergovernmental 426,939 606,924 606,924 Fines and Forfeits 13,676 Miscellaneous Revenue Total Revenues 440,615 606,924 606,924 $0 Expenditures
Personnel 94,924 94,924 Operating 140,000 165,000 Capital Outlay 372,000 372,000 Total Operating 606,924 631,924 Capital Improv. Projects 42,671 545,730 Total Expenditures 42,671 606,924
1,177,654 $0 Fund Balance -June 30 $614,327 $43,597 $43,597 $43,597 209
CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSIENT LODGING TAX Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $1,131,704 $1,009,215
$1,009,215 $1,936,181 Revenues Taxes 7,456,838 7,200,000 7,900,000 8,450,000 Charges for Services 6,206,684 5,477,087 5,477,087 5,993,451 Miscellaneous Revenue 1,207,633 1,200,000 1,200,000
1,200,000 Total Revenues 14,871,155 13,877,087 14,577,087 15,643,451 Expenditures Personnel 3,050,550 3,026,596 3,026,593 3,147,469 Operating 4,181,320 3,639,537 3,639,537 4,373,813
Capital Outlay 293 Capital Leases 1,126,841 2,913,991 2,913,991 3,228,950 Total Expenditures 8,359,004 9,580,124 9,580,121 10,750,232 Transfers Transfers in 50,000 Transfers out (6,634,640)
(4,070,000) (4,070,000) (5,229,000) Transfers out (6,584,640) (4,070,000) (4,070,000) (5,229,000) Fund Balance -June 30 $1,009,215 $1,236,178 $1,936,181 $1,600,400 Analysis of Fund Balance
Tax Receivable Reserve $600,000 $600,000 $600,000 $1,400,000 Unreserved 409,215 636,178 1,336,181 200,400 Total $1,009,215 $1,236,178 $1,936,181 $1,600,400 210
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 -Used to account for the cost of maintenance, purchase and replacement of vehicular equipment and
other equipment including mowers, communications, copiers and computers used by all City departments. Such costs are billed to the departments via established rates, which are based
upon actual maintenance and replacement costs. • Self-Insurance Fund -Used to account for the cost of operating a selfinsurance program as follows: The City is self-insured for workers’
compensation for the first $500,000 of each accident or occurrence and is a member of California Public Entity Insurance Authority for excess coverage to protect against catastrophic
losses. Funding for this program is provided by allocations from various City programs. The City is self-insured for general and auto liability for the first $1,000,000 of each accident
or occurrence and is a member of the Authority for California Cities for Excess Liability (ACCEL) for excess coverage in the amount of $32,000,000. Funding for this program is provided
by allocation from the various City programs. 211
CITY OF BAKERSFIELD FINANCIAL SUMMARY EQUIPMENT MANAGEMENT FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $22,608,143
$14,513,960 $19,931,561 $11,442,119 Revenues Intergovernmental Revenue 10,000 21,107 284,000 Charges for Services 17,726,823 19,961,525 19,961,525 22,273,910 Miscellaneous Revenue 2,503,971
1,642,704 1,642,704 400,000 Total Revenues 20,240,794 21,604,229 21,625,336 22,957,910 Expenditures Personnel 4,091,388 4,743,315 4,743,315 5,206,115 Operating 13,961,872 9,890,925 10,083,117
11,199,798 Capital Outlay 7,330,858 15,218,018 20,220,107 11,792,500 Total Operating 25,384,118 29,852,258 35,046,539 28,198,413 Capital Improv. Projects 17,200 100,000 344,427 Total
Expenditures 25,401,318 29,952,258 35,390,966 28,198,413 Tranfers Transfers in 2,483,942 5,276,188 5,276,188 3,541,112 Transfers In 2,483,942 5,276,188 5,276,188 3,541,112 Fund Balance
-June 30 $19,931,561 $11,442,119 $11,442,119 $9,742,728 212
CITY OF BAKERSFIELD FINANCIAL SUMMARY SELF-INSURANCE FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $935,084 $2,733,112
$3,127,473 $3,310,841 Revenues Charges for Services 9,424,224 9,834,230 9,834,230 10,044,538 Miscellaneous Revenue 657,728 306,000 306,000 400,000 Total Revenues 10,081,952 10,140,230
10,140,230 10,444,538 Expenditures Personnel 1,528,134 3,026,739 3,026,739 2,733,882 Operating 6,360,489 6,533,930 6,928,291 6,882,611 Capital 940 1,532 1,532 Total Expenditures 7,889,563
9,562,201 9,956,562 9,616,493 Transfers Transfers out (300) Transfers out (300) Fund Balance -June 30 $3,127,473 $3,311,141 $3,310,841 $4,138,886 213
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. 214
CITY OF BAKERSFIELD FINANCIAL SUMMARY ASSESSMENT DISTRICTS FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $36,860,902
$17,923,931 $63,688,203 $17,478,358 Revenues Taxes and Assessments 7,708,526 9,181,816 9,181,816 9,182,576 Charges for Services 326,495 Miscellaneous Revenue 2,156,066 335,550 339,300
975,500 Other Financing Sources 29,232,654 Total Revenues 39,423,741 9,517,366 9,521,116 10,158,076 Expenditures Operating 952,450 167,810 279,737 319,100 Debt Service 8,425,465 10,188,235
10,188,235 8,807,215 Total Operating 9,377,915 10,356,045 10,467,972 9,126,315 Capital Improv. Projects 3,218,525 45,262,989 Total Expenditures 12,596,440 10,356,045 55,730,961 9,126,315
Fund Balance -June 30 $63,688,203 $17,085,252 $17,478,358 $18,510,119 215
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 the regional circulation system. The City Council adopted the fee program on January 28, 1992 and the Kern County Board of Supervisors adopted a similar fee program on April 6, 1992.
The fee is collected at the building permit stage and the amount of the fee is directly related to the individual project's traffic generation potential. A portion of these funds is
allocated to serve as the Local Match for the Thomas Roads Improvement Program. • 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 thereof. 216
CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $11,595,121 $3,842,656
$17,970,573 $7,037,828 Revenues Intergovernmental 2,302,506 2,302,506 Charges for Service 500,000 500,000 Miscellaneous Revenue 226,300 182,132 182,132 100,000 Total Revenues 226,300
2,984,638 2,984,638 100,000 Expenditures Operating 24,047 19,345 Capital Improv. Projects 7,955,561 24,532,334 34,948,038 18,544,000 Total Expenditures 7,979,608 24,532,334 34,967,383
18,544,000 Tranfers Transfers in 14,128,760 24,050,000 24,050,000 16,644,000 Transfers out (3,000,000) (3,000,000) Fund Balance -June 30 $17,970,573 $3,344,960 $7,037,828 $5,237,828
Facilities Reserve $3,605,000 $6,000,000 $3,000,000 $5,000,000 Unreserved 14,365,573 (2,655,040) 4,037,828 237,828 Total $17,970,573 $3,344,960 $7,037,828 $5,237,828 Analysis of Fund
Balance 217
CITY OF BAKERSFIELD FINANCIAL SUMMARY RECREATION FACILITIES FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $9,572 $10,699
$10,699 $10,699 Revenues Intergovernmental 586,442 200,000 2,054,820 Miscellaneous 343 Total Revenues 586,785 200,000 2,054,820 Expenditures Capital Improv. Projects 585,658 200,000
2,054,820 Total Expenditures 585,658 200,000 2,054,820 Fund Balance -June 30 $10,699 $10,699 $10,699 $10,699 218
CITY OF BAKERSFIELD FINANCIAL SUMMARY PARK IMPROVEMENT FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $4,140,765 $3,252,598
$3,953,941 $3,422,859 Revenues Intergovernmental Revenue 314,822 Assessments 5,976,393 8,437,370 9,469,568 6,265,430 Miscellaneous Revenue 6 97,370 80,000 155,000 150,000 Total Revenues
6,988,585 8,517,370 9,624,568 6,415,430 Expenditures Operating 1,369,380 4,512,370 5,489,568 2,843,430 Total Operating 1,369,380 4,512,370 5,489,568 2,843,430 Capital Improv. Projects
5,806,029 5,104,739 4,666,082 6,859,039 Total Expenditures 7,175,409 9,617,109 10,155,650 9,702,469 Fund Balance -June 30 $3,953,941 $2,152,859 $3,422,859 $135,820 219
CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSPORTATION DEVELOPMENT FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $18,471,762
$8,479,425 $33,868,850 $4,373,248 Revenues Intergovernmental 374,500 Charges for Service 129,815 100,000 100,000 100,000 Assessments 23,981,586 16,100,000 16,070,000 15,050,000 Miscellaneous
1,009,453 392,868 800,000 450,000 Total Revenues 25,120,854 16,592,868 17,344,500 15,600,000 Expenditures Personnel 256,355 335,486 335,486 341,391 Operating 18,778 17,253 17,253 24,355
Capital Outlay 1,605 7,000 7,000 Total Operating 276,738 359,739 359,739 365,746 Capital Improv. Projects 9,447,028 12,455,323 37,844,748 14,111,000 Total Expenditures 9,723,766 12,815,062
38,204,487 14,476,746 Transfers Transfers Out (3,664,118) (8,635,615) (8,635,615) (5,495,000) Fund Balance -June 30 $33,868,850 $3,621,616 $4,373,248 $1,502 220
CITY OF BAKERSFIELD FINANCIAL SUMMARY TDF TRIP LOCAL MATCH Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $3,618,015 $3,182,597
$3,182,597 $19,018 Revenues Charges for Service 128,705 Miscellaneous 625,000 625,000 Total Revenues 625,000 625,000 128,705 Expenditures Personnel 36,894 805,112 805,112 894,678 Operating
92,092 171,843 185,736 385,156 Capital Outlay 168,530 70,000 93,470 Total Operating 297,516 1,046,955 1,084,318 1,279,834 Capital Improv. Projects 137,902 8,076,028 11,339,876 4,114,700
Total Expenditures 435,418 9,122,983 12,424,194 5,394,534 Transfers Transfers In 3,664,118 8,182,727 8,635,615 5,495,000 Fund Balance -June 30 $3,182,597 $2,867,341 $19,018 $248,189
221
CITY OF BAKERSFIELD FINANCIAL SUMMARY PUBLIC FINANCING
AUTHORITY OPERATING FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $102,966 $338,225 $338,225 $349,833 Revenues Charges
for Service 1,459,118 2,032,608 2,032,608 1,013,982 Miscellaneous Revenue 12,860 2,000 2,000 1,000 Total Revenues 1,471,978 2,034,608 2,034,608 1,014,982 Expenditures Operating 3,127
13,000 13,000 14,250 Total Expenditures 3,127 13,000 13,000 14,250 Transfers Transfers Out (1,424,482) (2,010,000) (2,010,000) (1,010,375) Fund Balance -June 30 $338,225 $349,833 $349,833
$340,190 222
CITY OF BAKERSFIELD DEBT SERVICE FUNDS • 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 percent to 9.5 percent. • General Obligation Debt Service Fund -Used to accumulate monies for the payment of $4,900,000 HUD Section 108 loans. The loans were issued in August
2003 with annual principal payments ranging from $161,000 to $381,000 plus interest at 1.61 percent to 4.76 percent with a scheduled final maturity in August 2023. Community Development
Block Grant Funds are used to service this debt. 223
CITY OF BAKERSFIELD FINANCIAL SUMMARY PUBLIC FINANCING AUTHORITY DEBT SERVICE FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance
-July 1 $2,273,514 $2,273,208 $2,273,208 $2,273,160 Revenues Miscellaneous Revenue 144,625 144,625 144,625 144,625 Total Revenues 144,625 144,625 144,625 144,625 Expenditures Debt Service
1,569,413 2,154,673 2,154,673 1,154,640 Total Expenditures 1,569,413 2,154,673 2,154,673 1,154,640 Transfers Transfers in 1,424,482 2,010,000 2,010,000 1,010,375 Fund Balance -June 30
$2,273,208 $2,273,160 $2,273,160 $2,273,520 Debt service reserve $2,225,000 $2,225,000 $2,225,000 $2,225,000 Unreserved 48,208 48,160 48,160 48,520 Total $2,273,208 $2,273,160 $2,273,160
$2,273,520 Analysis of Fund Balance 224
CITY OF BAKERSFIELD FINANCIAL SUMMARY MUNICIPAL IMPROVEMENT DEBT SERVICE FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July
1 $0 $0 $0 $0 Revenues Miscellaneous 75,962 285,722 285,722 77,487 Total Revenues 75,962 285,722 285,722 77,487 Expenditures Debt Service 466,935 682,101 682,101 477,971 Total Expenditures
466,935 682,101 682,101 477,971 Transfers Transfers In 390,973 396,379 396,379 400,484 Fund Balance -June 30 $0 $0 $0 $0 225
CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT OUTSTANDING June 30, 2007 Principal Interest Total General Fund-Compensated Absences -Accrued-Sick Leave and Vacation -Estimate 6,500,000
6,500,000 Transient Occupancy Tax Fund-Convention Center -Arena Projects Series 2006A -Refunding COP 24,435,000 10,717,552 35,152,552 Series 2006B -Refunding COP 9,125,000 4,999,960
14,124,960 Community Development Block Grant Fund-HUD Section 108 Loans, 2003 ($4.1 m) 3,670,000 2,112,549 5,782,549 HUD Section 108 Loans, 2003 ($0.8 m) 724,000 530,277 1,254,277 HUD
Section 108 Loans, 2003 ($1.0 m) 913,000 483,315 1,396,315 Wastewater Treatment Fund-State Water Resources Loan 10,529,766 2,106,004 12,635,770 Domestic Water Fund-State Water Conservation
Loan, 1997 1,449,361 278,289 1,727,650 Bakersfield Redevelopment Agency: Property Tax Abatement Contracts: Chamber of Commerce 11,584 11,584 Bentley Partnership 24,936 24,936 Specialty
Trim and Awning 5,338 5,338 California Housing Finance Authority: Southeast Infill Housing Loan, 2001 500,000 150,000 650,000 Downtown Park Cottages Loan, 2002 1,043,392 112,253 1,155,645
Citywalk Project 1,569,604 180,236 1,749,840 The Village @Baker Stree 872,717 70,981 943,698 Centennial Garden Reimb. 1997 18,000,000 18,000,000 HUD Section 108 Loans, Mill Creek South
3,750,000 2,385,861 6,135,861 HUD Section 108 Loans, Fire Station 6 1,600,000 1,094,970 2,694,970 Special Assessment Districts (27) 84,840,000 44,802,208 129,642,208 226
CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT MATURITIES FISCAL YEAR 2007-08 Principal Interest Total Transient Occupancy Tax Fund-Convention Center -Arena Projects 1,630,000 1,579,044
3,209,044 Community Development Block Grant Fund-HUD Section 108 Loans, 2003 218,000 259,971 477,971 Wastewater Treatment Fund-State Water Resources Loan 752,126 150,429 902,555 Domestic
Water Fund-State Water Conservation Loan, 1997 215,950 84,924 300,874 Bakersfield Redevelopment Agency-Property Tax Abatement Contracts: Chamber of Commerce 5,000 5,000 Bently Partnership
5,000 5,000 Specialty Trim 1,500 1,500 California Housing Finance Authority: Downtown Park Cottages Loan, 2002 172,097 72,000 244,097 Citywalk Project 244,552 52,500 297,052 The Village
@Baker Street 30,000 30,000 Centennial Garden Reimb., 1997 1,200,000 1,200,000 HUD Section 108 Loans, Mill Creek South 193,689 193,689 HUD Section 108 Loans, Fire Station 6 86,568 86,568
Special Assessment Districts (27) 4,285,000 4,426,073 8,711,073 227
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ENTERPRISE FUNDS
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. • Wastewater Treatment Fund -Used to account for the provision
of sewer service to the residents of the City and some residents of the County. This fund also accounts for the activities related to the debt issues which provided for the Wastewater
Treatment Facilities. • Sewer Connection Fund -Used to account for connection fees dedicated to debt service and capital projects. • Refuse Service Fund -Used to account for the collection
and disposal of solid waste within the City. All activities necessary to provide such services are accounted for in this fund. • Sanitary Landfill Cap (Landfill Closure) Fund -Used to
account for the resources dedicated to capping a closed landfill. • Agricultural Water Fund -Used to account for the provision of water service restricted primarily to agricultural purposes
to users within the City and some users within the County (some Kern River water is exchanged for California State Aqueduct water for domestic water purposes.) All activities necessary
to provide such service are accounted for in this fund. • Domestic Water Fund -Used to account for the provision of water service to some residents of the City and the County. All activities
necessary to provide such service are accounted for in this fund. • Airpark Fund -Used to account for the acquisition and operation of the Bakersfield airpark. The majority of acquisition
and improvement financing for the airport facility is to be provided by an annual grant from the Federal Aviation Administration. • Offstreet Parking Fund -Used to account for the operations
of a parking garage located on 18th Street between "H" and Eye Streets and various surface parking lots within the City. 229
CITY OF BAKERSFIELD FINANCIAL SUMMARY WASTEWATER TREATMENT FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $53,484,449
$13,424,388 $46,755,059 $8,990,068 Revenues Intergovernmental Revenue 514,550 Charges for Services 16,734,251 18,864,090 19,081,600 23,158,000 Miscellaneous Revenue 2,006,423 1,874,000
2,465,900 1,421,800 Other Financing Sources 215,000,000 Total Revenues 18,740,674 20,738,090 22,062,050 239,579,800 Expenditures Personnel 4,032,220 4,656,401 4,656,401 5,171,464 Operating
13,975,381 5,675,338 5,789,320 6,248,051 Capital Outlay 235,096 142,432 573,906 195,272 Debt Service 902,555 902,555 902,555 902,555 Total Operating 19,145,252 11,376,726 11,922,182
12,517,342 Capital Improv. Projects 14,033,397 31,773,649 68,170,414 219,245,000 Total Expenditures 33,178,649 43,150,375 80,092,596 231,762,342 Transfers Transfers in 7,902,555 20,797,555
20,797,555 16,412,555 Transfers out (193,970) (532,000) (532,000) (6,000,000) Transfers in 7,708,585 20,265,555 20,265,555 10,412,555 Fund Balance -June 30 $46,755,059 $11,277,658 $8,990,068
$27,220,081 230
CITY OF BAKERSFIELD FINANCIAL SUMMARY SEWER CONNECTION FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $6,721,016 $14,167,159
$14,167,159 $2,041,664 Revenues Taxes 27,084 15,000 15,000 Charges for Services 15,008,095 10,600,000 8,457,060 8,603,431 Miscellaneous Revenue 313,519 200,000 200,000 200,000 Total
Revenues 15,348,698 10,815,000 8,672,060 8,803,431 Transfers Transfers Out (7,902,555) (20,797,555) (20,797,555) (10,412,555) Fund Balance -June 30 $14,167,159 $4,184,604 $2,041,664
$432,540 231
CITY OF BAKERSFIELD FINANCIAL SUMMARY REFUSE SERVICE FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $7,040,282 $7,119,710
$7,814,976 $6,245,135 Revenues Intergovernmental Revenue 2,117,213 2,386,094 2,410,000 2,283,780 Charges for Services 31,402,134 33,732,040 35,308,000 37,961,387 Miscellaneous Revenue
230,576 532,000 738,400 463,000 Total Revenues 33,749,923 36,650,134 38,456,400 40,708,167 Expenditures Personnel 7,992,311 9,370,811 9,370,811 9,938,397 Operating 22,600,350 24,669,028
24,772,147 27,391,064 Capital Outlay 633,814 1,164,532 1,223,242 951,000 Total Operating 31,226,475 35,204,371 35,366,200 38,280,461 Capital Improv. Projects 572,522 1,786,150 2,401,123
125,000 Total Expenditures 31,798,997 36,990,521 37,767,323 38,405,461 Transfers Transfers out (1,176,232) (2,258,918) (2,258,918) (2,140,600) Fund Balance -June 30 $7,814,976 $4,520,405
$6,245,135 $6,407,241 Cart Replacement Reserve $2,320,000 $2,820,000 $2,820,000 $3,320,000 Unreserved 5,494,976 1,700,405 3,425,135 3,087,241 Total $7,814,976 $4,520,405 $6,245,135 $6,407,241
Analysis of Fund Balance 232
CITY OF BAKERSFIELD FINANCIAL SUMMARY LANDFILL CLOSURE FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $5,055,282 $1,257,530
$5,071,058 $1,257,530 Revenues Intergovernmental Revenue 2,911,815 Miscellaneous Revenue 147,017 100,000 Total Revenues 147,017 2,911,815 100,000 Expenditures Capital Improv. Projects
131,241 6,725,343 Total Expenditures 131,241 6,725,343 Fund Balance -June 30 $5,071,058 $1,257,530 $1,257,530 $1,357,530 233
CITY OF BAKERSFIELD FINANCIAL SUMMARY AGRICULTURAL WATER FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $1,529,359 $1,402,095
$2,338,051 $884,851 Revenues Charges for Services 5,323,178 7,421,000 6,371,000 5,175,000 Miscellaneous Revenue 126,437 51,000 85,000 Total Revenues 5,449,615 7,421,000 6,422,000 5,260,000
Expenditures Personnel 1,515,685 1,691,284 1,691,284 1,866,246 Operating 2,714,511 2,858,203 2,880,638 2,589,718 Capital Outlay 5,665 10,620 10,620 13,000 Debt Service 1,150,695 2,154,235
2,154,235 Total Operating 5,386,556 6,714,342 6,736,777 4,468,964 Capital Improv. Projects 96,632 1,065,000 1,728,521 165,000 Total Expenditures 5,483,188 7,779,342 8,465,298 4,633,964
Tranfers Transfers in 842,265 805,098 805,098 Transfers out (215,000) (215,000) (100,000) Transfers In 842,265 590,098 590,098 (100,000) Fund Balance -June 30 $2,338,051 $1,633,851 $884,851
$1,410,887 234
CITY OF BAKERSFIELD FINANCIAL SUMMARY DOMESTIC WATER FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $11,298,047 $4,891,518
$11,893,554 $5,980,068 Revenues Charges for Services 17,212,084 19,335,000 21,580,000 21,730,000 Miscellaneous Revenue 254,895 265,000 270,000 270,000 Total Revenues 17,466,979 19,600,000
21,850,000 22,000,000 Expenditures Personnel 370,824 558,491 558,491 592,916 Operating 12,861,900 12,107,991 12,110,666 13,437,657 Capital 19,163 70,332 86,117 Debt Service 504,654 824,238
824,238 1,374,240 Total Operating 13,756,541 13,561,052 13,579,512 15,404,813 Capital Improv. Projects 2,272,666 6,530,000 13,263,576 5,390,000 Total Expenditures 16,029,207 20,091,052
26,843,088 20,794,813 Transfers Transfers Out (842,265) (920,398) (920,398) (80,000) Fund Balance -June 30 $11,893,554 $3,480,068 $5,980,068 $7,105,255 235
CITY OF BAKERSFIELD FINANCIAL SUMMARY AIRPARK FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $586,125 $420,497 $427,997
$391,632 Revenues Intergovernmental Revenues 239,173 10,000 310,000 1,310,000 Charges for Services 135,361 124,500 138,900 138,500 Miscellaneous Revenue 12,273 5,800 10,400 5,400 Total
Revenues 386,807 140,300 459,300 1,453,900 Expenditures Personnel 47,556 50,666 50,666 51,665 Operating 239,098 97,499 97,499 104,297 Total Operating 286,654 148,165 148,165 155,962
Capital Improv. Projects 258,281 40,000 347,500 1,420,000 Total Expenditures 544,935 188,165 495,665 1,575,962 Fund Balance -June 30 $427,997 $372,632 $391,632 $269,570 236
CITY OF BAKERSFIELD FINANCIAL SUMMARY OFFSTREET PARKING FUND Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07 2007-08 Fund Balance -July 1 $260,361 $88,559
$116,891 $55,146 Revenues Charges for Services 104,636 80,000 80,000 104,000 Miscellaneous Revenue 6,241 5,000 5,000 5,000 Total Revenues 110,877 85,000 85,000 109,000 Expenditures Personnel
818 42,865 42,865 47,378 Operating 173,439 72,548 81,764 54,840 Capital Outlay 3,000 3,000 Total Operating 174,257 118,413 127,629 102,218 Capital Improv. Projects 80,090 19,116 Total
Expenditures 254,347 118,413 146,745 102,218 Fund Balance -June 30 $116,891 $55,146 $55,146 $61,928 237
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REDEVELOPMENT FUNDS
CITY OF BAKERSFIELD REDEVELOPMENT FUNDS • Redevelopment Operating Funds -Used to account for the cost of various capital projects and programs within the redevelopment project areas.
Financing is provided by the issuance of tax allocation bonds and tax increment revenues. • Redevelopment Housing Funds – Used to account for the mandatory twenty percent (20 percent)
of Tax Increment Revenue set-aside for low-and moderateincome housing. • Redevelopment Debt Service Funds – Used to account for the payment of principal and interest on the Redevelopment
Tax Allocation Bonds, Certificates of Participation, and Notes and Interagency loans. 239
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND DOWNTOWN PROJECT AREA Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07
2007-08 Fund Balance -July 1 $313,835 $314,053 $406,819 $19,013 Revenues Taxes 1,922,713 1,900,000 1,839,500 1,844,000 Intergovernmental Revenue 361 500 500 500 Miscellaneous Revenue
18,537 7,500 15,000 10,000 Total Revenues 1,941,611 1,908,000 1,855,000 1,854,500 Expenditures Operating 244,924 99,400 192,166 173,550 Capital 225,000 225,000 Total Expenditures 244,924
324,400 417,166 173,550 Transfers Transfers Out (1,603,703) (1,825,640) (1,825,640) (1,587,000) Fund Balance -June 30 $406,819 $72,013 $19,013 $112,963 240
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND OLD TOWN KERN-PIONEER Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07
2007-08 Fund Balance -July 1 $498,480 $516,927 $863,087 $976,787 Revenues Taxes 921,333 744,000 1,492,500 1,492,500 Intergovernmental Revenue 6,858 5,000 5,000 5,000 Miscellaneous Revenue
148,679 5,000 25,000 20,000 Other Financing Sources 1,000,000 Total Revenues 1,076,870 754,000 2,522,500 1,517,500 Expenditures Operating 93,301 179,300 1,225,460 99,000 Capital Outlay
620,000 620,000 500,000 Total Operating 93,301 799,300 1,845,460 599,000 Capital Improv. Projects 311,000 300,000 1,400,000 Total Expenditures 404,301 799,300 2,145,460 1,999,000 Transfers
Transfers Out (307,962) (263,340) (263,340) (482,487) Fund Balance -June 30 $863,087 $208,287 $976,787 $12,800 241
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND SOUTHEAST PROJECT AREA Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07
2007-08 Fund Balance -July 1 $1,709,469 $1,892,417 $2,887,317 $1,682,186 Revenues Taxes 1,768,874 1,560,400 2,529,900 2,410,800 Intergovernmental Revenue 37,179 775,000 794,000 44,000
Miscellaneous Revenue 93,515 10,000 75,000 50,000 Other Financing Sources 979,506 3,750,000 3,750,000 Total Revenues 2,879,074 6,095,400 7,148,900 2,504,800 Expenditures Operating 201,427
1,334,000 1,401,862 260,100 Capital Outlay 4,880,000 4,880,000 2,650,000 Total Operating 201,427 6,214,000 6,281,862 2,910,100 Capital Improv. Projects 1,030,323 300,000 1,227,038 Total
Expenditures 1,231,750 6,514,000 7,508,900 2,910,100 Transfers Transfers Out (469,476) (845,131) (845,131) (1,187,400) Fund Balance -June 30 $2,887,317 $628,686 $1,682,186 $89,486 242
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND DOWNTOWN PROJECT AREA Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07
2007-08 Fund Balance -July 1 $462,720 $37,375 $768,725 $107,375 Revenues Miscellaneous Revenue 14,655 5,000 5,000 10,000 Total Revenues 14,655 5,000 5,000 10,000 Expenditures Operating
98,650 315,000 1,046,350 200,000 Total Expenditures 98,650 315,000 1,046,350 200,000 Transfers Transfers In 390,000 608,610 608,610 370,000 Transfers Out (228,610) (228,610) (205,495)
Transfers In /Out 390,000 380,000 380,000 164,505 Fund Balance -June 30 $768,725 $107,375 $107,375 $81,880 243
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND OLD TOWN KERN-PIONEER Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07
2007-08 Fund Balance -July 1 $115,294 $169,260 $329,269 $145,260 Revenues Miscellaneous 4,727 5,000 Total Revenues 4,727 5,000 Expenditures Operating 22,752 210,000 370,009 500,000 Total
Expenditures 22,752 210,000 370,009 500,000 Transfers Transfers In 232,000 186,000 186,000 375,000 Fund Balance -June 30 $329,269 $145,260 $145,260 $25,260 244
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND SOUTHEAST PROJECT AREA Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07 2006-07
2007-08 Fund Balance -July 1 $1,200,486 $863,123 $947,916 $413,123 Revenues Miscellaneous 39,977 1,510,000 1,510,000 520,000 Other Financing Sources 3,000,000 Total Revenues 39,977 1,510,000
1,510,000 3,520,000 Expenditures Personnel 92,640 Operating 55,207 770,000 854,793 2,500,000 Capital Outlay 1,550,000 1,550,000 2,000,000 Total Operating 147,847 2,320,000 2,404,793
4,500,000 Capital Improv. Projects 604,700 Total Expenditures 752,547 2,320,000 2,404,793 4,500,000 Transfers Transfers In 460,000 360,000 360,000 614,000 Fund Balance -June 30 $947,916
$413,123 $413,123 $47,123 245
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND DOWNTOWN PROJECT AREA Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07
2006-07 2007-08 Fund Balance -July 1 $2,248 $10,413 $10,413 $10,413 Revenues Charges for Services 1,126,841 2,913,991 2,913,991 3,209,045 Miscellaneous Revenue 1,120,347 Other Financing
Sources 34,805,000 Total Revenues 37,052,188 2,913,991 2,913,991 3,209,045 Expenditures Debt Service 38,257,726 4,359,631 4,359,631 4,631,537 Total Expenditures 38,257,726 4,359,631
4,359,631 4,631,537 Transfers Transfers In 1,213,703 1,445,640 1,445,640 1,422,495 Fund Balance -June 30 $10,413 $10,413 $10,413 $10,416 246
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND OLD TOWN KERN-PIONEER Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07
2006-07 2007-08 Fund Balance -July 1 ($4) $0 ($4) $0 Expenditures Debt Service 75,962 77,336 77,336 107,487 Total Expenditures 75,962 77,336 77,336 107,487 Transfers Transfers In 75,962
77,340 77,340 107,487 Fund Balance -June 30 ($4) $4 $0 $0 247
CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND SOUTHEAST PROJECT AREA Amended Revised Adopted Actual Budget Estimates Budget 2005-06 2006-07
2006-07 2007-08 Fund Balance -July 1 $0 $0 $0 $0 Expenditures Debt Service 9,476 485,131 485,131 573,397 Total Expenditures 9,476 485,131 485,131 573,397 Transfers Transfers In 9,476
485,131 485,131 573,400 Fund Balance -June 30 $0 $0 $0 ($3) 248
CAPITAL IMPROVEMENTS
249
Honorable mayor and City Council FY 2007-12 Adopted CIP – Letter of Transmittal July 1, 2007 Page 2 Wastewater Treatment Plant No. 3 Arterial Roads – $16 million is budgeted to upgrade
four (4) miles of two-lane roads to full-width arterial standards. Increased onsite activities from the expansion of Wastewater Treatment Plant No. 3 and increased traffic due to encroaching
development create a need for safe ingress/egress for vehicles. This project will be funded by proceeds from the sale of bonds. Thomas Roads Improvement Program (TRIP) – In the FY 2006-07
CIP budget, nearly $50 million of federal and local funding was budgeted for the Thomas Roads Improvement Program (TRIP). It has taken longer than anticipated to obtain federal approval
for these expenditures. These funds will be left intact for the work to occur in FY 2007-08. An additional $1 million is budgeted in FY 2007-08 to widen State Route 178 from Mesa Marin
to Rancheria Road. Realignment on Auburn Street – $1.56 million of traffic impact fees are budgeted for the realignment of Auburn Street west of Morning Drive to tie into the new location
of the Auburn Street/Morning Drive intersection. These improvements are necessary to meet CalTrans standards for separating this local street intersection and the freeway intersection
that will be installed at the State Route 178/Morning Drive interchange. Westside Parkway – The CTC has recommended the use of STIP Augmentation funds for the Westside Parkway in the
amount of: $10.5 million for design and preparation of construction documents; $6.2 million for right-of-way acquisition; and, $54.3 million for construction of the Mohawk portion of
the project. These funds have been budgeted for in the FY 2007-08 CIP budget. SR 178 at Fairfax Road Interchange – Construction of this project will be funded by $25.3 million of federal
TRIP funds and $4 million of non-federal matching TDF funds in the FY 2007-08 CIP budget. Additional Traffic Signal Projects – Three (3) additional traffic signals are approved for the
CIP budget. These signals, which are on the most recent Signal Warrant Study prepared by the Traffic Engineer’s office, and the funding sources are as follows: $200,000 in Transportation
Impact Fee funds for Brimhall Road at Verdugo Road; $200,000 in Transportation Impact Fee funds for Noriega Road at Verdugo Road; and, $200,000 in Capital Outlay Funds for Panorama Drive
at Meadow Vista Street. Street Resurfacing and Reconstruction Projects – The FY 2007-08 CIP budget continues Council’s commitment to the street maintenance program with $7.9 million
to address citywide street maintenance/reconstruction issues. The amount budgeted is composed of federal transportation funds of $3,685,503, a local match of $477,497 coming from the
City’s share of state gasoline taxes as accounted for within the Gas Tax Fund, and $3 million of one-time Capital Outlay Funds. In addition, the operating side of the budget includes
$10.0 million for street maintenance. Therefore, the CIP and Operating budgets for FY 2007-08 for street maintenance/reconstruction totals close to $17.9 million. 250
Honorable mayor and City Council FY 2007-12 Adopted CIP – Letter of Transmittal July 1, 2007 Page 3 Bridge Construction, Allen Road at Kern River – The Bridge Construction for Allen
Road at Kern River project was budgeted at $8 million in the FY 2005-06 CIP budget. The FY 2006-07 CIP budget added $3 million of funding to this project. The FY 2007-08 CIP budget adds
$5 million of funding to this project to cover escalating construction costs. Staff has completed the environmental and preliminary design phase of this project. The final design and
construction document phase will be completed in FY 2006-07. The project will be advertised for bids, and a construction contract will be awarded early in FY 2007-08. Bridge Construction,
Hosking Avenue at SR 99 – The FY 2007-08 CIP budget includes $4 million to acquire land for an interchange at Hosking Avenue and SR 99. This multi-year project will be funded by developer
fees collected through the Transportation Impact Fee program. Street Improvements along Panama Lane – This $1.35 million project on Panama Lane at the Union Pacific Railroad (UPRR) Sunset
Branch grade crossing will widen the roadway to its ultimate width. This project also requires new railroad signal and rail improvements. The City will be responsible for widening the
roadway on the east and west sides of the intersection. UPRR will be responsible for all signal construction and road work within the railroad right-of-way and two feet (2’) of the tracks.
Traffic Signal Coordination – A Traffic Monitoring Camera Project to add video capability at two specific intersections is budgeted for $130,000. A Traffic Signal Interconnect Project
to expand the number of signals linked to the Traffic Operations Center is budgeted for $896,000. These projects will be predominately funded with federal Congestion Management Air Quality
(CMAQ) funds with the goals of improving signal timing and reducing traffic congestion and vehicle emissions. Wastewater Treatment Plant No. 2 Odor Control – Recent development of residential
and commercial properties close to Wastewater Treatment Plant No. 2 has increased the amount of wastewater, grease and septage treated and processed per day. This has created the need
to install odor control capabilities and upgrades to the existing septage/grease receiving station. Income from the septage/grease receiving station is approximately $1 million dollars
per year. This project is estimated at $6 million and will be funded by proceeds from the sale of bonds. Sewer Improvements on Brimhall Road between Rudd Road and Renfro Road – $1.37
million is budgeted for this project to extend the existing sewer line to be able to provide sewer service to an area with dry sewers. Storm Drain Improvements on Clara Court and Gwendolyn
Street, North of Fairview Road – This $1,015,000 project will provide better drainage for this area. 251
Honorable mayor and City Council FY 2007-12 Adopted CIP – Letter of Transmittal July 1, 2007 Page 4 Fire Stations /Various Fire Department Projects – For several years, the City has
set aside funding for future fire stations. This budget includes $3.7 million to construct Fire Station 14 at Mt. Vista and Harris and $500,000 to purchase one (1) fire engine. Other
Fire Department capital improvement projects for FY 2007-08 include: $90,000 to purchase one (1) emergency generator at Station 4; $110,000 for the plumbing overhaul of Station 9; and,
$37,000 for a more energy efficient ceiling at Station 1. Public Safety Communication Improvements – One (1) police radio channel will be converted to a digital format as required by
the Federal Communications Commission for $150,000. This is part of a multi-year project to convert all channels to the digital format. Water Wells – The construction of three (3) additional
water wells estimated at $3 million total will increase production capacity required by steady growth within the City’s Domestic Water System. Well Field Land Acquisition – A 10-acre
parcel located in southwest Bakersfield will be acquired for $1.5 million. Ultimately, a series of water wells will be constructed to increase groundwater production and distribution
to planned domestic service areas in the southwestern portion of the City. Pump Station Upgrades – In order to prepare for emergencies or power outages, $400,000 is budgeted for the
first phase of a new program to add system storage to various water wells. Taxi Lane Construction at the Bakersfield Municipal Airport – $1.37 million, funded predominately by a Federal
Aviation Administration Grant, will construct taxi lanes, taxiway extension and apron areas to allow hangar development at the Airport. The FY 2007-08 CIP budget includes numerous projects
within the Capital Outlay Fund for design, construction,
maintenance, and repair of various City facilities. Some of the more significant projects for FY 2007-08 include the following: Sports Village – $1.5 million for preliminary design
services for the 170-acre Sports Village complex, to be located north of Taft Highway, west of Ashe Road, and east of Gosford Road. 40-Acre Park Site – Baseball – The City has entered
into an agreement with Southwest Baseball for construction of the 40-acre baseball park site, recently named Aera Park, at Jewetta and Stockdale. The budget includes $2.17 million for
construction of a concession/restroom/storage building and parking lot, installation of a sewer system, and grading. Southwest Baseball will be responsible for the construction, installation,
and operation of the baseball-related items at the new complex. 252
Honorable mayor and City Council FY 2007-12 Adopted CIP – Letter of Transmittal July 1, 2007 Page 5 Saunders Recreation Facility – Due to significant increases in the cost of steel and
concrete, an additional $250,000 is budgeted to construct the indoor hockey/multi-use structure at Saunders Park to make this facility usable year-round. The hockey rink was donated
to the City in 2004 and will accommodate multiple recreational uses. Mesa Marin Sports Complex – Mesa Marin will be renovated to provide more field space for the increased number of
softball teams and leagues. The FY 2007-08 CIP budget includes $1 million for design and construction of four softball fields, a restroom/concession building, and the westerly parking
lot. Urban Forestry Services – $200,000 for contract tree services to prune large trees in excess of 50 feet. The City does not have the equipment or staffing necessary to maintain large
trees. Replacement of City Phone System – $4 million will be set aside to replace the City’s current phone system with modern technology since it has become increasingly difficult to
obtain support and parts for the current system. The FY 2007-08 CIP budget includes a significant number of projects to be funded with Community Development Block Grants (CDBG), including
the following: Mill Creek Linear Park – $1.7 million is budgeted in FY 2007-08 for this project. Of the amount budgeted, $300,000 in CDBG funds is for the 21st Street crossing in the
northern section of this project, and $1.4 million in Old Town Kern tax increment funds is for the initial segment of the Central Park improvements. Lowell Park Restroom – $350,000 to
remove and replace a 60 year old public restroom with an American with Disabilities Act (ADA) compliant, vandal resistant, and more efficient structure. Airport Improvements – $200,000
will be committed annually, over the next 5 years, to provide design and installation of landscaping and fencing around the perimeter of the Bakersfield Municipal Airport. Streetscape
Improvements on 34th Street – $300,000 for Phase II for the design of streetscape and median island improvements on 34th Street, from Chester Avenue to Q Street. This project supports
the City Council Goal #4.7.c to construct a streetscape project on 34th Street from Chester Avenue to Union Avenue. Bethany Homeless Pedestrian Crossing – $40,000 to install a lighted
crosswalk system at the existing crosswalk on East Truxtun Avenue at Williams Street, adjacent to the Bethany Homeless Center Campus. Street Improvements in HUD Eligible Areas of Wards
1 and 2 – $409,048 to construct various street, curb and gutter improvements in HUD eligible areas. 253
Honorable mayor and City Council FY 2007-12 Adopted CIP – Letter of Transmittal July 1, 2007 Page 6 Lastly, the adopted CIP budget for FY 2007-08 includes several projects that will
add or enhance the amenities within several of our City’s parks. Funding sources for these projects include both Capital Outlay funds and developer fees collected through the park development
fee program to construct parks. Additionally, the amount for reimbursement to developers who build required parks and are paid back over a number of years as development occurs has been
budgeted. SUMMARY In summary, staff is pleased to present the Capital Improvement Program budget fiveyear plan for 2007-12, and the FY 2007-08 Capital Improvement Program budget. The
projects contained within these budgets represent a wide range of improvements to our infrastructure that will ensure the safety of our City facilities and enhance the aesthetics of
our community. As our community grows, its needs will change. Staff has provided Council the necessary information to facilitate long-range planning and allow flexibility to address
changing priorities. Thanks to Assistant City Manager John W. Stinson, Finance Director Nelson Smith, Civil Engineer IV Arnold Ramming, Assistant to the Public Works Director Georgina
Lorenzi, Public Works Accountant Sharon Traynor, Data Processing Supervisor T.S. Liew, Engineering Aide Kirk Boland and Management Assistant Rick Kirkwood for their hard work in developing
this information. 254
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 CAPITAL IMPROVEMENT PROGRAM THE CAPITAL IMPROVEMENT PROGRAM AND ANNUAL OPERATING BUDGET The Capital Improvement Program (CIP) and the annual Operating
Budget are complementary City plans. The CIP is a guide to new construction or improvements to the City’s infrastructure and facilities, ranging from road expansion to repairs on publicly
owned buildings. The annual budget is a guide for the day-to-day operations of the City’s programs. The annual budget process must take into account requirements of funding infrastructure,
maintenance, and related operating costs. REVENUE SOURCES AND PROJECTIONS Revenue sources and projections for the Capital Improvement Program are developed in a manner similar to the
revenue projections for the operating budget. Trends are studied, performance assumptions are generated, and from these assumptions, expenditure estimates are developed. However, since
the CIP is a five-year plan, revenue projections must be made further into the future than those required by the operating budget. Existing debt service payments are calculated so estimates
can be made for the additional amount of debt that can be assumed in any given year. Once the new debt has been calculated and all other revenue sources identified, dollars are allotted
to each project category for the five (5) years of the capital planning period. In addition to property and sales taxes, the Capital Improvement Program is financed by: Special assessments
– Compulsory charges levied by the City to finance current or permanent public services to a particular group of persons or properties. Grants – A grant is a contribution or gift of
cash or other assets from another organization or governmental entity for use in a specific purpose, activity, or facility. User fees – These represent payment for services which would
not be provided to the individual if the fee were not paid. Bond issues – The City sells bonds as a means of borrowing revenue for costly projects and repays the debt to the lender over
an extended period of time. Other – Sale proceeds from property, developer participation in improvement plans, and other miscellaneous sources. 255
HEARINGS AND ADOPTION Once developed, the CIP is forwarded to the City Manager for review and then to the City Council. A hearing is held before the Planning Commission to determine
consistency with the City’s General Plan and then the City Council to hear public comments on the CIP prior to adoption. The Council can move, add, or delete projects. IMPLEMENTATION
Once the CIP is adopted, City departments use it as a guide for implementing capital improvements. Departmental staff review the CIP to see what operating costs are involved in the new
CIP improvements to be included in its operating budget submittals. BUDGETING FOR ONGOING OPERATING COSTS OF CIP PROJECTS As a general practice, the proposed five-year Capital Improvement
Program is developed and revised (from the prior year’s CIP) in a process that parallels development of the City’s proposed annual Operating Budget. Departments are asked to estimate
ongoing operating costs associated with CIP projects, so these can be considered along with the capital project cost. When completion of a project is known, these operating costs are
included in the department’s operating budget requests. The new CIP program may include scheduled completion of projects in the next year that are not fully known at the time the annual
operating budget is presented and adopted. The budget cycle includes a revision process for the current year budget that affords an opportunity to budget for new operating costs in a
timely manner. ADOPTED 2007-2012 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program and five-year budget for the City of Bakersfield for fiscal years 2007-2012 was adopted on
June 20, 2007. By continuing the progress made in prior years, this CIP begins to lay the foundations for City Council’s emerging strategic vision and capitalizes on Bakersfield’s strengths.
The Adopted CIP is a capital program emphasizing six broad initiatives: • Public Safety; • Enhancing the City’s transportation network; • Neighborhood revitalization and redevelopment;
• Support of of new growth and development; • Maintenance and construction of new City facilities; and, • Implementation of these initiatives without impacting previously approved capital
projects. Public Safety – P5H014 – SW–FIRE STATION 14 – The FY 2007-08 budget includes $3.7 million to construct Fire Station 14, and $500,000 to purchase one (1) fire engine. 256
Operating Budget Impact – Fire Station 14 will cost approximately $1.3 million annually to operate and maintain when operational in FY 2008-09. P8H009 – REPLUMB STATION 9 – Built over
25 years ago, Fire Station 9 was plumbed with galvanized pipe that has been leaking for several years. The most recent leak resulted in $4,500 in water damage. The FY 2007-08 budget
includes $110,000 to replumb, replace the sheet rock, and paint the walls for Station 9. Operating Budget Impact – This project will result in savings by fixing the source of the major
leaks that have resulted in water damage. Maintenance will be incorporated into the existing operation and maintenance budget. P8H022 – DROP CEILING – STATION 1 – The current configuration
of the ceiling at Fire Station 1 is seventy-seven (77) years old. Several energy improvements have been completed over the past five (5) years. The dorm is approximately 1,500 sq. ft.
with a very high ceiling. The FY 2007-08 budget includes $37,000 to construct a drop ceiling and insulate the walls where there is only single-pane glass. Operating Budget Impact – Lowering
the ceiling will reduce the area that needs to be heated and cooled by approximately thirty percent (30%). This project will result in savings in PG&E and other utility bills. Q5H004
– EMERGENCY GENERATORS – The purchase of an emergency generator, included in the budget for $90,000, will make Fire Station 9 self-sufficient during emergencies and natural disasters.
Operating Budget Impact – The fixed replacement cost, beginning FY 2008-09, will be $1,860/year and maintenance will cost $240/year, for a total of $2,100 per year. Q8K101 – P25 CHANNEL-2ND
FOR POLICE – The Federal Communications Commission is requiring City’s to convert police radio channels to a digital format. $150,000 has been budget in FY 2007-08 for this purpose.
Operating Budget Impact – Maintenance will be incorporated into the existing budget. Enhancing the City’s Transportation Network – The City Council has continued its commitment to maintain
and and reconstruct streets and roads in the FY 2007-08 CIP. $7.9 million has been budgeted to address citywide street maintenance/reconstruction issues. The amount budgeted is composed
of federal transportation funds of $3,685,503; a local match of $477,497 from the City’s share of state gasoline taxes as accounted for within the Gas Tax Fund; and, $3 million of one-time
Capital Outlay Funds. In addition, the Operating Budget includes $10 million for street maintenance. Therefore, the CIP and Operating budgets for FY 2007-08 for street maintenance/reconstruction
totals close to $17.9 million. Operating Budget Impact -$10 million has been budgeted in the City’s Operating Budget for street maintenance. 257
The Thomas Roads Improvement Program (TRIP) Division of the Public Works Department has been working on the federally funded transportation projects the City is pursuing, including the
Westside Parkway. TRIP is now housed at 900 Truxtun Avenue, working alongside Parsons Transportation Group personnel, County of Kern Roads Department staff, and CalTrans staff in the
management and delivery of these projects. It has taken longer than anticipated to obtain federal approval for expenditures budgeted in FY 2006-07. These funds will be left intact for
the work to occur in FY 2007-08. An additional $1 million is budgeted in FY 2007-08 to widen State Route 178 from Mesa Marin to Rancheria Road (TRSR30). Operating Budget Impact – The
amount budgeted for TRSR30 is for design only and there will not be any operating or maintenance costs associated with this project in the current operating budget. WESTSIDE PARKWAY
– The CTC has recommended the use of STIP Augmentation funds for the Westside Parkway in the amount of: $10.5 million for design and preparation of construction documents (T8K139); $6.2
million for right-of-way acquisition (T8K140); and, $54.3 million for construction of the Mohawk portion of the project (T6K153). Operating Budget Impact – There are no operation and
maintenance costs associated with projects T8K139 and T8K140. For project T6K153, construction is scheduled to commence in mid-2008 and will be completed in 2010 or 2011. Operating costs
include street sweeping, pavement maintenance and electrical costs for street lights and seven (7) traffic signals. The project includes two (2) Kern River bridges, and there may be
operating costs involved in protecting the foundations of these bridges from erosion. There are also six (6) other bridge structures that would need to be maintained. In future years,
there is landscaping proposed for the project that would need to be maintained. These costs will be included in the operating budget when determined. T7K021 – BRG CONST, FAIRFAX/178
– An interchange will be be constructed at State Route 178 and Fairfax Road. This same project will also extend SR 178 to the east of Fairfax Road and will improve the flow of traffic
in the northeast area of Bakersfield. Operating Budget Impact – The cost sharing responsibilities of ongoing maintenance of two (2) traffic signals will be specified at a later date
between the City and State. All other maintenance costs for the project will be taken care of by the State. T3K041 – BRG CONST, HOSKING AT 99 – The existing bridge at State Route 99
and Hosking Avenue will be widened, and on-and off-ramps will be installed. This is a multi-year project. The FY 2007-08 budget includes $4 million for land acquisition. Operating Budget
Impact – Construction is scheduled to commence in June 2009 and will be completed in July 2010. Operating costs include street sweeping and paving maintenance. This project includes
adding two (2) traffic signals. These signals will be located at the southbound and northbound off-ramps and are located within the state right-of-way. The cost sharing responsibilities
of ongoing maintenance of these traffic signals will be specified at a later date between the City and State. 258
T4K142 – ALLEN RD BRIDGE @KERN RIVER – Due to the rapidly developing area south of the Kern River, a connection across the river from Allen Road will be completed. $5 million is budgeted
for construction to commence in FY 2007-08. Operating Budget Impact – Construction is scheduled to commence in October 2007 and will be completed in January 2009. Operating costs include
street sweeping, paving maintenance and electrical costs for street lights. There may also be operating costs involved in protecting the foundation of the bridge from erosion. These
costs will be included in the operating budget when determined. Neighborhood Revitalization and Redevelopment – P6K117 – MILL CREEK LINEAR PARK – $1.7 million is budgeted in FY 2007-08
to construct a portion of the Mill Creek Linear Park project. Of the amount budgeted, $300,000 in CDBG funds is for the 21st Street crossing in the northern section, and $1.4 million
in Old Town Kern tax increment funds is for the initial segment of the Central Park improvements. Operating Budget Impact –Construction of this phase of the project is scheduled to commence
in September 2007 and will be completed in June 2008. Additional operating costs include: electrical and water costs; maintenance of landscaping; and, maintaining walkpaths, bikepaths,
and landscaping. These costs will be included in the operating budget when determined. T7K121 – STREETSCAPE IMP 34TH ST – In FY 2007-08, Phase II for the design of streetscape and median
island improvements on 34th Street, from Chester Avenue to “Q” Street will commence. Operating Budget Impact – Once the improvements are constructed, additional operating costs will
include electrical and water costs and maintenance of landscaping. It is anticipated that these operating costs will be funded through the formation of a maintenance district. T8K118
– ST HUD IMPROV WARDS 1 & 2 – $409,048 has been budgeted to construct various street, curb, and gutter improvements in HUD eligible areas. Operating Budget Impact – There will be no
additional operating or maintenance costs. Maintenance and Construction of City Facilities – Investment in City facilities is a goal of the 2007-2012 CIP. Nearly every department has
proposed some funding for facilities maintenance and improvements. P8K108 – REPL LTING@1600 TRUXTUN – The City has been able to address a major portion of its long-term office space
needs with the purchase of the Borton, Petrini and Conron Building. Several departments have already relocated to this building, and others will follow over the next few years as leases
expire and space becomes available. Departments have budgeted for costs associated with moves to new facilities for the upcoming fiscal year. Funding has also been budgeted to make the
Borton, Petrini and Conron Building more energy efficient and cost effective to operate. 259
Operating Budget Impact – The replacement of inefficient lighting is anticipated to result in annual electric energy savings of $30,000. This project qualifies in the Kern Energy Watch
Partnership program and will be eligible for rebates that are in the process of being determined. Support of New Growth and Development – The City’s continuing growth and development
could not occur without the Capital Improvement Program. Virtually every category of the CIP contains projects that will support the continued growth and prosperity of the region. E4K114
– WWTP3 EXPANSION PROJECT – The City will undertake the largest single project ever beginning FY 2007-08. The $193 million expansion and upgrade of Wastewater Treatment Plant No. 3 will
double the current treatment capacity of 16 million gallons per day to 32 million gallons per day in order to serve the residents of Bakersfield until the year 2025. The upgrades will
allow removal of ninety-five percent (95%) of the primary wastewater constituents. This project will be funded by proceeds from the sale of bonds. Operating Budget Impact – Completion
of this project will result in additional operating and maintenance costs of $1 million in FY 2009-10 as compared to FY 2008-09. These costs will be recovered through sewer connection
fees and adjustments to the sewer user rate. Future adjustments of the sewer user rate will depend on the amount of revenue collected through sewer connection fees to cover debt service
and additional operating and maintenance costs. E7K109 – PLANT 2 – Recent development of residential and commercial properties close to Wastewater Treatment Plant No. 2 has increased
the sensitivity to odors during normal plant operations and when the plant accepts septage and grease. This has created the need to install odor control capabilities and upgrades to
the existing septage/grease receiving station. This project is estimated at $6 million and will be funded by proceeds from the sale of bonds. Operating Budget Impact – The upgrade to
the septage/grease grease receiving station will enable the plant to process the grease in a more efficient manner and increase gas production that will be used to increase electrical
generating capacity at the plant and lower electrical operating costs. This will project will not result in significant additional operating and maintenance costs. E7J009 & E8J008 –
WATER WELLS & WELL FIELD ACQUISITION – The construction of three (3) water wells will increase production capacity required by steady growth within the City’s Domestic Water System.
A 10-acre parcel located in southwest Bakersfield will be acquired for $1.5 million for a series of water wells to be constructed. Operating Budget Impact – Operation and maintenance
of the City’s water wells is performed by CalWater under contract with the City of Bakersfield. Acquisition of the 10-acre parcel will not create additional significant operating expense
for the City, and maintenance will be performed by CalWater under contract with the City of Bakersfield. 260
P7C721 – SPORTS VILLAGE – Several park projects contribute to increasing the quality of life in Bakersfield. The City will be engaged in a design process for the 170-acre Sports Village
complex that will include soccer, baseball and football fields, and a community center. The Sports Village will be located north of Taft Highway, west of Ashe Road, and east of Gosford
Road. Operating Budget Impact – The design phase of the project will not create additional operating or maintenance expense. Upon construction, private license/use agreements will provide
100% of the maintenance and operating costs for the soccer and football fields. Groups such as AYSO have inquired about establishing private license agreements. The community center
will be supported by user fees from facility rentals and activities/programs. The General Fund will support the common areas which consist of frontage landscaping, trail/pathway and
traditional park amenities. P7C711 – AERA PARK [40 ACRE PARK SITE – BASEBALL] – The City has entered into an agreement with Bakersfield Southwest Baseball to construct a 40-acre baseball
park site, recently named Aera Park, at Jewetta and Stockdale. The City will be responsible for the construction of a concession/restroom/storage building, sewer system, irrigation,
parking lot, and grading. Southwest Baseball will be responsible for the construction, installation, and operation of baseball-related items at the site. Southwest Baseball will also
be reimbursing the City for its portion of the concession/restroom/storage building. Operating Budget Impact – Bakersfield Southwest Baseball will operate and maintain the facility under
a management agreement. The City will cover future costs for maintenance of the parking lot and frontage landscaping areas. This minimal increase will be absorbed into the current park
area assignment which is already supported by a maintenance district. No additional costs are anticipated beyond 2012. P7C717 – SAUNDERS RECREATION FACILITY – An indoor hockey rink structure
will be be constructed to cover the hockey rink donated to the City in 2004, and will be located at Saunders Park. All of the improvements include construction of a roof, fencing, team
benches, and spectator area. It is anticipated that construction will begin in Fall 2007. Operating Budget Impact – This project is currently in design phase. The City anticipates entering
into a multi-year management agreement with a private entity which will provide for the maintenance and operating costs of the facility. P5C216 – MESA MARIN – Mesa Marin will be renovated
to provide more field space for the increased number of softball teams and leagues. Operating Budget Impact – Operation and maintenance costs will be based on the projected size and
amenities of the park and are projected at $262,000 per year starting in 2008. Private license/use agreements may provide for 100% of the maintenance and operating costs for the fifteen
(15) acres of playing fields. Costs for the remaining five (5) acres of the facility may be recovered through a maintenance district assessment. Various developments will also result
in the construction of the following new parks: Greystone, City in the Hills, and Tradewinds Park. 261
Operating Budget Impact – The operating and maintenance costs associated with these parks of $392,000 per year will be provided by the maintenance districts and subsidized by the General
Fund per Council Resolution No. 63-96. FINANCIAL SUMMARIES The following pages contain financial summaries and additional information pertaining to the 2007-2012 Adopted Capital Improvement
Program Five-Year Plan. Information contained in the following tables are: Summary by Department; Funding Summary; and, Total Projected Expenditures for CIP by Department. SUMMARY The
adopted CIP reflects a schedule of projects that addresses critical needs in the community. As elected representatives of the citizens of Bakersfield, the Mayor and City Council establish
the policy framework for development of the capital budget. The governing body has consistently coalesced around several focal points that reflect what has made Bakersfield a quality
City and will position Bakersfield to continue to prosper. These discussions with the Mayor and Councilmembers, individually and in workshops, as well as dialogue with other community
leaders, citizen groups, and individual citizens provide the key factors for staff consideration in the formulation of the City’s operating and capital budgets as Bakersfield moves forward
to: • Address major needs such as preserving public safety, making critical capital investments and targeting maintenance and repair dollars effectively. • Sustain continued economic
development for continued prosperity in the City. • Serve priorities and needs identified by the community so improvements are responsive to the needs of the public. • Maintain a balanced
budget. The 2007-2012 adopted Capital Improvement Program addresses critical capital needs, enabling the City to make capital investments to ensure Bakersfield continues to be a safe
and clean city, while providing an essential investment in the promotion of future economic prosperity. Bakersfield has a sound transportation network and a quality water supply. The
projection of capital projects includes sustaining existing capital assets while supporting amenities and a high quality of life in Bakersfield. 262
CITY OF BAKERSFIELD FY 2007-08 C.I.P. SUMMARY BY FUND TOTAL: $376,525,087 Capital Outlay, $18,544,000 Redevelopment Fund -Old Town Kern Project Area, $1,400,000 Refuse, $125,000 Transportation
-ISTEA, $75,899,249 Transportation Development, $18,225,700 General Aviation, $1,420,000 CDBG, $1,599,048 Gas Tax, $1,467,751 Water Revenue, $5,555,000 Sewer, $219,245,000 Park Improvement,
$6,859,039 Thomas Roads Improvement Program, $26,185,300 263
KEY TO FUNDING CODES CODE DESCRIPTION SOURCE NUMBER AWF Agriculture Water Fund Local 431 CDBG Community Development Block Grant Federal 111 COF Capital Outlay Fund Local 311 DWF Domestic
Water Fund Local 441 EMF Equipment Management Fund Local 511 GAF General Aviation Fund Local 451 GTF Gas Tax Fund State 151 FTF Federal Transportation Fund Federal 121 OPF Offstreet
Parking Fund Local 461 PIF Park Improvement Fund Local 321 RCF Local 421 RDA-DTPA Redevelopment Fund -Downtown Project Area Local 391 RDA-OTKP Redevelopment Fund -Old Town Kern-Pioneer
Local 381 RDA-SEPA Redevelopment Fund -Southeast Project Area Local 371 SEF Sewer Enterprise Funds Local 411/412 SLESF Supplemental Law Enforcement Safety Fund State 181 SLF Sanitary
Landfill Cap Local 423 TDA Transportation Development Act State 142/145 TDF Transportation Development Fund Local 331/335 TRIP Thomas Roads Improvement Program Federal 122 UNK Unknown
-Source not available at this time 264
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 Total Miles of Sewer Lines 857 889 921 962 1025 0 200 400 600 800 1000 1200 2002 2003 2004 2005 2006 End of Calendar Year Sewer Lines Total Traffic
Signals 268 280 293 302 312 0 50 100 150 200 250 300 350 2002 2003 2004 2005 2006 End of Calendar Year Signals City Street Miles 1,069 942 983 1,028 1,134 0 200 400 600
800 1,000 1,200 1,400 2002 2003 2004 2005 2006 End of Calendar Year Street Miles 265
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2007-2012 SUMMARY BY DEPARTMENT DEPARTMENT FY 2007-2008 FY 2008-2009 FY 2009-2010 FY 2010-2011 FY 2011-2012 TOTALS Development
Services $0 $75,000 $0 $0 $0 $75,000 Fire Services $4,737,000 $270,000 $0 $0 $0 $5,007,000 Public Works $353,652,048 $114,383,000 $28,451,500 $6,528,000 $4,557,000 $507,571,548 Recreation
and Parks $12,681,039 $1,697,876 $500,000 $340,000 $0 $15,218,915 Water Resources $5,455,000 $3,765,000 $3,765,000 $3,765,000 $3,765,000 $20,515,000 TOTALS $376,525,087 $120,190,876
$32,716,500 $10,633,000 $8,322,000 $548,387,463 North Bakersfield Recreation and Parks $2,828,430 $2,828,430 266
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2007-2012 FUNDING SUMMARY FUND SRC FUNDING SOURCE DESCRIPTION FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 TOTALS
AWF Agricultural Water Fund $165,000 $65,000 $65,000 $65,000 $65,000 $425,000 CDBG Community Development Block Grant $1,599,048 $450,000 $200,000 $200,000 $200,000 $2,649,048 COF Capital
Outlay Fund $18,544,000 $2,640,000 $910,000 $475,000 $475,000 $23,044,000 DWF Domestic Water Fund $5,390,000 $3,700,000 $3,700,000 $3,700,000 $3,700,000 $20,190,000 FTF Federal Transportation
Fund $75,899,249 $98,273,636 $213,800 $0 $0 $174,386,685 GAF General Aviation Fund $1,420,000 $158,000 $1,580,000 $158,000 $632,000 $3,948,000 GTF Gas Tax Fund $1,467,751 $246,364 $187,700
$0 $0 $1,901,815 OTKP Old Town Kern Project Area $1,400,000 $0 $0 $0 $0 $1,400,000 PIF Park Improvement Fund $6,859,039 $1,697,876 $500,000 $340,000 $0 $9,396,915 RCF Refuse Collection
Fund $125,000 $0 $0 $0 $0 $125,000 SEF Sewer Enterprise Fund $219,245,000 $6,015,000 $19,250,000 $250,000 $250,000 $245,010,000 TDF Transportation Development Fund $18,225,700 $2,071,005
$1,413,065 $1,723,510 $829,400 $24,262,680 TRIP Thomas Roads Improvement Fund $26,185,300 $4,873,995 $4,696,935 $3,721,490 $2,170,600 $41,648,320 TOTALS $376,525,087 $120,190,876 $32,716,500
$10,633,000 $8,322,000 $548,387,463 North Bakersfield Recreation and Parks $2,828,430 $2,828,430 267
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROJECT FIVE-YEAR PLAN DEVELOPMENT SERVICES PROJ # PROJECT TITLE WARD # FUND SRC FUND # 2007-08 2008-09 2009-10 2010-11 2011-12 TOTALS PZK003
ROOF IMPR @1715 CHESTER 2 COF 311 $0 $75,000 $0 $0 $0 $75,000 $0 $75,000 $0 $0 $0 $75,000 268
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROJECT FIVE-YEAR PLAN FIRE SERVICES PROJ # PROJECT TITLE WARD # FUND SRC FUND # 2007-08 2008-09 2009-10 2010-11 2011-12 TOTALS P8H022 DROP CEILING-STATION
1 2 COF 311 $37,000 $0 $0 $0 $0 $37,000 Q5H004 EMERGENCY GENERATORS 2,5 COF 311 $90,000 $270,000 $0 $0 $0 $360,000 P0H999 FUTURE FIRE STATIONS ALL COF 311 $800,000 $0 $0 $0 $0 $800,000
P8H009 REPLUMB STATION 9 5 COF 311 $110,000 $0 $0 $0 $0 $110,000 P5H014 SW -FIRE STATION 14 5 COF 311 $3,700,000 $0 $0 $0 $0 $3,700,000 $4,737,000 $270,000 $0 $0 $0 $5,007,000 269
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROJECT FIVE-YEAR PLAN PUBLIC WORKS PROJ # PROJECT TITLE WARD # FUND SRC FUND # 2007-08 2008-09 2009-10 2010-11 2011-12 TOTALS CURRENT YEAR APPROVED
PROJECTS: P8K117 AIRPORT LANDSCAPING 1 CDBG 111 $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Q8K102 ALARM SYSTEM MICRO/RADIO SITE 2 COF 311 $60,000 $0 $0 $0 $0 $60,000 T4K142
ALLEN RD BRIDGE @KERN RIVER 4 TDF 331 $5,000,000 $0 $0 $0 $0 $5,000,000 T8K117 BETHANY HOMELESS PED CROSSING 2 CDBG 111 $40,000 $0 $0 $0 $0 $40,000 T3K041 BRG CONST, HOSKING AT 99 7
TDF 331 $4,000,000 $0 $0 $0 $0 $4,000,000 T7K021 BRG CONST, FAIRFAX /178 3 TRIP 122 $25,300,000 $0 $0 $0 $0 $25,300,000 T7K021 BRG CONST, FAIRFAX /178 3 TDF 335 $4,000,000 $0 $0 $0 $0
$4,000,000 T8K129 BRG REPAIR MANOR @CENT CORR 3 GTF 151 $300,000 $0 $0 $0 $0 $300,000 T8K128 BRG REPAIR UNION @UPRR 2 GTF 151 $153,000 $0 $0 $0 $0 $153,000 T8K111 FLASHING BEACON STINE
ELEMENTARY 6 GTF 151 $40,000 $0 $0 $0 $0 $40,000 P8K120 FURNISHINGS & EQUIP-1600 TRUXTUN 2 COF 311 $200,000 $0 $0 $0 $0 $200,000 P8K102 HVAC SYSTEM -VARIOUS LOCATIONS 2 COF 311 $200,000
$250,000 $435,000 $0 $0 $885,000 T8K126 LEFT TURN RESTRICTION WHITE/DOVE 6 GTF 151 $30,000 $0 $0 $0 $0 $30,000 P8K104 LNG FUEL NOZZLE 2 RCF 421 $100,000 $0 $0 $0 $0 $100,000 P6K117 MILL
CREEK LINEAR PARK 1&2 CDBG 111 $300,000 $0 $0 $0 $0 $300,000 P6K117 MILL CREEK LINEAR PARK 1&2 OTKP 381 $1,400,000 $0 $0 $0 $0 $1,400,000 T8K130 MISC CONCRETE CONSTRUCTION CITYWID GTF
151 $100,000 $0 $0 $0 $0 $100,000 T8K131 MISC LEFT TURN RESTRICTION CITYWID GTF 151 $25,000 $0 $0 $0 $0 $25,000 T8K132 MISC MEDIAN ISLANDS CITYWID GTF 151 $75,000 $0 $0 $0 $0 $75,000
T8K133 MISC ROW ACQUISITIONS CITYWID TDF 331 $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 T8K134 MISC TRANSP CONSTRUCTION CITYWID TDF 331 $200,000 $200,000 $200,000 $200,000
$200,000 $1,000,000 Q8K101 P25 CHANNEL-2ND FOR POLICE 2 COF 311 $150,000 $450,000 $450,000 $450,000 $450,000 $1,950,000 E7K109 PLANT 2 -ODOR CONTROL 1 SEF 411 $6,000,000 $0 $0 $0 $0
$6,000,000 E7K105 PLANT 2 DIGESTER UPGRADE 1 SEF 411 $100,000 $0 $0 $0 $0 $100,000 270
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROJECT FIVE-YEAR PLAN PUBLIC WORKS PROJ # PROJECT TITLE WARD # FUND SRC FUND # 2007-08 2008-09 2009-10 2010-11 2011-12 TOTALS E8K101 PLANT 2
MISC IMPROVEMENTS 1 SEF 411 $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000 P8K105 PREFAB FLEET OFFICE -MT VERNON 1 RCF 421 $25,000 $0 $0 $0 $0 $25,000 T8K101 REALIGNMENT/AUBURN
STREET 3 TDF 331 $1,560,000 $0 $0 $0 $0 $1,560,000 T8K119 RECON VAR STREETS 2007-08 VARIOUS GTF 151 $438,728 $0 $0 $0 $0 $438,728 T8K119 RECON VAR STREETS 2007-08 VARIOUS FTF 121 $3,386,272
$0 $0 $0 $0 $3,386,272 Q6K109 REPL OF CITY PHONE SYSTEM CITY-WI COF 311 $4,000,000 $0 $0 $0 $0 $4,000,000 T8K110 REPL STREET LIGHT POLES VARIOUS COF 311 $25,000 $25,000 $25,000 $25,000
$25,000 $125,000 P8K108 REPLC LTING @1600 TRUXTUN 2 COF 311 $100,000 $0 $0 $0 $0 $100,000 T8K103 RESURFACING STS DIV 07-08 VAR COF 311 $3,000,000 $0 $0 $0 $0 $3,000,000 P8K119 ROOF REPAIRS
AT AIRPORT 1 GAF 451 $50,000 $0 $0 $0 $0 $50,000 E8K108 SEWER IMPROVEMENTS BRIMHALL 4 SEF 412 $1,370,000 $0 $0 $0 $0 $1,370,000 E8K109 SEWR LIFT STA DISTRCT/GOSFORD 6 SEF 412 $343,000
$0 $0 $0 $0 $343,000 E8K106 SEWER LIFT STATION PARSONS 7 SEF 411 $255,000 $0 $0 $0 $0 $255,000 E8K104 SEWER LIFT STATION PLANZ/BENTON 7 SEF 411 $255,000 $0 $0 $0 $0 $255,000 T8K113 SIG
MOD MISCELLANEOUS VARIOUS GTF 151 $50,000 $0 $0 $0 $0 $50,000 T8K115 SIG MOD WHITE LN/AKERS RD 6 GTF 151 $60,000 $0 $0 $0 $0 $60,000 T8K141 SIG NEW BRIMHALL /VERDUGO 4 TDF 331 $200,000
$0 $0 $0 $0 $200,000 T8K102 SIG NEW FAIRFAX/AUBURN 3 TDF 331 $131,000 $0 $0 $0 $0 $131,000 T8K125 SIG NEW HOSKING/MONITOR 7 TDF 331 $180,000 $0 $0 $0 $0 $180,000 T8K142 SIG NEW NORIEGA
/VERDUGO 4 TDF 331 $200,000 $0 $0 $0 $0 $200,000 T8K137 SIG NEW PACHECO/GASOLINE ALLEY 7 GTF 151 $21,220 $0 $0 $0 $0 $21,220 T8K137 SIG NEW PACHECO/GASOLINE ALLEY 7 FTF 121 $163,780
$0 $0 $0 $0 $163,780 T8K124 SIG NEW PANAMA/OLD RIVER 5 TDF 331 $200,000 $0 $0 $0 $0 $200,000 T8K143 SIG NEW PANORAMA /MEADOW VISTA 3 COF 311 $200,000 $0 $0 $0 $0 $200,000 T8K123 SIG
NEW WIBLE/BARBER WAY 7 GTF 151 $18,352 $0 $0 $0 $0 $18,352 271
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROJECT FIVE-YEAR PLAN PUBLIC WORKS PROJ # PROJECT TITLE WARD # FUND SRC FUND # 2007-08 2008-09 2009-10 2010-11 2011-12 TOTALS T8K123 SIG NEW
WIBLE/BARBER WAY 7 FTF 121 $141,648 $0 $0 $0 $0 $141,648 TRSR30 SR178-MESA MARIN-RANCHERIA 3 TDF 335 $114,700 $34,410 $34,410 $0 $0 $183,520 TRSR30 SR178-MESA MARIN-RANCHERIA 3 TRIP
122 $885,300 $265,590 $265,590 $0 $0 $1,416,480 T8K118 ST HUD IMPROV WARDS 1 & 2 1, 2 CDBG 111 $409,048 $0 $0 $0 $0 $409,048 T8K127 ST IMPROV BRIMHALL/RENFRO 4 TDF 331 $200,000 $385,000
$0 $0 $0 $585,000 T8K138 ST IMPROV PANAMA/SJVRR 5 TDF 331 $1,350,000 $0 $0 $0 $0 $1,350,000 T8K121 ST IMPROV STINE/TAFT HWY 7 TDF 331 $590,000 $0 $0 $0 $0 $590,000 T8K120 ST IMROV MT
VERNON 3 GTF 151 $38,769 $0 $0 $0 $0 $38,769 T8K120 ST IMROV MT VERNON 3 FTF 121 $299,231 $0 $0 $0 $0 $299,231 E8K107 STORM DRAIN CALLE ELEGANTE 4 SEF 412 $357,000 $0 $0 $0 $0 $357,000
E8K103 STORM DRAIN IMPR CLARA CT 7 SEF 411 $1,015,000 $0 $0 $0 $0 $1,015,000 T7K121 STREETSCAPE IMP 34TH 34TH ST 2 CDBG 111 $300,000 $0 $0 $0 $0 $300,000 T8K116 TAXILANE CONSTRUCTION
1 GAF 451 $1,370,000 $0 $0 $0 $0 $1,370,000 T8K112 TRAFFIC MONITORING CAMERA 2 & 6 GTF 151 $14,911 $0 $0 $0 $0 $14,911 T8K112 TRAFFIC MONITORING CAMERA 2 & 6 FTF 121 $115,089 $0 $0 $0
$0 $115,089 T8K114 TRAFFIC SIG INTERCONNECT VARIOUS GTF 151 $102,771 $0 $0 $0 $0 $102,771 T8K114 TRAFFIC SIG INTERCONNECT VARIOUS FTF 121 $793,229 $0 $0 $0 $0 $793,229 T8K104 TRAFFIC
SIGNAL UPGRADES VARIOUS COF 311 $500,000 $260,000 $0 $0 $0 $760,000 E8K102 WWTP# 3 ARTERIAL ROADS 6 SEF 412 $16,000,000 $0 $0 $0 $0 $16,000,000 E3K103 WWTP#3 BPTC 6 SEF 412 $300,000
$0 $0 $0 $0 $300,000 E4K114 WWTP3 EXPANSION PROJECT 6 SEF 412 $193,000,000 $0 $0 $0 $0 $193,000,000 T6K153 WESTSIDE PARKWAY -CONSTRUCTION 4 & 5 FTF 121 $54,300,000 $97,800,000 $0 $0
$0 $152,100,000 T8K139 WESTSIDE PARKWAY -PS&E PHASE 2 4 & 5 FTF 121 $10,500,000 $0 $0 $0 $0 $10,500,000 T8K140 WESTSIDE PARKWAY -R/W PHASE 2 4 & 5 FTF 121 $6,200,000 $0 $0 $0 $0 $6,200,000
TOTAL CURRENT YEAR APPROVED PROJECTS: $353,652,048 $100,420,000 $2,160,000 $1,425,000 $1,425,000 $459,082,048 272
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROJECT FIVE-YEAR PLAN PUBLIC WORKS PROJ # PROJECT TITLE WARD # FUND SRC FUND # 2007-08 2008-09 2009-10 2010-11 2011-12 TOTALS FUTURE YEARS PROPOSED
PROJECTS: TRCC30 CENTCORR-HAGEMAN FLYOVER 2, 4 TRIP 122 $0 $88,530 $0 $0 $0 $88,530 TRCC30 CENTCORR-HAGEMAN FLYOVER 2, 4 TDF 335 $0 $11,470 $0 $0 $0 $11,470 TRCC20 CENTCORR-SR178-SR99
TO CENT CORR 2 TRIP 122 $0 $88,530 $88,530 $885,300 $0 $1,062,360 TRCC20 CENTCORR-SR178-SR99 TO CENT CORR 2 TDF 335 $0 $11,470 $11,470 $114,700 $0 $137,640 TRCC10 CENTCORR-THOMAS-OAK-SR178
2 TRIP 122 $0 $1,770,600 $1,770,600 $1,770,600 $1,770,600 $7,082,400 TRCC10 CENTCORR-THOMAS-OAK-SR178 2 TDF 335 $0 $229,400 $229,400 $229,400 $229,400 $917,600 QZK008 EMERGENCY GENERATOR
1600 TRUXTN 2 COF 311 $0 $250,000 $0 $0 $0 $250,000 TRNB10 NORTH BELTWAY-SR43-SR99 4 TRIP 122 $0 $400,000 $400,000 $0 $0 $800,000 TRNB10 NORTH BELTWAY-SR43-SR99 4 TDF 335 $0 $100,000
$100,000 $0 $0 $200,000 TZK169 NORTHWEST APRON CONST 1 GAF 451 $0 $158,000 $1,580,000 $0 $0 $1,738,000 TZK173 PLANT 4 LAND ACQUISITION UNK SEF 412 $0 $0 $14,000,000 $0 $0 $14,000,000
PZK120 REPLACE ROOF AT MLK CTR 1 CDBG 111 $0 $250,000 $0 $0 $0 $250,000 PZK002 ROOF IMPROV @FIRE STN 1 2 COF 311 $0 $30,000 $0 $0 $0 $30,000 TRRH10 ROSEDALE/24TH -SR43-SR99 4 TRIP 122
$0 $796,770 $796,770 $265,590 $0 $1,859,130 TRRH10 ROSEDALE/24TH -SR43-SR99 4 TDF 335 $0 $103,230 $103,230 $34,410 $0 $240,870 TRRH30 ROSEDALE/24TH-ELM-D ST 2 TRIP 122 $0 $44,265 $44,265
$0 $0 $88,530 TRRH30 ROSEDALE/24TH-ELM-D ST 2 TDF 335 $0 $5,735 $5,735 $0 $0 $11,470 TRRH20 ROSEDALE/24TH-OAK INTERCH 2 TRIP 122 $0 $531,180 $531,180 $0 $0 $1,062,360 TRRH20 ROSEDALE/24TH-OAK
INTERCH 2 TDF 335 $0 $68,820 $68,820 $0 $0 $137,640 E7K104 SEWER REHAB SE BAKERSFIEL 1,2,7 SEF 411 $0 $5,000,000 $5,000,000 $0 $0 $10,000,000 EZK038 SEWER LIFT STA HAGEMAN/JEWETTA 4
SEF 412 $0 $255,000 $0 $0 $0 $255,000 EZK037 SEWER LIFT STA MONITOR/WHITE 7 SEF 411 $0 $255,000 $0 $0 $0 $255,000 EZK039 SEWER LIFT STA OLIVE/CALLOWAY 4 SEF 412 $0 $255,000 $0 $0 $0
$255,000 TZK001 SIG NEW ALFRED HARRELL 3 TDF 331 $0 $0 $160,000 $0 $0 $160,000 TZK020 SIG NEW ARROW /SILLECT 3 GTF 151 $0 $0 $160,000 $0 $0 $160,000 273
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROJECT FIVE-YEAR PLAN PUBLIC WORKS PROJ # PROJECT TITLE WARD # FUND SRC FUND # 2007-08 2008-09 2009-10 2010-11 2011-12 TOTALS TZK109 SIG NEW
BERKSHIRE/SOUTH H 7 TDF 331 $0 $160,000 $0 $0 $0 $160,000 TZK149 SIG NEW BRIMHALL/MONDAVI 5 FTF 121 $0 $141,648 $0 $0 $0 $141,648 TZK149 SIG NEW BRIMHALL/MONDAVI 5 GTF 151 $0 $18,352
$0 $0 $0 $18,352 T7K137 SIG NEW H STREET/MCKEE 7 TDF 331 $0 $90,000 $0 $0 $0 $90,000 TZK110 SIG NEW HIGHLND KNPLLS/MORNING 3 TDF 331 $0 $0 $0 $160,000 $0 $160,000 TZK113 SIG NEW HOSKING/SOUTH
H 7 TDF 331 $0 $160,000 $0 $0 $0 $160,000 TZK112 SIG NEW HOSKING/WIBLE 7 TDF 331 $0 $0 $0 $160,000 $0 $160,000 TZK114 SIG NEW JOHNSON/RENFRO 4 TDF 331 $0 $0 $0 $160,000 $0 $160,000 TZK064
SIG NEW PANAMA/RELIANCE 6 TDF 331 $0 $0 $0 $165,000 $0 $165,000 TZK016 SIG NEW PANO/MEADOW VISTA 3 FTF 121 $0 $190,340 $0 $0 $0 $190,340 TZK016 SIG NEW PANO/MEADOW VISTA 3 GTF 151 $0
$24,660 $0 $0 $0 $24,660 TZK017 SIG NEW PLANZ /AGATE 7 FTF 121 $0 $141,648 $0 $0 $0 $141,648 TZK017 SIG NEW PLANZ /AGATE 7 GTF 151 $0 $18,352 $0 $0 $0 $18,352 TZK150 SIG NEW WILSON/FREMONT
7 GTF 151 $0 $185,000 $0 $0 $0 $185,000 TRSB10 SOUTH BELTWAY I-5 TO SR58 TRIP 122 $0 $400,000 $400,000 $400,000 $400,000 $1,600,000 TRSB10 SOUTH BELTWAY I-5 TO SR58 TDF 335 $0 $100,000
$100,000 $100,000 $100,000 $400,000 TRSR10 SR178-MORNING DR INTERCH 3 TRIP 122 $0 $88,530 $0 $0 $0 $88,530 TRSR10 SR178-MORNING DR INTERCH 3 TDF 335 $0 $11,470 $0 $0 $0 $11,470 TZK137
ST IMPROV COLLEGE/FAIRFAX 3 FTF 121 $0 $0 $213,800 $0 $0 $213,800 TZK137 ST IMPROV COLLEGE/FAIRFAX 3 GTF 151 $0 $0 $27,700 $0 $0 $27,700 TZK174 STREETSCAPE IMP STOCKDALE 4 COF 311 $0
$1,030,000 $0 $0 $0 $1,030,000 TZK171 TAXIWAY B CONSTRUCTION 1 GAF 451 $0 $0 $0 $158,000 $632,000 $790,000 TRWB10 WEST BELTWAY-SR119-N BELTWAY 4 TRIP 122 $0 $400,000 $400,000 $400,000
$0 $1,200,000 TRWB10 WEST BELTWAY-SR119-N BELTWAY 4 TDF 335 $0 $100,000 $100,000 $100,000 $0 $300,000 TOTAL FUTURE YEARS PROPOSED PROJECTS: $0 $13,963,000 $26,291,500 $5,103,000 $3,132,000
$48,489,500 TOTAL CURRENT AND FUTURE YEARS PROJECTS: $353,652,048 $114,383,000 $28,451,500 $6,528,000 $4,557,000 $507,571,548 274
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROJECT FIVE-YEAR PLAN WATER RESOURCES PROJ # PROJECT TITLE WARD # FUND SRC FUND # 2007-08 2008-09 2009-10 2010-11 2011-12 TOTALS E8J009 ARCHITECT
SERVICES-WATER 4 DWF 441 $40,000 $0 $0 $0 $0 $40,000 E6J002 CANAL/STORM DRAIN FENCING CITYWID AWF 431 $45,000 $45,000 $45,000 $45,000 $45,000 $225,000 E5J102 PUMP STATION UPGRADES 4,6
DWF 441 $400,000 $250,000 $250,000 $250,000 $250,000 $1,400,000 P6J001 ROAD BASE CITYWID AWF 431 $20,000 $20,000 $20,000 $20,000 $20,000 $100,000 E6J007 WATER MAIN EXTENSIONS 4,5,6 DWF
441 $450,000 $450,000 $450,000 $450,000 $450,000 $2,250,000 E7J009 WATER WELLS 4,6 DWF 441 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $15,000,000 E8J008 WELL FIELD LAND ACQUISITION
4,6 DWF 441 $1,500,000 $0 $0 $0 $0 $1,500,000 $5,455,000 $3,765,000 $3,765,000 $3,765,000 $3,765,000 $20,515,000 275
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROJECT FIVE-YEAR PLAN RECREATION AND PARKS PROJ # PROJECT TITLE WARD # FUND SRC FUND # 2007-08 2008-09 2009-10 2010-11 2011-12 TOTALS P7C711
40 ACRE PK SITE -BASEBALL 4 COF 311 $2,070,000 $0 $0 $0 $0 $2,070,000 P7C711 40 ACRE PK SITE -BASEBALL 4 AWF 431 $100,000 $0 $0 $0 $0 $100,000 P6C019 BEACH PARK TANK & PUMP 2 COF 311
$95,000 $0 $0 $0 $0 $95,000 P8C220 BRIDLE CREEK PARK 7 PIF 321 $1,015,653 $599,847 $0 $0 $0 $1,615,500 P8C226 CITY IN THE HILLS-EAST 3 PIF 321 $200,000 $0 $0 $0 $0 $200,000 P8C227 CITY
IN THE HILLS-WEST 3 PIF 321 $200,000 $0 $0 $0 $0 $200,000 P8C225 GRAND CANYON PARK 3 PIF 321 $740,000 $100,000 $100,000 $100,000 $0 $1,040,000 P8C221 HIDDEN OAK PARK 5 PIF 321 $1,200,000
$0 $0 $0 $0 $1,200,000 P8C217 JENKINS/STOCKDALE LANDSCAPE 4 COF 311 $131,000 $0 $0 $0 $0 $131,000 P6C212 LINNELL/BRAHMA PARK SITE 1 PIF 321 $590,800 $509,200 $0 $0 $0 $1,100,000 P8C219
LOWELL PARK RESTROOMS 1 CDBG 111 $350,000 $0 $0 $0 $0 $350,000 P5C216 MESA MARIN 3 COF 311 $1,000,000 $0 $0 $0 $0 $1,000,000 P8C229 PARK @BERKSHIRE & GOSFORD 6 PIF 321 $1,100,000 $0
$0 $0 $0 $1,100,000 P8C223 PARK @BERKSHIRE & MTN VIST 5 PIF 321 $265,000 $0 $0 $0 $0 $265,000 P8C222 PARK @OLD RIV & PANAMA 5 PIF 321 $500,000 $0 $0 $0 $0 $500,000 P8C224 PARK @WATTS
& CORAL GALVES 1 PIF 321 $316,171 $88,829 $0 $0 $0 $405,000 P1C901 RIVER OAKS PARK 4 PIF 321 $75,000 $0 $0 $0 $0 $75,000 P7C719 RIVER WALK STORAGE 4 COF 311 $126,000 $0 $0 $0 $0 $126,000
P8C228 RIVER'S EDGE PARK 3 PIF 321 $245,389 $300,000 $330,000 $0 $0 $875,389 P7C717 SAUNDERS RECREATION FACILITY 1 COF 311 $250,000 $0 $0 $0 $0 $250,000 276
CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROJECT FIVE-YEAR PLAN RECREATION AND PARKS PROJ # PROJECT TITLE WARD # FUND SRC FUND # 2007-08 2008-09 2009-10 2010-11 2011-12 TOTALS P6C214
SOLERA PARK-PULTE CORP 3 PIF 321 $211,026 $0 $0 $0 $0 $211,026 P7C721 SPORTS VILLAGE 6 COF 311 $1,500,000 $0 $0 $0 $0 $1,500,000 P7C723 TRADEWINDS PARK 5 PIF 321 $200,000 $100,000 $70,000
$240,000 $0 $610,000 P8C101 URBAN FORESTRY SERVICES ALL COF 311 $200,000 $0 $0 $0 $0 $200,000 $12,681,039 $1,697,876 $500,000 $340,000 $0 $15,218,915 NORTH BAKERSFIELD RECREATION AND
PARKS $2,828,430 $0 $0 $0 $0 $2,828,430 Note: The North Bakersfield projects are not City capital improvement projects; however, they are funded by park improvement fees collected by
the City on behalf of the North Bakersfield Recreation and Parks District. These figures reflect contributions made by the City to North Bakersfield Recreation and Parks District from
park development fees, and are budgeted within the Non-Departmental Operating Budget. The amounts are not reflected in the City Capital Improvement Budget totals. 277
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APPENDICES
APPENDICES CONTENTS 2005 – City Council Goals and Guiding Principles……………………….281 City Budget Process…………………………………………………………302 Operating Budget…………………………………………………………….304 Basis of Accounting
and Budgeting………………………………………..305 Investment Policy…………………………………………………………….307 Budget Amendment Process………………………………………….........308 LIST OF EXHIBITS City Council Ward Boundaries Map………………………………………..2
2 Miscellaneous Statistics……………………………………………………..293 Miscellaneous Statistics Graphs……………………………………………294 Multi-Year Comparison of Assessed Value……………………………….295 Assessed Valuation of
Principal Taxpayers……………………………….296 Multi-Year Comparison of Per Capita Income…………………………….297 Multi-Year Comparison of Building Activity………………………………..298 Multi-Year Comparison of Building
Permits……………………………….299 Personnel Complement by Division………………………………………..300 Budget Calendar……………………………………………………………..303 279
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 APPENDICES The appendices section of the budget document includes the City Council Goals & Guiding Principles adopted July 20, 2005. This document
is the basis in the development of Citywide department goals and objectives to be implemented during FY 2007-08. This section also includes the City’s financial policies including the
investment policy, the budget amendment process, basis of accounting and budgeting, and the budget calendar. 280
City of Bakersfield 2005 – City Council Goals and Guiding Principles Adopted -July 20, 2005 281
CITY OF BAKERSFIELD 2005 City Council Goals GOAL #1: PROVIDE QUALITY PUBLIC SAFETY SERVICES Police Services: 1. PROVIDE CONSISTENT SAFETY AND LAW ENFORCEMENT THROUGHOUT GREATER BAKERSFIELD.
2. Support and enhance proactive, city-wide efforts to reduce gang violence, illegal drug use, domestic violence and child abuse. 3. Increase the number of actual participants and neighborhoods
participating in the Neighborhood Watch program. 4. Support implementation of the strategic plan developed by the Police Department to address delivery of Police services. Plan for and
develop funding mechanisms for proposed substations and associated staffing when possible. Continue efforts to increase Police patrol and progress towards a goal of 1.3 officers per
1,000 population. 5. Continue 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. 6. Encourage community efforts to identify and address the root causes of crime in Greater Bakersfield.*
7. Pursue and coordinate Homeland Security programs and facilitate information sharing with state and federal agencies regarding regional security concerns. 8. Pursue additional grant
funding for Police Service Programs. 9. Explore new or alternative funding mechanisms for constructing and staffing new police facilities. 10. Enhance the City’s graffiti enforcement
efforts using community education, information on the City’s graffiti Web site, City crews and volunteer clean-up efforts, and Police enforcement. Work with the City Attorney’s office
to develop a plan to prosecute “quality of life” misdemeanors in conjunction with the District Attorney’s Office. Fire Services: 1. PROVIDE CONSISTENT FIRE AND RELATED EMERGENCY SERVICES
THROUGHOUT BAKERSFIELD. 2. Perform a comprehensive study for fire service needs and future station locations based on planned growth within the Metropolitan General Plan. 2005 City Council
Goals – Adopted 7/20/05 Page 1 (Vision 2020 related items are shown with a *) 282
Implement new station development plans (Pursuant to Joint Powers Agreement with County, including funding the construction and staffing of Station #12 and Station #14). 3. Use technology
to develop faster, safer, and more efficient responses to emergencies. 4. Continue Weapons of Mass Destruction training and preparation. 5. Pursue additional grant funding for fire service
programs. 6. Maintain as much as possible, fire safety and public safety programs through grants and program sponsorship efforts. 7. Explore new or alternative funding mechanisms for
constructing and staffing new fire facilities. 8. Complete relocation of Fire Station #5. GOAL #2: ENHANCE THE CITY'S TRANSPORTATION NETWORK 1. MAINTAIN AND IMPROVE THE QUALITY OF EXISTING
SURFACE STREETS AND ARTERIALS BY CONTINUING TO ENHANCE THE ROAD RESURFACING PROGRAM, INCLUDING A SIGNIFICANT REDUCTION OF THE MAINTENANCE BACKLOG AND INCREASING FUNDING FOR STREET MAINTENANCE.
A. Evaluate the condition of city streets and develop a measurable plan to achieve street resurfacing improvements. Develop strategies for reconstruction of segments of selected arterial
streets, based on priority, using state and federal road funds or other available funding sources. B. Implement a long term program for reconstruction of arterial streets using recurring
state road funds and pursue a plan through KernCOG using 10% of state road funds allocated for Bakersfield for rehabilitation of local streets and roads. C. Identify and create additional
revenue sources to obtain all available state and federal transportation funding.* D. Set aside one-time eligible monies as a priority for street maintenance projects as they become
available. E. Support passage of the “Safe Roads Measure” for transportation funding. 2. PURSUE THE DEVELOPMENT OF FREEWAYS AND MAJOR TRANSPORTATION CORRIDORS CONSISTENT WITH THE PREFERRED
ALTERNATE FROM THE URS GRIENER REPORT. A. Secure necessary rights-of-way and adequate funding. State and Federal funding is being used to acquire rights of way for the Westside Parkway.
B. Meet with Kern County and encourage Caltrans to amend preferred alternate 15 and change the designation of Highway 58 from the vicinity of 7th Standard Road to the South Beltway.
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C. Provide periodic workshops to update the Council on status of the freeway and beltway projects. D. Encourage completion of the Westside Parkway. E. Increase education efforts with
the community and the opportunity for public input. F. Pursue the prudent acquisition of needed properties on designated transportation corridors from willing sellers with available
funds designated for transportation purposes. 3. High Speed Rail A. Actively pursue high speed rail system. 4. Promote and encourage public transportation.* 5. Support efforts for adequate
air transportation. A. Work with Kern County to insure good quality air service and increase local usage. (Fly Bakersfield first). 6. Maintain/construct trails for cycling, walking,
jogging and equestrian uses.* 7. Recognize the link between land use and transportation through adoption and implementation of General Plan policies including development and transportation
standards which promote a balanced transportation system of pedestrian, bicycle, transit, and motor vehicles. Explore alternative development concepts which promote pedestrian and transit
oriented communities. 8. Work with the County and other governmental entities to cooperatively plan for and fund multi-jurisdictional transportation facilities in the metropolitan area.
GOAL #3: CONTINUE POSITIVE DOWNTOWN DEVELOPMENT 1. Support the implementation of the Downtown Charrette Plan.* Include in that process consideration of: A. 19th Street streetscape extension.
B. Chester Avenue Streetscape extension from 24th Street to Garces Circle. C. Encourage commercial development that includes plazas and pocket parks. D. Creation of districts-arts, education,
theater, government, finance, etc. E. Central Park expansion. F. Mill Creek project G. Selection of downtown site for Federal Courthouse. 2005 City Council Goals – Adopted 7/20/05 Page
3 (Vision 2020 related items are shown with a *) 284
2. Continue to build on the success of the Convention Center Hotel, Centennial Plaza, Rabobank Arena and Amtrak Station. A. Develop concepts for projects which contain the following
elements: entertainment, trees, landscaping, family activities, pedestrian-friendly design, safety, attractiveness. Minimize the negative aspects of railroad. B. Develop parks of various
sizes to provide green space for walking, relaxing, 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.* C. Clear blight from the redevelopment areas around the arena, Amtrak Station and Hotel. Identify underutilized and blighted properties in the downtown
core area as potential sites for improvement. D. Promote mixed use development that supports the entertainment district along California Avenue to Union Avenue including additional entertainment
venues, landscaping and innovative urban design elements, urban housing, restaurants, retail and other commercial uses. 3. Address downtown parking needs by developing a comprehensive
plan in cooperation with public and private downtown interests which addresses joint use and other creative ways to integrate parking downtown.* Initiate discussions with owners of small
parking lots on ways to make them accessible for public parking. 4. Encourage quality downtown housing developments which bring families to the downtown area. A. Implement housing development
in the Southeast and Old Town Kern Redevelopment areas. 5. Expand the downtown street light design and streetscape design, and incorporate benches, refuse containers, tables and chairs
and explore the use of solar lighting.* 6. Encourage mixed use development that includes a diverse mixture of housing, retail and commercial uses.* A. Implement a mixed use development
in the Southeast and Old Town Kern (Baker and Kentucky Streets) Redevelopment areas. 7. Encourage water features in the downtown. 2005 City Council Goals – Adopted 7/20/05 Page Page
4 (Vision 2020 related items are shown with a *) 285
A. Encourage use of canals and river elements in the downtown. Develop the Kern Island Canal to become a center for community activities and outdoor enjoyment.* B. Encourage the use
of various water elements – fountains, pools, and ponds to enhance the parks, town squares, etc.* C. Develop a plan to incentivize water features in the downtown through implementation
of planning requirements for water features as a design element required of certain size or types of projects, or use alternative revenue sources to assist with funding such amenities.
8. 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).* 9. Encourage the use of trees and flowers, lighting, street furniture, public art, signage, flags. Use surface material that enriches the paving options on our streets, sidewalks,
and curbing.* 10. Pursue property acquisition in the downtown from willing sellers for projects that fulfill stated downtown planning objectives. GOAL #4: PLAN FOR GROWTH AND DEVELOPMENT
1. 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.* 2. Proceed with Sphere of Influence change to include areas which are likely to develop within the City so adequate advanced planning for infrastructure and
delivery of public services can be done. 3. Work with major corporations/homebuilders and land owners to facilitate master planned additions to Bakersfield including the use of development
agreements. 4. Support affordable housing for seniors and low/moderate income residents. 5. 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 and other available revitalization tools. 2005 City Council
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6. Encourage and support redevelopment and neighborhood improvements in Southeast Bakersfield area including the following improvements: a. Streetlights b. Street repairs c. Median island
landscaping and streetscapes 7. Encourage and support redevelopment and neighborhood improvements in 34th Street area between Chester Avenue and Union Avenue.including the following
improvements: a. Streetlights b. Street repairs c. Median island landscaping and streetscape on 34th Street 8. Support implementation of the southeast Bakersfield Charrette Plan. 9.
Work with the FAA to review the appropriateness of the zoning agreement around the Bakersfield Municipal Airport regarding potential residential and commercial development in that area.
10. Continue to provide consistent urban services within the metropolitan area defined by the City’s General Plan.* 11. Meet jointly with Kern County Board of Supervisors to discuss
maintenance standards and development of parks owned by the County that are within the City and explore opportunities for improvements. 12. Plan for development of City facilities such
as fire stations, police stations, parks, etc., with other governmental agencies and organizations and locate such facilities in a manner which will provide economies of scale, reduce
costs and maximize the public benefit of City facilities and other related public facilities. 13. Provide property owners with incentives to create in-fill or redevelopment.* 14. Require
non-contiguous development to provide all necessary infrastructure or provide economic disincentives through variable fees.* 15. Develop strategies to reduce consumption of prime agricultural
land for urban development.* 16. Develop policies for specific incentives for residential in-fill in blighted areas.* 17. Streamline and provide incentives for first time homebuyers
in blighted areas.* 18. Create stricter code enforcement to help maintain neighborhoods and increase visual standards.* 2005 City Council Goals – Adopted 7/20/05 Page 6 (Vision 2020
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19. Involve youth in re-developing blighted neighborhoods through various efforts, such as tree planting, graffiti removal, trash cleanup, and other neighborhood improvement programs.*
20. Retrofit existing neighborhoods to be more pedestrian friendly and provide for pedestrian friendly thoroughfares in new developments.* 21. Adopt incentives for reuse of commercial
zones and improving utilization of existing problem commercial areas.* 22. 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 existing redevelopment efforts. 23. Support implementation of the Baker Street Charrette Plan. 24.
Continue efforts to secure a permanent position on Local Agency Formation Commission (LAFCO) board by finding a sponsor for required special legislation. GOAL #5: STRENGTHEN AND DIVERSIFY
OUR ECONOMIC BASE 1. Enhance the City's economic development opportunities. A. 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. B. 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 (Natelson
Study, Vision 2020). C. Attract industries which are best suited to our locational advantages, which include availability of energy production, access to major transportation corridors,
and geographic diversity for film locations and recreational activities.* D. Focus on improvements and opportunities within the Southeast and Old Town Kern Redevelopment Project areas,
and the Incentive Area. 2. Continue to enhance the TEAM BAKERSFIELD concept and develop a fast-track process for establishing a business.* 3. Implement job creation strategies identified
in the Old Old Town Kern and Southeast Economic development plans which address high unemployment area needs by attracting targeted industries that provide higher paying jobs which can
support families. 4. Expand telecommunications and other infrastructures to support new and existing industries.* 2005 City Council Goals – Adopted 7/20/05 Page 7 (Vision 2020 related
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5. Build on existing economic base: Agriculture (for example; applied technology, valueadded agriculture, Genetic technology) and Energy (for example: natural gas, micro-energy generating).*
6. Encourage and provide business development and entrepreneurial opportunities.* GOAL #6: PROMOTE COMMUNITY PRIDE AND IMAGE 1. Implement “Bakersfield Life as it Should Be” image toolkit.
2. Continue the campaign against littering (Keep Bakersfield Beautiful and CUB Programs) and graffiti. 3. Facilitate development and encourage corporate capital investments towards cultural
and recreational facilities including the use of grants, contributions, in-kind services and other unique or appropriate one-time funding sources which may become available, while limiting
the use of General Fund revenues for such capital construction. Such facilities would include the following: A. Performing and cultural arts center. B. Community recreation buildings.
C. Aquatics Facilities. D. Multi-purpose stadium. E. Facilitate 40 acre soccer park development. F. Plan and develop a 200 acre plus complex to address soccer, baseball, 3 par golf,
aquatic facilities and related needs. G. Expansion and enhancement of City recreational facility adjacent to Mesa Marin Raceway. 4. Continue the operation of existing city swimming pools
in a safe and cost effective manner. 5. Create landscaped gateways, freeways and arterial roads. Increase freeway and entry point landscape standards. Support implementation of the highway
landscape improvement plan by securing funding to complete improvements in cooperation with Caltrans and other local agencies, and encourage community involvement. * A. Median island
landscaping and streetscape on 34th Street between Chester Avenue and Union Avenue. 6. Continue efforts to enhance the city’s urban forest by promoting the planting, proper care and
maintenance of trees throughout the city. GOAL #7: FISCAL SOLVENCY 1. To incorporate best practices from the private sector as an element of conducting business. 2. To prudently govern
to all areas of discretionary spending, including personnel, benefit and pension costs so that funds to provide services can be balanced with the need to attract and retain quality personnel.
2005 City Council Goals – Adopted 7/20/05 Page 8 (Vision 2020 related items are shown with a *) 289
3. To conservatively govern the financial operations of the City so that long-term liabilities are controlled as best as practicable for the benefit of the tax payer. 4. To budget conservatively
by using one-time revenues for capital rather than operating costs, with streets being of particular importance. 5. To preserve General Fund revenues for core services of the City, such
as public safety, streets, parks, and quality of life issues. 6. To respect the history of the City by keeping tax rates, fees and assessments as low as can be while still providing
quality services. 7. To maintain reserves adequate for dealing with contingencies. 2005 City Council Goals – Adopted 7/20/05 Page 9 (Vision 2020 related items are shown with a *) 290
City of Bakersfield -Guiding Principles In addition to the City Council Goals, the City of Bakersfield recognizes the following guiding principles in providing public services to the
Citizens of Bakersfield: • To maintain responsible fiscal policies which insure fiscal solvency, promote the pursuit of grants and private donations, maintain the lowest possible fee
structure for all services and streamline government operations to be more responsive and cost effective. • To recognize that pension costs are a large percentage of the General Fund
and to therefore pursue fiscal policies which prudently govern such costs. • To encourage utilization of local vendors wherever possible and continue an investment policy that provides
opportunities for City funds to be invested locally if all other conditions such as rate of return are the same. • To attract and foster a qualified workforce by creating an environment
that encourages employees to achieve and provide quality customer service. • To maintain positive and effective labor and employee relations through enhanced employee reward and recognition
programs, involving all staff in implementing the goals and objectives of the City. • Continue to implement cultural diversity in all 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 City’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 releases regarding city activities; use of surveys to obtain customer service and other citizen feedback information; and distribution of the city-wide newsletter. • Provide
more positive council interaction with public through improved response to citizen complaints and inquiries through use of constituent tracking software. • Improve internal Council relations
by promoting common goals, respecting individual positions on issues, reducing the level of “political” decision-making, and conducting annual team building and goal setting sessions.
• 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 monitoring, taking a position and actively pursuing pending legislation; expanding annual lobbying efforts with state and federal representatives;
inviting legislators to Council workshops or other activities; holding joint City Council/County Board of Supervisor meetings to discuss various issues. • Continue to partner with school
districts on recreation and education programs to reduce youth violence, drugs and crime. 2005 City Council Goals – Adopted 7/20/05 Page 10 (Vision 2020 related items are shown with
a *) 291
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ST S WASHINGTON ST GRANITE FALLS DR EL PORTAL PORTAL DR MOUNTAIN VISTA DR S OILDALE DR AMAYA CT LAKE MING RD JAUNT AV E SHALA NE AVE RIDG E O AK DR WHITE OAK D R EASTON DR W CURNOW R
D AKERS RD PION EER DR NO RIEGA RD E M C KEE R D COBB RD HARRIS RD PATTON WAY HA R R IS R D B ER KS H IRE R D NORRIS RD S KING ST PALM A VE NO R IE G A RD JENKINS RD PANORAMA DR OLD
FARM RD WEGIS AVE PALM AVE HUGHES LN HYLTON LN E WIL SON RD E WH IT E LNE FAIRVIE W R D MEA CHA M RD JOHNSON RD VERDUGO LN VERDUGO LN RUDD AVE NORIEGA RD Q ST VERDUGO LN PACHECO R D
OLD FARM RD CO LLE G E A VE P ALM AVE BEECH AVE JEWETTA AVE F ST PANORAMA DR RUDD AVE JENKINS RD PACHECO RD MEACHAM RD MC KEE RD OLD FARM RD STERLING RD MOUNTAIN VISTA DR DRIVER RD CHERRY
AVE VICTOR ST HUGHES LN PROGRESS RD PROGRESS RD E BE LL E T ERR ACE Prepared by the City of Bakersfield, CA Geographical Information Service division of Information Technology. The City
of Bakersfield makes no warranty, representation, or guarantee regarding the accuracy of this map. This map is intended for display purposes only and does not replace official recorded
documents. http://geoweb.ci.bakersfield.ca.us/Dec 4, 2006 2007 BAKERSFIELD CITY COUNCIL WARD BOUNDARIES City of Bakersfield -IT Division 0 1 2 Miles park and recreation area For greater
detail please refer to our web site. od WARD 1 -Irma Carson WARD 2 -Sue Benham WARD 3 -Ken Weir WARD 4 -David Couch WARD 5 -Harold Hanson WARD 6 -Jacquie Sullivan WARD 7 -Zack Scrivner
Kern River bike path Bakersfield City Council Wards 292
CITY OF BAKERSFIELD MISCELLANEOUS STATISTICS DATE OF INCORPORATION 1898 CHARTER ADOPTED 1915 FORM OF GOVERNMENT COUNCIL-MANAGER POPULATION (1/1/06) 311,824 CITY EMPLOYEES/1,000 5.17
AREA (1/1/07) 131.02 sq. mi. MILES OF STREETS (1/1/07) 1,134 NUMBER OF STREET LIGHTS (1/1/07) 14,623 MILES OF STORM DRAINS (1/1/07) 233 NUMBER OF TRAFFIC SIGNALS (1/1/07) 312 MILES OF
SANITARY SEWERS (1/1/07) 1025 NUMBER OF PARKS AND ACREAGE (1/1/07) 47 PARKS (440 ac.) Prepared by the City Manager’s Office 293
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 City Square Miles 117.42 131.02 116.44 118.51 120.85 0 25 50 75 100 125 150 175 02 03 04 05 06 End of Calendar Year Square Miles Annual Population
Growth 257,914 266,784 279,700 295,893 311,824 0 50,000 100,000 150,000 200,000 250,000 300,000 350,000 02 03 04 05 06 End of Calendar Year Population City Employees per 1,000 Population
5.17 4.95 5.09 5.31 5.17 0123456 02 03 04 05 06 End of Calendar Year Employees 294
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 Multi-Year Comparison of Assessed Value Source: 2002-06 values from City of Bakersfield FY 2006 Comprehensive Annual Financial Report Source:
City of Bakersfield FY 2006 Comprehensive Annual Financial Report The City of Bakersfield's FY 2006 assessed value is $16.9 billion, up 31.6% over the 2004 value of $12.8 billion and
up 56.7% over the 2002 level of $10.8 billion. Assessed value has increased by an average of 12% per year from 2002 to 2006. In 2006, Residential Secured Property accounted for 68.7%
($12.1 billion) of total taxable assessed value. Commercial Secured property accounted for 15.5% ($2.7 billion) and Other Secured property was 12.5% ($2.2 billion) of total taxable assessed
value in the City. In FY 2006-07, Unsecured property accounted for 3.3% of the total assessed value. Tax exempt real property totaled $731,597. CITY OF BAKERSFIELD Assessed Value $10,778,117
$11,527,338 $12,833,869 $14,259,160 $16,888,874 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 2002 2003 2004 2005 2006 Fiscal
Year Billions Assessed Value by Class 2006 ($ billions) Other Secured $2.2 12.5% Unsecured $0.58 3.3% Commercial Secured $2.73 15.5% Residential Secured $12.11 68.7% 295
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 Assessed Valuation of Principal Taxpayers (June 30, 2006) Type of Assessed % of Taxpayer Business Valuation Total AV Castle & Cooke Comm. Inc.
Real Estate Development $ 136,155,602 0.81% Dreyers Grand Ice Cream, Inc. Manufacturing $ 131,771,778 0.78% Bakersfield Mall LLC Shopping Center $ 116,057,765 0.69% Chevron USA LLC Oil
Company $ 67,905,338 0.40% State Farm Insurance Company Insurance Company $ 57,700,000 0.34% GSF Properties Inc. Real Estate Development $ 56,663,032 0.34% Bear Mountain Unlimited Cogeneration
$ 43,657,000 0.26% Albertson's Inc. Groceries $ 39,124,165 0.23% Mac Duff Living Trust Real Estate $ 31,356,291 0.19% Nakanogumi Corporation Real Estate Development $ 17,500,000 0.10%
$ 697,890,971 4.13% $ 16,190,982,437 95.87% $ 16,888,873,408 100.00% Source: City of Bakersfield FY 2006 Comprehensive Annual Financial Report The ten largest taxpayers comprise only
4.1% of the City's 2005-06 overall taxable assessed value of $16.9 billion. Total taxable assessed value of ten (10) largest taxpayers Total taxable assessed value of other taxpayers
Total taxable assessed value of all taxpayers 296
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 Multi-Year Comparison of Per Capita Income Source: U.S. Department of Commerce, Bureau of Economic Analysis The City's per capita income increased
3.9% from $24,067 in 2004 to $24,999 in 2005. The average annual increase in per capita income for the period 2001-05 is 3.8%. The City's 2005 income level was below the state ($36,936)
and national ($34,471) averages. This discrepancy is due in part to the seasonal nature of local agricultural employment. Per Capita Income 0 5,000 10,000 15,000 20,000 25,000 30,000
35,000 40,000 2002 2003 2004 2005 Calendar Year 297
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 Multi-Year Comparison of Building Activity Source: City of Bakersfield Source: City of Bakersfield In Calendar Year 2006, the City of Bakersfield
recorded 151 new commercial construction units. In Calendar Year 2006, the City of Bakersfield recorded the construction of 3,532 single family and multifamily residential housing units.
Commercial Construction 147 213 103 140 151 123 143 141 130 76 0 50 100 150 200 250 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Calendar Year Units Residential Construction 1,983
2,088 1,890 2,012 2,445 2,981 3,677 4,291 5,314 3,532 0 1,000 2,000 3,000 4,000 5,000 6,000 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Calendar Year Units 298
CITY OF BAKERSFIELD FISCAL YEAR 2007-08 Multi-Year Comparison of Building Permits Source: City of Bakersfield Development Services Department -Building Division Source: City of Bakersfield
Development Services Department -Building Division In Calendar Year 2006, the City of Bakersfield issued a total of 13,042 building permits. In FY 2006-07 through May, the City has issued
10,436 building permits. Total Annual Building Permits 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 2001 2002 2003 2004 2005 2006 Calendar Year Permits FY 2006-07 Total Monthly
Building Permits 0 200 400 600 800 1,000 1,200 1,400 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 Jan-07 Feb-07 Mar-07 Apr-07 May-07 Permits 299
CITY OF BAKERSFIELD PERSONNEL COMPLEMENT BY DIVISION Authorized Authorized Authorized Authorized Change Adopted Divisions FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2007-08
Mayor 1.00 1.00 1.00 1.00 0.00 1.00 Total Legislative 1.00 1.00 1.00 1.00 0.00 1.00 City Manager 8.00 6.00 6.00 8.00 0.00 8.00 City Clerk 7.00 7.00 7.00 7.00 0.00 7.00 Human Resources
10.00 9.00 9.00 12.00 1.00 13.00 Risk Management 4.00 3.00 3.00 4.00 0.00 4.00 Information Technology 25.00 23.00 28.00 34.00 3.00 37.00 Total Executive 54.00 48.00 53.00 65.00 4.00
69.00 Administration 4.00 4.00 4.00 6.00 0.00 6.00 Accounting and Reporting 14.00 12.00 14.00 14.00 0.00 14.00 Treasury 8.00 10.00 10.00 10.00 0.00 10.00 Purchasing 4.00 4.00 4.00 4.00
0.00 4.00 Total Financial Services 30.00 30.00 32.00 34.00 0.00 34.00 Legal Counsel 13.00 8.00 9.00 12.00 1.00 13.00 Total City Attorney 13.00 8.00 9.00 12.00 1.00 13.00 Administration
123.00 123.00 123.00 124.00 1.00 125.00 Operations 233.00 235.00 264.00 291.00 12.00 303.00 Investigations 90.00 89.00 89.00 89.00 0.00 89.00 Total Police Services 446.00 447.00 476.00
504.00 13.00 517.00 Administration 10.00 8.00 9.00 9.00 1.00 10.00 Fire Safety 21.00 20.00 21.00 22.00 1.00 23.00 Fire Suppression 174.00 172.00 176.00 179.00 0.00 179.00 Total Fire
Services 205.00 200.00 206.00 210.00 2.00 212.00 300
CITY OF BAKERSFIELD PERSONNEL COMPLEMENT BY DIVISION Authorized Authorized Authorized Authorized Change Adopted Divisions FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2007-08
Administration 8.00 8.00 8.00 9.00 0.00 10.00 TRIP 0.00 0.00 0.00 6.00 0.00 7.00 Engineering 57.00 55.00 58.00 61.00 3.00 63.00 General Services 67.00 60.00 61.00 72.00 4.00 75.00 Streets
68.00 67.00 86.00 94.00 4.00 98.00 Equipment 53.00 52.00 53.00 57.00 2.00 61.00 Wastewater 29.00 29.00 29.00 31.00 1.00 32.00 Solid Waste 97.00 100.00 105.00 110.00 2.00 110.00 Total
Public Works 379.00 371.00 400.00 440.00 16.00 456.00 Agricultural Water 19.45 19.45 19.45 19.45 1.00 20.45 Domestic Water 3.55 3.55 3.55 4.55 0.00 4.55 Total Water Resources 23.00 23.00
23.00 24.00 1.00 25.00 Rabobank Arena * 6.00 6.00 5.00 5.00 0.00 5.00 Total Rabobank Arena 6.00 6.00 5.00 5.00 0.00 5.00 Administration 10.00 10.00 10.00 11.00 0.00 11.00 Parks 86.00
82.00 99.00 136.00 10.00 144.00 Recreation 12.00 11.00 12.00 13.00 0.00 15.00 Total Recreation & Parks 108.00 103.00 121.00 160.00 10.00 170.00 Planning 20.00 19.00 23.00 29.00 0.00
29.00 Building 49.00 48.00 58.00 69.00 -4.00 65.00 Total Development Services 69.00 67.00 81.00 98.00 -4.00 94.00 Community Development 10.00 9.00 9.00 9.00 0.00 9.00 Economic Development
8.00 8.00 8.00 8.00 0.00 8.00 Total Economic/Community Dev. 18.00 17.00 17.00 17.00 0.00 17.00 TOTAL PERSONNEL 1,352.00 1,321.00 1,424.00 1,570.00 43.00 1,613.00 *Note: Remaining City
employees that did not become employees of SMG. 301
CITY BUDGET PROCESS The City Budget Process as adopted by Policy Resolution No. 81-97 is intended to provide guidelines for the preparation of the annual City budget whereby the City
Manager provides to the full City Council an overview of the City’s fiscal position and the proposed budget for the upcoming fiscal year. Subsequently, each department head presents
an oral presentation of their departments proposed activities, programs and financial requirements. The City Council considers and reviews the budget information as presented by the
City Manager and Departments and adopts the budget no later than June 30th of each year. The Council may at any time refer specific budget issues to the Budget and Finance Committee
as necessary. 302
BUDGET CALENDAR JANUARY 2 CIP forms and guidelines distributed to departments. Departments to begin working on CIP Worksheets (project scope, justifications, cost estimates, funding
sources, priority, etc.) 26 Salary Projection review FEBRUARY 2 CIP Carryovers due 5 Budget Kickoff Meeting 9 Last date to enter Salary Projection changes 12 Revenue projections due
to Finance for all funds other than Enterprise Funds 16 New Personal Requests and Internal Service Requests due 28 Enterprise Fund revenue projections due to Finance Department’s CIP
Budget due to City Manager’s Office, including transmittal memo with Department Head signature MARCH 7 Goals and Objectives and Organizational Charts due Operating Budgets (with transmittal)
due to City Manager’s Office APRIL 6 City Manager’s recommended budget available to departments on-line 9 First review of department budget presentations 23 Final review of department
presentations MAY 9 City Manager’s Budget Overview Presentation to Council and Budget Workshop 14 Department Budget Presentations/Council Workshop: General Government, Fire, Development
Services, and Police 23 Department Budget Presentations/Council Workshop: City Attorney and Finance JUNE 4 Department Budget Presentations/Council Workshop: Public Works, ED/CD, and
Recreation & Parks 6 Department Budget Presentations/Council Workshop: Rabobank Arena 7 CIP Budget to Planning Commission 20 City Council Adoption of FY 2007-08 Budget: Operating, CIP,
CDBG, and Bakersfield Redevelopment Agency 303
OPERATING BUDGET The City of Bakersfield's Operating Budget is a planning document that mirrors the City Council's established goals and policies. By providing service delivery based
on City Council Goals and Guiding Principles, City departments ensure that the activities they undertake are those that are articulated by the City Council, and are important to the
community. Since the Operating Budget implements Council Goals and Policies, it is only natural that the budget document highlights specific program service objectives and action statements
that demonstrate how those goals and policies will be realized. Annually, City departments develop action plans that target progress toward or successful completion of Council goals.
While funding for departmental budgets is prepared using a line-item budget — a budget that focuses on what is to be purchased — overall decisions and long-range planning efforts are
concentrated at the program level. This essentially means that the City Council is looking at service service delivery from the perspective of providing viable, quality programs to the
citizens of Bakersfield.
STRUCTURE OF THE OPERATING BUDGET Within each department category is a hierarchy of what constitutes the Operating Budget. This hierarchy, which is detailed below, provides a basis
for how programs are structured and service is delivered to the community. Goal – 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 –
The smallest expenditure detail in department budgets. 304
BASIS OF ACCOUNTING AND BUDGETING All governmental fund types, Agency Funds and the Discretely Presented Component Unit are accounted for using the modified-accrual basis of accounting.
Under the modified-accrual basis, revenues are recognized when they become measurable and available as net current assets. Taxpayer-assessed gross receipts and sales taxes are considered
“measurable” when in the hands of intermediary collecting governments and are, therefore, recognized as revenue at that time. Property taxes are recognized as revenue in the fiscal year
during which they are levied, adjusted for amounts considered to be collectible more than 60 days beyond the fiscal year-end or ultimately uncollectible. Those revenues susceptible to
accrual are property taxes, franchise taxes, special assessments, licenses, interest revenue and charges for services. Sales taxes collected and held by the state at year end on behalf
of the government also are recognized as revenue. Fines and permits are not susceptible to accrual because generally they are not measurable until received in cash. Expenditures are
generally recognized under the modified-accrual basis of accounting when the related fund liability is incurred. An exception is interest on general long-term debt which is not accrued
but is recorded when due. Proceeds from issuance of longterm debt are recognized as other financing sources when received, and repayments are recognized as expenditures when due. All
proprietary fund types and Pension Trust Funds are accounted for using the accrual basis of accounting. The revenues of these funds are recognized when they are earned, and their expenses
are recognized when they are incurred. Unbilled service revenues, which are not significant, are not recognized as revenues. BUDGETS AND BUDGETARY ACCOUNTING The procedures established
by the City Council in adopting the budgetary data reflected in the financial statements are as follows: 1. Prior to June 1, the City Manager submits to the City Council a proposed operating
budget for the fiscal year commencing the following July 1. The operating budget includes proposed expenditures and the means of financing them. 2. Public hearings are conducted to obtain
taxpayer comments. 3. Prior to July 1, the budget is legally enacted through passage of a resolution. 305
BUDGETS AND BUDGETARY ACCOUNTING continued 4. Budgets are adopted for all governmental fund types and are prepared on a basis consistent with generally accepted accounting principles.
5. The City Manager is authorized to transfer budgeted amounts between departments within any fund and approve reductions of budgeted amounts. Since expenditures may not exceed budgeted
appropriations at the fund level, any revisions that alter the total appropriations of any fund are to be approved by the City Council. Projects budgeted within the fiscal year but not
yet completed can be reappropriated the following fiscal year with City Manager approval. All other unencumbered appropriations lapse at year-end. Encumbered amounts are reappropriated
in the ensuing fiscal year budget. 306
INVESTMENT POLICY The Investment Policy of the City of Bakersfield as adopted by Policy Resolution No. 213-03, is intended to provide guidelines for the prudent investment of the City
of Bakersfield’s temporary idle cash, and outline the policies for maximizing the efficiency of the City’s cash management system. It is the policy of the City to invest public funds
in a manner which will provide safety of principal and at least a market rate of return while meeting the daily cash flow demands of the City. Investments will conform to all statutes
governing the investment of public funds. The primary goals of the investment policy are: • To assure compliance with all Federal, State and Local laws governing the investment of public
funds under the control of the City Treasurer. • To maintain the principal value of financial assets and ensure ample liquidity to meet operating expenditures. • Within the constraints
of safety and liquidity, and within the parameters of this Investment Policy generate a market rate rate of return. The ultimate goal is to enhance the economic status of the City of
Bakersfield while protecting the safety of its financial assets. 307
BUDGET AMENDMENT PROCESS I. STATEMENT A. Generally, a budget is a financial plan including appropriations, which constitute expenditure authorizations with specific limitations as to
amount, purpose and time. Administrative budgetary control is exercised within each fund for each department at the object group level. The object groups are as follows: ?? Personnel
Services ?? Operations (Supplies and Services) ?? Council Contingency ?? Capital Outlay ?? Debt Service ?? Interfund Transfers II. PROCEDURE A. City Council authorization is required
in order to: 1. Increase the total appropriations of a fund. 2. Transfer appropriations from one fund to another fund. 3. Transfer appropriations from Council Contingency Object Account
to another object account. 4. Transfer appropriations from capital improvement subprograms to operating subprograms. B. City Manager (or designee) authorization is required in order
to: 1. Decrease the total appropriations of a fund. 2. Transfer appropriations from operating subprograms subprograms to capital improvement subprograms for funded projects within a
fund. 3. Transfer appropriations from one funded capital improvement project to another funded capital improvement project within a fund. 4. Transfer appropriations from one department
operating subprogram to another department operating subprogram within a fund. 5. Transfer appropriations from one operating object group to another operating object group within a fund.
308
BUDGET AMENDMENT PROCESS II. PROCEDURE continued C. Department Head (or designee) authorization is required in order to: 1. Transfer appropriations from one operating subprogram to another
operating subprogram (within a department), within the same object group and fund. 2. Transfer of appropriations from one object account to another object account within the same object
group and subprogram and fund is permitted, but is discouraged. D. Appropriations carried forward from the prior year are to be used only for the purpose originally intended. Therefore,
the transfer of carried forward appropriations to current budget appropriation is not permitted. 309
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GLOSSARY
GLOSSARY -A -ACCOUNTING SYSTEM – The total structure of records and procedures to discover, record, classify, summarize, and report information on the financial position and the results
of operations of a government or any of its funds, fund types, or organizational components. ACCRUAL BASIS OF ACCOUNTING - An accounting method that recognizes and reports a financial
transaction when it occurs, rather that when cash is paid or received. ACTION PLAN – An action plan qualitatively or quantitatively identifies the service to be provided. Action plans
are specific in nature and directly correlate to achieving the department or division goal. ACTIVITY – A specific line of work performed by one or more governmental components for accomplishing
a function for which the government is responsible. Examples of activities are public safety and general government. ADOPTED BUDGET – A financial plan presented, reviewed and approved
by the governing body for the upcoming fiscal year. ALLOCATION – (1) A portion of a lump-sum appropriation designated for specific organization units and/or special purposes, activities,
or objects. (2) The designated number of full-time regular positions approved for each budget unit. ANNUAL OPERATING BUDGET – An outline of planned governmental expenditures, revenues,
activities, programs and objectives for the fiscal year. A financial plan that consists of policy and funding priorities, as well as a presentation of the economic outlook for a given
fiscal year. APPROPRIATION – A legal authorization and allocation granted by the Council to make expenditures of governmental resources (revenues) for specific purposes. ASSET - An economic
resource or probable future benefit obtained or controlled by a particular entity as a result of past transactions or events. AUDIT – A review of the city’s accounts by an independent
accounting firm to substantiate yearend fund balances, reserves, and cash on hand. AUTHORIZED POSITIONS – Employee positions, which are authorized in the adopted budget, to be filled
during the year. -B -BALANCED BUDGET – Management of the financial plan with the objective of ensuring that expenditures do not exceed revenues. 311
GLOSSARY (CONTINUED) BOND - A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity
date(s), together with periodic interest at a specified rate. The City sells bonds as a means of borrowing revenue for costly projects and repays the debt to the lender over an extended
period of time, similar to the manner in which a homeowner repays a mortgage. A bond differs from a note in two ways. A bond is issued for a longer period of time than a note and requires
greater legal formality. Bonds are primarily used to finance capital projects. BUDGET AMENDMENT – Legal means by which an adopted expenditure authorization or limit is increased and
could be authorized with a publication, a hearing, or a re-certification of the budget. BUDGET CALENDAR - A timetable showing when particular tasks must be completed in order for the
council to approve the spending plan before the beginning of the next fiscal year. BUDGET DOCUMENT – The instrument used by the budget-making authority to present a comprehensive financial
program to the City Council. Once adopted by the City Council, it becomes the City’s Annual Operating Budget. The operating budget provides for direct services and support functions
of the City (e.g., Police, Fire, Public Works, etc.). The capital budget (Capital Improvement Program) provides for improvements to the City’s infrastructure and facilities, and utilizes
long-term financing instruments. (See also Adopted Budget, Annual Operating Budget, Balanced Budget, Capital Improvement Program Budget, Operating Budget.) BUDGET HEARING – A public
meeting to allow citizens to comment on the proposed budget. BUDGET MANUAL - A booklet prepared by the budget office that includes, at a minimum, the budget calendar, the forms departments
need to prepare their budget requests, and a description of the budget process. BUDGET MESSAGE – A general discussion of the proposed budget as presented in writing by the budget-making
authority to the City Council, including the primary budget issues and policy changes found in the proposed budget. The City’s budget message is presented as the City Manager’s letter
in the proposed and adopted budget documents. BUDGETARY BASIS – This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes
one of three forms: GAAP, cash, or modified accrual. -C -CDBG – Community Development Block Grant. Used to account for resources provided by the Federal Housing and Community Development
Act of 1974 for the elimination of slums and blight, housing conservation and improvements of community services. CAPITAL IMPROVEMENTS – Any significant physical acquisition, construction,
replacement, or improvement to a City service delivery system. 312
GLOSSARY (CONTINUED) CAPITAL IMPROVEMENT PROGRAM BUDGET – A five-year expenditure plan financing new infrastructure and facilities, or improvements to the existing infrastructure and
facilities. Set forth in the CIP is the name of each project, the expected beginning and ending date, the amount to be expended in each year, and the proposed method of financing the
projects. (For more information see the CIP section of this document.) CAPITAL OUTLAY – Expenditures used to purchase fixed assets costing more than $1,000. CARRY-OVER – Appropriated
funds that remain unspent at the end of a fiscal year and are allowed to be retained in the appropriating budget and expended in subsequent fiscal years for the purpose designated. CASH
FLOW - The net cash balance at any given point. The treasurer prepares a cash budget that projects the inflow, outflow, and net balance of cash reserves on a daily, weekly, and monthly
basis. CASH FUND BALANCE – The cash available for expenditure after all current obligations are paid or encumbered and all current revenues are received. The cash fund balance does not
include allowances for depreciation, asset value and other non-cash accounting items. CITY COUNCIL – The legisative (governing) body of the City. (A list of current Councilmembers and
their respective wards is available on the first page of this document.) CITY MANAGER – An official appointed and employed by an elected council to direct the administration of a city
government on a day-to-day basis. COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) - Usually referred to by its abbreviation, this report summarizes financial data for the previous fiscal
year in a standardized format. The CAFR is organized by fund and contains two basic types of information: (1) a balance sheet that compares assets with liabilities and fund balance and
(2) an operating statement that compares revenues with expenditures. CONSUMER PRICE INDEX (CPI) – A statistical description of price levels provided by the UNITED STATES Department of
Labor. The index is is used as a measure of the increase in the cost of living (i.e., economic inflation). CONTINGENCY – Funds set aside for unforeseen emergencies or unanticipated uses.
CONTRACTUAL SERVICES – A cost related to a legal agreement. Examples include insurance premiums, utility costs, printing services and temporary employees (hired through a private firm).
COUNCIL – MANAGER GOVERNMENT – A system of local government that combines political leadership of elected officials in the form of a governing body, with day-to-day management by a City
Manager. 313
GLOSSARY (CONTINUED) COUNCILMEMBER – Elected official who represents the interests of the citizens of a specified ward within the City. Councilmembers serve four-year terms. (A list
of current Councilmembers and their respective wards is available on the first page of this document.) -D -DEBT SERVICE – Payment of principal and interest of an obligation resulting
from the issuance of bonds or notes. DEBT SERVICE REQUIREMENT – The amount of money required to pay interest on outstanding debt, serial maturities of principal for serial bonds, and
payments required for accumulating monies for future retirement of term bonds. DEPARTMENT – A major organizational unit of the City that has management responsibility for a group of
related operations. DEPRECIATION – (1) The process of accounting for expiration in the service life of a fixed asset due to deterioration, inadequacy and obsolescence. This is calculated
by taking the cost of the fixed asset less any salvage value, prorated over the estimated service life of of the asset. (2) The portion of depreciation charged as an expense during a
particular period. This accounting transaction does not involve a cash expense or affect the cash available for operations. DISTINGUISHED BUDGET PRESENTATION AWARDS PROGRAM – A voluntary
awards program administered by the Government Finance Officers Association (GFOA) to encourage governments to prepare effective budget documents. DIVISION – A sub-unit of a department
that encompasses a substantial portion of the duties assigned to a department. May consist of several sections, which in turn may consist of clearly defined activities. -E -ECONOMIC
DEVELOPMENT – The process of attracting new businesses by use of incentives or innovative financing methods. EFFICIENCY – Effective operation as measured by a comparison of production
with cost (as in energy, time, and money), or the ratio of the useful energy delivered by a dynamic system to the energy supplied to it. EFFECTIVENESS – Producing a decided, decisive,
or desired effect. EMPLOYEE (OR FRINGE) BENEFITS – Contributions made by a government to meet commitments or obligations for employees beyond base pay. The government’s share of costs
for Social Security and the various pension, medical and life insurance plans are included. 314
GLOSSARY (CONTINUED) ENCUMBERANCE – Obligations in the form of purchase orders or contracts which are chargeable to an appropriation and for which a part of the appropriation is reserved.
Encumbrances are eliminated when paid or when an actual liability is established. ENTERPRISE FUND – A fund established to account for a service which should be paid for by those who
use the service. Belong to the group of funds called “proprietary” and account for operations that provide services to the community at large. ENTITLEMENTS – Payments to which local
governmental units are entitled, pursuant to an allocation formula determined by the agency providing the monies, usually the state or federal government. EQUIPMENT MANAGEMENT FUND –
Used to account for the cost of operating and maintaining a maintenance facility for vehicular, telecommunications and computer equipment used by other City departments. EXPENDITURE
– Use of funds for payment of current operating expenses, payment of bonds, and payment of major purchases. Expenditures are budgeted by function: personnel (salaries and benefits),
operating, capital, non-departmental, and debt services. EXPENSE – Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest or other charges. -F -FTE
– Full-Time Equivalent. A measure of the total quantity of all employees. The FTE converts all employee work activity into a number equivalent to work activity hours performed by full-time
employees. This serves as a standard measure among departments. A standard 40-hour per week full-time employee is equivalent to 1 FTE. (e.g., if a seasonal employee is calculated at
25%, the FTE is calculated at 0.25.) FEDERAL AND STATE GRANTS AND CONTRIBUTIONS – Revenue received from the federal and state governments under an administrative agreement to provide
financial assistance for programs such as low-cost housing, youth programs, health-related programs, or other federal and state-supported projects. FEES – Monies paid to the government
for expenses incurred for providing special services. FINANCING – Furnishing the necessary funds to operate or conduct a program or business. Funds can be raised internally, borrowed,
or received from a grant. FINES AND PENALTIES – Revenue derived primarily from Municipal Court fines, forfeits, and penalties. FISCAL POLICY – A government’s policies with respect to
revenues, spending and debt management as these relate to government services, programs and capital investment. Fiscal 315
GLOSSARY (CONTINUED) policy provides an agreed-upon set of principles for the planning and programming, or government budgets and their funding. FISCAL YEAR – The 12-month budget period,
beginning on July 1, to which the annual operating budget applies. At the end of the fiscal year, the government determines its financial position and the results of its operations.
FIXED ASSET – An asset of a long-term character such as land, building, machinery, furniture, and other equipment, with a value greater than $1,000 and a useful life of longer than one
year. FIXED COST – A cost that varies little relative to the service level provided. FULL-TIME EQUIVALENT POSITION (FTE) – A position converted to the decimal equivalent based on 2,080
hours per year. For example, a summer lifeguard working 8 hours per day for 4 months, or 690 hours, would be equivalent to 0.3 of a full-time position. FUND – An accounting entity with
accounts for recording revenues and expenditures to carry on specific purposes. FUND BALANCE – The The total dollars remaining after current expenditures for operations and debt service
for capital improvements are subtracted from the sum of the beginning fund balance and current resources. -G -GAAP – Generally Accepted Accounting Principles. Uniform minimum standards
for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. GAS TAX – A tax on the sale of fuel dedicated
to transportation. GENERAL FUND – The City’s principle operating account, which is supported primarily by taxes and fees having no restriction on their use. GOALS – A long-term condition
or end result. It describes a vision or philosophy about major social and environmental concerns of the community. The City of Bakersfield’s goals are: (1) Provide Quality Public Safety
Services; (2) Enhance the City’s Transportation Network; (3) Continue Positive Downtown Development; (4) Plan for Growth and Development; (5) Strengthen and Diversify our Economic Base;
(6) Promote Community Pride and Image; and, (7) Fiscal Solvency. GOVERNING BODY – Consists of one Mayor, elected at large, and seven Councilmembers, each representing a ward within the
City. (A list of the current governing body is available on the first page of this document.) 316
GLOSSARY (CONTINUED) GOVERNMENTAL FUNDS – An accounting entity used to account for operations that rely mostly on current assets and current liabilities. Governmental funds include the
General Fund, special revenue funds, enterprise funds and redevelopment funds. GRANT – A grant is contributions or gifts of cash or other assets from another organization or governmental
entity for use in a specific purpose, activity, or facility. -H -HUD – United States Department of Housing & Urban Development. A federal agency that is charged with increasing homeownership,
supporting community development, and improving access to affordable housing. HUD administers the CDBG (Community Development Block Grant) program. -I -INDIRECT COSTS – Those elements
of cost necessary in the production of a good or service that are not directly traceable to the product or service. INFRASTRUCTURE – The physical assets or foundation of the City, including
buildings, parks, streets, and water and sewer systems. INTEREST EARNINGS – Revenue derived from the proper management of the City’s assets, through investment of public funds being
held until expended or distributed to other units of government. INTERGOVERNMENTAL REVENUE – Revenue received from federal, state, and other local government sources in the form of grants,
shared revenues, and payments in-lieu of taxes. INTERNAL SERVICE FUND – A fund used to account for the centralized financing of goods or services provided by one department or agency
to other government departments or agencies, or to other governments, on a cost-reimbursement basis. Internal service funds belong to the “proprietary” group of funds. The City of Bakersfield
uses internal service funds for the central administration of insurance and equipment replacement. -L -LAWS – A binding custom or practice of a community: a rule of conduct or action
prescribed or formally recognized as binding or enforced by a controlling authority. LICENSES – A legal document issued by a government granting privileges to the holder to engage in
regulated activity. All licenses issued by the City of Bakersfield are for regulatory purposes and are based on the premise of protecting the public safety, health, and general welfare.
Licenses are issued after certain requirements and standards are fulfilled. 317
GLOSSARY (CONTINUED) LINE ITEM – The smallest expenditure detail in department budgets. The line item also is referred to as an “object”, with numerical “object codes” used to identify
expenditures in the accounting system. -M -MAYOR – Elected official who presides over business that is brought before the City Council. MODIFIED-ACCRUAL BASIS – Revenue is recognized
when it becomes measurable and available as net current assets. Expenditures are recognized when the related fund liability is incurred. -O -OBJECTIVE – A readily measurable statement
of an expected accomplishment within the fiscal year. OPERATING BUDGET – A budget which applies to all costs other than those for capital improvement projects or major purchases. This
refers more to the day-to-day operations of the City. OPERATING EXPENDITURES – Those costs which are associated with the general operations of departments, exclusive of personnel and
capital expenditures. Typical examples include materials and supplies, contractual services, travel, and other miscellaneous expenses. OPERATING REVENUES – Funds that the government
receives as income to pay for ongoing operation. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay
for day-to-day services. ORDINANCE – A formal legislative enactment by the City Council, which has the full force of law within the boundaries of the municipality unless pre-empted by
a higher form of law, such as a state statute or constitutional provision. (See also resolution). -P -PERSONNEL EXPENDITURES – All costs related to compensating employees, including
employee benefit costs such as the City’s contribution for retirement, social security, and health and life insurance. PRINCIPAL – The base amount of debt, which is the basis for interest
computations. PROGRAM SERVICE OBJECTIVE – The program service objective describes in specific and measurable terms the results a program (within a particular division) is expected to
achieve within a given given time frame. Program service objectives are derived from City Council Goals. PROGRAM – A group of related activities performed by one or more organizational
units for the purpose of accomplishing a function for which the division or department is responsible. 318
GLOSSARY (CONTINUED) PROPERTY TAX – A tax levied on real property. PROPOSED BUDGET – A schedule of revenues and expenditures submitted by various departments or divisions to be reviewed
and considered for the upcoming fiscal year. PROPRIETARY FUNDS – Accounting entities to account for operations similar to a private enterprise with a balance sheet that incorporates
long-term debt obligations, assets and liabilities, and depreciation. Enterprise funds and internal service funds are “proprietary” funds. PUBLIC HEARING - An open meeting regarding
proposed operating or capital budget allocations, which provide citizens with an opportunity to voice their views on the merits of the proposals. -R -REFUSE FUND – Rates charged by the
City cover operations and maintenance costs associated with refuse service and street sweeping. RESERVE – A portion of fund equity legally restricted for a specific purpose or not available
for appropriation and subsequent spending. It is normally set aside in funds for emergencies or unforeseen expenditures not otherwise budgeted. RESOLUTION - A legislative enactment that
has less legal formality than an ordinance and has a lower legal status. RESOURCES – Total amounts available for appropriation including estimated revenues, fund transfers, and beginning
balances. REVENUE – Money received from taxes, fees, permits, licenses, interest, inter-governmental sources, and other sources. RISK MANAGEMENT FUND – Provides a self-funded program
for general liability and workers’ compensation insurance. -S -SERVICE – A specific deliverable provided to the public. It has a specific budget, as well as performance measures to
determine the benefits received. A service is ultimately aligned to one of the Council’s seven goals. 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. 319
GLOSSARY (CONTINUED) SIGNIFICANT BUDGET CHANGES – A significant budget change represents a major departure from historical practice or treatment of a program or line item within a department’s
budget. SPECIAL ASSESSMENTS – Compulsory charges levied by a government to finance current or permanent public services to a particular group of persons or properties. SPECIAL REVENUE
FUND – An accounting entity to record revenue that is legally destined for a specific purpose and the expenditure of the dedicated revenue. SPHERE OF INFLUENCE (SOI) – A plan, adopted
by Kern Local Agency Formation Commission (LAFCo), for the probable physical boundaries and service area of the City. -T -TAX INCREMENT FINANCING – Use of taxes collected within a specifically
designated area for repayment of tax increment debt and major infrastructure expenditures. TAXES – Compulsory assessments levied by a government for the purpose of financing services
performed for the common benefit of the citizens. Taxes do not include specific charges made against particular persons or property for current or permanent benefit, such as special
assessments. Generally includes property taxes, sales taxes, franchise taxes, business license taxes, real property transfer taxes, and transient occupancy taxes. TRANSIENT OCCUPANCY
TAX – Used to account for Transient Occupancy Tax Revenues (Hotel Tax) and expenditures funded by this revenue source. TRANSPORTATION DEVELOPMENT FUND – Used to account for funds collected
from fees paid to mitigate the traffic impacts to the regional circulation system caused by a development project. The fees are paid when a building permit for the development project
is obtained, and are based upon the amount of traffic the development will generate. TRUST FUND – Used when the City is custodian of money to be reserved and spent for a special purpose.
-U -UNENCUMBERED BALANCE – The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purposes. UNRESERVED
FUND BALANCE – The portion of a fund’s balance that is not restricted for a specific purpose and is available for general appropriation. USER CHARGES/FEES – These represent payment for
services which would not be provided to the individual if the charge were not paid. 320