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FY 2009-10 City of Bakersfield Adopted Budget
City of Bakersfield Artist’s Rendering of Future Mohawk Street Extension and Truxtun Avenue Tie In Fiscal Year 2009‐2010 Final Budget ABOUT THE COVER Mohawk Street Extension is the first phase of the Westside Parkway Project. This phase is a 1.2 mile, six-lane, north-south arterial street from Rosedale Highway to Truxtun Avenue and requires the construction of bridges over the Kern River, Burlington Northern Santa Fe Railway and the future Westside Parkway. A traffic signal will be installed at the Rosedale Highway and Mohawk Street intersection and the traffic signal at the Truxtun Avenue and Mohawk Street intersection will be modified. In August 2008, the California Transportation Commission authorized $133 million for the construction of Westside Parkway, phases 1 and 2, under the State Transportation Improvement Program (STIP). The Kern River Parkway bike path will be rerouted and remain open during construction. Bridge construction activities will require a temporary closure of the equestrian trail. The Mohawk Street Extension project was designed by Dokken Engineering. The City of Bakersfield awarded a $27.7 million construction contract to Security Paving Company in November 2008. Nolte Associates, Inc. has been selected to provide construction management services. Facts and Figures: • Heavy utility relocations were required for this project, including oil, gas and electricity. • 535,000 cubic yards of fill dirt will be required to complete this project. • 25,000 tons of asphalt is required for roadway paving. CITY OF BAKERSFIELD FINAL BUDGET FY 2009 – 10 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................................................................................... iv Distinguished Budget Presentation Award .................. ............................. xx Organizational Chart............................................................................... xxii Employee Incentive Program................................... ...............................xxiii BUDGET SUMMARIES......................................................................1 General Background........................................................ ...........................2 Exhibits Revenues and Appropriations – General Fund......................................11 General Fund Budget Charts ................................................... ..............12 Revenues and Appropriations – Operating Budget – All Funds.............13 Operating Budget – All Funds Charts ....................................................14 Operating Fund Distribution Table .........................................................15 Operating Fund Distribution Charts........................................................16 Revenues and Appropriations – All Funds.............................................17 Revenue Sources – All Funds Chart......................................................18 Appropriations by Function – All Funds Chart........................................19 Departmental Appropriations by Fund ...................................................20 General Fund – Appropriations by Department .....................................24 Financial Summary – All Funds .............................................................26 Estimated Balances – June 30, 2009 ....................................................30 Interfund Transfers – Summary .............................................................31 Interfund Transfers – Detail ..................... ..............................................32 FY 2009-10 Appropriations Limit ...........................................................33 REVENUES ............................................... .......................................35 Exhibits Property/Sales Tax Revenues Graphs...................................................38 Transient Occupancy Tax/License and Permit Revenues Graphs.........39 Motor Vehicle-In-Lieu Revenues/Charges for Services Graphs.............40 General Fund – Revenue by Source......................................................41 Estimated Revenue by Fund..................................................................43 LEGISLATIVE...................................................................................45 Legislative ................................................................................................46 Mayor & City Council ................................................................... .............48 EXECUTIVE......................................................................................53 City Manager ........................................................................ ....................56 City Clerk..................................................................................................59 Human Resources.................................................. ..................................62 Risk Management.....................................................................................66 Information Technology .................................... ........................................68 i Table of Contents (Continued) FINANCIAL SERVICES....................................................................71 Administrative Services ........................................................ ....................74 Accounting and Reporting ........................................................................76 Treasury ................................................................... ................................78 Purchasing ...............................................................................................80 CITY ATTORNEY ......................................... ....................................83 POLICE SERVICES..........................................................................89 Headquarters........................................................ ....................................93 Support Services ......................................................................................95 Operations............................................ ..................................................102 Investigations..........................................................................................107 FIRE SERVICES........................ .....................................................111 Administration.........................................................................................114 Fire Safety ....................... .......................................................................117 Fire Suppression ....................................................................................119 PUBLIC WORKS............................................................................123 Administrative Services ..........................................................................130 Thomas Roads Improvement Program (TRIP) .......................................132 Engineering ............................................................................................135 General Services ....................................................................................139 Streets ...................................................................................... ..............142 Equipment ..............................................................................................145 Wastewater............................................................... ..............................148 Solid Waste ............................................................................................151 WATER RESOURCES ......................................... ..........................153 Agricultural Water ...................................................................................156 Domestic Water................................................. .....................................158 RECREATION AND PARKS..........................................................161 Administrative Services .................................................... ......................165 Parks ......................................................................................................167 Recreation .................................................. ............................................169 DEVELOPMENT SERVICES..........................................................171 Planning ............................................................ .....................................175 Building...................................................................................................178 ECONOMIC/COMMUNITY DEVELOPMENT................. ................181 Community Development .......................................................................185 Economic Development.............................................................. ............189 Convention and Visitors Bureau .............................................................192 NON-DEPARTMENTAL .................................................................195 ECONOMIC STIMULUS.................................................................197 ii Table of Contents (Continued) SPECIAL FUNDS Special Revenue Funds .........................................................................201 Internal Service Funds.................................. ..........................................214 Fiduciary Fund........................................................................................217 Capital Improvement Program Funds.............. .......................................219 Debt Service Funds ................................................................................226 Schedule of Long-Term Debt Outstanding .............................................229 Schedule of Long-Term Debt Maturities .................................................230 ENTERPRISE FUNDS........................................... .........................231 REDEVELOPMENT FUNDS ..........................................................241 CAPITAL IMPROVEMENT PROGRAM Letter of Transmittal....................................... .........................................253 Capital Improvement Program Overview................................................259 Exhibits C.I.P. Summary by Fund Chart............................. ...............................269 Key to Funding Codes .........................................................................270 Infrastructure Graphs............................................. ..............................271 C.I.P. Five-Year Plan Summary by Department ..................................272 C.I.P. Five-Year Plan Funding Summary.............................................2 73 C.I.P. Five-Year Plan Department Detail .............................................274 APPENDICES.................................................................................283 City Council Goals and Guiding Principles .............................................284 City Budget Process ...............................................................................318 Operating Budget ...................................................................................320 Basis of Accounting and Budgeting ........................................................321 Investment Policy ...................................................................................323 Budget Amendment Process..................................................................324 Exhibits City Council Ward Boundaries Map .....................................................297 Miscellaneous Statistics.......................................................................298 Miscellaneous Statistics Graphs ..........................................................299 Governmental Activities Tax Revenues by Source ..............................300 Principal Property Taxpayers (June 30, 2008).....................................301 Assessed Value of Taxable Property (Table) ......................................302 Assessed Value of Taxable Property (Graphs) ...................................303 Sales Tax Revenue Payers by Industry (June 30, 2008) ....................304 Demographic and Economic Statistics.............................. ...................305 Property Value and Construction .........................................................306 Operating Indicators by Function .................................................. .......307 Capital Asset Statistics by Function .....................................................308 Salary Schedule............................................................................... ....309 Personnel Complement by Division .....................................................316 Budget Calendar..................................................................................319 GLOSSARY....................................................................................325 iii BUDGET MESSAGE FROM CITY MANAGER B A K E R S F I E L D Alan Tandy. City Manager July 1,2009 TO: HONORABLE MAYOR AND FROM: ALAN TANDY, CITY MANAGER SUBJECT: FISCAL YEAR 2009-10 ADOPTED BUDGET The adopted budget for Fiscal Year 2009-1 0 follows: SUMMARY OF ENVIRONMENT The adopted budget for Fiscal Year 2008-09 was a hold the line budget, with staffing levels and services planned to be similar to those of Fiscal Year 2007-08. Unfortunately, within a few months of budget adoption, the national, state and local economies all fell into a crisis situation that many believe is the worst since the Great Depression. All major General Fund revenues fell into a continuing decline during the year. It therefore became necessary to adjust revenue projections downward in both November and March. Along with that, expenditure controls were put in place and downward adjustments in appropriations were made to keep the budget in balance. The expenditure controls included the extension of a nearly year long hiring freeze, as well as reductions in overtime, travel, training and nearly all line items in the budget. Many purchases have been deferred and the life of equipment and vehicles has been extended. The December 2008 and March 2009 actions reduced the full time work compliment by 141 positions, the temporary work force by about seventy (70) positions, and the overall General Fund budget by $17 million. Cumulatively, these actions represent 9.34 percent in reductions. Unfortunately, what is pervasive in the economy are job losses, store closures, downward trends in income levels and a very strong likelihood that FY 2009-10 will continue the trends of FY 2008-09. The situation is the same at the State and Federal level as well. It should be noted that the City workforce has expended every effort to meet the challenges of the severe cut backs. Both the management and supervisory employees and SElU (Blue and White Collar Union) agreed to defer pay increases that were due to City of Bakersfield City Manager's Office 1501 Truxtun Avenue Bakersfield, California 93301 93301 (661) 326-3751 Fax (661) 324-1 850 iv Honorable Mayor and City Council FY 2009-10 Adopted Budget -Letter of Transmittal July 1, 2009 Page 2 them in FY 2009-10 to reduce the damage to services that would have been even more extreme than what follows below had they not shown extraordinary cooperation. The City owes these groups thanks for their sacrifice. OVERVIEW OF FISCAL YEAR 2009-10 The budget instructions given to departments started with the assumption that the 9.34 percent cuts in personnel and expenditures that were imposed in FY 2008-09 would continue and that further cuts would be made to reflect the continuing decline in revenues from there. Through attrition and transfers to other departments, an additional twenty (20) full time positions have been eliminated from the adopted budget. This brings the total number of positions eliminated to 161 for FY 2009-10. In the Police Department, twenty-nine (29) sworn positions have been eliminated to date. The adopted budget does not contain any further reduction to the sworn police compliment and any vacancies that occur for the remaining sworn police compliment will be filled as soon as possible. Additional cuts totaling approximately 2.1 percent of the General Fund, impacting nearly all services and many line items, are also necessary to achieve a balanced budget. Cumulatively, we will then have reductions in the General Fund workforce and budget of 8.8 percent, as compared to the FY 2008-09 Adopted Budget. Staff Reduction Damages to Date The following are the citywide staffing reductions by department comparing the FY 2009-10 Adopted Budget levels to the FY 2008-09 Adopted Budget: Department FY 2008-09 Compliment Staffing Reduction FY 2009-10 Compliment Percent Change Legislative 1 0 1 0.0% Executive 69 -11 58 -15.9% Financial Services 35 -3 32 -8.6% City Attorney 13 -2 11 -15.4% Police Services 517 -46 471 -8.9% Fire Services 210 -10 200 -4.8% Public Works 454 -45 409 -9.9% Water 27 -1 26 -3.7% Rabobank Arena 4 0 4 0.0% Recreation & Parks 170 -19 151 -11.2% Development Services 91 -22 69 -24.2% ED/CD 22 -2 20 -9.1% Total 1,613 -161 1,452 -10.0% v Honorable Mayor and City Council FY 2009-10 Adopted Budget -Letter of Transmittal July 1, 2009 Page 3 The economic times we are in are unprecedented and there is absolutely no assurance that the projections this budget is based on will not continue to decline. The State of California continues to have a massive budget deficit and there is no assurance that they will not take actions which will negatively impact us. As of this writing, both Police and Fire labor contracts have not been renewed for FY 2009-10. In short, in these unprecedented times, the budget may be in a continual state of adjustment, rather than the traditional adoption for a full fiscal year. It is important to note that the percentage changes to department budget reductions will vary from numbers previously discussed in regard to budget reductions, since salary increases received mid-year during FY 2008-09 were only funded for a six month period. In FY 2009-10 these salary increases are funded for a full year and partially offset the previously discussed budget reductions, thus changing the numbers used for comparison purposes. With that being said, as most General Fund operations are being cut around 8.8 percent, it is generally true that we will continue to be challenged to provide adequate service levels with fewer resources. In most cases, response times will be longer and service delivery may appear to the public to be less efficient than it has been historically. POSITIVES There are some positives contained in the budget, largely in follow up to actions taken in the current year. Most, of course, are out of the General Fund as follows: Freeway and Road Construction It is anticipated that construction on the interchanges at Fairfax /SR-178 and Seventh Standard Road will be completed in late summer of 2009. Bids on the extension of Mohawk from Truxtun to Rosedale have been awarded. A great deal of that construction will be completed in FY 2009-10. The County will bid the widening of Seventh Standard Road which should also be completed in in FY 2009-10. Similarly, bids on the Westside Parkway from Mohawk to Calloway are expected to be awarded this spring, with construction continuing throughout 2009-10 and into 2010-11. The Allen Road Bridge will be completed in the summer of 2009, and the realignment of Auburn Street will also be completed in early 2009-10. Finally, TRIP environmental work will continue through 2009-10 on the Hageman Flyover, Morning /SR-178 interchange, 24th Street, widening of SR-178, Rosedale Highway, and the Centennial Corridor. vi Honorable Mayor and City Council FY 2009-10 Adopted Budget -Letter of Transmittal July 1, 2009 Page 4 ARRA Projects (Federal Stimulus) The City has received notice of award of $12 million to pave arterial streets, $3 million of energy projects, $1.3 million for homelessness prevention and $830,773 for policing costs. Many other categories for stimulus funds are competitive in nature and the City will apply for as many as it can compete for. Projects Headed to Completion in FY 2009-10 Because they were funded in earlier fiscal years, openings are projected in FY 2009-10 on Fire Station No. 14, Mesa Marin Park, Wastewater Treatment Plant No. 3, the first eight (8) soccer fields of the Sport Village and the linear park improvements along Mill Creek. REVENUE AND EXPENDITURE OVERVIEW The total adopted appropriations for FY 2009-10 for both operating and capital expenditures are $445,376,688, including $46,477,100 in interfund transfers. Total adopted appropriations in FY 2009-10 for all City funds reflect a decrease of $150.7 million, or 25.2%, as compared to the FY 2008-09 Adopted Budget. Most of the decrease is due to the reductions to the General Fund and Capital Improvement Program budget. The Operating Budget is adopted at $368,820,581, which reflects a decrease of $22.3 million, or 5.7%, as compared to the FY 2008-09 Adopted Budget. The adopted Capital Improvement Budget is $76,556,107 (including Bakersfield Redevelopment Agency capital improvements), which reflects a decrease of $128.4 million, or 62.7%, as compared to the FY 2008-09 Adopted Budget. The CIP includes funding for road projects funded by the American Recovery and Reinvestment Act (ARRA), Transportation Development Fee and Federal funds, as well as the use of Community Development Block Grants (CDBG) 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, revenue and expenses. The major fund groups and some divisions within the funds are described below, highlighting any significant changes compared to the prior year. General Fund Major revenue sources for the General Fund are real and personal property tax, sales and use taxes, business license 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 $165,296,100 (including $17,328,650 in beginning fund balance and transfers). This is a decrease of $15,878,555, or 8.8%, as vii Honorable Mayor and City Council FY 2009-10 Adopted Budget -Letter of Transmittal July 1, 2009 Page 5 compared to the FY 2008-09 Adopted Budget revenues and reflects the economic slowdown. Items contributing to General Fund revenues include: $55,030,300 in sales and use taxes (down from $62.2 million from the FY 2008-09 Adopted Budget budget), $58,682,200 in property tax, and $34,254,950 in other taxes and fees. Also, the above figures reflect the $13,585,000 of local sales tax revenue captured and repaid with property tax by the State, commonly known as the “Sales Tax Triple Flip”. Other General Fund revenues, such as charges for services, reflect decreases due to the slowdown in building and construction activity and reduced services provided by the City with those user fees. Sales tax receipts are down, reflecting the general economic downturn. Revised revenue projections for FY 2008-09 are about 7.0 percent lower than prior year actuals. The proposed budget reflects an expectation that sales tax revenues will decline by 5.0 percent, compared to current year revised estimates, as a result of the continued decline in economic activity over the past year. As sales taxes reflect general economic activity, staff will continue to monitor this revenue source for significant changes. Property taxes also reflect the slowdown in development activity. Property tax revenues are expected to decline by 11.0 percent for FY 2009-10 based on information from the Kern County Assessor. The decline in development activity has resulted in a significant slowdown in receipts for traffic impact fees, building permit fees, and park development fees, as well as revenues associated with planning processes. We have experienced significant drops in development-related revenues during this past year. Projections for FY 2009-10 reflect this reduced level of development activity and decline in revenues. General Fund Expenditures are projected at $165,296,100. This is a decrease of $15,878,555, or 8.8%, as compared to the FY 2008-09 Adopted Budget expenditures and reflects the economic slowdown. In addition to ongoing operating expenses and personnel costs, $50,000 has been set aside for Council Contingency. The budget reductions in the General Fund are primarily the result of the elimination of positions noted above and various reductions made by departments. 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. viii Honorable Mayor and City Council FY 2009-10 Adopted Budget -Letter of Transmittal July 1, 2009 Page 6 The adopted CIP budget for FY 2009-10 totals $76,556,107 (including Bakersfield Redevelopment Agency capital improvements). An itemized listing of approved projects and 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 as follows: Project Highlights: Westside Parkway – $17 Million is budgeted for the Westside Parkway project. Bids on the Westside Parkway from Mohawk to Calloway are expected to be awarded this spring, with construction continuing throughout 2009-10 and into 2010-11. These funds are to ensure completion of the segments of the project from Mohawk to Calloway and for preliminary costs for the Truxtun tie in. Thomas Road Improvement Program (TRIP) -The amount budgeted for the following TRIP projects totals $12,500,000: • Centennial Corridor – Hageman Flyover -$2,150,000 • Rosedale Highway Widening -$450,000 • 24th Street Widening – Elm to D street -$1,300,000 • Morning Drive /SR-178 Interchange -$5,350,000 • SR-178 Widening – Mesa Marin to Rancheria Road -$3,250,000 Traffic Impact Fee revenue will provide the local match required by the City for these projects in the amount of $1.435 million, which is part of these budgeted funds. ARRA Funds – A total of $16,038,162 in American Recovery and Reinvestment Act of 2009 (ARRA) funds are included in the Capital Improvement budget. This includes $3,040,000 for a solar energy project at Wastewater Treatment Plant No. 3 (this project also includes an additional $2,000,000 in funding from the Sewer Enterprise fund); $12.1 million in Highway Infrastructure funding for pavement rehabilitation projects throughout the city; and $897,462 in CDBG funding for pavement rehabilitation in CDBG eligible areas. Reconstruction of Various Streets – This project directly ties to Council goals for the street maintenance program. Federal transportation funds of $3,791,542 are are budgeted for the SAFETEA -LU Fund, with the corresponding local match of $491,234 coming from the City’s share of state gasoline taxes as accounted for within the Gas Tax Fund. Resurfacing Funds for Streets Division – The adopted budget includes $3.25 million of Capital Outlay funds for the Streets Division to continue street resurfacing/reconstruction work. This amount is an increase of $1 million above the amount of Capital Outlay funds budgeted for street resurfacing in FY 2008-09. Traffic Signal Coordination – These projects, Traffic Monitoring Camera and Traffic Signal Interconnect, are to be funded 88.53% with federal Congestion Management Air ix Honorable Mayor and City Council FY 2009-10 Adopted Budget -Letter of Transmittal July 1, 2009 Page 7 Quality (CMAQ) funds and 11.47% with Gas Tax Funds. The $230,000 Traffic Monitoring Camera Project will add video capability from three (3) specific intersections to the Traffic Operations Center. The $785,000 Traffic Signal Interconnect Project will add signal communication infrastructure and link an additional ten (10) signals to the Traffic Operations Center. New Traffic Signals – There are a total of eight (8) new traffic signal projects in the CIP. The adopted budget includes Traffic Development funds to install five (5) new traffic signals for Hageman Road at Old Farm Road, Olive Drive at Verdugo, Hosking at Wible, Buena Vista at Campus Park, and Berkshire at Stine Road. Additionally, the adopted budget includes CMAQ funding to install three (3) new traffic signals for Agate at Planz, Hosking Avenue at South “H” Street, and Buena Vista at Harris. Curb & Gutter, California & P – This $800,000 project using CDBG funds will install curb, gutter, and sidewalk prior to reconstructing and paving streets as needed in this area. Currently, water sits causing pavement failures in the street and concern among residents regarding the West Niles Virus. Curb & Gutter Alta Vista – This $500,000 project using CDBG funds will install curb, gutter, and sidewalk prior to reconstructing and paving streets as needed in this area. Currently, water sits causing pavement failures in the street and concern among residents regarding the West Niles Virus. Fairground Annexation Improvements – This CDBG project will complete the requirements of Agreement No. 08-155 between the City and the County. This agreement requires the City to install standard six feet sidewalk along the east side of South “P” Street between Belle Terrace and the south property line of the Fairgrounds. The total cost for this project is $205,800, with $90,000 funded with CDBG monies and $115,800 funded with Capital Outlay monies. Sewer Improvement, Terrace Way from Wible Road to Stephens Drive – This $65,500 project will install gravity sanitary sewer improvements to provide recently annexed homes with City sewer service. The budget includes funds to allow qualified low-income homeowners to receive assistance to cover both sewer connection fees and septic tank abandonment fees. Street Improvement, Quiet Zone – This $237,800 project will close two (2) at-grade highway /rail crossings on the BNSF rail line at Beale Avenue and Gage Street /21st Street. This closure is a requirement of establishing the quiet zone corridor on the Mojave Subdivision from “L” Street to Sumner Street. Median Islands, Mt Vernon Avenue, from SR-178 to Columbus Street – Adding median islands will provide structured channelization, eliminate illegal turns and crossings, and thus make the area much safer. The cost for this project is budgeted at $194,000. x Honorable Mayor and City Council FY 2009-10 Adopted Budget -Letter of Transmittal July 1, 2009 Page 8 Bridge Retrofit, Manor Avenue at the Kern River – This $100,000 project is part of the seismic retrofit program. Design was completed in 2004. Construction of the project was postponed because of a lack of state funding. With this funding, the consultant will revise the original design to meet current standards and staff will initiate environmental clearance. Street Improvement, West Portion of Wible Road, North of Arvin Edison Canal – With the exception of a small segment, Wible Road south of Panama Lane has been widened to full arterial width. This one remaining segment causes a traffic bottleneck. The adjacent property to this segment is an existing large sized, single family dwelling unit. Therefore, there is a need to construct street improvements along this segment. This $176,000 project qualifies for Traffic Impact Fee funding as a gap project. Mill Creek Linear Park Plaza – Funds budgeted in the amount of $500,000 will be put toward the development of a new plaza located at 17th Street. Improvements for this plaza have already been designed as part of the overall Mill Creek Project in the Old Town Kern Project area. Parking Improvement, 20th Street, East of Central Park – This $350,000 project funded by tax increment will add parking for the Mill Creek Project area. The development of the Mill Creek Linear Park in Central Park will enhance and increase the activities occurring in the Park. This new parking lot will add approximately 100 parking stalls within easy walking access to the Park to meet the demand these activities will create. The total project cost is estimated at $900,000. The adopted budget of $350,000 reflects funds currently available for this project. Economic and Community Development staff is applying for grants to cover the unfunded portion of this project. Wastewater Treatment Plant No. 3 2007 Expansion – The Wastewater Treatment Plant No. 3 2007 Expansion project will double the treatment capacity of this Plant. Based on current growth projections, this extra capacity will serve the residents of Bakersfield at least until the year 2025. The core treatment processes are being updated with state of the art technology to efficiently produce a quality treated odor free effluent. The adopted FY 2009-10 budget includes $2 million for a potential amendment to the construction management and design consultant’s agreements for additional work. Sewer Improvement, Hooper Avenue – The Hooper Avenue neighborhood was recently annexed into the City. Property owners in this area have requested City sewer service. This $890,000 project will construct the necessary improvements to allow connection to the sewer system for those requesting service. Sewer Improvement, Kimberly Avenue – The Kimberly Avenue neighborhood is currently in the process of being annexed into the City. Once annexed, this $495,000 project would construct the necessary improvements to allow connection to the City sewer system. xi Honorable Mayor and City Council FY 2009-10 Adopted Budget -Letter of Transmittal July 1, 2009 Page 9 Storm Drain Improvements, Real Road to Elcia Drive – The existing storm drain system is insufficient to remove surface water from the roadway. This condition creates flooding on South Real Road, which can be a problem to traffic and deteriorates the roadway surface. This $771,000 project will resolve these problems by constructing a gravity storm drain system from the intersection of Real Road at Elcia Drive to the existing storm drain sump east of Real Road. Sewer Rehabilitation, Owens Street – A sewer study was conducted for City sewers in the southeast area of Bakersfield to determine the most critical sewer segment in need of rehabilitation. Owens Street was identified as the sewer in the greatest need. This $631,000 project will rehabilitate the sewer line along Owens Street from East Brundage Lane to California Avenue. Fire Station No. 14 Equipment – This project provides for communications equipment, equipment, furniture and fixtures for Fire Station No. 14 which is currently under construction. Fire Station Reroofing – This project provides for reroofing at fire stations 1 and 6, which are in need of repair. Narrow Banding of Communication Equipment – This is a multi-year project which is to replace old broadband infrastructure equipment (receivers, comparators, and repeaters) to the FCC required narrow band capacity. The conversion must be completed by December 2012. A total of fifteen (15) City channels are impacted, including those utilized by Police, Fire, Public Works, and Water departments. $225,000 is budgeted for FY 2009-10. Playground Rehabilitation – There are five (5) playground rehabilitation projects in the FY 2009-10 CIP based on the renovation of playground equipment priority list that will remove and replace old and worn playground equipment at the following parks: • Lowell Park – CDBG funds -$158,451 • Kroll Park – Capital Outlay funds -$149,818 • Amberton Park – Park Improvement funds funds -$210,000 • Campus Park South – Park Improvement funds -$200,000 • Beach Park – Park Improvement and Capital Outlay funds -$275,000 City in the Hills West Park – Park Improvement funds are budgeted in the amount of $250,000 for the Phase I development of the City in the Hills park site. Improvements to Rabobank Arena – There are several projects budgeted for the Rabobank Arena and Convention Center. Several involve maintenance of air conditioning and other mechanical equipment. Funds have been included to repair the concrete floor in the back of the Theater and Convention Center and to replace and update the fly-rail system that controls the curtains on the Theater stage. xii Honorable Mayor and City Council FY 2009-10 Adopted Budget -Letter of Transmittal July 1, 2009 Page 10 Replace Air Conditioning Units at Various Locations – This project will replace air conditioning units and other equipment at various locations including: nine (9) air conditioning units at five (5) Fire Department sites (Fire Stations 1, 6, 8, 10, and the Fire Communications Building on Panorama); coolers and one (1) air conditioning unit at the Fleet Garage in the Corporation Yard; and, one (1) air conditioning unit at the Kelso Peak Communications Repeater System which cools the building housing the City’s radio equipment. Airport Projects – Several projects are budgeted for the City’s airport, including: Northwest Apron Construction Phase I, which provides for the design of drainage, pavement improvements, and installation of tie-downs using grant funding from the Federal Aviation Administration; Airport Landscaping, totaling $50,000 of Aviation funds to provide for the design and installation of landscaping and fencing around the perimeter of the Airport; and, two (2) hangar door replacement projects. Water Resources – Significant projects for the Water Resources Department include setting aside $1.75 million toward construction of a 3 million gallon water storage tank in the southwest and $2.1 million for two (2) additional water wells for the City’s domestic water system. DEPARTMENT BUDGETS Below is a summary of significant changes to department budgets. The percentages shown below reflect the difference of each department’s budget by comparing the FY 2009-10 Adopted Budget to the FY 2008-09 Adopted Budget. These percentages differ from the percentage changes shown above which reflected the reduction in positions by department. Police. The adopted operating budget for the Police Department is $66,503,905, which is a 5.2% decrease as compared to the FY 2008-09 Adopted Budget. This decrease reflects the deletion of twenty-nine (29) vacant sworn and seventeen (17) vacant civilian positions. Fire. The adopted operating budget for the Fire Department is $30,876,345, which is a 2.7% decrease as compared to the FY 2008-09 Adopted Budget. This decrease reflects the deletion of three (3) vacant civilian positions and two (2) vacant sworn positions, and transfer of five (5) positions to other departments. The fire hydrant maintenance function and the related two (2) positions were transferred to the Water Resources Department in mid-year 2008-09. Since negotiations with the Fire Union were not concluded at the time the budget was adopted, as a place holder, the adopted budget reflects 6% less for salary increases for Fire sworn personnel in the non-departmental budget. This is being done on an interim basis and is subject to change when negotiations are concluded. xiii Honorable Mayor and City Council FY 2009-10 Adopted Budget -Letter of Transmittal July 1, 2009 Page 11 Public Works. The adopted operating budget for the Public Works Department is $91,786,413, which is a 9.1% decrease as compared to the FY 2008-09 Adopted Budget. This decrease reflects the deletion of forty-five (45) vacant positions. This decrease also reflects to the deferral of some purchases of equipment, as well as extending the life of vehicles and equipment. 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. Despite these reductions, Public Works continues to focus on Council priority items, such as street maintenance and graffiti removal throughout the community. The adopted FY 2009-10 operating budget includes $9,828,239 for street maintenance. The adopted CIP budget includes $23,586,038 for street resurfacing/improvements. Of this amount, $12.1 million is funded by the American Recovery and Reinvestment Act (ARRA) for the reconstruction/rehabilitation of local streets citywide and $897,462 for CDBG eligible areas. The combined operating and CIP budget for street maintenance totals $33,414,277. The Thomas Roads Improvement Program (TRIP) Division has been working on the federally funded transportation projects the City is pursuing, including the Westside Parkway and other TRIP projects. This Division is housed at 900 Truxtun Avenue and staff continues to work alongside staff from Parsons Transportation Group, County of Kern Roads Department, and Caltrans in the management and delivery of these projects. Recreation and Parks. The adopted operating budget for the Recreation and Parks Department is $16,264,892, which is a 9.7% decrease as compared to the FY 2008-09 Adopted Budget. This decrease reflects the deletion of nineteen (19) vacant positions. Pool operating hours will be reduced by 1,210 hours, or 17.4 percent citywide. This reduction includes swim lessons, other programs and general swim hours at selected pools. By reducing hours, the summer pool staff has been reduced by fifty-three (53) temporary positions, or 28.6 percent. In the past, spray parks have opened in mid-April and stayed open through mid-October from 9:00 a.m. to 8:00 p.m. To reduce costs, spray parks will not open until early May and will close in mid-September. The spray parks will open at 11:00 a.m. and close at 7:00 p.m. This will have minimal impacts since the spray parks will be open during the hottest time of the day. In addition, sponsorships and donations will be pursued to fund the Spring Festival in FY 2009-10. Rabobank Arena, Theater and Convention Center. Under the management of SMG, the Rabobank Arena, Theater and Convention Center, and the Ice Sports Center continue to be successful. The Bakersfield Condors, CSUB Men’s and Women’s Basketball, and the Bakersfield Jam all hosted season games in the Arena. Touring Broadway performances, a broad variety of musical concerts, family-oriented shows and special events are also presented at these facilities. The Ice Sports Center continues to provide a xiv Honorable Mayor and City Council FY 2009-10 Adopted Budget -Letter of Transmittal July 1, 2009 Page 12 growing variety of programs and activities for the community. SMG also manages the booking of the Amphitheater at the Park at River Walk. Development Services. The adopted operating budget for the Development Services Department is $8,258,135, which is a 19.7% decrease as compared to the FY 2008-09 Adopted Budget. This decrease reflects the deletion of fifteen (15) vacant positions and transfer of one (1) position to Economic and Community Development and one (1) position to Public Works. The Development Services Department has experienced a significant slow down in the levels of development activity over the past two fiscal years. In response to the slow down in building activity, the adopted budget includes the displacement of five (5) Building Inspector positions in the Building Division which occurred mid-year 2008-09. Economic and Community Development. The General Fund portion of the budget continues continues to support operating and administrative costs for Economic Development and Redevelopment programs and activities. The adopted budget reflects the deletion of two (2) vacant positions in Community Development. Redevelopment. Redevelopment activity is continuing in each of the three Redevelopment Project Areas, in addition to significant tax increment growth, in both the Old Town Kern and Southeast Redevelopment Project Areas for FY 2009-10. The Redevelopment Budget for FY 2009-10 has been prepared in accordance with the goals and objectives of the Bakersfield Redevelopment Agency. Significant expenditures for the three project areas are highlighted below: Downtown Redevelopment Project Area -DTPA – $125,000 is budgeted for the Downtown Enhancement Program including lighting and banner replacement. Old Town Kern Redevelopment Project Area -OTKP – Appropriations for the Old Town Kern project area include principal and interest payments for existing debt obligations on the $1.0 million Section 108 loan and the $1.0 million Cal HFA Loan used for the Baker Street Project. The adopted budget includes $100,000 for professional and consulting services for Old Town Kern Redevelopment Projects, and $500,000 for acquisition, relocation and demolition for redevelopment projects in the Old Town Kern project area. In addition, there is $350,000 for parking lot improvements at 420 20th Street, east of Mill Creek Linear Park, and $500,000 for the Mill Creek Linear Park Plaza development on 17th Street to 18th Street. Also included within the OTKP Low-Mod fund is an appropriation of $300,000 for affordable housing projects within the OTKP redevelopment area. Southeast Redevelopment Project Area -SEPA – Appropriations for the southeast project area include principal and interest payments for existing debt obligations on the $1.75 million Cal HFA Loan and the $1.6 million Section 108 loan for Fire Station No. 5. In the operating budget, $200,000 is appropriated for outside legal counsel and relocation services for Southeast Redevelopment projects. Also included within the Southeast Low-Mod fund is an appropriation of $340,000 for affordable housing projects within the xv Honorable Mayor and City Council FY 2009-10 Adopted Budget -Letter of Transmittal July 1, 2009 Page 13 southeast redevelopment area and $500,000 Cal HFA loan for the Residential Development Loan Program for infill housing. Mayor. The adopted operating budget for the Mayor’s Office is $133,835, which is an 18.1% decrease as compared to the FY 2008-09 Adopted Budget. The budget reflects a 7% reduction in the Mayor’s salary and other line item reductions. City Council. The adopted operating budget for the City Council is $307,383, which is a 0.2% decrease as compared to the FY 2008-09 Adopted Budget. Executive. The adopted operating budget for the Executive Department is $16,679,421, which is a 10.4% decrease as compared to the FY 2008-09 Adopted Budget. This decrease reflects the deletion of ten (10) vacant positions and transfer of one (1) position to Finance to fill a current vacancy. City Attorney. The adopted operating budget for the City Attorney’s Office is $3,257,620, which is a 2.1% decrease as compared to the FY 2008-09 Adopted Budget. This decrease reflects the deletion of two (2) vacant positions. Financial Services. The adopted operating budget for the Finance Department is $3,392,592, which is a 4.5% decrease as compared to the FY 2008-09 Adopted Budget. This decrease reflects the deletion of three (3) vacant positions. The Finance Department has budgeted additional accounting services provided to, and funded by, the Thomas Roads Improvement Program (TRIP). Enterprise Funds. Enterprise Funds account for business-like activities supported primarily by user charges, such as water and wastewater utilities, refuse, and airport. Water Resources – The adopted operating budget for the Water Resources Department is $20,596,069, which is a 0.1% decrease as compared to the FY 2008-09 Adopted Budget. This decrease reflects the deletion of one (1) vacant position and transfer of two (2) positions from the Fire Department associated with the fire hydrant maintenance function. Agricultural Water Fund – The adopted operating budget for the Agricultural Water Division is $4,683,313, which is a 0.3% decrease as compared to the FY 2008-09 Adopted Budget. Domestic Water Fund – The adopted operating budget for the Domestic Water Division is $15,912,756, which is a 0.1% decrease as compared to the FY 2008-09 Adopted Budget. The budget includes an increase for the quantity rate for City domestic water service customers. The current quantity rate is $0.85 per hundred cubic feet unit, which will increase by $0.03 to a new quantity rate of $0.88 per unit on October 1, 2009. A typical resident will see a total increase of $0.84 per month. These increases are due to the cost of new water supply programs, and general cost increases in electricity and the operations and maintenance contract. xvi Honorable Mayor and City Council FY 2009-10 Adopted Budget -Letter of Transmittal July 1, 2009 Page 14 Refuse Fund – There is no refuse rate increase for FY 2009-10. Staff was able to balance the budget for the Refuse Fund based upon existing rates. However, Kern County has increased its landfill fees. Since landfill fees are shown as a line item on commercial refuse bills in the City, commercial refuse customers may see an increase on their bills. Wastewater Treatment Fund – The budget includes a 9.6 percent increase in residential sewer user rates. The single-family residential sewer user rate will increase from $178 to $195. Since most sewer user fees are based upon this single-family rate, those rates will also increase by the same percentage. This increase is needed to cover both operating and capital costs, in addition to servicing the debt payments on the bonds issued for the Wastewater Treatment Plant No. 2 upgrade and Wastewater Treatment Plant No. 3 upgrade and expansion projects. A combination of of connection fees and user fees are used to fund this debt service. With the recent decline in development activity, there has been a commensurate drop in sewer connection fee revenue. Therefore, more of the debt service payments must be recovered through the sewer user fee. Sewer connection fees will increase $300 per single-family household effective July 1, 2009. The fee for each single-family household will go from $3,400 to $3,700. This increase reflects year four of a five year phase-in period. These additional funds will be applied toward the debt service payments for the Wastewater Treatment Plant No. 3 Expansion Project. Sewer connection fees are paid upon application for a building permit or permit to connect an existing building to the City sewer system. Internal Service Funds. These funds account for services provided to City departments to support operations with vehicles, telecommunications equipment, computers, and liability, property and Workers’ Compensation insurance. Equipment Management 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 no new equipment and $4,320,100 in replacement equipment where the useful life has been expended. During FY 2009-10, the Information Technology Division is planning to replace ten (10) computers, eight (8) printers and one hundred (100) displays for police mobile data terminals. 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 expenditures for specific purposes. Examples are Community Development Block Grant (CDBG), Gas Tax, Federal Transportation Funds and the Transient Lodging Tax Fund. xvii Honorable Mayor and City Council FY 2009-10 Adopted Budget -Letter of Transmittal July 1, 2009 Page 15 HUD Entitlements – Community Development Block Grant (CDBG) and HOME Investment Partnership funds come from the Federal Government Department of Housing and Urban Development (HUD) for the elimination of slums and blight, development of affordable housing and the creation of jobs. The City’s allocation of CDBG funds for FY 2009-10 is $3,304,357 and HOME Investment Partnership funds are $1,520,000. These entitlement amounts are approximately the same amounts we received for FY 2008-09. These funds will primarily be spent on contributions to agencies for eligible activities, police patrol in the downtown and Mill Creek area, and graffiti removal efforts. In addition, CDBG funds, in the amount of $1,613,951, are budgeted for various Capital Improvement projects in HUD eligible areas of the city. Transient Lodging Tax Fund – The Transient Lodging Tax Fund was established in July 1998 to account for the general general revenues provided by a twelve percent (12%) room tax (M.C. 3.40) and the operation and debt related to 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 adopted budget includes the Convention and Visitors Bureau (CVB) staffed by City employees within the Economic and Community Development Department. Any available Transient Lodging Tax funds, after taking into account the City’s long term commitments for Rabobank Arena, Ice Sports Center, CVB, etc. are transferred to the City’s Capital Improvement Program budget. Contributions. In accordance with Council policy for contributions to non-profit groups, funding is budgeted for the Bakersfield Symphony in the amount of $50,000 and the Bakersfield Senior Center from CDBG funds in the amount of $85,000. SUMMARY The adopted budget reflects the unprecedented and changing economic environment we are faced with. We have made the necessary budget reductions to operate within our available resources. This has required difficult choices and recommendations. It has also involved the hard work and cooperation of many City employees to develop a reasoned and workable budget. ACKNOWLEDGMENTS As is the case every year, this document represents the compilation of many hours of work by many people throughout the organization. My thanks to the department heads and their business managers, division managers and staff for submitting thorough and well-prepared budget proposals. Thanks also goes to the Budget Team headed up by Assistant City Manager John W. Stinson, and also included Finance Director Nelson Smith, Management Assistant Rick Kirkwood, Human Resources Manager Javier Lozano, Assistant Public Works Director Brad Underwood, Administrative Analyst Steve Teglia, Assistant to the City xviii Honorable Mayor and City Council FY 2009-10 Adopted Budget -Letter of Transmittal July 1, 2009 Page 16 Manager Rhonda Smiley, Engineer IV Arnold Ramming, Assistant to the Public Works Director Georgina Lorenzi, 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. xix xx xxi 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 Boards and Agency Commissions Bakersfield Redevelopment Citizens of Bakersfield Mayor City of Bakersfield FY 2009-2010 Organizational Chart Economic Development Development Services and Parks Equipment Streets General Svcs. Engineering TRIP City Attorney City Manager City Council Wastewater Solid Waste Legal Counsel BBuuddggeett RRisiskk MMaannaaggeemmeenntt AAssssisisttaanntt CCitityy MMaannaaggeerr EExxeeccuuttivivee SSttaaffff CCitityy CClelerrkk Information Technology Information Technology MMaannaaggeemmeenntt AAssssisisttaanntt AAddmmininisisttrraattivivee AAnnaalylysstt AAssssisisttaanntt ttoo tthhee CCitityy MMaannaaggeerr Convention & Visitors Bureau Convention & Visitors Bureau xxii Front row from left: Dawn Tamayo (Finance), Marc Gauthier (Development Services), Terry Carlson (Water Resources). Back row from left: Terri Elison (Recreation & Parks), Babette Baier (Police), Susan Magana (Fire), Janet McCrea (City Manager), Ted Wright (Public Works – TRIP), Luis Peralez – Extra Mile Recipient (Public Works), Frank Hinojosa (Recreation & Parks), Tim Lynch (Fire), Melvin Johnson (Police), Kevin Bell (Public Works), Vince Zaragoza (Economic & Community Development). “HIGH FIVES” 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 oldfashhione “Thank You.” Approximately 500 High Five awards were distributed in FY 2008– 2009 WELL DONE! 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 is a listing of those individuals who did just that. This 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 2008 GOOD JOB! “EXCELLENCE IN ACTION 2008” “BRIGHT IDEAS” Elizabeth Agerton, Police Susan Alexander, Water Resources Sergio Benavides, Public Works Joe Catalan, Public Works Jay Green, Information Technology Michael Hollon, Information Technology Troy Hughes, Information Technology Tony Pinedo, Public Works Amy Powers, Police Cheryl Simpson, Finance Thomas Trammell, Public Works Abrina Wade, Police xxiii BUDGET SUMMARIES Budget Summaries LIST OF EXHIBITS Revenues and Appropriations – General Fund.........................................11 General Fund Budget Charts..................................................... ...............12 Revenues and Appropriations – Operating Budget – All Funds ...............13 Operating Budget – All Funds Charts .......................................................14 Operating Fund Distribution......................................................................15 Operating Fund Distribution Charts ..........................................................16 Revenues and Appropriations – All Funds ...............................................17 Revenue Sources – All Funds Chart ........................................................18 Appropriations by Function – All Funds Chart ..........................................19 Departmental Appropriations by Fund ......................................................20 General Fund – Appropriations by Department ........................................24 Financial Summary – All Funds................................................................26 Estimated Balances – June 30, 2009 .......................................................30 Interfund Transfers – Summary ................................................................31 Interfund Transfers – Detail ......................................................................32 FY 2009-10 Appropriations Limitation ......................................................33 Note: Additional information is provided in the Appendices section of this document. 1 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 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 333,719 (as of January 1, 2009) 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 Bakersfield is home to many entertainment and special events, including: rodeos, Bakersfield Blaze (Baseball), and Bakersfield Condors (Hockey). The City maintains fifty-five (55) parks, for a total of 471 acres, and offers year-round recreation with boating, white water rafting, fishing, hiking, golf, camping, water 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 four (4) movie theaters, over 100 restaurants, and seven (7) public golf courses. Cultural activities include four (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 $125,000 median sales price. The median sales price in the State of California is $246,000. FACTORS AFFECTING FINANCIAL CONDITION Local Economy and Local Budget Issues – The City has experienced a slowdown in both new housing starts and commercial development. The City of Bakersfield has historically had a growth trend of 7.0 percent annually in its primary revenue sources. The City’s unemployment rate has increased from 9.0 percent in May 2008 to 14.2 percent in May 2009. Some of the discrepancies can be attributed to the seasonal nature of local agricultural employment but a majority is the result of the national, state and local economies falling into a crisis situation. 3 In the past years, the City has expanded its economic base to provide for growth in retail sales. Past retail sales growth has been 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. Unfortunately, job losses, store closures and downward trends in income levels have been pervasive in the economy for the last year. Therefore, sales tax receipts are down, reflecting the general economic downturn. Revised revenue projections for FY 2008-09 are about 7.0 percent lower than prior year actual receipts. The adopted budget reflects an expectation that sales tax revenues will decline by 5.0 percent, compared to current year revised estimates, as a result of the continued decline in economic activity over the past year. Property taxes also reflect the slowdown in development activity. Property tax revenues are expected to decline by 11.0 percent for FY 2009-10 based on information from the Kern County Assessor. In 2005, the California Public Employees’ Retirement System (CalPERS) Board adopted rate stabilization methods to mitigate the impact of fluctuations in the investment return on employer rates. As a result of the unique market downturn experienced in 2008, the CalPERS fund is expected to lose approximately 25.0 percent of its value and the current smoothing method will not handle this very well. Such a decline will have a significant impact on the funded status of plans at CalPERS and on the contribution rates that the City as the employer will have to pay in the future. CalPERS’ current smoothing method would have resulted in a large rate increase in the 2011-12 fiscal year. In order to mitigate this large rate increase, CalPERS has changed its smoothing method to stair step the increase over three (3) years. State Budgetary Actions – Budget problems at the State level continue to be a major concern for the City of Bakersfield. The City has adjusted to prior State actions, including the reduction of Vehicle License Fees (VLF) and the State action of taking one-fourth of its sales tax revenues to be replaced with property tax revenues (also known as the sales tax “triple flip”). The City has compensated for the negative effects on cash flow and interest earnings within the General Fund due to the timing and receipt of “backfill” of monies by increasing the cash basis reserve funds during the last few budget cycles. The City is aware of the State’s significant budget deficit and will continue to monitor any potential actions that may have a negative effect on the City’s financial status. Long Term Financial Planning – The City has relocated several departments from the existing city hall complex to City Hall North. By consolidating some operations in a single space, the City has been able to improve operational efficiency and the citizens of Bakersfield will notice improved customer service. The City continues to monitor departmental needs for satellite storage and staging areas for Public Works and Parks operations. As the City continues to grow both in population and geographic area, opportunities are constantly evaluated to become more efficient and effective in efforts to serve the community. 4 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 9.6 percent 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 twenty-five (25) to thirty (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. This expansion will provide for cost effective modern wastewater treatment facilities for existing residents as well as for anticipated planned development within the City’s sphere 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 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 5 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 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 6 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. 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, 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 7 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 FY 2008-09 City of Bakersfield appropriation limit established as required by state statute was $266,206,944. 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 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 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, 2010, the City has legally established a cash basis reserve of $12,000,000. 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. 8 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. 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 FY 2007-08, the City of Bakersfield had a total debt outstanding of $253,752,769, with the total debt increasing by a net $231,918,890. This increase relates to the issuance of new bonds to pay for the expansion of facilities in the Wastewater fund totaling over $234 million. 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 “Aa3” rating from Moody’s and an “A2” rating from Moody’s. The Series A and B revenue bonds issued by the City in 2008 to fund the new wastewater treatment plant construction carry a Reserve Fund Surety from Financial Security Assurance Inc. Series A has a “Aaa” rating from Moody’s and an underlying “A1” rating from Moody’s. The Series B revenue bond has a “Aaa/VMIG1” rating from Moody’s and a standy bond purchase agreement with Dexia. 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. 9 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, 2008, the City has a debt service reserve of $2,225,000. OTHER INFORMATION Independent Audit – The City Charter requires an annual audit by independent certified public accountants. 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, 2009, marking the seventh consecutive year Bakersfield has received the GFOA certificate. The Distinguished Budget Presentation Award is a prestigious national award recognizing conformance with the highest standards for preparation of state and local government financial reports. In order to be awarded a Certificate of Achievement, a government unit must publish an easily readable and efficiently organized budget document, whose contents conform to program standards. Such reports must satisfy criteria as a policy document, financial plan, operations guide, and communications device. The City of Bakersfield’s Fiscal Year 2009-10 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, 1600 Truxtun Avenue, Bakersfield, CA 93301. 10 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 REVENUES AND APPROPRIATIONS GENERAL FUND Sources by Type Actual 2007-08 Adopted 2008-09 Adopted 2009-10 Revenues Sales Tax $ 6 3,415,357 $ 6 2,270,000 $ 5 5,030,300 Property Tax 71,655,585 66,086,000 58,682,200 Other Taxes 11,428,942 11,465,000 13,116,215 Total Taxes $ 1 46,499,884 $ 1 39,821,000 $ 1 26,828,715 Licenses and Permits $ 2 ,613,944 $ 2 ,247,870 $ 2 ,427,795 Intergovernmental Revenue 4,243,008 2,988,165 1,434,675 Charges for Service 18,272,455 16,817,565 16,104,665 Fines and Forfeits 962,363 561,000 895,000 Miscellaneous Revenues 2,950,922 432,055 276,600 Total Other Revenues $ 2 9,042,692 $ 2 3,046,655 $ 2 1,138,735 Beginning Balance 49,949,619 17,607,000 16,428,650 Transfers In 880,575 700,000 900,000 TOTAL REVENUES $ 2 26,372,770 $ 1 81,174,655 $ 1 65,296,100 Appropriations Police $ 6 8,108,806 $ 6 9,733,823 $ 6 5,208,132 Fire 31,737,284 31,724,892 30,876,345 Total Public Safety $ 9 9,846,090 $ 1 01,458,715 $ 9 6,084,477 Public Works $ 2 2,045,028 $ 2 2,837,247 $ 2 1,009,572 Recreation and Parks 16,589,226 17,976,768 16,231,092 Development Services 10,558,194 10,284,576 8,258,135 Economic Development 757,507 855,122 422,696 General Government 10,598,693 12,342,332 11,565,103 Non-Departmental 6,915,150 13,657,795 8,430,555 Total Operations $ 6 7,463,798 $ 7 7,953,840 $ 6 5,917,153 Contingencies 250,000 250,000 50,000 Transfers Out 12,635,512 1,512,100 3,244,470 TOTAL APPROPRIATIONS $ 1 80,195,400 $ 1 81,174,655 $ 1 65,296,100 11 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 GENERAL FUND BUDGET $165,296,100 Where it comes from ... Charges for Fines & Forfeits Services 9.74% 0.54% Licenses & Permits 1.47% Intergovernmental Misc. and Other 0.87% 8.10% Beg. Balance & Transfers 10.48% Property Tax 35.50% Sales Tax 33.29% Where it goes ... Transfers 1.96% Economic Development 0.26% General Government 7.00% Non-Departmental 5.13% Recreation & Development Parks 9.82% Services 5.00% Public Works 12.71% Fire 18.68% Police 39.45% 12 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 REVENUES AND APPROPRIATIONS OPERATING BUDGET -ALL FUNDS Sources by Type Adopted 2007-08 Adopted 2008-09 Adopted 2009-10 Revenues Capital Project Funds $ 1 1,008,635 $ 1 2,368,634 $ 2 0,603,870 Economic Stimulus 0 0 2,203,124 Special Revenue Funds 26,468,544 24,731,586 25,050,943 General Operating Funds 189,777,800 181,174,655 165,296,100 Redevelopment Agency Funds 17,657,453 18,979,286 17,978,524 Improvement Districts 9,126,315 9,714,201 13,998,335 Internal Service Funds 37,814,906 33,159,774 27,493,661 Enterprise Funds 89,662,915 107,001,748 95,712,858 Debt Service Funds 1,632,611 4,015,833 483,166 Total $ 3 83,149,179 $ 3 91,145,717 $ 3 68,820,581 Appropriations General Government $ 2 4,820,491 $ 2 5,979,705 $ 2 3,770,851 Police 69,777,155 70,188,123 66,503,905 Fire 31,538,349 31,724,892 30,876,345 Public Works 105,837,208 100,959,001 91,786,413 Water Resources 18,484,537 20,623,034 20,596,069 Rabobank & Recreations and Parks 28,924,804 24,576,544 23,156,864 ED/CD & & Development Services 23,830,456 22,214,060 17,184,074 Non-Departmental & Transfers 79,936,179 94,880,358 94,946,060 Total $ 3 83,149,179 $ 3 91,145,717 $ 3 68,820,581 13 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 OPERATING BUDGET -ALL FUNDS $368,820,581 Where it comes from... Debt Service Funds 0.13% Enterprise Funds 25.95% Internal Service Funds 7.45% Improvement Districts 3.80% General Operating Funds 44.82% Redevelopment Agency Funds 4.87% Special Revenue Funds 6.79% Capital Project Funds 5.59% Economic Stimulus 0.60% Where it goes... Public Works 24.89% Fire 8.37% Police 18.03% General Government 6.45% Non-Departmental & Transfers 25.74% ED/CD & Development Services 4.66% Rabobank & Recreation and Parks 6.28% Water Resources 5.58% 14 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 OPERATING FUND DISTRIBUTION Expenditures Adopted 2007-08 Adopted 2008-09 Adopted 2009-10 All Funds Personnel $ 167,757,499 $ 169,510,263 $ 155,647,254 Operating 150,539,213 170,429,762 162,499,667 Capital 393,531,071 214,744,876 4,196,560 Fiscal Transfers 47,846,483 41,400,947 46,477,100 Total All Funds $ 759,674,266 $ 596,085,848 $ 368,820,581 General Fund Personnel $ 135,630,707 $ 136,994,096 $ 123,065,422 Operating 40,915,154 42,379,614 38,840,108 Capital 596,427 288,845 146,100 Fiscal Transfers 12,635,512 1,512,100 3,244,470 Total General Fund $ 189,777,800 $ 181,174,655 $ 165,296,100 15 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 OPERATING FUND DISTRIBUTION ALL FUNDS $368,820,581 Fiscal Transfers 12.60% Operating 44.06% Capital 1.14% Personnel 42.20% GENERAL FUND $165,296,100 Fiscal Transfers 1.96% Personnel 74.45% Capital 0.09% Operating 23.50% 16 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 REVENUES AND APPROPRIATIONS ALL FUNDS Sources by Type Adopted 2007-08 Adopted 2008-09 Adopted 2009-10 Revenues Taxes and Assessments $ 186,419,506 $ 179,555,953 $ 157,033,678 Licenses and Permits 2,968,900 2,247,870 2,427,795 Inter-Governmental & Enterprise 119,965,102 183,494,677 49,252,767 Charges for Service 159,024,809 137,696,371 130,069,351 Fines and Forfeits 1,816,000 1,691,000 2,020,000 Miscellaneous Revenue 7,934,812 33,446,633 27,611,232 Other Financing Sources 218,000,000 -1,380,785 Fund Balance 15,698,654 16,552,397 29,103,980 Transfers In 47,846,483 41,400,947 46,477,100 TOTAL REVENUES $ 759,674,266 $ 596,085,848 $ 445,376,688 Appropriations Police $ 69,777,155 $ 70,188,123 $ 66,503,905 Fire 36,275,349 32,842,892 30,995,345 Total Public Safety $ 106,052,504 $ 103,031,015 $ 97,499,250 Public Works $ 459,489,256 $ 291,156,132 $ 159,855,251 Water Resources 23,939,537 29,148,034 25,796,069 Rabobank & Recreation and Parks 41,605,843 28,776,544 24,675,133 ED/CD CD & Development Services 15,047,806 22,614,060 14,269,567 General Government 24,820,491 25,979,705 23,770,851 Non-Departmental 71,061,376 94,880,358 79,882,043 Bakersfield Redevelopment Agency 17,657,453 500,000 19,628,524 TOTAL APPROPRIATIONS $ 759,674,266 $ 596,085,848 $ 445,376,688 17 CITY OF BAKERSFIELD FY 2009-10 REVENUE SOURCES ALL FUNDS Taxes and Assessments $ 157,033,678 35.3% Licenses and Permits 2,427,795 0.5% Inter-Governmental and Enterprise Revenue 49,252,767 11.1% Charges for Services 130,069,351 29.2% Fines and Forfeits 2,020,000 0.5% Miscellaneous Revenue 27,611,232 6.2% Other Financing Sources 1,380,785 0.3% Fund Balance 29,103,980 6.5% Transfers In 46,477,100 10.4% TOTAL REVENUE ALL SOURCES $ 445,376,688 100.0% Inter-Governmental and Enterprise Revenue Charges for Services Fines and Forfeits Miscellaneous Revenue Transfers In Other Financing Sources Fund Balance Taxes and Assessments Licenses and Permits 18 CITY OF BAKERSFIELD FY 2009-10 APPROPRIATIONS BY FUNCTION ALL FUNDS General Government $ 2 3,770,851 5.3% Police 66,503,905 14.9% Fire 30,995,345 7.0% Public Works 159,855,251 35.9% Water Resources 25,796,069 5.8% Rabobank & Recreation and Parks 24,675,133 5.5% ED/CD & Development Services 14,269,567 3.2% Non-Departmental -includes transfers 79,882,043 17.9% Bakersfield Redevelopment Agency 19,628,524 4.4% TOTAL APPROPRIATIONS -ALL FUNDS $ 445,376,688 100.0% Police General Government Non-Departmental -includes transfers Bakersfield Redevelopment Agency ED/CD & Development Services Rabobank & Recreation and Parks Water Resources Public Works Fire 19 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 DEPARTMENTAL APPROPRIATIONS BY FUND Budget Summary Operating Budgets City of Bakersfield $ 23,770,851 $ 66,503,905 $ 30,876,345 $ 91,786,413 $ 20,596,069 $ 23,156,864 $ 14,269,567 $ 79,882,043 $ 350,842,057 Bakersfield Redev. Agency 0 0 0 0 0 0 2,914,507 15,064,017 17,978,524 Total Operating $ 23,770,851 $ 66,503,905 $ 30,876,345 $ 91,786,413 $ 20,596,069 $ 23,156,864 $ 17,184,074 $ 94,946,060 $ 368,820,581 Capital Improvements City of Bakersfield $ 0 $ 0 $ 1 19,000 $ 68,068,838 $ 5,200,000 $ 1 ,518,269 $ -$ 0 $ 74,906,107 Bakersfield Redev. Agency 0 0 0 1,650,000 0 0 0 0 1,650,000 Total Capital Improvements $ 0 $ 0 $ 1 19,000 $ 69,718,838 $ 5,200,000 $ 1 ,518,269 $ -$ 0 $ 76,556,107 Total Appropriations $ 23,770,851 $ 66,503,905 $ 30,995,345 $ 161,505,251 $ 25,796,069 $ 24,675,133 $ 17,184,074 $ 94,946,060 $ 445,376,688 Public Works Water Total Resources Rabobank & Recreation and Parks ED/CD and Development Services General Government Police Fire Non-Departmental Includes Transfers 20 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 DEPARTMENTAL APPROPRIATIONS BY FUND Public Works Water Total Resources Rabobank & Recreation and Parks ED/CD and Development Services General Government Police Fire Non-Departmental Includes Transfers City of Bakersfield Operating Budget Agriculture Water $ 4 ,683,313 $ 4,683,313 ARRA Federal Stimulus 830,773 830,773 ARRA HUD Stimulus 1,372,351 1,372,351 State Transportation 254,448 33,800 288,248 Assessment Districts 309,500 37,500 13,651,335 13,998,335 Aviation 168,983 168,983 BEGIN 0 Community Dev. Block Grant 1,565,659 404,034 1,969,693 Domestic Water 15,912,756 1,069,238 16,981,994 Equipment Management 2,315,054 15,966,744 18,281,798 Gas Tax 4,491,754 4,491,754 General Fund 11,565,103 65,208,132 30,876,345 21,009,572 16,231,092 8,680,831 11,725,025 165,296,100 HOME Program 1,842,076 1,842,076 Municipal Improvement Debt 483,166 483,166 Park Improvement 0 Parking Lots/Structures 125,286 125,286 Public Financing Authority 0 Refuse Collection 37,545,367 37,545,367 Self Insurance 9,211,863 9,211,863 Traffic Safety 465,000 900,000 1,365,000 Transient Occupancy Taxes 6,891,972 808,650 7,393,550 15,094,172 Transportation Development 357,159 19,000,000 19,357,159 TDF TRIP Local Match 244,045 1,002,666 1,246,711 Wastewater Treatment Plant 10,952,220 25,255,695 36,207,915 Total Operating $ 23,770,851 $ 66,503,905 $ 30,876,345 $ 91,786,413 $ 20,596,069 $ 23,156,864 $ 14,269,567 $ 79,882,043 $ 350,842,057 21 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 DEPARTMENTAL APPROPRIATIONS BY FUND Public Works Water Total Resources Rabobank & Recreation and Parks ED/CD and Development Services General Government Police Fire Non-Departmental Includes Transfers City of Bakersfield Capital Improvements Agriculture Water $ 9 0,000 $ 9 0,000 ARRA Federal Stimulus 15,140,700 15,140,700 ARRA HUD Stimulus 897,462 897,462 Aviation 268,000 268,000 Captial Outlay 119,000 3,959,800 524,818 4,603,618 Community Dev. Block Grant 1,455,500 158,451 1,613,951 Domestic Water 5,110,000 5,110,000 Equipment Management 0 Gas Tax 2,296,504 2,296,504 Federal Transportation 5,242,550 5,242,550 Park Improvement 835,000 835,000 Refuse Collection 0 Transportation Development 2,018,022 2,018,022 TDF TRIP Local Match 18,433,750 18,433,750 TRIP 11,066,250 11,066,250 Wastewater Treatment Plant 7,290,300 7,290,300 Total Capital Improvements $ -$ -$ 1 19,000 $ 68,068,838 $ 5,200,000 $ 1 ,518,269 $ -$ -$ 74,906,107 Total City of Bakersfield $ 23,770,851 $ 66,503,905 $ 30,995,345 $ 159,855,251 $ 25,796,069 $ 24,675,133 $ 14,269,567 $ 79,882,043 $ 425,748,164 22 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 DEPARTMENTAL APPROPRIATIONS BY FUND Public Works Water Total Resources Rabobank & Recreation and Parks ED/CD and Development Services General Government Police Fire Non-Departmental Includes Transfers Bakersfield Redevelopment Agency Operating Budget Downtown $ 1 46,560 $ 1,746,525 $ 1 ,893,085 Old Town Kern Pioneer 374,534 1,385,217 1,759,751 Southeast 1,253,413 1,859,546 3,112,959 Housing Downtown 437,533 437,533 Old Town Kern Pioneer 300,000 508,050 808,050 Southeast 840,000 1,031,725 1,871,725 Debt Service Downtown 4,806,483 4,806,483 Old Town Kern Pioneer 1,325,967 1,325,967 Southeast 1,962,971 1,962,971 Total Operating $ -$ -$ -$ -$ -$ -$ 2,914,507 $ 15,064,017 $ 17,978,524 Capital Improvements Downtown $ -Old Town Kern Pioneer 850,000 850,000 Southeast 800,000 800,000 Total Capital Improvements $ -$ -$ -$ 1,650,000 $ -$ -$ -$ -$ 1,650,000 Total BRDA $ -$ -$ -$ 1,650,000 $ -$ -$ 2,914,507 $ 15,064,017 $ 19,628,524 23 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 GENERAL FUND -APPROPRIATIONS BY DEPARTMENT Department Actual 2007-08 Adopted Budget 2008-09 Amended Budget 2008-09 Adopted Budget 2009-10 Mayor $ 133,718 $ 1 63,406 $ 149,172 $ 133,835 City Council 293,326 308,060 307,749 307,383 TOTAL LEGISLATIVE $ 427,044 $ 4 71,466 $ 456,921 $ 441,218 City Manager $ 924,474 $ 9 59,763 $ 1,002,047 $ 971,693 City Clerk 730,108 800,286 812,796 800,649 Human Resources 1,331,459 1,557,080 1,431,676 1,411,150 Information Technology 3,337,918 3,850,197 3,586,215 3,469,012 Risk Management 0 0 0 0 TOTAL EXECUTIVE $ 6,323,959 $ 7,167,326 $ 6,832,734 $ 6,652,504 Administration $ 393,128 $ 4 26,612 $ 430,747 $ 465,391 Accounting and Reporting 1,170,801 1,239,045 1,211,711 1,206,951 Treasury 629,355 755,949 698,478 669,858 Purchasing 297,498 353,131 290,909 271,561 TOTAL FINANCIAL SERVICES $ 2,490,782 $ 2,774,737 $ 2,631,845 $ 2,613,761 Legal Counsel $ 1,356,908 $ 1,928,803 $ 1,860,309 $ 1,857,620 TOTAL CITY ATTORNEY $ 1,356,908 $ 1,928,803 $ 1,860,309 $ 1,857,620 Administration $ 17,191,512 $ 17,207,248 $ 16,627,335 $ 15,967,286 Operations 38,043,104 39,147,945 36,601,694 36,466,154 Investigations 12,874,190 13,378,630 13,201,655 12,774,692 TOTAL POLICE SERVICES $ 68,108,806 $ 69,733,823 $ 66,430,684 $ 65,208,132 Administration $ 1,618,021 $ 1,513,550 $ 1,493,638 $ 1,704,262 Safety Services 2,195,399 2,329,343 2,151,217 1,459,644 Fire Suppression 27,923,864 27,881,999 27,939,201 27,712,439 TOTAL FIRE SERVICES $ 31,737,284 $ 31,724,892 $ 31,584,056 $ 30,876,345 24 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 GENERAL FUND -APPROPRIATIONS BY DEPARTMENT Department Actual 2007-08 Adopted Budget 2008-09 Amended Budget 2008-09 Adopted Budget 2009-10 Administration $ 642,168 $ 6 17,851 $ 618,404 $ 621,114 Engineering 6,345,062 6,670,857 6,052,466 5,242,528 General Services 8,152,165 8,249,562 8,093,991 7,848,762 Streets 6,905,633 7,298,977 7,019,677 7,297,168 Equipment 0 0 0 0 Wastewater 0 0 0 0 Solid Waste 0 0 0 0 TOTAL PUBLIC WORKS $ 22,045,028 $ 22,837,247 $ 21,784,538 $ 21,009,572 Recreation & Parks Administration $ 1,261,316 $ 1,220,104 $ 1,160,153 $ 1,183,147 Parks 12,457,887 13,316,023 12,514,794 12,072,090 Recreation 2,870,023 3,440,641 3,158,235 2,975,855 TOTAL RECREATION AND PARKS $ 16,589,226 $ 17,976,768 $ 16,833,182 $ 16,231,092 Planning $ 4,111,182 $ 2,952,773 $ 3,373,427 $ 2,487,971 Building 6,447,012 7,331,803 6,416,583 5,770,164 TOTAL DEVELOPMENT SERVICES $ 10,558,194 $ 10,284,576 $ 9,790,010 $ 8,258,135 Community Development $ 0 $ 0 $ 0$ 0 Economic Development 757,507 855,122 590,189 422,696 TOTAL ECONOMIC/COMMUNITY DEV. $ 757,507 $ 8 55,122 $ 590,189 $ 422,696 TOTAL BY DEPARTMENT $160,394,738 $165,754,760 $158,794,468 $153,571,075 Non-Departmental $ 6,915,150 $ 13,657,795 $ 8,869,673 $ 8,430,555 Debt Service 0 0 0 0 Contingencies 250,000 250,000 50,000 50,000 Transfers Out 12,635,512 1,512,100 1,512,100 3,244,470 TOTAL GENERAL FUND $ 180,195,400 $ 181,174,655 $ 169,226,241 $ 165,296,100 25 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 FINANCIAL SUMMARY -ALL FUNDS In Out Operating C.I.P. Governmental Funds General Operating $28,228,650 $148,167,450 $900,000 $3,244,470 $162,051,630 $0 $12,000,000 Economic Stimulus 0 18,241,286 0 0 2,203,124 16,038,162 0 Special Revenue 5,123,969 43,621,036 0 5,404,034 19,646,909 20,219,255 3,474,807 Debt Service 0 79,132 404,034 0 483,166 0 0 Capital Project 28,546,598 7,900,000 26,344,470 19,000,000 1,603,870 25,890,390 16,296,808 Proprietary Funds Enterprise 58,050,572 100,651,632 12,000,000 12,000,000 83,712,858 12,758,300 62,231,046 Internal Service 22,470,936 31,613,859 0 0 27,493,661 0 26,591,134 Fiduciary Funds Improvement Districts 22,182,954 8,268,763 0 0 13,998,335 0 16,453,382 Redevelopment Agency 2,868,859 11,252,450 6,828,596 6,828,596 11,149,928 1,650,000 1,321,381 Total $167,472,538 $369,795,608 $46,477,100 $46,477,100 $322,343,481 $76,556,107 $138,368,558 Adopted Balance 6/30/2010 Fund Group Transfers Estimated Balance 7/1/2009 Estimated Revenues Budget Appropriations 26 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 FINANCIAL SUMMARY -ALL FUNDS In Out Operating C.I.P. Adopted Balance 6/30/2010 Fund Group Transfers Estimated Balance 7/1/2009 Estimated Revenues Budget Appropriations General Operating Funds General $16,428,650 $147,967,450 $900,000 $3,244,470 $162,051,630 $0 $0 Facilities Reserve 0 Cash Basis Reserve 11,800,000 200,000 12,000,000 Economic Stimulus Funds ARRA Federal Stimulus Program 0 18,241,286 2,203,124 16,038,162 0 Special Revenue Funds Community Development 147,899 3,523,385 404,034 1,565,659 1,613,951 87,640 Home Investment Partnership 716,799 1,854,473 1,842,076 729,196 Federal Transportation 520,377 5,242,550 0 5,242,550 520,377 TRIP 0 11,066,250 11,066,250 0 State Transportation 0 288,248 288,248 0 0 Gas Tax 1,890,172 5,688,500 0 4,491,754 2,296,504 790,414 Traffic Safety 249,031 1,375,000 900,000 465,000 259,031 Supplemental Law Enforcement 411,543 0 0 411,543 Metro Medical Response System 0 0 0 0 Transient Occupancy Tax 1,188,148 14,582,630 0 4,100,000 10,994,172 676,606 Debt Service Funds Municipal Improvement Debt 0 79,132 404,034 483,166 0 PFA Debt 0 0 0 0 0 Capital Project Funds Capital Outlay 5,409,251 100,000 4,100,000 0 4,603,618 5,005,633 Recreation Facilities 0 0 0 0 0 Park Improvements 5,009,784 1,200,000 0 835,000 5,374,784 Transportation Development (TDF) 12,537,150 6,600,000 3,244,470 19,000,000 357,159 2,018,022 1,006,439 TDF TRIP Local Match 5,590,413 0 19,000,000 1,246,711 18,433,750 4,909,952 Public Financing Authority (PFA) 0 0 0 0 0 Total $61,899,217 $218,008,904 $27,648,504 $27,648,504 $185,988,699 $62,147,807 $31,771,615 27 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 FINANCIAL SUMMARY -ALL FUNDS In Out Operating C.I.P. Adopted Balance 6/30/2010 Fund Group Transfers Estimated Balance 7/1/2009 Estimated Revenues Budget Appropriations Enterprise Funds Wastewater Treatment $35,821,115 $29,396,410 $12,000,000 $8,000,000 $24,207,915 $7,290,300 37,719,310 Sewer Connections 575,227 4,244,472 4,000,000 819,699 Refuse Collection 6,365,861 37,488,400 0 37,545,367 0 6,308,894 Landfill Closure 1,453,070 0 0 0 0 1,453,070 Agricultural Water 3,241,626 5,300,000 0 0 4,683,313 90,000 3,768,313 Domestic Water 10,240,614 23,740,000 0 16,981,994 5,110,000 11,888,620 Airpark 270,639 408,700 168,983 268,000 242,356 Offstreet Parking 82,420 73,650 0 125,286 30,784 Internal Service Funds Equipment Management 14,074,870 22,642,906 0 18,281,798 0 18,435,978 Self-Insurance 8,396,066 8,970,953 0 0 9,211,863 8,155,156 Improvement District Funds Assessment Districts 22,182,954 8,268,763 0 13,998,335 0 16,453,382 Total $102,704,462 $140,534,254 $12,000,000 $12,000,000 $125,204,854 $12,758,300 $105,275,562 28 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 FINANCIAL SUMMARY -ALL FUNDS In Out Operating C.I.P. Adopted Balance 6/30/2010 Fund Group Transfers Estimated Balance 7/1/2009 Estimated Revenues Budget Appropriations Redevelopment Agency Funds Operating Downtown $444,306 $1,942,600 $1,716,525 $176,560 $0 $493,821 Old Town Kern-Pioneer 484,767 2,134,100 1,345,217 414,534 850,000 9,116 Southeast 449,807 3,482,800 1,789,546 1,323,413 800,000 19,648 Housing Downtown 480,424 10,000 490,525 437,533 0 543,416 Old Town Kern-Pioneer 278,034 10,000 527,300 508,050 300,000 7,284 Southeast 723,127 530,000 858,300 1,031,725 840,000 0 239,702 Debt Service Downtown 8,394 3,142,950 1,663,533 4,806,483 8,394 Old Town Kern-Pioneer 0 1,325,967 1,325,967 0 Southeast 0 1,962,971 1,962,971 0 Total $2,868,859 $11,252,450 $6,828,596 $6,828,596 $11,149,928 $1,650,000 $1,321,381 29 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 ESTIMATED BALANCES -JUNE 30, 2010 Fund Title Total Unreserved Reserved Comment Cash Basis Reserve $ 12,000,000 $ -$ 12,000,000 Cash required prior to Tax Turnover Community Development 87,640 87,640 Home Investment Partnership 729,196 729,196 Federal Transportation 520,377 520,377 Gas Tax 790,414 790,414 Traffic Safety 259,031 259,031 Supplemental Law Enforcement 411,543 411,543 Transient Occupancy Tax 676,606 76,606 600,000 Tax accruals PFA Debt Service 0 Capital Outlay 5,005,633 5,633 5,000,000 Facilities Reserve Recreation Facilities 0 -Park Improvements 5,374,784 5,374,784 Transportation Development 1,006,439 1,006,439 TDF TRIP Local Match 4,909,952 4,909,952 Public Financing Authority 0 -Wastewater Treatment 37,719,310 17,719,310 20,000,000 Debt Service/Capital Reserves Sewer Connections 819,699 819,699 Refuse 6,308,894 2,250,894 4,058,000 Cart Replacement Reserves Landfill Closure 1,453,070 -1,453,070 Landfill Cap Reserve Agriculture Water 3,768,313 3,768,313 Domestic Water 11,888,620 11,888,620 Airpark 242,356 242,356 Offstreet Parking 30,784 30,784 Equipment Management 18,435,978 (20,910,214) 39,346,192 Accumulated Depreciation @06/30/08 Self Insurance 8,155,156 8,155,156 Assessment Districts 16,453,382 7,844,737 8,608,645 Reserve for Debt Service Redevelopment Operating: Downtown 493,821 493,821 Old Town Kern-Pioneer 9,116 9,116 Southeast 19,648 19,648 Redevelopment Housing: Downtown 543,416 -543,416 Housing setaside Old Town Kern-Pioneer 7,284 -7,284 Housing setaside Southeast 239,702 -239,702 Housing setaside Redevelopment Debt: Downtown 8,394 -8,394 Debt Service Old Town Kern-Pioneer 0 Southeast 0 -Total $ 138,368,558 $ 46,503,855 $ 91,864,703 30 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 INTERFUND TRANSFERS -SUMMARY Fund Title In Out General $ 900,000 $ 3,244,470 Traffic Safety/O.T.S. 900,000 Transient Occupancy Tax 4,100,000 Capital Outlay 4,100,000 Sewer Plant #2 8,000,000 Sewer Plant #3 12,000,000 A Sewer Connections 4,000,000 Subtotal $ 17,000,000 $ 20,244,470 CDBG 404,034 Municipal Debt 404,034 Transportation Development 3,244,470 19,000,000 TDF TRIP Local Match 19,000,000 RDA Operating 4,851,288 B RDA Housing 1,876,125 C 1,977,308 D RDA Debt 4,952,471 E Total Transfers $ 46,477,100 $ 46,477,100 Transfers 31 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 INTERFUND TRANSFERS -DETAIL Fund Title In Out Sewer Plant #2 $ 8,000,000 Sewer Connections 4,000,000 Sewer Plant #3 Total $ 12,000,000 A RDA -SEPA Housing $ 858,300 RDA -SEPA Debt 931,246 RDA -OTKP Housing 527,300 RDA -OTKP Debt 817,917 RDA -DTPA Housing 490,525 RDA -DTPA Debt 1,226,000 RDA Operating Total $ 4,851,288 B RDA -SEPA Operating $ 858,300 RDA -OTKP Operating 527,300 RDA -DTPA Housing 490,525 RDA -SEPA Debt 1,031,725 RDA -OTKP Debt 508,050 RDA -DTPA Debt 437,533 RDA Housing $ 1,876,125 C $ 1,977,308 D RDA -SEPA Operating $ 931,246 RDA -SEPA Housing 1,031,725 RDA -OTKP Operating 817,917 RDA -OTKP Housing 508,050 RDA -DTPA Operating 1,226,000 RDA -DTPA Housing 437,533 RDA Debt $ 4,952,471 E Transfers 32 ▲ = Appropriations Limitation ■ = Appropriations Subject to Limitation The Appropriations Limitation imposed by Propositions 4 and 111 creates a restriction on the amount of revenue which can be appropriated in any fiscal year. The Limit is based on actual appropriations during the 1978 -79 fiscal year, and is increased each year using the growth of population and inflation. Not all revenues are restricted by the Limit; only those which are referred to as "proceeds of taxes." Some examples of proceeds of taxes are sales tax, property tax, transient occupancy tax, and state motor vehicle in lieu tax. The City has experienced steady growth in population which has enabled us to spend at levels well below our limit. With the passage of Proposition 111, the gap between the Appropriations Limit and the City's expenditures which are subject to limitation has widened. During any fiscal year, a city may not appropriate any proceeds of taxes they receive in excess of their limit. If they do receive excess funds in any one year, they can carry them into the subsequent year to be used if they are below their Appropriations Limit in that year. Any excess funds remaining after the second year have to be returned to the taxpayers by reducing tax rates or fees. As an alternative, a majority of the voters may approve an "override" to increase the Appropriations Limit.City of Bakersfield FY 2009-10 Appropriations Limitation $0 $50,000,000 $100,000,000 $150,000,000 $200,000,000 $250,000,000 $300,000,000 $350,000,000 01 02 03 04 05 06 07 08 09 10 Fiscal Year Ending $144,080,859 $78,858,000 $274,091,361 $124,853,600 33 THIS PAGE INTENTIONALLY LEFT BLANK 34 REVENUES Revenues The following revenues are the primary sources which make up General Fund and Transient Occupancy 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 projected. Projected revenue assumptions are based on a combination of historic trend data and current economic circumstances, including proposed State budget information and other external factors. The key assumptions in the General Fund revenue forecast for fiscal year 2009-10 are: 1) Property tax revenues are expected to decline by 11.0% based on Kern County assessed valuation projections; 2) Sales tax revenues are expected to decline by 7.0% compared to current year revised estimates as a result of the continued decline in economic activity over the past year; 3) Transient Occupancy Tax revenues are expected to decline by 1.8% compared to current year revised estimates as a result of fairly flat tourism and convention activity; 4) License and Permit revenues are expected to remain fairly flat as a result of continued stagnant local construction activity; 5) Motor Vehicle In-Lieu fees reflect an 11.0% decline as this revenue is now linked to growth in general property taxes; and 6) CDBG Entitlement and HOME Entitlement revenues are both expected to remain flat 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 8.25 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. 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 35 Revenues continued 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 Occupancy Tax is imposed for the privilege of occupying a room or rooms in a hotel, motel, or other lodging facility, unless such occupancy is for a period of thirty (30) days or more. The City of Bakersfield has a transient lodging tax rate of 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. • 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. 36 Revenues continued The fees which make up "License and Permits" include: building permits, plumbing permits, electrical permits, mechanical permits, street and curb permits, and other use permits and licenses. The City requires that building permits be obtained to ensure that structures meet specific standards. The City requires various additional construction permits for activities such as the installation of electrical, plumbing, and sewerage facilities. The City charges a fee for issuing these permits in order to recover the costs incurred. • Motor Vehicle-In-Lieu Revenues -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. 37 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 * Includes VLF In-Lieu Property Tax * Includes Sales Tax In-Lieu Related to Triple Flip Property Tax Revenues $58,682,200 $7,000,000 $12,000,000 $17,000,000 $22,000,000 $27,000,000 $32,000,000 $37,000,000 $42,000,000 $47,000,000 $52,000,000 $57,000,000 $62,000,000 $67,000,000 01 02 03 04 05 06 07 08 09 10 Fiscal Year Ending Millions Property Tax VLF In-Lieu Sales Tax Revenues $55,030,300 $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 01 02 03 04 05 06 07 08 09 10 Fiscal Year Ending Millions Budgeted Sales Tax 38 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 Transient Occupancy Tax $7,400,000 $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 01 02 03 04 05 06 07 08 09 10 Fiscal Year Ending Millions License and Permit Revenues $2,427,795 $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 01 02 03 04 05 06 07 08 09 10 Fiscal Year Ending Millions 39 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 * Reflects VLF Reduction and $3.1 Million Capture by State in 2004-05 and 2005-06 Charges for Services $16,104,665 $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 01 02 03 04 05 06 07 08 09 10 Fiscal Year Ending Millions Motor Vehicle-In-Lieu Revenues $720,000 $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 01 02 03 04 05 06 07 08 09 10 Fiscal Year Ending Millions 40 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 GENERAL FUND -REVENUE BY SOURCE Revenues Actual 2007-08 Amended Budget 2008-09 Revised Estimates 2008-09 Adopted Budget 2009-10 Taxes Sales and Use Tax: Sales and use tax $ 4 7,385,537 $ 4 2,082,700 $ 4 3,973,000 $ 4 1,976,900 Sales tax in-lieu 16,029,820 13,740,470 13,740,470 13,053,400 TOTAL SALES AND USE TAX $ 6 3,415,357 $ 5 5,823,170 $ 5 7,713,470 $ 5 5,030,300 Property Taxes Current year secured $ 4 1,371,849 $ 3 7,953,300 $ 3 7,729,900 $ 3 3,688,700 Current year unsecured 1,420,870 1,345,000 1,243,300 1,106,500 Property tax in-lieu 26,929,936 25,852,700 25,592,200 22,777,000 Delinquent taxes and penalties 1,932,930 785,000 1,400,000 1,110,000 TOTAL PROPERTY TAXES $ 7 1,655,585 $ 6 5,936,000 $ 6 5,965,400 $ 5 8,682,200 Other Taxes Utility franchise tax $ 4 ,904,716 $ 4 ,950,000 $ 5 ,077,050 $ 7 ,992,015 Business license tax 3,331,064 3,375,000 3,650,000 3,104,200 Real property transfer tax 953,162 900,000 900,000 900,000 Payments in-lieu of taxes 2,240,000 2,240,000 2,240,000 1,120,000 TOTAL OTHER TAXES $ 1 1,428,942 $ 1 1,465,000 $ 1 1,867,050 $ 1 3,116,215 TOTAL TAXES $ 1 46,499,884 $ 1 33,224,170 $ 1 35,545,920 $ 1 26,828,715 Licenses and Permits Development permits $ 1 ,883,127 $ 1 ,529,045 $ 1 ,704,750 $ 1 ,808,600 Alarm permits 134,876 140,000 140,000 140,000 Storage tank permits 84,207 85,000 85,000 85,000 Dog licenses 210,754 200,000 200,000 200,000 Other licenses and permits 300,980 218,260 231,495 194,195 TOTAL LICENSES AND PERMITS $ 2 ,613,944 $ 2 ,172,305 $ 2 ,361,245 $ 2 ,427,795 41 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 GENERAL FUND -REVENUE BY SOURCE Revenues Actual 2007-08 Amended Budget 2008-09 Revised Estimates 2008-09 Adopted Budget 2009-10 Intergovernmental State motor vehicle in-lieu tax $ 1 ,395,865 $ 9 00,000 $ 9 00,000 $ 7 20,000 State Homeowners subvention 394,112 150,000 340,500 303,000 Grants 2,305,744 1,650,855 2,209,927 411,675 Other Reimbursements 147,288 0 0 0 TOTAL INTERGOVERNMENTAL $ 4 ,243,009 $ 2 ,700,855 $ 3 ,450,427 $ 1 ,434,675 Charges for Service Maintenance district services $ 3 ,286,912 $ 3 ,060,000 $ 4 ,390,000 $ 4 ,420,000 Interdepartmental charges 3,882,294 3,800,000 3,800,000 3,800,000 Development fees 3,586,849 2,122,705 2,179,225 2,256,265 Fire charges 5,187,421 4,784,414 4,851,614 4,335,400 Police charges 712,539 430,000 507,000 492,000 Recreation fees 938,707 558,000 754,000 675,500 Other charges 677,733 135,500 316,000 125,500 TOTAL CHARGES FOR SERVICE $ 1 8,272,455 $ 1 4,890,619 $ 1 6,797,839 $ 1 6,104,665 Fines and Forfeits Court fines and asset forfeitures $ 9 62,362 $ 5 68,000 $ 8 18,000 $ 8 95,000 TOTAL FINES AND FORFEITURES $ 9 62,362 $ 5 68,000 $ 8 18,000 $ 8 95,000 Miscellaneous Interest income $ 1 ,047,205 $ 2 51,000 $ 2 54,000 $ 2 51,000 Contributions 1,280,061 504,974 1,534,056 1,000 Reimbursements 70,691 7,000 62,800 7,000 Sale of property 7,215 3,000 6,000 7,600 Other revenue 19,659 15,000 15,000 10,000 TOTAL MISCELLANEOUS $ 2 ,424,831 $ 7 80,974 $ 1 ,871,856 $ 2 76,600 TOTAL REVENUES $ 1 75,016,485 $ 1 54,336,923 $ 1 60,845,287 $ 1 47,967,450 42 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 ESTIMATED REVENUE BY FUND Fund Title Taxes and Assessments Licenses and Permits Inter-Governmental Revenue Charges for Service Fines and Forfeits Miscellaneous Revenue Other Financing Sources Total General $ 126,828,715 $ 2,427,795 $ 1,434,675 $ 16,104,665 $ 895,000 $ 276,600 $ 0 $ 147,967,450 Cash Basis Reserve 200,000 200,000 Community Development 3,503,385 20,000 3,523,385 Home Investment Partnership 1,704,473 150,000 1,854,473 Federal Transportation 5,242,550 5,242,550 TRIP 11,066,250 11,066,250 State Transportation 286,248 2,000 288,248 Gas Tax 5,585,000 25,000 78,500 5,688,500 Traffic Safety 275,000 1,100,000 1,375,000 Supplemental Law Enf. ARRA Federal Stimulus Program 18,241,286 18,241,286 Transient Occupancy Tax 7,400,000 5,932,630 1,250,000 14,582,630 Municipal Improvement Debt 79,132 79,132 PFA Debt Service Capital Outlay 100,000 100,000 Park Improvements 1,100,000 100,000 1,200,000 Transportation Development 6,000,000 200,000 400,000 6,600,000 TDF TRIP Local Match Public Financing Authority (PFA) Wastewater Treatment 28,065,625 1,330,785 29,396,410 Sewer Connections 26,000 4,168,472 50,000 4,244,472 Refuse 1,964,600 35,240,800 283,000 37,488,400 Landfill Closure Agriculture Water 5,250,000 50,000 5,300,000 Domestic Water 660,000 23,080,000 23,740,000 Airpark 160,000 243,200 5,500 408,700 Offstreet Parking 72,150 1,500 73,650 Equipment Management 22,242,906 400,000 22,642,906 Self Insurance 8,470,953 500,000 8,970,953 Assessment Districts 8,268,763 8,268,763 Redevelopment Operating: Downtown 1,932,100 500 10,000 1,942,600 Old Town Kern-Pioneer 2,097,100 12,000 25,000 2,134,100 Southeast 3,381,000 51,800 50,000 3,482,800 Redevelopment Housing: Downtown 10,000 10,000 Old Town Kern-Pioneer 10,000 10,000 Southeast 530,000 530,000 Redevelopment Debt: Downtown 3,142,950 3,142,950 Total $157,033,678 $2,427,795 $49,252,767 $130,069,351 $2,020,000 $27,611,232 $1,380,785 $369,795,608 43 THIS PAGE INTENTIONALLY LEFT BLANK 44 LEGISLATIVE Legislative FY 2009-2010 Organizational Chart Ward 7 Ward 3 Ward 6 Ward 2 Ward 5 Ward 1 Ward 4 City Council Support Staff Mayor Citizens of Bakersfield 45 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 2008-09 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. 46 Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2007-08 2008-09 2008-09 2009-10 Mayor $133,718 $163,406 $149,172 $133,835 City Council $293,326 $308,060 $307,749 $307,383 Total $427,044 $471,466 $456,921 $441,218 SOURCE OF FUNDS: General Fund $427,044 $471,466 $456,921 $441,218 Total $427,044 $471,466 $456,921 $441,218 FULL TIME EMPLOYEES: Mayor 1.00 1.00 1.00 1.00 City Council 0.00 0.00 0.00 0.00 Total 1.00 1.00 1.00 1.00 LEGISLATIVE 47 1011 -Mayor 1051 -City Council DIVISION GOAL Enhance the City's transportation network; provide quality public safety services; continue positive development trends for downtown; plan for growth and development; maintain and upgrade the City's infrastructure; ensure efficient use of fiscal resources; attract and foster a qualified work force; improve city government communications with its citizens; strengthen and diversify the City's economic base; support positive intergovernmental relations; and, promote community pride. Formulate City policies which reflect the needs and priorities of the community. Establish and promote efforts to enhance community pride and improved communications between government and its citizens. FY 2008-09 ACCOMPLISHMENTS 1. Prepared and took action on issues in a timely manner at regularly scheduled and special Council meetings. 2. Provided Council direction to staff through Council committees. 3. Adopted the City’s annual Operating and Capital Improvement Program budgets prior to June 30. 4. Served in a ceremonial capacity for City events and away from home as a City representative. 5. Appointed citizens to represent the community on various boards and commissions. 6. Served as spokesperson for City affairs with all segments of the media. 7. Strengthened the City’s position in local and state legislative arenas through representation at League of California Cities meetings, and at state, regional, and local public hearings. FY 2009-10 ACTION PLAN 1. Prepare and take action on issues in a timely manner at regularly scheduled and special City Council meetings. 2. Provide Council direction to staff through Council committees. 48 1011 – Mayor and 1051 – City Council continued 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 affairs with all segments of the media. 7. Meet with the County Board of Supervisors to discuss and consider proposals for joint efforts on issues of interest and concern to the area residents of Bakersfield and Kern County. 8. Work toward equitable representation and resource allocations relative to the State of California. 9. Communicate with State and local government officials on equitable resource allocations on important budget and other issues such as transportation, including high speed rail. 10. Represent the City of Bakersfield on the Local Agency Formation Commission and Kern Council of Governments. SERVICE LEVEL INDICATORS FY 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Approved City budgets (Operating, Capital 1 1 1 Improvement Program and Bakersfield Redevelopment Agency) by June 30 Council Meetings held 28 24 27 Proclamations Issued 108 105 105 49 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $105,392 $108,617 $111,456 $98,654 Operating $28,326 $54,789 $37,716 $35,181 Capital Total $133,718 $163,406 $149,172 $133,835 SOURCE OF FUNDS: General Fund $133,718 $163,406 $149,172 $133,835 Total $133,718 $163,406 $149,172 $133,835 MAYOR 50 Adopted Amended Adopted EXPENDITURES: Actual Budget Budget Budget 2007-08 2008-09 2008-09 2009-10 Personnel $141,700 $148,977 $148,921 $157,348 Operating $151,626 $159,083 $158,828 $150,035 Capital Total $293,326 $308,060 $307,749 $307,383 SOURCE OF FUNDS: General Fund $293,326 $308,060 $307,749 $307,383 Total $293,326 $308,060 $307,749 $307,383 CITY COUNCIL 51 THIS PAGE INTENTIONALLY LEFT BLANK 52 EXECUTIVE Executive FY 2009-2010 Organizational Chart CCitiyty M Maannaaggeerr Assistant City Manager Assistant City Manager EExxeeccuutitvivee S Stataffff CCitiyty C Clelerrkk Assistant to the City Manager Assistant to the City Manager Administrative Analyst Administrative Analyst Management Assistant Management Assistant BBuuddggeett RRisiskk M Maannaaggeemmeenntt Information Technology Information Technology Human Resources Human Resources 53 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 2008-09 ACCOMPLISHMENTS 1. Staffed Council meetings and Council-appointed committee meetings. 2. Reviewed, analyzed and made recommendations regarding existing or pending state and federal legislation. 3. 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. 4. Met with large developers to negotiate agreements to provide for orderly growth and provide financing mechanisms to pay for facilities and services. 5. Qualified and received the GFOA (Government Finance Officers Association) Distinguished Budget Presentation Award for the City’s Fiscal Year 2008-09 Final Budget. FY 2009-10 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. 1. Deleted one (1) position in the City Clerk’s Office, two (2) positions in Human Resources, one (1) position in Risk Management, and six (6) positions in Information Technology. Transferred one (1) position from Human Resources to Finance. 5 4Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2007-08 2008-09 2008-09 2009-10 City Manager $924,474 $959,763 $1,002,047 $971,693 City Clerk $730,108 $800,286 $812,796 $800,649 Human Resources $1,331,459 $1,557,080 $1,431,676 $1,411,150 Risk Management $10,346,092 $8,378,242 $7,927,254 $7,811,863 Information Technology $5,129,651 $6,930,367 $7,404,885 $5,684,066 Total $18,461,784 $18,625,738 $18,578,658 $16,679,421 SOURCE OF FUNDS: General Fund $6,323,959 $7,167,326 $6,832,734 $6,652,504 Equipment Fund $1,791,733 $3,080,170 $3,818,670 $2,215,054 Self Insurance Fund $10,346,092 $8,378,242 $7,927,254 $7,811,863 Total $18,461,784 $18,625,738 $18,578,658 $16,679,421 FULL TIME EMPLOYEES: City Manager 8.00 8.00 8.00 8.00 City Clerk 7.00 7.00 7.00 6.00 Human Resources 13.00 13.00 12.00 10.00 Risk Management 4.00 4.00 3.00 3.00 Information Technology 37.00 37.00 31.00 31.00 Total 69.00 69.00 61.00 58.00 EXECUTIVE 55 1331 -City Manager DIVISION GOAL Participate in intergovernmental activities to represent the City's interest and influence policy and legislation; provide public information services for the community and City staff; assist 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 2008-09 ACCOMPLISHMENTS 1. Prepared and distributed the proposed and final operating budgets for fiscal year 2008-09. 2. Coordinated efforts to ensure equitable distribution to the City of Bakersfield of road funds from state and federal revenues. Congressman William Thomas obtained $630 630 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. Coordinated planning for Thomas Roads project implementation. 3. Staffed the following Council Committees: Budget and Finance; Community Services; Legislative and Litigation; Personnel; Planning and Development; Safe Neighborhood and Community Relations; and, the Joint City/Count Standing Committee to Combat Gang Violence. 4. Administered contracts for cable franchises and successfully negotiated the renewal of the gas and electric franchises with Pacific Gas and Electric (PG&E). 5. Annexed all properties owned by the County of Kern located in Supervisorial District 5. 6. As the local governing body, processed applications to determine public convenience or necessity for liquor licenses. 7. Directed the activities of the Employee Incentive Committee in the administration of the Employee Incentive Plan, which is a program to recognize City employees for excellent service in their work performance. 8. Received GFOA (Government Finance Officers Association) Distinguished Budget Presentation Award for the City’s Fiscal Year 2008-09 Final Budget. 56 1331 – City Manager continued FY 2009-10 ACTION PLAN 1. Prepare and distribute the proposed and final operating budgets for FY 2009-10. 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; and, the Joint City/Count Standing Committee to Combat Gang Violence. 5. Review, analyze, and coordinate efforts to seek support for legislation beneficial to Bakersfield on issues of federal, state and local concern. 6. Oversee and monitor City utility franchises. 7. As the local governing body, process applications to determine public convenience or necessity for liquor licenses. 8. Qualify the Fiscal Year 2009-10 Final 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 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Annexation Growth – Population (annual) 34 174 447 Annexation Growth – Square Miles (annual) 5.3 4.2 3.5 General Information Memoranda 52 52 52 Agenda Highlights Memoranda 27 27 27 Staffed Council Committee Meetings 39 39 39 57 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $847,622 $882,463 $925,038 $909,984 Operating $76,852 $77,300 $77,009 $61,709 Capital $0 $0 $0 $0 Total $924,474 $959,763 $1,002,047 $971,693 SOURCE OF FUNDS: General Fund $924,474 $959,763 $1,002,047 $971,693 Total $924,474 $959,763 $1,002,047 $971,693 CITY MANAGER 58 1341 -City Clerk DIVISION GOAL To maintain a complete and accurate record of City Council proceedings; preserve official City records; conduct municipal elections; provide administrative assistance to the City Council and Bakersfield Redevelopment Agency and provide prompt and courteous service to citizens’ requests for assistance. FY 2008-09 ACCOMPLISHMENTS 1. Conducted the November 2008 General Municipal Election for Wards 2, 5 and 6 Councilmembers. 2. Conducted Teen Government Day 2008. 3. Conducted seventy-two (72) public hearings, eleven (11) administrative hearings, and one (1) administrative appeal hearing. 4. Prepared two (2) Administrative Records for the Superior Court regarding the Ten Section Project and the Antongiovanni Project. 5. Through the City’s webpage, made documents available to the public, including minutes, resolutions, ordinances, and agenda materials within twenty-four hours of execution. 6. Administered the provisions of the Maddy Act and monitored term expirations of twenty-one (21) Council boards, commissions and committees. 7. Maintained bi-monthly updates of the Municipal code on-line, providing up-to-date information to citizens and City departments of adopted ordinances. 8. Administered the provisions of the Political Reform Act; processed eighty-seven (87) Fair Political Practices Commission (FPPC) campaign statement filings and 354 Statement of Economic Interest filings. 9. Experienced a large increase in requests for public information and processed 304 requests for records, thirty-five (35) subpoenas for records, and fifty-one (51) subpoenas for appearance. 10. Administered the provisions of State mandated ethics training (AB 1234). 59 1341 – City Clerk continued FY 2009-10 ACTION PLAN 1. Conduct mail ballot election for annexation of territory to the City. 2. Conduct Teen Government Day 2009. 3. Organize Scholastic Student Recognition Day program and hold reception. 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 ten (10) days. 8. Administer the provisions of the Political Reform Act and manage the 2009-10 Statements of Economic Interest 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. Coordinate and conduct mock City Council meetings with the Bakersfield Adult School – English as Second Language students. 11. Provide prompt and courteous service to all citizen requests for assistance. SERVICE LEVEL INDICATORS FY 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Prepare and Post Council Agenda 26 24 25 Council and Mayoral Elections 1 1 0 City Ordinances Adopted 75 90 80 City Resolutions Adopted 300 250 250 Contracts & Agreements 1,050 1,200 1,100 Deeds 250 300 300 60 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $504,679 $500,666 $524,573 $514,541 Operating $225,429 $299,620 $288,223 $286,108 Capital $0 $0 $0 $0 Total $730,108 $800,286 $812,796 $800,649 SOURCE OF FUNDS: General Fund $730,108 $800,286 $812,796 $800,649 Total $730,108 $800,286 $812,796 $800,649 CITY CLERK 61 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 2008-09 ACCOMPLISHMENTS 1. Realigned the Strategic HR Plan to address the current economic environment. 2. Supported departments and divisions in filling a total of eighty-five (85) vacancies (65 promotions and 20 new hires) between July 1, 2008 and June 30, 2009. 3. Recruited, processed and hired 250 temporary employees in 2008-2009. 4. Transitioned the HR Workload to address over 250 Job Specification updates, Administrative Rules and Regulations updates, development and delivery of Citywiid training programs including Supervisory Development Training, launching of HR Compliance Audit, update of Fire, Police, and Miscellaneous Civil Service Rules. 5. Investigated and responded to employment complaints, harassment allegations, Union grievances, Skelly Hearings and related issues. 6. Coordinated a successful United Way Campaign resulting in City employee contributions of $12,400 for 2009. 7. Facilitated the 2008 Employee Incentive Team in successfully completing its 2008 Goals and Objectives. 8. Successfully completed negotiations and a 3-year agreement with Blue & White Collar Units and resolution for General Supervisory, Police Supervisory (Non-Safety) and Management Units. 9. Continued to coordinate labor negotiations with Fire and Police bargaining units. 10. Provided legally required Sexual Harassment Training for supervisors and managers. 11. Assumed responsibility for the City-wide DOT (Department of Transportation) Program for Commercial Drivers. 12. Assisted Risk Management with the RFP for the City Authorized Medical Providers. This resulted in an agreement with two reputable medical providers. 13. HR absorbed the major portion of the Fingerprinting Live Scan previously handled by Recreation & Parks. This requires fingerprinting of specified applicants per DOJ. For 2008-09 HR fingerprinted 312 applicants and employees. At the request of the Fire Department due to new legal requirements HR fingerprinted 180 fire personnel meeting the required deadline. 14. HR conducted an HR I-9 self-audit to ensure compliance. As a result an audit by the Kern County Grand Jury resulted in a positive compliance report. 15. HR has taken on a more proactive role in working with City Departments to provide direct counsel and administrative support to investigate and respond to union grievances, employment complaints, Skelly Hearings, DFEH complaints and other related personnel issues. As a result of this effort HR has completed three responses to DFEH complaints which resulted in a favorable ruling for the City. 16. Conducted diversity training program for Fire Captains Certification Program. 62 1351 – Human Resources continued 17. HR has identified low or no cost online Training classes to continue to develop HR Team and also for some City-wide training. 18. Working with the Segal Company, HR clarified the ability to allowed employees to opt-out of the City's medical and dental insurance plans. This initial effort resulted in a savings of approximately $200,000 per year to the City. FY 2009-10 ACTION PLAN 1. The HR Team will continue to implement tactical and strategic plans to transition the HR Team to a High Performance Team in support of our mission and vision. 2. The HR Team will proactively take an operational and strategically active role in supporting the City through the economic challenges by: a) Identifying process and cost improvement opportunities b) Role modeling the behavior supporting cost reduction efforts c) Taking a lead role in communicating continuously and effectively across the organization d) Utilizing our current technology effectively to enhance productivity e) Providing critical HR counsel in areas that support long-term success 3. Working with our customers, the HR Team will focus on the following: a) Review and update all City Job Specs including ADA analyses for any physical requirements b) Review and update all current HR related Admin Rules & Regs and draft any new as required c) Development and deliver the following City-wide training programs: 1. Supervisory Development Program 2. Admin Rules & Regs Communication 3. Other HR City-wide or group specific training d) Review and update all Civil Service Rules and Regs along with a comprehensive analysis to ensure alignment with other documents such as the MOUs, Muni Code, Charter and Admin Rules & Regs. e) Enhance HR’s efforts in reviewing, cost managing, communicating and educating City Employees regarding benefits f) Conduct an in-depth Unemployment Insurance analysis to pro-actively manage cost more effectively g) Focus on retention strategies including Mentoring Program, Succession Planning and other aspects of retention and productivity enhancement. Identify opportunities to maintain high employee productivity under economic challenges 4. The HR Team will continue to position the City of Bakersfield to become the Employer of 1st Choice. 63 1351 – Human Resources continued SERVICE LEVEL INDICATORS FY 07-08 FY 08-09 FY 09-10 Actual Projected Adopted RECRUITMENT Regular Full-Time Vacancies Filled 361 85 30 Temporary Vacancies Filled 349 250 225 Regular Full-Time Positions Posted 123 45 30 Regular Full-Time Applications Received 5844 1700 2000 • Online 4172 1100 1000 • Hardcopy 1672 650 1000 RETENTION Turn-over Rate 9.85% 5.0% 5.0% • Total Terminations 147 70 60 o Voluntary Resignations 74 25 20 o Retirements 48 25 20 o Involuntary Terminations 25 20 20 BENEFIT SERVICES & SUPPORT Active Employee Benefit Changes Processed 545 585 600 Retiree Benefit Changes Processed 255 310 325 Service Awards Processed 157 158 159 Number of FMLA Leaves Processed 103 89 94 64 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $990,726 $1,063,107 $1,057,430 $1,001,281 Operating $340,733 $490,473 $374,246 $409,869 Capital $0 $3,500 $0 $0 Total $1,331,459 $1,557,080 $1,431,676 $1,411,150 SOURCE OF FUNDS: General Fund $1,331,459 $1,557,080 $1,431,676 $1,411,150 Total $1,331,459 $1,557,080 $1,431,676 $1,411,150 HUMAN RESOURCES 65 1361 -Risk Management DIVISION GOAL Protect the assets of the City from potential loss by purchasing insurance, self-insuring or transferring the risk of loss to others; promote safety and well-being for City employees by designing training and educational programs to reduce injuries; respond to all claims filed against the City and limit the amount of loss through effective claims management. FY 2008-2009 ACCOMPLISHMENTS 1. Participated in the resolution of several major lawsuits and claims against the City, working with the City Attorney’s Office, outside counsel and adjusters. 2. Expanded the Medical Provider Network, designed to control medical costs in workers’ compensation by significantly increasing the number of doctors that participate in the network. 3. Trained and licensed additional City employees as forklift operators. 4. Conducted workers’ compensation training seminars for department supervisors. 5. Recovered over $250,000 from individuals who caused damage to City property. 6. Resolved several property losses, including the destruction of a Fire Engine. FY 2009-2010 ACTION PLAN 1. Continue to develop the skills and expertise of the Division’s Administrative Assistant, to prepare her to fill in for the Risk Manager, as needed. 2. Continue to work toward development of a “paperless” claims processing environment. 3. Revise the allocation method used to distribute property insurance premiums to City departments. 66 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $1,799,528 $2,848,261 $2,549,118 $2,489,774 Operating $8,545,347 $5,529,981 $5,378,136 $5,322,089 Capital $1,217 $0 $0 $0 Total $10,346,092 $8,378,242 $7,927,254 $7,811,863 SOURCE OF FUNDS: Self Insurance Fund $10,346,092 $8,378,242 $7,927,254 $7,811,863 Total $10,346,092 $8,378,242 $7,927,254 $7,811,863 RISK MANAGEMENT 67 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 2008-09 ACCOMPLISHMENTS 1. Extended hours of the Help Desk to begin at 7:00 a.m. Monday through Friday without increasing overtime. 2. Setup the Bakersfield Convention and Visitors Bureau with computers and extended network connections to its offices. 3. Migrated fifty (50) servers to the VMWare based environment. This resulted in a PG&E refund of $19,498 and an energy savings of 111,409 kWh. 4. Implemented a Storage Area Network and virtual server solution for Police Department systems and moved all Police Department servers (except Computer Aided Dispatch/RMS) into the City Data Center. 5. Added approximately 150 Laserfiche volumes. 6. Installed Radio Internet Protocol in order to transition Police MDCs to a cellular based connectivity. 7. Developed and created a Security Awareness training video and program. 8. Completed a version upgrade for the Police Department Versaterm Records Management System. 9. Offered 175 classes to City employees and Departments. 10. Completed a major cleanup of the city’s land base data that is used for all permitting, licensing, and utilities. 11. Created a process that allows the management of the City’s maintenance district program resulting in the finding of uncollected funds. 12. Installed the License Plate reading system into a Police patrol car. 68 1371 – Information Technology continued FY 2009-10 ACTION PLAN 1. Install REDEX Coplink system for the Police Department. 2. Automate the Maintenance District program so that Public Works can manage the program with little assistance from GIS. 3. Upgrade equipment in the Emergency Communications Center trailer and make use of virtual technologies to lower power requirements to better facilitate the mobile needs of this system. 4. Upgrade the Police Department’s Versaterm Computer Aided Dispatch System. 5. Provide regularly scheduled classes on commonly used computer programs. SERVICE LEVEL INDICATORS FY 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Install Computers 127 160 210 Install Printers 102 45 40 Install Laptops and Mobile Data Computers 191 325 95 Install Scanners, Phones, PDAs and Recorders 142 270 40 Number of Help Desk Calls Processed 7,342 6,300 7,500 69 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $2,431,153 $2,847,298 $2,610,326 $2,596,770 Operating $1,783,143 $2,563,069 $2,531,059 $2,588,396 Capital $915,355 $1,520,000 $2,263,500 $498,900 Total $5,129,651 $6,930,367 $7,404,885 $5,684,066 SOURCE OF FUNDS: General Fund $3,337,918 $3,850,197 $3,586,215 $3,469,012 Equipment Fund $1,791,733 $3,080,170 $3,818,670 $2,215,054 Total $5,129,651 $6,930,367 $7,404,885 $5,684,066 INFORMATION TECHNOLOGY 70 FINANCIAL SERVICES Financial Services FY 2009-2010 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 2008-09 ACCOMPLISHMENTS 1. Received GFOA Certificate of Achievement for Excellence in Financial Reporting. 2. Processed approximately 21,000 Business License renewals in a timely manner. 3. Processed approximately 3,900 purchase orders. 4. Continued the process of converting permanent records to Laserfiche in Accounting and Reporting, eventually eliminating the need for offsite storage of documents. FY 2009-10 ACTION PLAN 1. Secure bond financing for projects as directed. 2. Acquire/Dispose of real property in a timely manner. 3. Continue multiyear document imaging program to address long-term document storage issues as they relate to storage space needs. FY 2009-10 SIGNIFICANT BUDGET CHANGES 1. Eliminated two (2) vacant positions in Accounting, and and one (1) vacant position in Purchasing as part of the 2008-09 mid-year Phase I budget reduction efforts. 72 Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2007-08 2008-09 2008-09 2009-10 Administration $720,060 $938,184 $844,575 $1,018,936 Accounting $1,170,801 $1,239,045 $1,211,711 $1,332,237 Treasury $722,403 $878,338 $820,867 $669,858 Purchasing $348,236 $498,131 $435,909 $371,561 Total $2,961,500 $3,553,698 $3,313,062 $3,392,592 SOURCE OF FUNDS: General Fund $2,490,782 $2,774,737 $2,631,845 $2,613,761 TDF TRIP Local Match $129,634 $251,516 $153,772 $244,045 PFA -Operating Fund $3,921 $14,259 $14,259 $0 Offstreet Parking Fund $93,048 $122,389 $122,389 $125,286 Equipment Management Fund $50,738 $145,000 $145,000 $100,000 Assessment Districts $193,377 $245,797 $245,797 $309,500 Total $2,961,500 $3,553,698 $3,313,062 $3,392,592 FULL TIME EMPLOYEES: Administration 5.00 5.00 5.00 5.00 Accounting 16.00 16.00 15.00 15.00 Treasury 10.00 10.00 9.00 9.00 Purchasing 4.00 4.00 3.00 3.00 Total 35.00 35.00 32.00 32.00 FINANCIAL SERVICES 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 2008-09 ACCOMPLISHMENTS 1. Acquired properties for the Westside Parkway Project. 2. Acquired properties for the South Mill Creek Project. FY 2009-10 ACTION PLAN 1. Acquire/Dispose of real property in a timely manner. 2. Secure bond financing for projects as directed. SERVICE LEVEL INDICATORS FY 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Property Acquisitions 75 85 200 Property Disposals 1 1 2 74 Adopted Amended Adopted EXPENDITURES: Actual Budget Budget Budget 2007-08 2008-09 2008-09 2009-10 Personnel $484,448 $617,499 $537,256 $647,220 Operating $235,612 $320,685 $307,319 $371,716 Capital $0 $0 $0 $0 Total $720,060 $938,184 $844,575 $1,018,936 SOURCE OF FUNDS: General Fund $393,128 $426,612 $430,747 $465,391 TDF TRIP Local Match $129,634 $251,516 $153,772 $244,045 PFA -Operating Fund $3,921 $14,259 $14,259 $0 Assessment Districts $193,377 $245,797 $245,797 $309,500 Total $720,060 $938,184 $844,575 $1,018,936 ADMINISTRATION 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 biweeekl payroll checks, weekly vendor payments and accounts receivable billings as scheduled. FY 2008-09 ACCOMPLISHMENTS 1. Issued the June 30, 2008 Comprehensive Annual Financial Report (CAFR) in December 2009. 2. Processed all debt service payments when due. 3. Continued the process of converting permanent records to Laserfiche. This will eventually eliminate the need for offsite storage of documents. FY 2009-10 ACTION PLAN 1. Prepare a Comprehensive Annual Financial Report for the fiscal year ending June 30th in conformance with generally accepted accounting principles by December 31st in order to qualify for special recognition programs at the national level. 2. Process all required debt service payments by each due date. 3. Provide interdepartmental training related to Financial Services procedures and use of financial software. SERVICE LEVEL INDICATORS FY 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Assessment District Parcels 23,434 17,840 17,850 Payroll Checks 43,839 42,000 42,000 Accounts Payable Invoices 74,090 72,860 71,400 Accounts Receivable Statements 125,960 131,615 136,000 76 EXPENDITURES: Adopted Amended Adopted Actual Budget Budget Budget 2007-08 2008-09 2008-09 2009-10 Personnel $1,007,199 $1,058,565 $1,048,725 $1,133,323 Operating $163,351 $178,980 $161,486 $193,914 Capital $251 $1,500 $1,500 $5,000 Total $1,170,801 $1,239,045 $1,211,711 $1,332,237 SOURCE OF FUNDS: General Fund $1,170,801 $1,239,045 $1,211,711 $1,206,951 Offstreet Parking Fund $0 $0 $0 $125,286 Total $1,170,801 $1,239,045 $1,211,711 $1,332,237 ACCOUNTING AND REPORTING 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 2008-09 ACCOMPLISHMENTS 1. Beginning July 1, 2008 Business License renewal payments could be paid onliine Out of the just over 21,000 renewals mailed out approximately 2,000, or 10%, were paid on-line. 2. Processed 157,015 cash receipt transactions. FY 2009-10 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 thirty (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 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Business Licenses and Alarm Permits 34,889 33,545 33,000 Development Permit Payments 12,873 10,188 10,000 Cash Receipt Transactions 157,015 152,174 150,000 Dog Licenses 6,063 7,000 7,000 78 EXPENDITURES: Adopted Amended Adopted Actual Budget Budget Budget 2007-08 2008-09 2008-09 2009-10 Personnel $594,321 $649,273 $635,846 $562,476 Operating $125,532 $224,065 $180,021 $107,382 Capital $2,550 $5,000 $5,000 $0 Total $722,403 $878,338 $820,867 $669,858 SOURCE OF FUNDS: General Fund $629,355 $755,949 $698,478 $669,858 Offstreet Parking Fund $93,048 $122,389 $122,389 $0 Total $722,403 $878,338 $820,867 $669,858 TREASURY 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 2008-09 ACCOMPLISHMENTS 1. Continued improvement of Planet Bids Online Vendor and Bid Management System. 2. Processed approximately 4,000 purchase orders, of which ninety percent (90%) were processed within three (3) working days of receipt of requisition. 3. Participated in small and minority business development conferences. 4. Implemented additional local buying agreements to streamline purchases and provide extra cost savings to departments. FY 2009-10 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. Continue to improve/revise annual contract bidding and processing procedures. 4. Continue to outreach to small and disadvantaged business enterprises. 5. Continue to provide training to departments to procure materials and services at the best value. SERVICE LEVEL INDICATORS FY 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Annual Contracts 44 35 38 Purchase Orders 5,715 3,900 3,900 80 EXPENDITURES: Adopted Amended Adopted Actual Budget Budget Budget 2007-08 2008-09 2008-09 2009-10 Personnel $259,358 $285,878 $226,442 $236,561 Operating $88,878 $187,253 $184,467 $95,000 Capital $0 $25,000 $25,000 $40,000 Total $348,236 $498,131 $435,909 $371,561 SOURCE OF FUNDS: General Fund $297,498 $353,131 $290,909 $271,561 Equipment Management Fund $50,738 $145,000 $145,000 $100,000 Total $348,236 $498,131 $435,909 $371,561 PURCHASING 81 THIS PAGE INTENTIONALLY LEFT BLANK 82 CITY ATTORNEY City Attorney FY 2009-2010 Organizational Chart City Attorney Deputy (1/1) Outside Counsel Legal Secretary (3/3) Accounting Clerk II (1/1) Clerk Typist (1/1) Associates (4/4) 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 its client in litigation; to initiate litigation at the direction of the City Council; to render timely legal advice to City boards, commissions and committees; to research and provide information on legal issues; to prepare legal documents, including ordinances, resolutions and contracts; and, to review and prepare amendments to the City Charter and Bakersfield Municipal Code to maintain consistency with current state and federal laws. FY 2008-09 ACCOMPLISHMENTS Litigation: 1. Continuation of the “Community Prosecution” program to address “quality of life” crimes. In the 2008 calendar year, 891 cases or 1,087 violations were disposed of through this program. This included twelve (12) trials and ten (10) guilty verdicts. A breakdown of the specific violations and Ward detail is available upon request. 2. Disposition of fifteen (15) state litigation matters with no settlement monies being spent, including a defense jury verdict. Disposition of two (2) federal litigation matters, with no settlement monies being spent, including a defense jury verdict. A breakdown on the types of cases and their results is available upon request. 3. Closed four (4) eminent domain matters and one (1) CEQA lawsuit entitled Sierra Club v. City of Bakersfield; Ten Section, LLC. 4. Worked with Code Enforcement to obtain fifty-four (54) abatement warrants. Municipal: 1. Drafted and finalized numerous ordinances, including two (2) clean-up efforts that made slight modifications to the elections, records retention, speed zones, truck routes, crosswalks, sewers, zoning and sign development standards; changes to reflect the official address of City Hall in light of the move to the new building; revisions to the mail ballot process; comprehensive changes to the Keep Bakersfield Beautiful Committee; revisions to the Transient Occupancy Tax for Hotels/Lodging houses; modifications to the amplified sound regulations for ice-cream vendors; revised the powers and duties of the Emergency Services Director; minor revisions to the Drilling and Petroleum Permits; and, an ordinance establishing an Agricultural Preserve within the City of Bakersfield. 84 1211 – City Attorney continued 2. Drafted various resolutions relative to the Mill Creek Linear Park Project, Downtown Bakersfield and Old town Kern-Pioneer Redevelopment Projects, annexation of agricultural lands, live scan fingerprinting, and support of a Memorandum of Understanding regarding Homeland Security and grant funding. 3. Drafted and reviewed numerous agreements for City departments and divisions, including: a license agreement with Bright House Networks to allow for Wi-Fi at Aera and Central Parks; several comprehensive computer agreements; a water purchase/exchange contract; the Master Canine agreement for the Police Department; and, substantial changes to the Land/Improvement Agreements for the Public Works Department. 4. Prepared the Administrative Records for the CEQA cases entitled Sierra Club v. City of Bakersfield; Ten Section LLC, and Citizens for Responsible Growth v. City of Bakersfield; Antongiovanni. 5. Reviewed, helped negotiate, and drafted the documents required for the renewal of the PG&E Franchise Agreement with the City of Bakersfield. 6. Represented the Police Department in over 132 Pitchess cases, various motions to quash, and subpoenas. 7. Advised City departments on major discipline issues and coordinated the response to requests for public records. 8. Continued to speak at public seminars for the Bakersfield Police Department Crime-Free Multi-Housing Program and at training seminars for Recreation and Parks. FY 2009-10 SIGNIFICANT BUDGET CHANGES 1. Eliminated one (1) vacant position as part of the 2008-09 mid-year budget reduction efforts and eliminated one (1) vacant position for FY 2009-10. 2. Fully staffed Community Prosecution program with four (4) Associates. FY 2009-10 ACTION PLAN 1. Provide continued high level of legal services. 85 Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2007-08 2008-09 2008-09 2009-10 Legal Counsel $2,371,660 $3,328,803 $3,260,309 $3,257,620 Total $2,371,660 $3,328,803 $3,260,309 $3,257,620 SOURCE OF FUNDS: General Fund $1,356,908 $1,928,803 $1,860,309 $1,857,620 Self-Insurance Fund $1,014,752 $1,400,000 $1,400,000 $1,400,000 Total $2,371,660 $3,328,803 $3,260,309 $3,257,620 FULL TIME EMPLOYEES: Legal Counsel 13.00 13.00 12.00 11.00 Total 13.00 13.00 12.00 11.00 CITY ATTORNEY 86 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $1,097,233 $1,299,040 $1,282,519 $1,285,255 Operating $1,274,427 $2,029,763 $1,977,790 $1,972,365 Capital $0 $0 $0 $0 Total $2,371,660 $3,328,803 $3,260,309 $3,257,620 SOURCE OF FUNDS: General Fund $1,356,908 $1,928,803 $1,860,309 $1,857,620 Self-Insurance Fund $1,014,752 $1,400,000 $1,400,000 $1,400,000 Total $2,371,660 $3,328,803 $3,260,309 $3,257,620 LEGAL COUNSEL 87 THIS PAGE INTENTIONALLY LEFT BLANK 88 POLICE SERVICES Auto-Burg-Pawn Child Abuse-Sexual Assault Chief of Police Assistant Chief of Police Internal Affairs Homeland Security Business Manager Public Information Officer Community Relations Specialist Assistant Chief of Police Support Services Captain Investigations Captain West CaptainBOMB East Captain Lieutenant Reserves Financial C.A.P. Gen-Vice-Warrants Narcotics H.I.D.T.A. Records Crime Scene Unit Crime Prevention Info. Systems Property Room PAL Training Academy Range Patrol Officers-PST'S Patrol Officers-PST'S Lieutenant Sergeants Patrol Officers-PST'S Lieutenant Sergeants Lieutenant Sergeants Patrol Officers-PST'S Gang Unit Lieutenant Sergeants Gang Officers Sergeants FBI Gang Task Force ANIMAL CONTROL Police Services FY 2009-10 Organizational Chart ALARM CDTTraffic Officers-PST'S Traffic Lieutenant Sergeants Comm Lieutenant Center SRO/DARE GRAFFITI K9 SWAT Lieutenant Lieutenant Lieutenant 89 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 2008-09 ACCOMPLISHMENTS 1. The Department continued its efforts to make Bakersfield a safe place to live through education programs targeting adults and children, a community oriented policing philosophy that connects officers with the public, and directed enforcement efforts based on crime analysis research. 2. The Department continued to be a vital member of the Council recognized Safe Neighborhoods Committee, which, through collaboration with Councilmembers, City staff and members of the community works to find solutions to gang-related problems in the community. This continues to be a Department priority in the ongoing effort to eliminate gang violence and its impact on the citizens of Bakersfield. 3. The Department continued its commitment to a safer community through Crime Prevention programs and community involvement, which provided a diverse range of community education programs including Personal Safety, Safe Escape for children, Graffiti Awareness, Senior Safety and a continued commitment to the Neighborhood Watch Program throughout the community. Additionally, it is expanding the use of technological information sharing with the community to educate and increase awareness as well as to link the Department with the community it serves in a common goal of making the city a safer place to live. 4. The department has continued its commitment to assisting domestic violence victims by its ongoing participation in the Domestic Abuse Response Team (DART). This program is a collaborative effort with the Alliance Against Family Violence and Sexual Assault. It is intended to provide additional support and resources to victims of domestic violence, and to help families cope with the impact of this type of criminal activity. 5. The Department continued its efforts to plan and implement a system of technological interoperability and data sharing with other Criminal Justice System agencies and partners throughout Kern County. This technology will provide an enhanced means of sharing data and information with other agencies related to detecting and preventing crime as well as improved communications with other agencies in the event of critical incidents such as emergencies and natural 90 Police Services continued disasters. We have implemented an enhanced communications system which enables direct communications with the Kern High School District Police Department, Cal State University Police and the Kern Community College District safety office to provide for effective communication and response to incidents such as on campus violence. 6. The Department continued its commitment to a safer community with the implementation of the “Rapid Notify” system which allows mass notifications by telephone to neighborhoods directly affected by an emergency situation or a pending incident. 7. The Department continued its efforts to enhance its efficiency and customer service through the use of technology. The Department implemented the use of an on-line reporting system, US Reports, which allows citizens the ability to file certain police reports from home or work on their personal computer. This system allows our citizens, when reporting a crime, to decide when the most convenient time to make a police report would be. Additional technology implemented by the Department in 2008 includes a new digital photo and audio storage system, the integration of 295 Mobile Data Computers, and an updated Mobile Reporting System. 8. The Department continued to seek grant funding to assist in obtaining the necessary resources to carry out its mission. The safety of the citizens is enhanced by these innovative methods to supplement funding. FY 2009-10 SIGNIFICANT BUDGET CHANGES 1. Eliminated thirteen (13) vacant civilian and four (4) vacant sworn positions in Administration. 2. Eliminated three (3) vacant civilian and twenty-one (21) vacant sworn positions in Operations. 3. Eliminated one (1) vacant civilian and four (4) vacant sworn position in Investigations. 91 Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2007-08 2008-09 2008-09 2009-10 Administration $17,294,188 $17,207,248 $16,582,208 $16,528,059 Operations $38,550,656 $39,602,245 $37,407,542 $37,201,154 Investigations $12,922,257 $13,378,630 $13,201,655 $12,774,692 Total $68,767,101 $70,188,123 $67,191,405 $66,503,905 SOURCE OF FUNDS: General Fund $68,108,806 $69,733,823 $66,430,684 $65,208,132 Supp Law Enforcement $234,087 $0 $306,421 $0 Traffic Safety Fund $424,208 $454,300 $454,300 $465,000 ARRA Federal Stimulus Fund $0 $0 $0 $830,773 Total $68,767,101 $70,188,123 $67,191,405 $66,503,905 FULL TIME EMPLOYEES: Administrative Svcs. 137.00 137.00 125.00 122.00 Operations 295.00 295.00 269.00 261.00 Investigations 85.00 85.00 83.00 88.00 Total 517.00 517.00 477.00 471.00 POLICE SERVICES 92 2011 -Headquarters DIVISION GOAL Provide direct assistance and support to the Chief of Police; investigation of personnel complaints; investigation of 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 2008-09 ACCOMPLISHMENTS 1. Investigated 101 citizen complaints. 2. Conducted ten (10) internal affairs investigations. 3. Responded to twenty-six (26) citizen inquiries. 4. Processed 177 permits to conduct business within the City of Bakersfield. 5. Provided assistance to the City Attorney’s Office in response to 126 Pitchess Motions. 6. Provided investigative assistance on 136 claims against the City of Bakersfield. 7. Conducted five (5) officer-involved shooting investigations and three (3) critical incident investigations. 8. The Public Relations section continued its efforts to improve communication and information sharing both internally and with the public. It continued to distribute the monthly internal newsletter, “The Blue Review”, for all current and retired employees. The quarterly public on-line magazine, “BPD Insider”, was restructured in March 2008, into a department webcast. It can be found at www.bpdinsider.us. The webcast is used to profile elements of the Department and to provide crime prevention information on a variety of topics directly to the community. 9. In continuing its efforts to promote the Department, the Public Relations section has facilitated media participation in several special operations such as truancy sweeps, domestic violence warrants sweeps, gang suppression operations, and special traffic enforcement events. Special newspaper and television stories profiling various units of the department such as motorcycle officers and the K9 unit have been done. Members of the Department continue to appear weekly on a 93 2011 – Headquarters continued morning “Police Beat” television segment to discuss a variety of Departmentrellate topics. 10. The Public Relations section continued providing wanted persons information to local media outlets in a “Kerns Most Wanted” style format to provide information to the public on persons wanted for crimes so that citizens may assist in the apprehension of suspects. FY 2009-10 ACTION PLAN 1. Receive, investigate, and process all personnel complaints and complete them as mandated. 2. Complete all personnel complaint investigations within sixty (60) days of receipt. 3. Complete all investigative services requested by the City Attorney’s Office and Risk Management within five (5) days. 4. Continue to provide assistance to the City Attorney’s Office in response to Pitchess Motions. SERVICE LEVEL INDICATORS FY 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Citizen Complaints 101 114 120 Internal Affairs Investigations 10 17 18 Citizens Inquiries 26 6 7 Pitchess Motions 126 168 200 Claims 136 96 100 Permits 177 119 100 Audits 0 1 1 O.I.S. Investigations 5 3 4 Critical Incident Investigations 3 3 3 94 2011 -Support Services DIVISION GOAL Provide administrative support necessary for effective operation of the Department’s various 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; provide crime prevention programs to the community, local schools and business; and, to receive and process calls for police services in the most expeditious manner possible to aid in the protection of life and property. FY 2008-09 ACCOMPLISHMENTS 1. In cooperation with Kern County Sheriff’s Department, the Planning, Research and Training section provided a POST certified Basic Police Officer Academy at the new Kern County Regional Academy which included Bakersfield Police Officers, Kern County Sheriff Deputies and law enforcement officers from surrounding area agencies resulting in eight (8) new officers for the Bakersfield Police Department. 2. Training staff continued facilitation of a two-year rotational training calendar for POST Perishable Skills compliance. 3. Training staff coordinated and presented over seventy-seven (77) professional training courses for officers and civilian employees. 4. Training staff coordinated presentation of one Basic Post Dispatcher Academy. 5. Training staff coordinated seven (7) training courses conducted outside the Bakersfield Police Department for other agencies. 6. The Planning, Research and Training Section facilitated the Building Beautification Project which coincided with the new Department slogan “Men and Women of Character”. 7. The Planning, Research and Training Section coordinated and implemented the following projects: • Updated training, materials and manuals; and, • Implemented “Rapid Notify”-An immediate notification system to schools and facilities where children are present, notifying them that certain serious crimes have occurred in their vicinity. 95 2011 – Support Services continued 8. 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. 9. The Reserve Unit volunteered over 4,000 total hours which included patrol, assignments at local community events, range qualifications, training, meetings, administrative work and other miscellaneous duties. 10. BPAL continued to meet its goal of keeping all youth programs free of charge for participating youth. 11. The Records Section implemented on-line distribution of traffic reports offering authorized persons/agencies immediate access to reports. 12. The Records Section revised its schedule to allow maximum staffing during weekends to ensure timely completion of court complaint packages and vehicle storage notices from DUI checkpoints. 13. Added workstations for two (2) Records Clerks from the back office area to the front counter to better serve those individuals who need copies copies of reports. This provides more prompt service and minimal waiting time for the public. 14. The Records Section presented a CLETS Full Access User certification course. 15. Approximately 210 unclaimed bikes were donated from the Property Section to the Jamison Children’s Center, Bike Bakersfield, and Pleasant Valley State Prison where the bikes will be restored and donated to the Bakersfield Police Activities League (BPAL). 16. The Property Section coordinated the disposal of approximately 13,335 items of evidence due to a massive renovation and disposal project involving personnel from the Property Section and Investigations. 17. One part-time student intern continued to make follow-up telephone contact with victims of burglary. Over 2,000 victims were contacted to inquire or provide: • Confirmation of case number and detective assigned; • Additional loss or suspect information which may need to be added to the original police report; and, • Crime prevention information. 18. Crime Prevention staff conducted a Neighborhood Watch membership survey designed to update the membership roster. The updated membership total reflects 718 Neighborhood Watch block captains who represent an average of ten (10) people per neighborhood block. Upon completion of the survey, it was determined that 7,180 local citizens are actively involved in this program. 96 2011 – Support Services continued 19. Crime Prevention created and distributed a Business Watch Program Survey to businesses within the Downtown area to identify common problems and concerns experienced by Downtown businesses. Crime Prevention staff made follow-up contact with those establishments that responded. 20. Crime Prevention staff developed large networking groups (Retail Crimes Partnership, Southwest Business Watch Group and the Northwest Promenade Business Watch Group) that meet with Crime Prevention staff, BPD Detectives, local loss prevention officers, property owners and managers for training and collaboration. 21. The Crime Prevention Unit continued to provide successful community awareness programs. A total of 645 Crime Prevention Programs were conducted for approximately 33,852 people. 22. Crime Prevention staff, working in conjunction with the Keep Bakersfield Beautiful Committee, developed a Graffiti Task Force sub-committee. 23. Crime Prevention Supervisor Karen Bennett received the Kern Kern County Victim Witness Auxiliary‘s Sandra Ozbun Award in recognition for her dedication and commitment to Crime Victims in Kern County. Community Service Specialist Cindy London received the California Crime Prevention Officer’s Northern Chapter Crime Prevention Practitioner of the Year Award for 2008. 24. BPD Explorer Post maintained an average of forty-one (41) youth who donated 11,630 volunteer hours in 2008. 25. Crime Analysis staff developed four (4) new statistical reports: Daily Crime Report (Administrative and Public versions); Weekly GTA Recovery Report; Weekly Street Check Report; Monthly Compstat Statistical Analysis Report; and, Part 1 Crime Report. 26. The Crime Scene Unit processed 2,716 service requests. 27. The Crime Scene Unit implemented the Digital Information Management System to archive and manage digital media. 28. Communications Center streamlined broadcast information to allied agencies by implementing the use of Administrative Messaging in the Computer-Aided Dispatch system, in lieu of placing multiple telephone calls. 29. Communications Center hosted the POST Public Safety Dispatcher Academy in August 2008 97 2011 – Support Services continued 30. Communications Center received a rating of 100% compliance in the area of CLETS/NCIC Administration from the California Department of Justice. 31. Radio IP installed by Information Systems Project section to improve communication between MDC’s and departmental systems. FY 2009-10 ACTION PLAN 1. Complete the Building Security Project. 2. Complete two (2) Lexipol Policy Manual updates. 3. Maintain 100% compliance with POST Academy Instructor certification program. 4. Research new methods of preventative maintenance for fleet vehicles to reduce maintenance and operations costs. 5. Present two (2) pre-academy college courses and a Dispatcher’s Academy. 6. Continue POST Advanced Officer Training. 7. Expand in-service training courses. 8. Increase the compliment of Reserve Officers with a recruitment effort. 9. Research possibility of implementing a Modular Basic Police Academy. 10. Upgrade Department web-site for recruiting purposes. 11. Continue to seek new funding and partnerships for BPAL from private and public sectors to help better serve the youth of this community. 12. Implement on-line report system offering citizens an enhanced and user friendly reporting system and expanded list of report types. 13. Work with the Court Liaison Sergeant to streamline the subpoena process. Reduce redundancy and improve efficiency by eliminating manual notification and utilizing email. 14. Develop a schedule for release of impounded vehicles to control the flow of front lobby traffic and reduce wait time. 15. Completion of inventory and reassignment of storage locations for all items stored in the industrial freezer and commercial refrigerators containing DNA evidence. 98 2011 – Support Services continued 16. Crime Prevention personnel will continue to: • Work with local citizens to provide crime prevention education and problem solving strategies; • Make personal follow-up contact with victims of residential and business burglaries; and, • Actively market and promote Neighborhood Watch and other crime prevention programs. 17. Continue to develop the Business Watch and Crime Free Multi Housing Programs. 18. Implement a Church Watch Program. 19. Expand the E-watch network, which currently includes: • Neighborhood Watch members; • Business Watch members; • Car dealerships; • Banks and Credit Unions; • Retail Crimes Partnership members; and, • Pharmacies. 20. Crime Prevention staff will establish a core working group made up of police department personnel and representatives from the City Attorney’s office to develop guidelines for the revised Drug Related Nuisance Abatement Program. 21. Implement a citizen’s “academy” -each volunteer will be required to attend prior to their appointment. 22. Provide in-house training regarding -VICAP, LEADS and Department of Justice Hate Crime Reporting guidelines. 23. Develop and expand communication network with crime analysis units both locally and statewide. 24. Begin entry of finger and palm prints into the AFIS system that will be provided by the Random Access Network Board. 25. Achieve and maintain an average “receipt to dispatch” time of less than two minutes for priority one calls. 26. Implement the use of “Hit Confirmation” messaging via the Computer-Aided Dispatch system, which will reduce the need for long-distance telephone calls to allied agencies. 27. Implementation of the Coplink system, hosted by BPD, bringing interoperability between Kern County law enforcement agencies as well as with other agencies in California. 99 2011 – Support Services continued 28. Implement Satellite tracking system with Department of Corrections for the monitoring of high risk parolees. SERVICE LEVEL INDICATORS FY 07-08 Actual FY 08-09 Projected FY 09-10 Adopted Planning, Research & Training: Mandated training to sworn personnel/civilians (hours) 28/8 28/8 28/8 Monthly Training Bulletins 22 25 30 Basic Academy Course 2 0 1 Public Safety Dispatcher Course 1 1 1 Background Investigations 157 43 75 Records Section: General Offenses Entered 60,198 62,967 65,863 Vehicles Impounded 11,075 12,268 13,715 Calls Completed by Records (mail in, on-line, telephonic) 1,763 1,640 1,526 100 HEADQUARTERS AND SUPPORT SERVICES Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $13,374,747 $13,278,019 $12,903,888 $12,000,346 Operating $3,817,175 $3,910,309 $3,685,662 $4,107,713 Capital $102,266 $18,920 -$7,342 $420,000 Total $17,294,188 $17,207,248 $16,582,208 $16,528,059 SOURCE OF FUNDS: General Fund $17,191,512 $17,207,248 $16,627,335 $15,967,286 Supp Law Enforcement $102,676 $0 -$45,127 $0 ARRA Federal Stimulus Fund $0 $0 $0 $560,773 Total $17,294,188 $17,207,248 $16,582,208 $16,528,059 101 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 2008-09 ACCOMPLISHMENTS 1. The Traffic Section accomplished all the goals and objectives agreed upon between the City of Bakersfield and California Office of Traffic Safety (OTS) when it was awarded a Selective Traffic Enforcement Program (STEP) grant in 2006 ($502,165). These goals included traffic enforcement events focusing on traffic safety issues such as drunk driving, aggressive drivers at or near intersections and other unsafe behaviors threatening public safety. 2. The Traffic Section increased the off-road motorcycle patrol by two (2) officers, bringing the total number of officers assigned to this team to four (4). Off-road enforcement officers continued to focus their attention on the Kern River flood plain area, City parks, the Kern River bike path and the areas surrounding the bike path. 3. Traffic personnel conducted two (2) seatbelt survey/enforcement operations. 4. Traffic personnel staffed thirty-two (32) parades and special events. 5. Officers appeared at 122 public events showcasing the award winning program “A Life Interrupted”, with an estimated 50,385 people in attendance. 6. Staff provided Basic, Intermediate and Advanced Traffic Collision Investigation courses to BPD officers and officers from other agencies. 7. Staff provided Standardized Field Sobriety Testing (SFST) courses to BPD officers and officers from outside agencies. 8. In October 2008 the Traffic Section was awarded a DUI Enforcement and Awareness grant through the California Office of Traffic Safety in the amount of $410,092. These grant funds will allow the Traffic Section to continue to focus on issues related to traffic safety in the community in 2009. Objectives and goals outlined in this traffic safety grant will include: DUI/Drivers License Checkpoints, DUI Saturation Patrols, DUI Warrant Sweeps, DUI Stakeouts (targeting the worst of the worst repeat offenders) and stings involving those motorists whose driving privileges have been suspended or revoked due to a prior DUI arrest/conviction. 102 2021 -Operations continued 9. Staff continued to participate with KERN AVOID partners in multiple DUI/Drivers License Checkpoints and DUI Saturation patrols. 10. September 17, 2008 through September 30, 2008 the Directed Policing Unit (DPU) participated in a crime view project which identified an increase in crime in beats 13, 14, 17 and 18. DPU saturated these beats fifteen (15) hours a day for fourteen (14) straight days. During the saturation period officers made 533 arrests, wrote 80 citations, impounded 131 vehicles, seized seven (7) firearms, and conducted 158 parole/probation searches. 11. From July through November 2008 the DPU made 929 arrests, seized seventeen (17) firearms, conducted 289 parole/probation searches, conducted twelve (12) undercover operations and handled 799 calls for service. 12. The School Resource Officer (SRO) unit worked in a collaborative effort with the Superintendent of Schools, the District Attorney’s Office, the Kern High School Police, and the Juvenile Probation Department in T.R.A.C.K. (Truancy Reduction and Attendance Coalition of Kern) and S.A.R.B. (School Attendance Review Board). 13. SWAT conducted six (6) tactical/equipment demonstrations for community groups. 14. The SWAT Team worked with the Bomb Squad conducting multiple joint training sessions, incorporating the F6A robot and structure breeching. 15. Animal Control, in cooperation with Kern County Animal Control hosted monthly joint clinics promoting rabies vaccinations, licensing, and the importance of spaying and neutering cats and dogs. Animal Control participated in several community events. 16. In 2008 officers of the Graffiti Habitual Offender Suppression Team arrested 191 people, including some adults. The arrests for 2008 increased from 2007. 17. Over the past year, the GHOST Unit was able to gain expertise in recognizing and identifying “graffiti criminal street gangs”. Through this expertise, the unit was able to use this classification of crime to allow the District Attorney’s Office to prosecute several individuals for the additional gang charge. 18. During the summer months, The GHOST Unit identified a large Graffiti Vandal Gang that was responsible for 176 graffiti offenses resulting in over twenty thousand dollars in damages in the southeast portion of town. With the assistance of four (4) School Resource Officers, a multiple search warrant operation was conducted resulting in the arrest of six (6) individuals, two of whom were adults. 103 2021 -Operations continued 19. Other notable arrests during the year are: • Subject with the moniker of “Task” was arrested for 53 offenses totaling $3,614.40 in damages. • Subject with the moniker of “Dips” was arrested on two separate occasions for a total of 29 offenses totaling $5,655.20 in damage. • Subject with the moniker of “Proof” was arrested for 24 offenses totaling $2,875.20 in damages. FY 2009-10 ACTION PLAN 1. The Operations Division will seek grant funding which provides and supplements personnel assigned to the various sections within the division. 2. The Operations Division will continue to work with various community groups to prevent and suppress quality of life crimes in the community. 3. Continue targeted DUI Enforcement and Awareness by utilizing grant funds from the California Office of Traffic Safety. 4. The Traffic Section will continue to participate with KERN AVOID partners in multiple DUI/Drivers License Checkpoints and DUI Saturation patrols. 5. CDT officers will assist Terrorism Liaison Officers in completing site security assessments for local facilities and businesses, and will also provide monthly updates to patrol and investigations officers on current issues and situations relevant to terrorism and intelligence activities. 6. Terrorism Liaison Officers will work with county, state, and federal agencies to conduct at least one (1) multi-agency Homeland Security Evaluation Exercise. 7. All Bomb Technician’s shall maintain certification in accordance with Federal guidelines. 8. The Bomb Squad shall conduct quarterly joint training with Bakersfield Police Department SWAT regarding the incorporation of explosive breeching and robotic options during SWAT related operations. 9. The Bomb Squad will develop new and additional training for the basic police officer academy, the public safety dispatcher academy and for “roll call” training. 10. The Gang Unit will work closely with patrol in responding to priority calls to improve working relationships and reducing call response time. 11. 11. The Gang Unit will publish a monthly gang intelligence newsletter for distribution to Patrol and KCSO Gang Unit. 104 2021 -Operations continued 12. The Gang Unit will complete periodic joint operations, intelligence sharing, and enforcement actions with the KCSO Gang Unit and the Street Interdiction Team (SIT) members. 13. Animal Control will continue the licensing/canvassing pilot program that was implemented in September 2008 for licensing enforcement purposes. 14. The GHOST Unit will continue to meet with the Keep Bakersfield Beautiful Committee once a month. 15. The GHOST Unit will conduct two (2) separate undercover operations with the assistance of the Special Enforcement Unit/Gang Unit targeting habitual graffiti offenders. SERVICE LEVEL INDICATORS FY 07-08 Actual FY 08-09 Projected FY 09-10 Adopted Traffic, Patrol, Animal Control Citations 31,912 30,000 25,000 Life Interrupted Presentations 122 100 105 Vehicle Impounds 11,876 10,000 8,000 Animal Control Calls 18,899 20,500 21,5000 Calls for Service 298,498 304,000 309,000 Street Checks 8,023 8,500 9,000 105 OPERATIONS Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $32,146,932 $33,294,102 $30,971,295 $31,000,181 Operating $6,245,456 $6,306,093 $6,378,579 $6,200,973 Capital $158,268 $2,050 $57,668 $0 Total $38,550,656 $39,602,245 $37,407,542 $37,201,154 SOURCE OF FUNDS: General Fund $38,043,104 $39,147,945 $36,601,694 $36,466,154 Traffic Safety Fund $424,208 $454,300 $454,300 $465,000 Supp Law Enforcement $83,344 $0 $351,548 $0 ARRA Federal Stimulus Fund $0 $0 $0 $270,000 Total $38,550,656 $39,602,245 $37,407,542 $37,201,154 106 2031 -Investigations DIVISION GOAL Work cooperatively with all other divisions and allied agencies to uphold a tradition of skillful and ethical criminal investigations and be innovative in the use of available crime fighting technologies. FY 2008-09 ACCOMPLISHMENTS 1. Achieved a homicide clearance rate of seventy-six (76%). 2. In May 2008, detectives investigated a string of armed robberies at three (3) different check cashing businesses. The suspects were described as two (2) adult females and one (1) adult male. The suspects were tracked to their residence in San Miguel, California. Through further investigation it was learned the suspects had robbed several check cashing businesses in Los Angeles and Tulare Counties. All three (3) suspects have pled to prison terms. 3. Utilized the Domestic Abuse Response Team (DART) program in partnership with the Operations Division and the Alliance Against Family Violence and Sexual Assault to better serve domestic violence victims. 4. During “Domestic Violence Month“ (October) a domestic violence warrant sweep resulted in 180 warrant service attempts, thirty-six (36) domestic violence warrant arrests and fifteen (15) additional warrant arrests. 5. Provided in-house training on “Excited Delirium and In-Custody Death” to Investigations Division personnel. 6. Modified and enhanced the method used by the public in the reporting of financial crimes as well as improved protocol used to accept reports and conduct investigations of financial crimes. 7. Due to an increase in auto thefts and auto burglaries in southern Bakersfield neighborhoods, the Auto Theft/Auto Burglary Detail organized and executed a directed enforcement operation in that area. The detail recruited patrol officers, officers from the Special Enforcement Unit, officers of the California Highway Patrol and the Kern County Auto Theft Task Force, totaling 13 two-officer teams. The officers saturated the area of concern in order to apprehend criminals responsible for the offenses as well as deter similar types of of crimes. Subsequently, ten (10) suspects were arrested for felonies, four (4) warrant arrests were made, and two (2) stolen automobiles were recovered as they were being driven in the areas of enforcement. The ten (10) felony arrests included narcotics arrests, possession of stolen property, and burglary. 107 2031 -Investigations continued 8. Auto Theft/Auto Burglary Detectives, with the assistance of the National Insurance Crime Bureau and local companies, have implemented an auto theft bait car program. 9. Investigations conducted by the Narcotics Detail include cases involving individuals and organizations selling, distributing, cultivating, and manufacturing illicit drugs. Methamphetamine, heroin, cocaine, PCP, and marijuana are the most common illicit drugs found in the Bakersfield Area. 10. In July 2008, detectives concluded an investigation into the distribution of various drugs by a group of individuals operating out of the southwest part of Bakersfield. During that investigation, the Department seized 105 pounds of marijuana, 1 ½ pounds of crystal methamphetamine, one kilogram of cocaine hydrochloride, and 95 grams of rock cocaine. The street value of the drugs seized in this investigation totaled $2.6 million. 11. In September 2008, detectives concluded a nearly one year long investigation into the distribution of ecstasy, cocaine, and methamphetamine in local night clubs and the community by entertainment promoters. As a result of that investigation detectives arrested fifteen (15) individuals and seized $174,000 worth of various drugs, ten (10) firearms, and $30,656 in cash. FY 2009-10 ACTION PLAN 1. Develop a divisional strategy to impact gangs by increasing case filings on gang members on all offense types. 2. Aggressively investigate cold case homicides, focusing on those with DNA evidence. 3. Secure grant awards from the California Department of Alcoholic Beverage Control to continue addressing problems associated with minors possessing and consuming alcohol and problems associated with ABC licensed businesses and establishments. 4. Work closely with Crime Prevention personnel to increase public awareness and participation in detecting and reporting in-progress burglary offenses. 5. Partner with patrol officers to assist in increased surveillance and zero tolerance operations throughout the year in various beats on a rotating basis. 6. The Financial Crimes Detail will continue to work with the Crime Prevention Unit to educate citizens and businesses to help them combat the many forms of identity theft and credit card fraud that plague the community. In an effort to thwart the emerging trend of rental fraud that seems to be a result of the current economic situation, the Financial Crimes Detail will continue to work in conjunction with the 108 2031 -Investigations continued City Attorney’s Office to develop strategies to curtail these offenses and protect property owners from this fraudulent activity. 7. The Child Abuse Sexual Assault unit will continue to actively participate with the Kern County Sexual Assault Response Team (SART) through monthly meetings. The goal of the team is to share information regarding best practices in evidence collection and preservation, new laws pertaining to victim rights, current trends in sexual assaults, and to maintain an open dialog between law enforcement, medical professionals and victim advocates. 8. The Narcotics Detail will continue to work closely with the US Drug Enforcement Administration (DEA) on major narcotics investigations. 9. The Narcotics Detail will develop an electronic format for distribution of narcotics related clue information called in by citizens. This system will allow clue information to be distributed electronically within the Narcotics Detail and other sections of the Police Department. 10. The Narcotics Detail will work with Crime Prevention to establish a Business Watch network of local pharmacies. This partnership will allow the Narcotics Detail to distribute and receive information regarding criminal activity at local pharmacies in a timely manner. SERVICE LEVEL INDICATORS FY 07-08 Actual FY 08-09 Projected FY 09-10 Adopted Investigations Directed Enforcement Arrests N/A 72 120 Major Narcotics Investigations 51 53 50 109 INVESTIGATIONS Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $11,497,991 $11,984,215 $11,857,121 $11,604,592 Operating $1,306,266 $1,370,690 $1,246,733 $1,163,100 Capital $118,000 $23,725 $97,801 $7,000 Total $12,922,257 $13,378,630 $13,201,655 $12,774,692 SOURCE OF FUNDS: General Fund $12,874,190 $13,378,630 $13,201,655 $12,774,692 Supp Law Enforcement $48,067 $0 $0 $0 Total $12,922,257 $13,378,630 $13,201,655 $12,774,692 110 FIRE SERVICES FY 2009-2010 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 111 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 2008-09 ACCOMPLISHMENTS 1. Started construction of Fire Station No. 14 at Mt. Vista and Harris. 2. Completed National Incident Management System (NIMS) training compliance for 1,199 city employees. 3. Completed two (2) phases of the revision to the City of Bakersfield Emergency Operations Plan. 4. Converted the Hazardous Materials database to an on-line reporting system, allowing regulated businesses to update information electronically, thereby saving time, paper, and postage. 5. Continued work on improving Firefighter safety and accountability on the firegrooun through the Rapid Intervention Company (RIC) Task Force planning group. 6. Initiated work on the Fire Department -Department Operations Center (DOC) in preparation for mandated (SEMS/NIMS) situational awareness and command oversight of major emergency events or significant incidents. FY 2009-10 SIGNIFICANT BUDGET CHANGES 1. Transferred four (4) civilian positions to other departments as part of the 2008-09 mid-year budget reduction efforts. 2. Transferred the Hydrant Maintenance function along with two (2) employees to the Water Resources Department in FY 2008-09. 3. Eliminated one (1) vacant civilian position in Administration and three (3) vacant civilian positions in Fire Safety Services as part of the 2008-09 mid-year budget reduction efforts. 4. Eliminated one (1) sworn position in Administration and one (1) sworn position in Fire Safety Services. 112 Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2007-08 2008-09 2008-09 2009-10 Administration $1,704,046 $1,513,550 $1,493,638 $1,704,262 Fire Safety $2,195,399 $2,329,343 $2,151,217 $1,459,644 Fire Suppression $27,923,864 $27,881,999 $27,939,201 $27,712,439 Total $31,823,309 $31,724,892 $31,584,056 $30,876,345 SOURCE OF FUNDS: General Fund $31,737,284 $31,724,892 $31,584,056 $30,876,345 MMRS Grant $86,025 $0 $0 $0 Total $31,823,309 $31,724,892 $31,584,056 $30,876,345 FULL TIME EMPLOYEES: Administration 10.00 10.00 9.00 8.00 Fire Safety 22.00 20.00 15.00 14.00 Fire Suppression 180.00 180.00 179.00 178.00 Total 212.00 210.00 203.00 200.00 FIRE SERVICES 113 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 2008-09 ACCOMPLISHMENTS 1. Conducted the following: Fire Captain and Fire Engineer exams; Driver/Operator course; Captain’s Certification course; Recruit Academy; Bakersfield College Firefighter I Academy; Level II California State Fire Chief Officer classes; Level I California State Fire Officer classes; Hazardous Materials 1st Responder Operations; and, Decontamination classes. 2. Conducted Firefighter interviews and established a Firefighter eligible list. 3. Placed in service three (3) replacement fire engines and one (1) replacement ladder truck. 4. Continued an update of the Department’s webpage which enhances communication with the public and the media. 5. Started construction of Fire Station No. 14 at Mt. Vista and Harris. 6. Completed National Incident Management System (NIMS) training compliance for 1,199 city employees. 7. Completed two (2) phases of the revision to the City of Bakersfield Emergency Operations Plan. 8. Participated in the development of the Lake Isabella Dam Evacuation Plan. 9. Attained a Grant from the FY 2008-09 Homeland Security Grant program for the purchase of a Hazardous Materials Response vehicle. 10. Successfully implemented many facets of the Metropolitan Medical Response System, including planning, training, and equipment needs. 11. Received International Academy Re-Accreditation from the National Academy of Emergency Dispatch as a “Center of Excellence” for the Emergency Communications Center (ECC). 114 3011 – Administration continued FY 2009-10 ACTION PLAN 1. Complete Construction of Fire Station No. 14 at Mt. Vista and Harris. 2. Continue to address fire protection in growth areas of the City, with regard to the Joint Powers Agreement (JPA). 3. Continue to develop Public Education and Public Information Programs. 4. Take delivery of one (1) replacement fire engine and one (1) grant funded replacement Hazardous Materials Response vehicle. 115 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $1,459,860 $1,339,548 $1,329,200 $1,541,985 Operating $229,121 $174,002 $164,438 $162,277 Capital $15,065 $0 $0 $0 Total $1,704,046 $1,513,550 $1,493,638 $1,704,262 SOURCE OF FUNDS: General Fund $1,618,021 $1,513,550 $1,493,638 $1,704,262 MMRS Grant $86,025 $0 $0 $0 Total $1,704,046 $1,513,550 $1,493,638 $1,704,262 ADMINISTRATION 116 3021 – Fire Safety Services DIVISION GOAL Provide for a safe community through public education and fire code enforcement; provide an effective public education program to increase safety awareness in the community; support the Hazardous Materials Team with technical information; 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 2008-09 ACCOMPLISHMENTS 1. Converted the Hazardous Materials database to an on-line reporting system, allowing regulated businesses to update information electronically, thereby saving time, paper, and postage. 2. Converted the existing Fire Prevention occupancy database into the Fire-RMS system for department-wide access to fire safety inspection data. 3. Initiated implementation of the Aboveground Petroleum Storage Act by obtaining a $73,000 grant through the California Environmental Protection Agency (Cal/EPA). FY 2009-10 ACTION PLAN 1. Complete and pass the Cal/EPA triennial audit of the Certified Unified Program Agency (CUPA) implementation of hazardous materials and hazardous waste regulations. 2. Provide department-wide training on entering inspection data into the new Fire-RMS occupancy module and use of the Company Inspection Manual, revised to conform to the current edition of the California Fire Code. 3. Perform required inspections of City businesses, pursuant to the Cal/EPA grant, to ensure compliance with the Aboveground Petroleum Storage Act. 4. Implement a fire and life-safety inspection program with emphasis on multi-family dwellings and residential apartment complexes where a potential fire can endanger or otherwise displace large numbers of people from their homes. 117 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $1,575,392 $1,707,116 $1,494,322 $968,071 Operating $557,259 $560,227 $577,045 $479,573 Capital $62,748 $62,000 $79,850 $12,000 Total $2,195,399 $2,329,343 $2,151,217 $1,459,644 SOURCE OF FUNDS: General Fund $2,195,399 $2,329,343 $2,151,217 $1,459,644 Total $2,195,399 $2,329,343 $2,151,217 $1,459,644 FIRE SAFETY 118 3031 – Fire Suppression Services DIVISION GOAL Provide the citizens of Bakersfield with protection of life, property and the environment through fire suppression, emergency medical life-support services, and hazardous materials mitigation through rapid emergency response. Ensure all Suppression personnel are properly trained, equipped, and prepared to respond in the appropriate manner. FY 2008-09 ACCOMPLISHMENTS 1. Continued work on the Fire Department’s major emergency response preparedness through the Disaster Operating Plan (DOP) Task Force planning group. 2. Continued work on improving Firefighter safety and accountability on the firegrooun through the Rapid Intervention Company (RIC) Task Force planning group. 3. Continued work on the State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group. 4. Continued work on hazardous materials and technical rescue advanced lifesupppor intervention through the Emergency Medical Services Task Force planning group. 5. Continued updating, modifying, and creating related Fire Department Operational Procedures and Policies. 6. Initiated work on the Fire Department -Department Operations Center (DOC) in preparation for mandated (SEMS/NIMS) situational awareness and command oversight of major emergency events or significant incidents. 7. Completed the MOU with Kern Medical Center (KMC) and initiated the MOU process with San Joaquin Community Hospital (SJCH) for manipulative advanced life-support training of Fire Department Paramedics in the hospital emergency department environment with hospital staff oversight. 8. Completed upgrades to Firefighter personal protective equipment (PPE) through various grant-funded opportunities. FY 2009-10 ACTION PLAN 1. Improve emergency response times for the citizens in southwest Bakersfield by opening Fire Station No.14. 119 3031 – Fire Suppression Services continued 2. Continue work on the Department’s major emergency response preparedness through the Disaster Operating Plan (DOP) Task Force planning group. 3. Continue work on improving Firefighter safety and accountability on the firegrooun through Rapid Intervention Company (RIC) Task Force planning group. 4. Continue work on the State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group. 5. Continue work on hazardous materials and technical rescue advanced lifesupppor intervention through the Emergency Medical Services Task Force planning group. 6. Continue to enhance citywide disaster response preparedness through: • Revision of the City of Bakersfield Emergency Operations Plan (EOP), • Completion of the Fire Department -Department Operations Center (DOC), and • Administration of the Metropolitan Medical Response System (MMRS). 7. Continue to collaborate with mutual aid and automatic aid agencies on operational issues through response and deployment planning. 8. Continue to update inter-agency agreements, plans, and contracts. 9. Continue updating, modifying, and creating related Fire Department Operational Procedures and Policies. SERVICE LEVEL INDICATORS FY 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Total Emergency Responses 27,243 28,605 30,033 Structure Fires and Fire Related 10,296 10,810 1,350 Emergency Medical Responses 13,165 13,823 14,514 Other 3,782 3,971 4,169 120 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $24,841,963 $24,886,088 $24,893,907 $24,733,063 Operating $2,970,802 $2,913,611 $2,951,194 $2,919,276 Capital $111,099 $82,300 $94,100 $60,100 Total $27,923,864 $27,881,999 $27,939,201 $27,712,439 SOURCE OF FUNDS: General Fund $27,923,864 $27,881,999 $27,939,201 $27,712,439 Total $27,923,864 $27,881,999 $27,939,201 $27,712,439 FIRE SUPPRESSION 121 THIS PAGE INTENTIONALLY LEFT BLANK 122 PUBLIC WORKS Public Works Director Public Works FY 2009-2010 Organizational Chart Solid Waste Director Wastewater Treatment Wastewater Manager General Services Streets Telecom-Communications 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 (TRIP) Solid Waste 123 Public Works DEPARTMENT GOAL To provide for quality infrastructure design, construction, operation, and maintenance of: traffic control systems, streets, street lighting, sanitary sewer collection systems, storm water drainage collection systems, wastewater treatment plants, and other City-owned facilities; to provide oversight for the design and construction of the Bakersfield Systems Plan and the Thomas Roads Improvement Program; to provide waste collection and waste recycling services; to provide graffiti removal services; to provide and maintain 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 2008-09 ACCOMPLISHMENTS Thomas Roads Improvement Program (TRIP) Division: 1. Completed the preparation of the 2008 TRIP Financial Plan update and submitted the Plan to the Federal Highway Administration (FHWA) for approval. 2. Completed project plans, specifications and estimates (PS&E) for Phases I, II, III, and IV of the Westside Parkway Project (from Truxtun Avenue to Calloway Drive). Continued project PS&E for Phases V and VI (Calloway Drive to Stockdale Highway) of the Westside Parkway Project. Continued remaining rightoofway acquisitions and utility relocations. 3. Completed preparation of project initiation documents (Project Study Reports) for Hageman Flyover and State Route 178 Widening projects. 4. Initiated the preparation of preliminary engineering, project approval and environmental documents for the Hageman Flyover and State Route 178 Widening Projects. 5. Continued construction of the State Route 178/Fairfax Road Interchange (scheduled completion date July 2009). 6. Continued preparation of preliminary engineering, project approval and environmental documents for the following projects: • Widening of Rosedale Highway; • 24th Street Improvement Project; • Morning Drive at State Route 178 Interchange; and, • Centennial Corridor 7. Advertised, received bids, and awarded the contract for construction of the Westside Parkway, Phases II and III. 124 Public Works continued 8. Initiated construction of Westside Parkway Phase I. 9. Initiated construction of the Seventh Standard Road at State Route 99 Interchange. 10. Advertised and received bids for the Seventh Standard Road Widening Project. Engineering Division: 1. Worked with Kern Council of Governments (KernCOG) staff to secure the City‘s share of American Recovery and Reinvestment Act (ARRA) funding. Staff has designed the associated projects. 2. Designed and prepared construction documents for thirty-eight (38) CIP projects. Awarded thirty-four (34) construction contracts totaling over $20 million, including: • Pavement resurfacing/reconstruction on major roads; • Eight (8) new traffic signals; • Aera Park project; • Saunders Park Wet Play Area; • Fire Station No. 14; • Mill Creek Linear Park Phases 2, 4, 5A & 5B; and, • Greystone Park. 3. Provided construction management and inspection services for forty-three (43) projects having a total contract value of over $38 million, including: • Mill Creek Canal Facilities Phases 2, 4, 5A, and 5B; • 22nd Street Storm Drain Project; • Allen Road Bridge and Improvements from Stockdale Highway to Ming Ave; • Resurfacing several major roads; and, • Fire Station No. 14. 4. Updated the current traffic signal priority list and added the new locations that met warrants for consideration in subsequent CIP project lists. 5. Increased the cumulative total of traffic signals connected to the Traffic Operations Center to 272. 6. Implemented new signal timing and route coordination plans at twenty-four 24 intersections based on updated traffic volumes. General Services Division: 1. Anti-Graffiti program: • Removed graffiti from 11,900 requests on the 32-Erase hotline, 1,200 requests from the graffiti Website, and an additional 12,300 unreported graffiti sites. 2. Completed improvements to several City facilities including: 125 Public Works continued • Remodeled the second and fifth floors of City Hall North and moved the City Clerk, Risk Management, City Manager’s office and Finance Department to their respective floors; • Remodeled the Grape Room at Rabobank Arena as “The Space Between”; • Completed electrical work for the Mill Creek Park and Aera Park; • Completed Saunders Park Wet Play Facility; and, • Painted street light poles in Kern City. 3. Bakersfield Municipal Airport: • Started the landscaping project to improve the exterior appearance; • Resurfaced the entrance and taxiway near the restaurant; • Installed twelve (12) new tie-downs; • Relamped the Experimental Aircraft Association and Kern Charter Hangers; • Installed new roof coating on the Kern Charter Hanger; • Completed the Airport Improvement Plan for the “Southwest Apron Expansion Project”; and, • Adjusted City Municipal Airport fees. Streets Division: 1. Resurfaced/reconstructed approximately sixty (60) lane miles of streets. 2. Completed the installation of median islands on Calloway Drive between Rosedale Highway and Meacham Road. 3. Completed the drainage basins, ball field, parking lot, and sewer line at Aera Park. Equipment Division: 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 one (1) compressed natural gas (CNG) sweeper and nine (9) liquefied natural gas (LNG) refuse trucks. 2. Replaced three (3) channels of City radio infrastructure as part of an ongoing effort to meet Federal Communications Commission (FCC) mandates for narrowband operation by December 31, 2012. 3. Replaced Council Chambers voting system. This new system features remote hand-held voting units. 4. Purchased and installed microwave radio equipment from Police Headquarters to Wastewater Treatment Plant No. 2 and to Fire Station No. 5. These links provided improved radio coverage for southeast areas of the City, and extended the City’s data network to Fire Station No. 5. 5. Began replacement of Police vehicle Mobile Data Terminal equipment. 126 Public Works continued Wastewater Division: 1. Wastewater Treatment Plant No. 2: Received a $363,000 renewable energy incentive rebate from PG&E for the installation of a new engine/generator system that is powered by renewable methane gas. This larger engine/generator system greatly reduces the need to purchase electricity off the grid thus reducing annual operation and maintenance costs. 2. Wastewater Treatment Plant No. 3: Construction continues on the wastewater treatment plant expansion project. Sixty percent (60%) of the project has been completed with a cumulative change order amount of $1.7 million dollars or 0.80% of total construction costs. This change order percentage is well below industry standards. 3. Received approval on an application for a renewable energy incentive rebate from PG&E. A rebate of up to $1 million dollars will be available at the completion of the Plant 3 Expansion Project. This rebate is possible because the Plant 3 Expansion Project includes a large engine/generator system system that will greatly offset the demand to purchase electricity off the grid. Solid Waste Division: 1. Implemented new incentives for the citywide voluntary curbside recycling program. 2. Completed the electrification of diesel powered equipment at the Mount Vernon Recycling Facility to reduce air pollution. 3. Obtained regulatory approval for the final landfill closure plan for the former Bakersfield Landfill. FY 2009-10 SIGNIFICANT BUDGET CHANGES 1. The FY 2009-10 Adopted Budget reflects Council’s continuing commitment to the graffiti eradication program. The amount budgeted for graffiti eradication provides sufficient funding to operate the program seven days a week, year round. 2. The FY 2009-10 operating budget continues the City Council’s commitment to the street maintenance program. Approximately $9.8 million is budgeted for street maintenance activities within the operating budget. The CIP budget for street maintenance totals approximately $23.6 million. Of this amount, $12,997,462 is due to the federal economic stimulus package, commonly referred to as ARRA (American Recovery and Reinvestment Act). Therefore, the combined operating and CIP budget for FY 2009-10 totals $33.4 million. 3. Staff was able to balance the budget for the Refuse Fund based upon existing rates. Therefore, the refuse rate will stay at the same level as FY 2008-09 for FY 2009-10. However, Kern County voted in May 2009 to increase landfill fees. 127 Public Works continued Since landfill fees are shown as a line item on the City’s commercial refuse bills, commercial refuse customers may receive larger bills. This a pass-through cost to the City’s customers. 4. All residential sewer user fees will increase 9.6% for FY 2009-10. The residential single-family sewer rate will increase from $178 to $195. Since most sewer user fees are based upon this single-family rate, those rates will also increase by the same percentage. This increase is needed to cover both operating and capital costs, in addition to servicing the debt payments on the bonds issued for the Wastewater Treatment Plant No. 2 upgrade and the Wastewater Treatment Plant No. 3 Expansion projects. A combination of connection fees and user fees are used to fund this debt service. With the recent decline in development activity, there has been a commensurate drop in sewer connection fee revenue. Therefore, more of the debt service payments must be recovered through the sewer user fee. 5. Sewer connection fees will increase $300 per single-family household effective July 1, 2009. The fee for each single-family household will go from $3,400 to $3,700. This increase reflects year four of a five-year phase-in period. These additional funds will be applied toward the debt service payments for the Wastewater Treatment Plant No. 3 Expansion Project. Sewer connection fees are paid upon application for a building permit or permit to connect an existing building to the City sewer system. 6. A total of thirty-nine (39) vacant positions were eliminated as part of the 2008-09 mid-year reduction efforts as follows: • TRIP: 2 • Engineering: 8 • General Services: 5 • Streets: 11 • Equipment: 4 • Wastewater: 1 • Solid Waste: 8 7. An additional of six (6) vacant positions were eliminated for FY 2009-10: • Engineering: 3 • General Services: 2 • Equipment: 1 8. The elimination of forty-five (45) positions represents a reduction of 9.9% as compared to the Department’s FY 2008-09 Adopted Budget Compliment. 128 Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2007-08 2008-09 2008-09 2009-10 Administration $642,168 $617,851 $618,404 $621,114 TRIP $914,257 $1,178,584 $1,029,753 $1,002,666 Engineering $6,827,186 $7,124,440 $6,505,591 $5,637,187 General Services $10,487,694 $10,678,369 $10,469,768 $10,263,947 Streets $16,444,582 $17,752,605 $17,150,115 $17,456,511 Equipment $31,294,929 $20,156,362 $20,150,787 $15,966,744 Wastewater $16,651,326 $7,452,478 $7,356,463 $6,590,770 Solid Waste $34,185,688 $35,998,312 $37,132,131 $34,247,474 Total $117,447,830 $100,959,001 $100,413,012 $91,786,413 SOURCE OF FUNDS: General Fund $19,123,409 $20,057,004 $19,556,935 $19,512,988 Gen. Dev. Services Fund $2,921,619 $2,780,243 $2,227,603 $1,496,584 State Transportation $143,061 $246,000 $246,000 $254,448 State Gas Tax $4,268,365 $4,725,401 $4,672,371 $4,491,754 Park Improvement Fund $10,000 $15,000 $15,000 $0 Transportation Dev. Fund $390,561 $335,083 $334,625 $357,159 TDF TRIP Local Match $914,257 $1,178,584 $1,029,753 $1,002,666 Sewer Service-Plant 2 $5,598,846 $2,929,410 $2,910,013 $2,515,369 Sewer Service-Plant 3 $15,178,185 $9,048,453 $8,753,409 $8,436,851 Refuse Fund $37,250,601 $39,256,555 $40,285,610 $37,545,367 Domestic Water Fund $10,000 $15,000 $15,000 $0 Gen. Aviation Fund $304,341 $172,406 $172,406 $168,983 Equipment Fund $31,294,929 $20,156,362 $20,150,787 $15,966,744 Assessment Districts $39,656 $43,500 $43,500 $37,500 Total $117,447,830 $100,959,001 $100,413,012 $91,786,413 FULL TIME EMPLOYEES: Administration 10.00 10.00 10.00 10.00 TRIP 7.00 7.00 5.00 5.00 Engineering 63.00 61.00 53.00 50.00 General Services 75.00 75.00 70.00 68.00 Streets 98.00 98.00 87.00 87.00 Equipment 61.00 61.00 57.00 56.00 Wastewater 32.00 32.00 31.00 31.00 Solid Waste 110.00 110.00 102.00 102.00 Total 456.00 454.00 415.00 409.00 PUBLIC WORKS 129 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 2008-09 ACCOMPLISHMENTS 1. Provided administrative support for departmental divisions. 2. Processed and monitored CIP expenditures. 3. Submitted reimbursement claims on a timely basis to enhance cash flow. FY 2009-10 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 agendas. 130 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $577,857 $553,423 $564,376 $569,928 Operating $64,311 $64,428 $54,028 $51,186 Capital $0 $0 $0 $0 Total $642,168 $617,851 $618,404 $621,114 SOURCE OF FUNDS: General Fund $642,168 $617,851 $618,404 $621,114 Total $642,168 $617,851 $618,404 $621,114 ADMINISTRATIVE SERVICES 131 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 2008-09 ACCOMPLISHMENTS 1. Completed the preparation of the 2008 TRIP Financial Plan update and submitted the Plan to the Federal Highway Administration (FHWA) for approval. 2. Completed project plans, specifications and estimates (PS&E) for Phases I, II, III, and IV of the Westside Parkway Project (from Truxtun Avenue to Calloway Drive). Continued project PS&E for Phases V and VI (Calloway Drive to Stockdale Highway) of the Westside Parkway Project. Continued remaining rightoofway acquisitions and utility relocations. 3. Completed preparation of project initiation documents (Project Study Reports) for the Hageman Flyover and State Route 178 Widening projects. 4. Continued construction of the State Route 178/Fairfax Road Interchange. 5. Initiated the preparation of preliminary engineering, project approval and environmental documents for the Hageman Flyover and State Route 178 Widening projects. 6. Continued preparation of preliminary engineering, project approval and environmental documents for the following projects: • Widening of Rosedale Highway; • 24th Street Improvement Project; • Morning Drive at State Route 178 Interchange; and, • Centennial Corridor 7. Initiated construction of Phase I of the Westside Parkway. 8. Advertised, received bids, and awarded the contract for construction of Phases II and III of the Westside Parkway. 9. Initiated construction of the Seventh Standard Road at State Route 99 Interchange. 10. Advertised and received bids for the Seventh Standard Road Widening Project. 132 4021 – TRIP continued FY 2009-10 ACTION PLAN 1. Complete project plans, specifications and estimates for all phases of the Westside Parkway Project. Complete right-of-way acquisition and utility relocations. 2. Begin construction of Phases II and III of the Westside Parkway Project. 3. Complete the preparation of the 2009 TRIP Financial Plan update and submit plan to the Federal Highway Administration (FHWA) for approval. 4. Complete construction of the State Route 178/Fairfax Road Interchange. 5. Continue with the preparation of preliminary engineering, project approval and environmental documents for the following projects: • Hageman Flyover; • 24th Street Improvement; • State Route 178 Widening; and, • Centennial Corridor. 6. Circulate and finalize the environmental documents for the following projects: • Widening of Rosedale Highway, and • Morning Drive at State Route 178 Interchange. 7. Begin project plans, specifications and estimates for: • Widening of Rosedale Highway, and • Morning Drive at State Route 178 Interchange. 8. Begin acquisition of right-of-way for the Morning Drive at State Route 178 Interchange. 133 THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $502,974 $768,673 $620,097 $596,743 Operating $405,314 $409,911 $409,656 $405,923 Capital $5,969 $0 $0 $0 Total $914,257 $1,178,584 $1,029,753 $1,002,666 SOURCE OF FUNDS: TDF TRIP Local Match $914,257 $1,178,584 $1,029,753 $1,002,666 Total $914,257 $1,178,584 $1,029,753 $1,002,666 134 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 2008-09 ACCOMPLISHMENTS Design: 1. Worked with Kern Council of Governments (KernCOG) and Caltrans staff to secure the City’s share of the ARRA funding. Designed associated projects. 2. Designed and prepared construction documents for thirty-eight (38) CIP projects. Awarded thirty-four (34) construction contracts totaling over $20 million, including: • Pavement resurfacing/reconstruction on major roads; • Eight (8) new traffic signals; • Aera Park project; • Saunders Park Wet Play Area; • Fire Station No. 14; • Mill Creek Linear Park Phases 2, 4, 5A & 5B; and, • Greystone Park. Subdivision Engineering (All data shown for calendar year 2008): 1. Parcel Maps: Recorded 12 parcel maps dividing 103.1 acres into 45 parcels. 2. Tract Maps: Recorded 8 tract maps dividing 90.75 acres into 318 lots. 3. Improvement Plan Checks: 78 first checks, 60 second checks, 24 third checks or higher, 56 revisions, and 102 signatures. 4. Final Map Checks: 32 first checks, 25 second checks, 8 third checks or higher, and 20 maps signed. 5. Minor Land Divisions: 59 6. Maintenance Districts: 30 7. Street Permits: 1,499 8. Annexation Proceedings: 55 being processed, 23 completed. 135 4031 – Engineering continued Construction and Surveying: 1. Provided construction management and inspection services for forty-three (43) projects having a total contract value of $38 million, including: • Mill Creek Linear Park Canal Facilities Phases 2, 4, 5A, and 5B; • 22nd Street Storm Drain Project; • Allen Road Bridge and Improvements from Stockdale Highway to Ming Avenue; • Resurfacing several major roads; and, • Fire Station No. 14. 2. Inspected development infrastructure improvements for fifty-five 55 tracts and parcel maps. Traffic: 1. Analyzed twenty-five (25) intersections for traffic control warrants and updated the current traffic signal priority list. Added the new locations that met warrants for consideration in subsequent CIP project lists. 2. Implemented the connection of fifteen (15) additional traffic signals via the wire interconnect conduit network in the street for improved coordination/synchroniza tion of traffic signals. This increased the cumulative total of traffic signals connected to the Traffic Operations Center to 272. 3. Implemented new signal timing and route coordination plans at twenty-four 24 intersections based on updated traffic volumes. 4. Received two (2) Safe Route to School (SR2S) grants for flashing beacons at Pauly Elementary School and at South High School. FY 2009-10 ACTION PLAN Design Engineering: 1. Complete design and award all FY 2009-10 budgeted CIP projects before July 2010, including: • Pavement resurfacing/reconstruction on major roads, and • Eight (8) new traffic signals. Subdivision Engineering: 1. Complete review of maps and improvement plans within four (4) weeks of submittal. 136 4031 – Engineering continued Construction Engineering and Surveying: 1. Respond to seventy-five percent (75%) of all permit inspection requests within four hours and all other inspections within twenty-four (24) hours. 2. Begin working on requests for preliminary surveys within ten (10) days of receipt. 3. Respond to construction survey requests within forty-eight (48) hours. Traffic Engineering: 1. Analyze thirty (30) or more intersections for traffic control warrants and update the current traffic signal priority list. Add new locations that meet warrants for consideration in subsequent CIP project lists. 2. Design and prepare construction documents for five (5) federally-funded Congestion Management Air Quality (CMAQ) signal interconnect communication projects totaling over $600,000. Connect ten (10) additional signals to the City’s Traffic Operations Center. 3. Continue the annual Traffic Signal Coordination Program. Collect traffic data and re-coordinate twenty-five (25) signals annually as traffic volumes and patterns change. SERVICE LEVEL INDICATORS FY 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Improvement Plans and Final Maps Checked and Returned within Four (4) Weeks 36% 50% 85% Permit Inspection Requests Responded to 50% 70% 75% within Four (4) Hours Intersections Analyzed for Traffic Control 44 25 30 Warrants Budgeted Signal Communications Projects Bid 100% 100% 100% During the Fiscal Year Signals Analyzed and Re-coordinated/Timed 24 24 25 Budgeted Public Works CIP Projects Bid 75% 75% 100% During the Fiscal Year 137 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $5,712,863 $6,121,757 $5,731,954 $5,026,056 Operating $1,077,519 $1,002,683 $773,637 $573,631 Capital $36,804 $0 $0 $37,500 Total $6,827,186 $7,124,440 $6,505,591 $5,637,187 SOURCE OF FUNDS: General Fund $3,423,443 $3,890,614 $3,824,863 $3,745,944 Dev. Services Fund $2,921,619 $2,780,243 $2,227,603 $1,496,584 State Gas Tax $10,000 $15,000 $15,000 $0 Park Improvement Fund $10,000 $15,000 $15,000 $0 Transportation Dev. Fund $390,561 $335,083 $334,625 $357,159 Sewer Service-Plant 3 $10,500 $15,000 $15,000 $0 Refuse Fund $11,407 $15,000 $15,000 $0 Domestic Water Fund $10,000 $15,000 $15,000 $0 Assessment Districts $39,656 $43,500 $43,500 $37,500 Total $6,827,186 $7,124,440 $6,505,591 $5,637,187 ENGINEERING 138 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 2008-09 ACCOMPLISHMENTS 1. Anti-Graffiti program: • Removed graffiti from 11,900 requests on the 32-Erase hotline, 1,200 requests from the Website, and an additional 12,300 unreported graffiti sites. 2. Completed improvements to several City facilities, including: • Responded to 2,200 street light service requests and repaired 110 faulted cables; • Remodeled the second and fifth floors of City Hall North; • Remodeled the Grape Room at Rabobank Arena as “The Space Between”; • Completed electrical work for the Mill Creek Linear Park Project and and Aera Park; • Completed Saunders Park Wet Play Facility; • Painted street light poles in Kern City; • Numbered 521 street lights and installed seven (7) new streetlights for those damaged due to traffic accidents; • Replaced eighteen (18) traffic signal poles and related equipment due to accidents; • Replaced thirty-two (32) video detection cameras; • Installed new 4-ton air conditioner and new duct work at the Police Department Shooting Range; • Oversaw and inspected the replacement of a 180-ton air conditioning compressor at the Police Department and the replacement of a water tower at the Convention Center; • Responded to thirty-one (31) after-hours emergency requests for traffic signals; • Modified striping at eighteen (18) major street locations including New Stine north of Stockdale, Fairfax Road at Auburn Oaks, Ming Avenue at southbound State Route 99 ramp, and Wilson Road at So. “K” Street; and, • Coordinated signs and pavement markings at Granite Pointe Elementary School and at Miramonte and Independence High Schools. Made fifteen (15) school Manual of Uniform Traffic Control Devices (MUTCD) compliant with the standards outlined in the replacement of 168 lime green signs. 139 4051 – General Services continued 3. Bakersfield Municipal Airport: • Started the landscaping project to improve the exterior appearance; • Resurfaced the entrance and taxiway near the restaurant; • Installed twelve (12) new tie-downs; • Relamped the Experimental Aircraft Association and Kern Charter Hangers; • Installed new roof coating on the Kern Charter Hanger; • Completed the Airport Improvement Plan for the “Southwest Apron Expansion Project; and, • Adjusted City Municipal Airport fees to insure they are current with local market conditions. FY 2009-10 ACTION PLAN 1. Continue to improve the City of Bakersfield’s anti-graffiti program. 2. Replace programmed visibility signal heads at all remaining intersections with new energy efficient LED type and replace five (5) deteriorated signal control cabinets. Re-wire two (2) intersections and replace all remaining “2004” autoscopes. 3. Oversee the rebuilding and rehabilitation of two (2) ice chillers at the Ice Sports Center and one (1) of the three (3) ice chillers at Rabobank Arena. 4. Upgraded mast arm street name signs at fifty (50) intersections to include block numbers and directional arrows as recommended by the 2007-08 Kern County Grand Jury. 5. Replace all deteriorated street markers in the Oaks neighborhoods. 6. Bakersfield Municipal Airport: • Implement the “Southwest Taxiway Improvement Plan”; • Continue to develop and improve the “Airport Improvement Plan” to include the Northwest Apron future development; and, • Repave deteriorated taxiway areas and continue the landscaping plan. SERVICE LEVEL INDICATORS FY 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Graffiti Removal Sites 21,000 19,047 22,500 Replacement of Lime-green Signs 168 244 250 Striping of City Streets (miles) 700 750 800 140 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $5,419,406 $5,498,896 $5,415,356 $5,297,510 Operating $5,002,607 $5,120,623 $4,999,498 $4,918,737 Capital $65,681 $58,850 $54,914 $47,700 Total $10,487,694 $10,678,369 $10,469,768 $10,263,947 SOURCE OF FUNDS: General Fund $8,152,165 $8,249,562 $8,093,991 $7,848,762 State Transportation $143,061 $246,000 $246,000 $254,448 State Gas Tax $1,888,127 $2,010,401 $1,957,371 $1,991,754 Aviation Fund $304,341 $172,406 $172,406 $168,983 Total $10,487,694 $10,678,369 $10,469,768 $10,263,947 GENERAL SERVICES 141 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 2008-09 ACCOMPLISHMENTS 1. Resurfaced/reconstructed approximately sixty (60) lane miles of streets. 2. Maintained a safe working environment for employees with consistent training sessions and safety meetings. 3. Sealed approximately 250 street miles with a surface penetration sealer. 4. Completed the installation of median islands on Calloway Drive between Rosedale Highway and Meacham Road. 5. Completed the drainage basins, ball field, parking lot, and sewer line at Aera Park. FY 2009-10 ACTION PLAN 2. Update the existing street resurface/reconstruction list and prioritize street repairs. 3. Provide training for employees on traffic control safety procedures. 4. Provide employees with a training class on safe excavation and asphalt paving technology. 5. Provide “Confined Space” training for employees in the Sewer Maintenance Section. 6. Place all areas of the City on a once-a-month sweeping schedule. 7. Continue to perform canal inspections when canals are dewatered and replace one (1) canal crossing in need of replacement. 142 4052 – Streets continued SERVICE LEVEL INDICATORS FY 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Residential Sweeping Cycle (days) 20 20 20 Lane Miles Resurfaced/Reconstructed 72 60 70 Sewer Lines Inspected (miles) 34 20 20 Sewer Maintenance Service – Emergency 315 320 350 143 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $5,930,640 $6,637,980 $6,129,267 $6,437,016 Operating $10,457,293 $11,101,425 $10,991,748 $10,993,495 Capital $56,649 $13,200 $29,100 $26,000 Total $16,444,582 $17,752,605 $17,150,115 $17,456,511 SOURCE OF FUNDS: General Fund $6,905,633 $7,298,977 $7,019,677 $7,297,168 State Gas Tax $2,370,238 $2,700,000 $2,700,000 $2,500,000 Sewer Service-Plant 3 $4,115,205 $4,510,385 $4,291,959 $4,361,450 Refuse Fund $3,053,506 $3,243,243 $3,138,479 $3,297,893 Total $16,444,582 $17,752,605 $17,150,115 $17,456,511 STREETS 144 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 2008-09 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 one (1) compressed natural gas (CNG) sweeper and nine (9) liquefied natural gas (LNG) refuse trucks. 2. Requirements from the California Air Resources Board (CARB) for off-road equipment have been met. All equipment has been entered into CARB's database for this year. Equipment identification numbers have been received and installed on all regulated equipment. 3. Replaced three (3) channels of City radio infrastructure as part of an ongoing effort to meet the Federal Communications Commission (FCC) mandates for narrowband operation, which is required to be completed by December 31, 2012. 4. Purchased and installed microwave radio equipment from Police Headquarters to Wastewater Treatment Plant No. 2 and to Fire Station No. 5. These links provided improved radio coverage for the southeast areas of the City, and extended the City’s data network to Fire Station No. 5. 5. Began replacement of Police vehicle Mobile Data Terminal equipment. 6. Replaced the Council Chambers voting system. This new system features remote hand-held voting units. FY 2009-10 ACTION PLAN 1. Continue to monitor rental rates to ensure accurate and timely replacement of worn equipment. Maintain an appropriate fund balance within the Equipment Management Fund to meet established replacement schedules. 2. Meet clean air requirements by installing diesel particulate filters on thirty-seven (37) vehicles. 3. Begin construction of a liquefied compressed natural gas (LCNG) fueling station at the Mount Vernon Recycling Facility. 145 4053 – Equipment continued 4. Replace three (3) channels of City radio infrastructure as part of an ongoing effort to meet FCC mandate of narrowband operation by December 31, 2012. 5. Replace 203 mobile radios for the City Fire and Public Works Departments which are not narrowband-capable. 6. Replace failing microwave paths from the Kern County Courthouse to Stockdale Tower and Plaza Tower with new equipment. 7. Continue replacement of Police vehicle Mobile Data Terminal equipment. SERVICE LEVEL INDICATORS FY 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Perform Preventative Maintenance and Routine Repairs of All Vehicles within 16,243 16,210 16,000 the Fleet Broadcast/Rebroadcast City Council 730 750 750 Meetings (hours) Telephone system reliability 100% 100% 100% 146 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $4,827,118 $5,098,906 $4,842,763 $4,935,840 Operating $16,424,431 $9,780,356 $9,730,670 $9,700,904 Capital $10,043,380 $5,277,100 $5,577,354 $1,330,000 Total $31,294,929 $20,156,362 $20,150,787 $15,966,744 SOURCE OF FUNDS: Equipment Fund $31,294,929 $20,156,362 $20,150,787 $15,966,744 Total $31,294,929 $20,156,362 $20,150,787 $15,966,744 EQUIPMENT 147 4071 – Wastewater DIVISION GOAL Provide operation and maintenance of wastewater facilities for the purpose of treating, reclaiming, and utilizing wastewater and its by-products in accordance with federal, state, and local requirements; plan for future wastewater treatment needs to meet anticipated growth; maximize use of renewable energy resources, maximize recycled uses of disinfected tertiary treated effluent for use on landscaping, future Sports Village turf irrigation, and plant water use, 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 2008-09 ACCOMPLISHMENTS 1. Wastewater Operators obtained higher State Certification, which increased their capability to operate the more complex Wastewater Treatment Plant No. 3 (WWTP #3). 2. Wastewater Treatment Plant No. 2: Received a $363,000 renewable energy incentive rebate from PG&E for the installation of a new engine/generator system that is powered by renewable methane gas. This larger engine/generator system greatly reduces the need to purchase electricity off the grid thus reducing annual operation and maintenance costs. 3. Wastewater Treatment Plant No. 3: Construction continues on the wastewater treatment plant expansion project. Sixty percent (60%) of the project has been completed with a cumulative change order amount of $1.7 million dollars, or 0.80% of total construction costs. This change order percentage is well below industry standards. 4. Completed an application package for a renewable energy incentive rebate from PG&E. A rebate of up to $1 million dollars will be available at the completion of the WWTP #3 Expansion Project. This rebate is possible because the WWTP #3 Expansion Project includes a large engine/generator system that will greatly offset the demand to purchase electricity off the grid. 5. Pretreatment Inspection Section: Completed Best Management Practices information packets for mobile car wash companies. This packet is designed to educate mobile car wash companies about proper disposal practices in order to protect wastewater facilities and storm drain systems. Packets will be available in both English and Spanish. 6. Pretreatment Inspection Section: Conducted restaurant inspections for proper grease and wastewater disposal. Over 200 restaurants have been inspected. 7. Revenue Section: Updated the Septage Hauler billing process to increase efficiency. The billing process went from a three day process to under one day. 148 4071 – Wastewater continued FY 2009-10 ACTION PLAN 1. Provide continuous operation and maintenance of Wastewater Treatment Plants No. 2 and No. 3; perform State required analysis of wastewater to demonstrate compliance with discharge requirements; and, submit results monthly to the California Regional Water Quality Control Board (CRWQCB). 2. Provide a safe environment for employees with continuous safety training and endorsement of safe working practices. 3. 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. Plan and implement a marketing initiative directed at septage haulers in the Central, Coastal and Southern California areas to make them aware of WWTP # 2 and 3’s ability to accept grease and septage. The goal of this effort will be to increase income which will offset operation and maintenance costs and improve energy efficiency at the Plants. Grease greatly increases the ability to create the renewable energy resource methane gas which will fuel the on-site electrical generating system. 6. Review fines and annual pretreatment monitoring fees other municipalities charge commercial users. 7. Conduct second septage hauler workshop with Kern County on septage hauler issues. Kern County and the City have similar goals to enforce proper procedures that septage haulers need to follow to protect the public. 8. Continue construction for expansion of Wastewater Treatment Plant No. 3. Construction should be completed in May 2010. 9. Initiate mobile washer inspections this year and distribute Best Management Practices information packet during these inspections. 10. Continue restaurant inspections for proper grease and wastewater disposal. SERVICE LEVEL INDICATORS FY 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Wastewater Treated (Million Gallons/Day) Plant No. 2 15.09 14.56 14.65 Plant No. 3 16.09 16.91 17.20 Permitted Industrial Dischargers 20 20 23 Parcels Served within Incorporated Area (on special assessment list) 85,703 88,359 89,000 149 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $2,738,885 $3,011,840 $2,917,062 $3,004,180 Operating $13,848,206 $4,386,538 $4,383,501 $3,518,990 Capital $64,235 $54,100 $55,900 $67,600 Total $16,651,326 $7,452,478 $7,356,463 $6,590,770 SOURCE OF FUNDS: Sewer Service-Plant 2 $5,598,846 $2,929,410 $2,910,013 $2,515,369 Sewer Service-Plant 3 $11,052,480 $4,523,068 $4,446,450 $4,075,401 Total $16,651,326 $7,452,478 $7,356,463 $6,590,770 WASTEWATER 150 4081 -Solid Waste DIVISION GOAL Provide quality and cost effective solid waste and recycling services through a balanced combination of services by contract and 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 2008-09 ACCOMPLISHMENTS 1. Implemented new incentives for the City-wide voluntary curbside recycling program. 2. Completed the electrification of diesel powered equipment at the Mount Vernon Recycling Facility to reduce air pollution. 3. Obtained regulatory approval for the final landfill closure plan for the former Bakersfield Landfill. 4. Made significant progress on a project to upgrade the City’s land file to improve record keeping in several departments. FY 2009-10 ACTION PLAN 1. Consolidate refuse collection routes in response to decreasing volumes of commercial refuse as a result of economic conditions. 2. Continue to promote the curbside recycling program. 3. Conduct pilot programs to evaluate various technologies to reduce air emissions from the greenwaste compost material as it is processed in preparation for new air emission rules. 4. Combine all refuse service, billing, and contractor payment data to ensure accuracy of charges and payments. 5. Complete construction of the Bakersfield Landfill Cap project pending availability of County funding for the County’s cost share of the project. SERVICE LEVEL INDICATORS FY 07-08 FY 08-09 FY 09-10 Actual Projected Adopted Total Homes Served Curbside Recycling Participants 5,950 6,775 7,200 Greenwaste Recycling (# vehicles admitted) 193,120 196,210 198,320 Greenwaste Processed (tons) 181,115 183,300 185,500 151 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $7,853,501 $8,027,372 $7,668,741 $7,962,543 Operating $26,171,792 $27,008,940 $27,001,390 $25,472,971 Capital $160,395 $962,000 $2,462,000 $811,960 Total $34,185,688 $35,998,312 $37,132,131 $34,247,474 SOURCE OF FUNDS: Refuse Fund $34,185,688 $35,998,312 $37,132,131 $34,247,474 Total $34,185,688 $35,998,312 $37,132,131 $34,247,474 SOLID WASTE 152 WATER RESOURCES Fire Hydrant Maintenance Support Staff Water Resources FY 2009-2010 Organizational Chart Domestic Water Hydrographics Operations Agricultural WaterWater Resources Superintendent Water Resources Manager Stormwater O & M Contractor Business Manager 153 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 provide maintenance of city-wide fire hydrants; 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 2008-09 ACCOMPLISHMENTS 1. Completed negotiations with the Kern County Water Agency to secure a long-term surface treated water supply for the Domestic Water Division in the amount of 6,500 acre feet annually. 2. Constructed an eighteen inch (18”) transmission main along Coffee Road from Meany Meany to Granite Falls to tie-in to the Improvement District Four (ID4) Treatment Plant. 3. Completed fifth phase of security measures for the domestic water system pursuant to the Homeland Security Act. 4. Submitted an application to the Economic Recovery Stimulus Package through the State Public Health Drinking Water section for three (3) capital projects totaling $15,960,000. FY 2009-10 SIGNIFICANT BUDGET CHANGES 1. Allocated resources to purchase a new source of treated surface water from the Kern County Water Agency’s expansion of the ID4 Treatment Plant to replace poor quality groundwater in the City’s domestic water system. 2. An increase in monthly domestic water rates. No service charge increase was requested. The quantity rate charge will increase by $0.03 per unit beginning October 1, 2009. A typical residential customer will see a total increase of $0.84 per month on October 1, 2009. 3. Eliminate one (1) vacant position in Agriculture and transfer two (2) positions, along with the Hydrant Maintenance function from the Fire Department as part of the 2008-09 mid-year budget reduction efforts. 154 Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2007-08 2008-09 2008-09 2009-10 Agricultural Water $5,332,423 $4,698,380 $4,301,236 $4,683,313 Domestic Water $16,353,755 $15,924,654 $14,776,829 $15,912,756 Total $21,686,178 $20,623,034 $19,078,065 $20,596,069 SOURCE OF FUNDS: Agricultural Water $5,332,423 $4,698,380 $4,301,236 $4,683,313 Domestic Water $16,353,755 $15,924,654 $14,776,829 $15,912,756 Total $21,686,178 $20,623,034 $19,078,065 $20,596,069 FULL TIME EMPLOYEES: Agricultural Water 23.00 23.00 22.00 22.00 Domestic Water 2.00 2.00 4.00 4.00 Total 25.00 25.00 26.00 26.00 WATER RESOURCES 155 4511 -Agricultural Water DIVISION GOAL Provide for the proper distribution and delivery of Kern River water from the Isabella Lake 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; and, ensure the efficient use of Kern River water, supplies, personnel and equipment in the performance of all operation and maintenance functions. FY 2008-09 ACCOMPLISHMENTS 1. Completed the rehabilitation of the McClung Weir located in the 2,800 Acre Recharge Facility that is used to divert water for recharge and flood control. 2. Completed the Annual Land Management Report for the Wastewater Treatment Plant No. 2 Municipal Farm in accordance with the California 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 2,800 Acre Recharge Facility. 4. Overhauled three (3) of six (6) Olcese Wells located in the 2,800 Acre Recharge Facility to improve efficiency. FY 2009-10 ACTION PLAN 1. Continue to monitor the Lake Isabella Dam safety remediation project with the United States Army Corps of Engineers. 2. Replace and repair fencing along canals and neighborhood drainage basins as needed throughout the City limits. 3. Overhaul three (3) additional Olcese Wells located in the 2,800 Acre Recharge Facility to improve efficiency. 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. FY 07-08 FY 08-09 FY 09-10 SERVICE LEVEL INDICATORS Actual Projected Adopted Rehabilitate Drainage Basins 37 43 46 Replace & Repair Canal & Basin Fencing (in feet) 2,396 2,500 2,600 156 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $1,817,655 $1,863,708 $1,771,249 $1,836,162 Operating $3,501,262 $2,831,972 $2,527,287 $2,844,651 Capital $13,506 $2,700 $2,700 $2,500 Total $5,332,423 $4,698,380 $4,301,236 $4,683,313 SOURCE OF FUNDS: Agricultural Water $5,332,423 $4,698,380 $4,301,236 $4,683,313 Total $5,332,423 $4,698,380 $4,301,236 $4,683,313 AGRICULTURAL WATER 157 4521 -Domestic Water DIVISION GOAL Provide a safe and dependable water supply in sufficient quantities to meet customer demands for high quality drinking water at a competitive price; administer provisions of the Domestic Water Operations Agreement to ensure the highest possible level of service to the City and its customers; maintain and upgrade standards for distribution system design and modernization; provide for future growth and the increasing water supply demand; maintain and repair fire hydrants throughout the City; and, accurately bill in a timely manner to customers. FY 2008-09 ACCOMPLISHMENTS 1. Submitted an application to the Economic Recovery Stimulus Package through the State Public Health Drinking Water section for three (3) capital projects totaling $15,960,000. 2. Completed negotiations to secure treated surface water to replace poor groundwater throughout the system with the California Water Service Company and Kern County Water Agency. FY 2009-10 ACTION PLAN 1. Implement the second phase of a program to schedule replacements of older service connections versus reactive repairs due to water leaks. This should prove to be more efficient reduce the ongoing costs of removing and replacing sidewalks, pavement or other infrastructure in the same area over the long term. 2. Continue implementation of security measures for the City’s Domestic Water System pursuant to the Homeland Security Act. 3. Complete final design engineering to construct seven (7) miles of pipeline from the new south Bakersfield drinking water plant into the southern portion of the City’s domestic water service area. 4. Construct two (2) additional water wells to increase production capacity to serve new growth occurring throughout the City’s domestic water system. FY 07-08 FY 08-09 FY 09-10 SERVICE LEVEL INDICATORS Actual Projected Adopted New Service Connections 295 1,000 600 Water Wells Constructed 3 3 2 158 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $395,020 $583,875 $545,295 $681,762 Operating $15,958,735 $15,340,779 $14,231,534 $15,210,994 Capital $0 $0 $0 $20,000 Total $16,353,755 $15,924,654 $14,776,829 $15,912,756 SOURCE OF FUNDS: Domestic Water $16,353,755 $15,924,654 $14,776,829 $15,912,756 Total $16,353,755 $15,924,654 $14,776,829 $15,912,756 DOMESTIC WATER 159 THIS PAGE INTENTIONALLY LEFT BLANK 160 RECREATION AND PARKS Director Assistant Director Recreation Division Parks Division Parks Superintendent Administrative Svcs Division Financial Support Svcs Business Manager Special Projects Manager CIP Projects/Repairs Director of Operations Park/Streetscape Maintenance Supervisor II (5) Areas I, II, III, IV, V Urban Forestry/Trees Supervisor II Park Services Coordinators (4) Planning Constr & Fac Planner Maint. Craftworkers Supervisor I Park Technicians (1) Athletics/Inclusion Recreation Supervisor II Silver Creek Community Center Recreation Supervisor II MLK Community Center Recreation Supervisor II Aquatics Recreation Supervisor II Recreation Specialist Program Coordinator Program Coordinator Recreation Specialist Recreation and Parks FY 2009-2010 Organizational Chart 161 RECREATION AND PARKS DEPARTMENT GOAL To provide the highest quality services, facilities, parks and programs possible. FY 2008-2009 ACCOMPLISHMENTS 1. Maintained the level of service in maintenance districts. 2. Adjusted work schedules and load to adapt to personnel changes due to fiscal challenges. 3. Received a $75,000 grant from Kaiser Permanente to replace playground equipment at Stiern Park. 4. The marketing plan for “Naming Rights” for all city facilities, projects and programs has been developed and is being implemented. 5. Barber Honda sponsored six (6) movies at the Park at River Walk in 2008. 6. The partnership with Bakersfield Southwest Baseball to develop Aera Park was completed with the opening day on April 18, 2009. 7. Successfully completed Saunders Multi-Use Facility with a private operations contract. FY 2009-2010 ACTION PLAN 1. Aggressively pursue any local, state and federal grants for the Department. 2. Continue to work toward obtaining more sponsorships and collaboration with community organizations, groups, and businesses. 3. Be pro-active in response to maintenance needs. 4. Continue to think creatively and “outside the box” in dealing with the changing financial situation. 5. Create a link to the Bakersfield Foundation for specific projects. FY 2009-2010 SIGNIFICANT BUDGET CHANGES 1. Eliminated fifteen (15) vacant positions in Parks and one (1) vacant position in Recreation as part of the 2008-09 mid-year budget reduction efforts. 162 Recreation and Parks continued 2. Eliminated two (2) additional vacant positions in Parks and one (1) vacant position in Recreation for FY 2009-10. 3. Changed the funding for the Spring Festival to be through donations and sponsorships for FY 2009-10. 4. Pool operating hours will be reduced by 1,210 hours, or 17.4 citywide. Summer pool staff has been reduced by fifty-three (53) temporary positions, or 28.6 percent. 5. To reduce costs, spray parks will not open until early May and will close in mid-September. The spray parks will be open from 11:00 a.m. to 7:00 p.m., for a reduction of three (3) hours per day. 163 Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2007-08 2008-09 2008-09 2009-10 Administration $1,261,316 $1,220,104 $1,160,153 $1,183,147 Parks $12,483,352 $13,349,823 $12,548,594 $12,105,890 Recreation $2,870,023 $3,440,641 $3,158,235 $2,975,855 Total $16,614,691 $18,010,568 $16,866,982 $16,264,892 SOURCE OF FUNDS: General Fund $16,589,226 $17,976,768 $16,833,182 $16,231,092 Amtrak Operating Fund $25,465 $33,800 $33,800 $33,800 Total $16,614,691 $18,010,568 $16,866,982 $16,264,892 FULL TIME EMPLOYEES: Administration 12.00 12.00 12.00 11.00 Parks 144.00 144.00 129.00 127.00 Recreation 14.00 14.00 13.00 13.00 Total 170.00 170.00 154.00 151.00 RECREATION AND PARKS 164 5041 – ADMINISTRATIVE SERVICES DIVISION GOALS Provide administrative support for the effective operation of the Recreation and Parks divisions; promote synergy between the divisions to enhance the services provided by each; establish and implement policies and procedures; monitor operating and capital improvement program budgets; and, provide excellent customer service in accepting reservations and activity enrollments and responding to complaints and inquiries. FY 2008-2009 ACCOMPLISHMENTS 1. Received Agency Accreditation from the National Recreation and Parks Association in October 2008. 2. NRPA Volunteer Service Award was given to Rich O’Neil and Bill Cooper of the Kern River Parkway Foundation, October 2008. 3. Conducted Aera Park Bakersfield Southwest Baseball Facility grand opening in April 2009. 4. Conducted grand opening of Mill Creek Project and Central Park in May 2009. 5. Conducted Saunders Park Wet Playground grand opening in June 2009. FY 2009-2010 ACTION PLAN 1. Work with consultants and contractors to complete the renovation of Mesa Marin Sports Complex Phase I in 2010. 2. Continue with the future development of the Sports Village by developing soccer fields for American Youth Soccer Organization’s use in 2010 fall season. 3. Apply for the 2009 Gold Medal Award administered by NRPA. 165 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $935,838 $944,812 $978,561 $1,022,885 Operating $325,478 $275,292 $181,592 $160,262 Capital $0 $0 $0 $0 Total $1,261,316 $1,220,104 $1,160,153 $1,183,147 SOURCE OF FUNDS: General Fund $1,261,316 $1,220,104 $1,160,153 $1,183,147 Total $1,261,316 $1,220,104 $1,160,153 $1,183,147 ADMINISTRATION 166 5021 – PARKS DIVISION GOALS Utilize available resources in the most effective manner and provide a quality and responsible maintenance program for parks, medians and streetscapes throughout Bakersfield. FY 2008-2009 ACCOMPLISHMENTS 1. Developed and implemented a seven day a week operation, increased customer service, public communication and less vandalism on weekends. 2. Decreased the number of citizen complaints through the seven day a week operation. 3. Maximized the use of the irrigation central control system. All Maxicom ready controllers are being monitored by computer, thus decreasing water usage. 4. The City was awarded the Tree City USA designation from the Arbor Day Foundation for the twelfth straight year. 5. Designed and installed a spray park at Saunders Park which opened in June 2009. 6. Constructed new picnic reservation sites at Patriots Park, Deer Peak Park, Windsor Park, Pin Oak Park, and Windermere Park. 7. Rebuilt the well system at Beach Park that resulted in a reduction of energy consumption. FY 2009-2010 ACTION PLAN 1. To accommodate the loss of regular and part time employees, the Division is cross training staff to maintain all current and new landscapes to the highest possible standards. 2. Research and implement new innovative maintenance practices to maximize efficiency. 3. Reduce water consumption through education and training of field staff in the use of responsible water conservation methods. 4. Implement Mainstar work order system to improve communicating and tracking, and reduce the amount of paper consumption. FY 07-08 FY 08-09 FY 09-10 SERVICE LEVEL INDICATORS Actual Projected Adopted Maintenance District Acreage 552 632 664 Non-Maintenance District Acreage 341 341 341 Facility/Park Reservations 3,417 3,300 3,200 167 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $7,360,686 $8,581,459 $7,685,172 $7,338,859 Operating $5,114,333 $4,768,364 $4,863,422 $4,767,031 Capital $8,333 $0 $0 $0 Total $12,483,352 $13,349,823 $12,548,594 $12,105,890 SOURCE OF FUNDS: General Fund $12,457,887 $13,316,023 $12,514,794 $12,072,090 State Transportation $25,465 $33,800 $33,800 $33,800 Total $12,483,352 $13,349,823 $12,548,594 $12,105,890 PARKS 168 5031 – RECREATION DIVISION GOALS Provide leisure services at the highest standard possible while involving participants, staff and groups in the creation and production of these services. FY 2008-2009 ACCOMPLISHMENTS 1. Completed the transition of the American Red Cross Aquatics Program as the provider of lifeguard training, monitoring and swim lessons. 2. Implemented the following new programs this year: adaptive golf, bowling camp, Bakersfield College sports camp, track and field agility, pee wee t-ball league, youth golf classes, and cardio classes. 3. Stop the Violence, Police Activities League, and the Dr. Martin Luther King, Jr. Centers have formed a basketball league for local, at risk youth. 4. The average summer aquatics attendance in 2008 was up 28% from the previous summer. FY 2009-2010 ACTION PLAN 1. Continue to emphasize health and fitness activities for all age groups. 2. Research new programs, sponsorships and grants that may assist in reducing overall programming costs. 3. Develop at least two (2) more major partnerships to assist with programming needs in the community. 4. Continue to expand the adaptive program with partnerships. FY 07-08 FY 08-09 FY 09-10 SERVICE LEVEL INDICATORS Actual Projected Adopted Summer Aquatics (average daily attendance) 1,130 1,312 1,312 Dr. Martin Luther King, Jr. Community Center 168 168 168 (average daily attendance) Silver Creek Community Center (average 125 130 130 daily attendance) Sports Program (total attendance) 133,486 105,000 105,000 169 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $1,676,350 $2,125,722 $1,861,583 $1,817,730 Operating $1,137,071 $1,272,119 $1,247,452 $1,115,325 Capital $56,602 $42,800 $49,200 $42,800 Total $2,870,023 $3,440,641 $3,158,235 $2,975,855 SOURCE OF FUNDS: General Fund $2,870,023 $3,440,641 $3,158,235 $2,975,855 Total $2,870,023 $3,440,641 $3,158,235 $2,975,855 RECREATION 170 DEVELOPMENT SERVICES Development Services FY 2009-2010 Organizational Chart Code Enforcement Permitting & Plan Checking Construction Inspections Building Division Permitting & Zoning Advanced Planning Current Planning Planning Division Business Manager Development Services Director 171 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; be responsive to the needs of the community; and, ensure that buildings and their environments are constructed and maintained in conformance with adopted codes, standards, rules and policies. FY 2008 -09 ACCOMPLISHMENTS 1. Obtained approval of the WINCO General Plan Amendment/Zone Change/Environmental Impact Reports (GPA/ZC/EIR), Rio Bravo Ranch GPA/ZC/EIR, and Canyons GPA/ZC/EIR. 2. Obtained approval of the Amended Hillside Ordinance EIR. 3. Adopted the Housing Element Update. 4. Implemented an automated routing system of daily inspection requests for Building Inspectors. 5. Continued a systematic proactive approach to Code Enforcement activities that target blighted areas, including coordination with Economic and Community Development Department (ED/CD) on on the Filson Area project. FY 2009-10 ACTION PLAN 1. Complete the Metropolitan Bakersfield General Plan Update/EIR. 2. Establish a consistent method for evaluating global climate change impacts in response to the State Attorney General. 3. Continue negotiations with wildlife agencies regarding the extension of the Metropolitan Bakersfield Habitat Conservation Plan (MBHCP). 4. Implement a comprehensive in-house weekly training program for all Building Division staff in preparation for the enforcement of the new energy code and Green Building Code in 2009 & 2010. 5. Offer pre-design reviews as well as pre-construction conferences for architects, engineers, contactors, and developers in order to assist and facilitate major construction projects. 172 Development Services continued FY 2009-10 SIGNIFICANT BUDGET CHANGES 1. Eliminated three (3) vacant positions in Planning and eleven (11) vacant positions in Building, and displaced five (5) positions in Building as part of the 2008-09 mid-year budget reduction efforts. 2. Eliminated two (2) vacant positions and transferred one (1) position to ED/CD for FY 2009-10. 173 Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2007-08 2008-09 2008-09 2009-10 Planning $4,111,182 $2,952,773 $3,373,427 $2,487,971 Building $6,447,012 $7,331,803 $6,416,583 $5,770,164 Total $10,558,194 $10,284,576 $9,790,010 $8,258,135 SOURCE OF FUNDS: General Fund $3,516,530 $4,104,638 $3,734,191 $3,424,773 Development Srvcs. Fund $7,041,664 $6,179,938 $6,055,819 $4,833,362 Total $10,558,194 $10,284,576 $9,790,010 $8,258,135 FULL TIME EMPLOYEES: Planning 29.00 29.00 26.00 23.00 Building 65.00 62.00 46.00 46.00 Total 94.00 91.00 72.00 69.00 DEVELOPMENT SERVICES 174 6011– PLANNING DIVISION GOAL Perform those processes and functions which result in timely and orderly development within the City through the implementation of the City’s General Plan and Specific Plans; administering land use, planning and zoning laws; and regulating land division in a manner which is equitable to individual property owners and the public at large. FY 2008-09 ACCOMPLISHMENTS 1. Obtained approval of WINCO GPA/ZC/EIR, Rio Bravo Ranch GPA/ZC/EIR, and Canyons GPA/ZC/EIR. 2. Obtained approval of the Amended Hillside Ordinance EIR. 3. Adopted the Housing Element Update. 4. Completed sixteen 16 annexations. 5. Published the General Plan Update Outreach Efforts and Constraints and Opportunities Report. 6. Adopted a parking ordinance to provide incentives for infill, mixed use and reflect real world parking needs. 7. Provided administrative support staff for the MBHCP Trust Group. 8. Adopted the Agricultural Preserve/Williamson Act Procedures Resolution. FY 2009-10 ACTION PLAN 1. Complete GPA/ZC/EIRs for SACO Ranch, Woodmont (Bakersfield Gateway), Bakersfield Commons, Stockdale Ranch, and Crossroads. 2. Complete the Metropolitan Bakersfield General Plan Update/EIR. 3. Establish a consistent method for evaluating global climate change impacts in response to the State Attorney General. 4. Continue negotiations with wildlife agencies regarding the extension of the Metropolitan Bakersfield Habitat Conservation Plan (MBHCP). 175 6011 – Planning continued 5. Continue to provide administrative support staff for the MBHCP Trust Group. 6. Participate in an enhanced annexation program. 7. Establish a Williamson Act/Agricultural Preserve tracking/records system. 8. Monitor Valley Blueprint process and SB 375 /AB 32 implementation strategies. FY 07-08 FY 08-09 FY 09-10 SERVICE LEVEL INDICATORS Actual Projected Adopted Application Type Concurrent Applications 23 10 8 Conditional Use Permits 47 28 25 General Plan Amendments 3 5 3 Home Occupation 1,597 1,120 1,100 Land Division 141 75 70 Site Plan Review 141 81 60 Zone Changes 17 5 3 Zone Modifications 19 12 10 176 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $2,089,920 $2,266,661 $2,233,627 $1,990,465 Operating $2,017,546 $686,112 $1,139,800 $497,506 Capital $3,716 $0 $0 $0 Total $4,111,182 $2,952,773 $3,373,427 $2,487,971 SOURCE OF FUNDS: General Fund $1,397,382 $1,569,925 $1,448,845 $1,314,937 Development Srvcs. Fund $2,713,800 $1,382,848 $1,924,582 $1,173,034 Total $4,111,182 $2,952,773 $3,373,427 $2,487,971 PLANNING 177 6021 -BUILDING DIVISION GOAL Provide building inspection and plan check services for residential, commercial and industrial projects that promote health and safety in the construction and maintenance of buildings, structures and property through the enforcement of uniform building codes, conservation and property maintenance standards, and other local regulations and ordinances. FY 2008 -09 ACCOMPLISHMENTS 1. Implemented various education programs to increase public awareness of code enforcement and energy saving materials/methods as well as the basic Building division services. 2. Implemented an automated routing system of daily inspection requests for Building Inspectors. 3. Continued a systematic proactive approach to Code Enforcement activities that target blighted areas, including coordination with EDCD on the Filson Area project. FY 2009 -10 ACTION PLAN 1. Implement a comprehensive in-house weekly training program for all Building Division staff in preparation for the enforcement of the new energy code and Green Building Code in 2009 & 2010. 2. Offer pre-design reviews as well as pre-construction conferences for architects, engineers, contactors, and developers in order to assist & facilitate major construction projects. 3. Continue to develop a neighborhood based outreach effort to promote voluntary correction of code violations and property maintenance standards, especially for the foreclosed/vacant properties throughout the city. 4. Continue to implement an electronic notification system to provide owners with the status of code enforcement cases. 0 2,500 5,000 7,500 10,000 12,500 15,000 2004 2005 2006 2007 2008 Permit History No. of Permits by FY $0 $250 $500 $750 $1,000 2004 2005 2006 2007 2008 Permit Valuations (Valuations are in Millions $) $Valuations by FY 178 Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $5,363,410 $6,018,513 $5,242,489 $4,869,343 Operating $1,030,401 $1,313,290 $1,169,280 $900,821 Capital $53,201 $0 $4,814 $0 Total $6,447,012 $7,331,803 $6,416,583 $5,770,164 SOURCE OF FUNDS: General Fund $2,119,148 $2,534,713 $2,285,346 $2,109,836 Development Srvcs Fund $4,327,864 $4,797,090 $4,131,237 $3,660,328 Total $6,447,012 $7,331,803 $6,416,583 $5,770,164 BUILDING 179 THIS PAGE INTENTIONALLY LEFT BLANK 180 ECONOMIC AND COMMUNITY DEVELOPMENT Economic & Community Development FY 2009-10 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 Convention & Visitors Bureau 181 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 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 2008-09 ACCOMPLISHMENTS 1. The Bakersfield Redevelopment Agency entered into and executed a Disposition and Development Agreement with Chelsea Investment Inc. to develop seventy (70) units of affordable mid-rise multi-family apartments, and Southwest Consulting, Inc., to develop a combination of thirty-six (36) for-sale condominiums in addition to fiftyseeve (57) urban market rate apartments. 2. South Mill Creek Plaza Maya Cinema Complex is a $32 million dollar development which plans to include a 78,140 square foot 16 screen state of the art movie theater and 30,000 square feet of restaurants and retail space. The project is located south of the railroad tracks between California Avenue, “M” Street, and “P” and “Q” streets, on approximately 8.4 acres. Undergrounding of utilities has been completed and construction began on the project in fall 2008. Construction of the theater portion of the project is expected to be completed in July 2009. 3. The Bakersfield Redevelopment Agency received a $10 million California Infrastructure Bank Loan in 2007 for Mill Creek Linear Park and Canal Refurbishment improvements. The linear park is a planned 1.5 mile park and recreational amenity located along the Kern Island Canal from Golden State Highway to California Avenue. Bids have been awarded for the improvements in Phases 2, 4, 5A & 5B which includes the remaining park improvements and surface canal improvements. The opening of the newly renovated Central Park occurred in spring 2009. 4. The Parkview Cottages Housing Project near Central Park consists of seventy-four (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, forty-five (45) homes are constructed with thirty (30) sold to low-and moderate-income families. Due to the distressed homebuyer market, the fifteen (15) completed homes in inventory are proposed to be sold to another non-profit housing developer for a 182 Economic and Community Development continued lease-to-own program. Qualified tenants will purchase the homes before thirty-six (36) months at a pre-established affordable price. The Parkview Cottage developer will continue construction of the homes on the remaining lots when the marketplace and mortgage financing environment improves. 5. With funds from the State Water Resources Board, the clean-up of the contamination on the City-owned property at 1433 Union Avenue was completed. 6. The Neighborhood Stabilization Program (NSP) was established under the federal Housing and Economic Recovery Act (HERA) of 2008 and the City received $8,982,836 under this program. The Substantial HUD Amendment was approved by the City Council in December 2008 which outlines activities to be undertaken by the City to address congressionally identified needs of abandoned and foreclosed homes in targeted federally established NSP areas within the City. ED/CD staff has prepared and executed all service-related agreements for this program. Implementation of the programs under the NSP began in April 2009 and will continue for the next eighteen (18) months. FY 2009-10 SIGNIFICANT BUDGET CHANGES 1. The Department of Housing & Urban Development (HUD) Community Development Block Grant (CDBG), HOME Investment Partnership (HOME) and Emergency Shelter Grant (ESG) entitlements for FY 2009-10 have not been allocated, pending Federal budget adoption. Staff is anticipating allocations in the amount of $3,451,478 for CDBG, $1,530,104 for the HOME Investment Partnership Program, and $147,121 for the Emergency Shelter Grant. Staff is projecting program income for CDBG in the amount of $20,000 and $150,000 for HOME. 2. Staff is in the process of finalizing and executing a disposition and development agreement for the commercial component of the South Mill Creek Mixed-Use Project. The project, when complete, will include a mix of housing alternatives in addition to approximately 65,300 square feet of restaurant and commercial retail space. 3. Staff will obtain and work in conjunction with a consultant in the preparation of the Consolidated Plan 2015. The Consolidated Plan is a five (5)-year strategic plan prepared by the City describing the various housing and related needs of low-and moderate-income residents, outlining strategies to meet those needs and listing all resources available to implement the strategies. This complex document is due to the Department of Housing and Urban Development (HUD) by May 2010 and is required in order for the City to receive HUD entitlement funds. 4. Eliminated one (1) vacant position in Community Development and one (1) vacant position in Economic Development as part of the 2008-09 mid-year budget reduction efforts. 183 ECONOMIC & COMMUNITY DEVELOPMENT Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2007-08 2008-09 2008-09 2009-10 Community Development $2,660,068 $3,320,418 $11,700,277 $4,780,086 Economic Development $8,634,401 $7,693,135 $6,971,817 $3,337,203 Convention & Visitors Bureau $3,226 $915,931 $942,186 $808,650 Total $11,297,695 $11,929,484 $19,614,280 $8,925,939 SOURCE OF FUNDS: General Fund $757,507 $855,122 $590,189 $422,696 Community Dev. Block Grant $1,478,097 $1,641,534 $1,468,741 $1,565,659 HOME Program $1,182,084 $1,680,027 $1,249,763 $1,842,076 Nat'l Stabilization Program $0 $0 $8,982,836 $0 ARRA HUD Stimulus Fund $0 $0 $0 $1,372,351 T.O.T. Fund $364,578 $915,931 $942,186 $808,650 RDA-SEPA -Operating $3,689,417 $1,578,562 -$725,243 $1,253,413 RDA-SEPA -Housing $2,240,292 $2,700,000 $2,700,000 $840,000 RDA-OTKP -Operating $959,370 $690,200 $537,700 $374,534 RDA-OTKP -Housing $499,227 $1,300,000 $3,300,000 $300,000 RDA-DTPA -Operating $57,123 $168,108 $168,108 $146,560 RDA-DTPA -Housing $70,000 $400,000 $400,000 $0 Total $11,297,695 $11,929,484 $19,614,280 $8,925,939 FULL TIME EMPLOYEES: Community Development 9.00 9.00 8.00 9.00 Economic Development 8.00 8.00 7.00 6.00 Convention & Visitors Bureau 5.00 5.00 5.00 5.00 Total 22.00 22.00 20.00 20.00 184 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. FY2008-09 ACCOMPLISHMENTS: 1. Funded and administered Emergency Shelter Grant (ESG) funds for non-profit service providers: Bethany Services, Homeless Intervention Services/Bakersfield Rescue Mission, and Alliance Against Family Violence and Sexual Assault. 2. Prepared year five of the Action Plan for the five-year Consolidated Plan 2010 for federal entitlements of the CDBG, HOME Investment Partnership and ESG programs. 3. Provided services to 1,246 consumers and providers concerning information, training, and counseling on fair housing and compliance issues. 4. Funded and co-administered four (4) Capital Improvement Program activities totaling approximately $1.4 million. 5. Utilized HOME funding from the City and King Square Apartments (KSA) Partners to construct a seventy-two (72) unit family apartment complex in 2008 located at 1601 Lotus Lane. Overall funding was $9.3 million in tax credit, $2.3 million in private long term financing, $1.5 million deferred developer’s fee and $850,000 in HOME funding. 6. As of February 1, 2009, there have been thirty-six (36) final applications for the McDonald Way Sewer Connection Grant (CDBG funded) program. Approximately thirty-two (32) grants have been awarded and connections to the City sewer system with the remaining four (4) applications pending final review and funding. This program ended April 1, 2009 and was officially closed out June 30, 2009. 7. State initiative funds in the amount of $1.6 million were secured by the City from the State Building Equity and Growth in Neighborhoods (BEGIN) program to provide down payment mortgage assistance to fifty-two (52) low-income first-time homebuyers to purchase a home within the new Chardonnay Tract. The tract is a 260 lot residential development near Ridgeview High School (between Ryzona Dr. alignment and McKee Rd.). The affordable residential units will be three and four bedrooms, average 1,300 sq. ft, and be priced in the $185,000 range. Applicants must be first-time homebuyers with household incomes that do not exceed eighty percent (80%) of the family median area income. Nine (9) applicants have closed escrow and moved into their homes. 185 6570 – Community Development continued 8. ED/CD in conjunction with the County of Kern executed a joint subrecipient agreement with the Bakersfield Association of Retarded Citizens (BARC), which is a non-profit organization that provides a variety of services for persons with developmental disabilities. The City and County are contributing approximately $300,000 each of FY 2007-08 CDBG funds for an Industrial Training Facility at the BARC Bakersfield complex located at 2260 South Union Avenue. The project is under construction and is expected to be completed by fall 2009. The new warehouse facility will be used to train people who are unemployed, underemployed, or developmentally disabled for jobs in demand within industry clusters identified in the County of Kern Comprehensive Economic Development Strategy (CEDS). It is anticipated that a minimum of forty (40) new jobs will be created as a result of the combined use of the City’s and County’s CDBG funds. At least fifty-one percent (51%) or more of the total jobs to be created with the CDBG funds will be earmarked for low-income persons. 9. On January 28, 2009 the City Council approved an agreement with the County of Kern for the design and construction of a wet play area and improvements. The spray area mini-park will be located at the County-owned Casa Loma Park, which is located within the City of Bakersfield metropolitan area at 493 East Casa Loma Drive. The wet play area improvements will primarily benefit residents from lowinccom City and County neighborhoods. The County’s Parks and Recreation Department will construct the improvements and will be responsible for maintenance and operation upon completion. The project’s completion date is scheduled for May 2010. 10. The City of Bakersfield entered into an agreement with Golden Empire Affordable Housing, Inc. (GEAHI) to develop a 3.5 ± acre site located at 500 West Columbus Avenue with a 56-unit affordable housing project to be named “Residences at West Columbus”. The Developer will be applying for low-income tax credit financing and state financing to assist with the design and construction of the project. 11. The Housing Authority of the County of Kern (HACK), through its non-profit Golden Empire Affordable Housing, Inc. (GEAHI) received $2 million in HOME Investment Partnership funds for the construction of sixty (60) units (56 one-bedroom units and 4 two-bedroom units) of senior housing in the Downtown Redevelopment Project Area. The Village Park Senior Housing is located at the corner of 24th and “R” Streets adjacent to the Park Place Senior Housing project. This project is nearing completion with an estimated ribbon cutting ceremony in summer 2009. FY 2009-10 ACTION PLAN 1. Prepare the annual funding application process for federal entitlements of the CDBG, HOME Investment Partnership and ESG programs. 2. Maintain the Housing Urban Bakersfield housing program. 186 6570 – Community Development continued 3. Develop and implement public facility assistance for four (4) non-profit organizations providing emergency shelter, transitional support, senior and/or youth activities and affordable housing. 4. Provide assistance as needed to the Bakersfield Board of Realtors for its Fair Housing Arts Contest. 5. 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. 6. Continue to provide funding for the Graffiti program in CDBG qualified low-income areas. 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 FY 2009-10 HUD Action Plan, including CDBG-funded CIP projects, housing activities, and public facilities. FY 07-08 FY 08-09 FY 09-10 SERVICE LEVEL INDICATORS Actual Projected Adopted Home Access Grant Program 11 20 15 15 Fair Housing Calls 1,154 1,095 1,000 Downpayment Assistance Programs (includes: Parkview Cottages, Taylor Street Townhomes, American Dream Downpayment Initiative, & BEGIN) 8 29 10 187 COMMUNITY DEVELOPMENT Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $626,297 $871,850 $760,511 $682,436 Operating $2,033,771 $2,448,568 $7,932,036 $4,097,650 Capital $0 $0 $3,007,730 $0 Total $2,660,068 $3,320,418 $11,700,277 $4,780,086 SOURCE OF FUNDS: Community Dev. Block Grant $1,477,984 $1,640,391 $1,467,678 $1,565,659 HOME Program $1,182,084 $1,680,027 $1,249,763 $1,842,076 Nat'l Stabilization Program $0 $0 $8,982,836 $0 ARRA HUD Stimulus Fund $0 $0 $0 $1,372,351 Total $2,660,068 $3,320,418 $11,700,277 $4,780,086 188 6580 – Redevelopment and Economic Development DIVISION GOAL Plan and implement economic development activities which protect, improve and diversify the economy of Bakersfield. FY 2008-09 ACCOMPLISHMENTS 1. Demolished six (6) Redevelopment Agency owned properties for future residential and commercial development. 2. The Bakersfield Redevelopment Agency entered into and executed a Disposition and Development Agreement with Southwest Consulting, Inc. for the 19th Street Commercial and Senior Housing Project. The first project is the commercial development that will be located adjacent to the canal on agency and developer owned property and includes 41,000 square feet of commercial and office space with a restaurant in a four level building. In addition, an adjacent 3,000 sq. ft. food court is planned on the northeast corner of the developer-owned parcel. 3. The second project includes sixty (67) units of affordable senior rental housing in a three story structure and a two-level eighty (80) space parking structure. The project will be constructed on developer-owned property located immediately east of the commercial plan. The two (2) proposed projects are located in the Old Town Kern-Pioneer Redevelopment Project Area adjacent to the Mill Creek Linear Park Project between 18th and 19th Street. FY 2009-10 ACTION PLAN 1. Pursue all funding opportunities to protect, improve, and diversify the economy of Bakersfield. 2. Acquire parcels along the canal edge of the 1.5 mile Mill Creek Linear Park Project from Golden State Highway to California Avenue. 3. Continue the implementation of the Baker Street Village mixed-use project in the Old Town Kern Pioneer Redevelopment Project Area. 4. Implement the development for the 19th Street Plaza project in Old Town Kern-Pioneer Redevelopment Project Area adjacent to the Mill Creek Linear Park. 5. Finalize the Disposition and Development Agreement with Southwest Consulting, Inc. for the construction of the Mill Creek Village, a 65,300 square foot commercial, retail and restaurant area. 189 6580 – Redevelopment and Economic Development continued 6. Implement the development for the South Mill Creek Housing project in Southeast Bakersfield Redevelopment Project Area adjacent to the Mill Creek Linear Park. 7. The Southeast In-fill Housing Program continues, using a $500,000 CalHFA loan to build affordable housing on scattered lots in the Southeast Project Area. Hybrid Construction has recently completed construction of a home at 226 East 6th Street. Hybrid has executed a third agreement with the Bakersfield Redevelopment Agency and will be starting construction on a new home at 1213 Murdock Street. The anticipated completion date is June 2009. Bakersfield College Foundation completed construction and sold a new home at 124 Hayes Street. To date, twenty (20) new homes have been constructed through the program. 8. Staff developed a three-year comprehensive targeted neighborhood revitalization program through FY 2009-10 that includes the addition of one (1) 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. Staff has assisted one (1) income-qualified person with the acquisition of a new manufactured home and one (1) individual with downpayment assistance on a new home located on Filson Street. In addition, staff entered into an agreement with DOD Construction to execute the “Front Porch” program within this area and Habitat for Humanity purchased a vacant tax default property to build a new home at 1812 Filson Street to be completed by May 2009. FY 07-08 FY 08-09 FY 09-10 SERVICE LEVEL INDICATORS Actual Projected Adopted Respond to requests for economic development information 375 435 445 Team Bakersfield project assistance provided 12 15 20 Downpayment Assistance 2 2 4 190 ECONOMIC DEVELOPMENT Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $794,851 $703,197 $688,189 $890,406 Operating $1,919,667 $5,374,938 $8,375,433 $1,646,797 Capital $5,919,883 $1,615,000 -$2,091,805 $800,000 Total $8,634,401 $7,693,135 $6,971,817 $3,337,203 SOURCE OF FUNDS: General Fund $757,507 $855,122 $590,189 $422,696 Community Dev. Block Grant $113 $1,143 $1,063 $0 T.O.T. $361,352 $0 $0 $0 RDA-SEPA -Operating $3,689,417 $1,578,562 -$725,243 $1,253,413 RDA-SEPA -Housing $2,240,292 $2,700,000 $2,700,000 $840,000 RDA-OTKP -Operating $959,370 $690,200 $537,700 $374,534 RDA-OTKP -Housing $499,227 $1,300,000 $3,300,000 $300,000 RDA-DTPA -Operating $57,123 $168,108 $168,108 $146,560 RDA-DTPA -Housing $70,000 $400,000 $400,000 $0 Total $8,634,401 $7,693,135 $6,971,817 $3,337,203 191 6590 – Convention and Visitors Bureau DIVISION GOAL Promote Bakersfield as a convention and visitor destination to increase Transient Occupancy Tax (TOT) revenues. FY 2008-09 ACCOMPLISHMENTS 1. For the first eight (8) months of the year, booked twenty-four (24) new, non-repeat business events with an estimated economic impact of more than $5 million and TOT revenues of $186,000. 2. Assisted with bringing fifty 50 new and repeat business events with an estimated economic impact of $28 million and TOT revenues of $929,000. 3. Revamped the existing website and launched VisitBakersfield.com, a modern, dynamic site focused on positioning Bakersfield as an attractive meeting and tourist destination. Utilizing the latest search engine optimization techniques, more visitors are visiting the website than ever before. 4. Acquired a Customer Relationship Management module for the website that allows tracking and reporting on all Convention and Visitors Bureau (CVB) business and thus provides accountability. Staff is more efficient due to the automation of these processes. 5. Started an e-mail and direct mail campaign targeting meeting and sports events planners to educate and keep them up to date on Bakersfield’s sports and meetings. 6. Developed and implemented an effective public relations program, resulting in more than $47,000 worth of editorial coverage of Bakersfield as a destination and the CVB in twenty-four (24) local, regional and national media publications, with a focus on the meeting and sports trade publications. 7. Organized and promoted a tour of the Kern County Museum, Buena Vista Museum of Natural History, California Living Museum and the Bakersfield Museum of Art for the staff of local hotels. Sixty (60) employees from fourteen (14) hotels attended and can now better answer a visitor’s question, “What is there to do in Bakersfield?” The tour educated the first point of contact that most visitors have with the city, the hotel front desk staff. FY 2009-10 ACTION PLAN 192 6590 – Convention and Visitors Bureau continued 1. Build on contacts made last year to establish working relationships with meeting and event planners. 2. Continue to mine both locally and at trade shows the government, corporate and association meeting business to penetrate those markets emphasizing Bakersfield’s central location and affordability for meetings. 3. Review marketing plan and adjust as necessary. 4. Continue to build on positive relations with the local hotel community and present them with more opportunities to increase their business. FY 07-08 FY 08-09 FY 09-10 SERVICE LEVEL INDICATORS Actual Projected Adopted Respond to requests for information 1,144 1,258 1,200 Attend trade shows to promote Bakersfield as a convention, sports and meeting destination 1 9 10 Generate leads from groups considering Bakersfield as a convention destination N/A 90 100 Book new meetings, events, or conventions that have not been held recently in Bakersfield (Definite Business) N/A 10 20 Provide assistance for booking business not generated by the CVB (Assist Business) N/A 45 50 193 CONVENTION AND VISITORS BUREAU Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2007-08 2008-09 2008-09 2009-10 Personnel $0 $384,738 $384,350 $370,692 Operating $3,226 $496,193 $494,006 $432,958 Capital $0 $35,000 $63,830 $5,000 Total $3,226 $915,931 $942,186 $808,650 SOURCE OF FUNDS: T.O.T. Fund $3,226 $915,931 $942,186 $808,650 Total $3,226 $915,931 $942,186 $808,650 194 NON-DEPARTMENTAL 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 may also reflect the cost of benefits earned by current employees during the fiscal year. The GASB now requires all governmental agencies to recognize the cost of Other Post Employment Benefits (OPEB) as they are earned by employees rather than when the premium subsidies are paid • Elections -This item includes funds for the planning 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. • Park Development (NOR) – This item provides for the allocation of Park Development Fees collected by the City within the NOR Recreation and Parks District towards park acquisition and development by that agency. • Potential COLA Increases – Negotiations with various employee bargaining units are currently in process and have yet to be finalized. Funds have been set aside for the cost of living adjustments (COLAs) which may result from these negotiations. • Contingency -The Contingency fund is intended to cover unanticipated expenditures which the City Council decides to fund throughout the the fiscal year. 195 NON-DEPARTMENTAL Adopted Amended Adopted Actual Budget Budget Budget 2007-08 2008-09 2008-09 2009-10 Non-Departmental* $10,437,095 $18,281,617 $16,095,779 $8,771,155 Total $10,437,095 $18,281,617 $16,095,779 $8,771,155 SOURCE OF FUNDS: General Fund $6,686,350 $13,461,595 $8,473,473 $8,480,555 Development Servcs. Fund $478,800 $446,200 $446,200 $0 T.O.T. Fund $265,051 $157,600 $130,730 $150,600 Park Development (NOR) $2,771,766 $4,088,222 $4,088,222 $0 PFA -Operating Fund $0 $0 $229,154 $0 Redevelopment $112,803 $128,000 $728,000 $140,000 Equipment Management $0 $0 $2,000,000 $0 Assessment Districts $122,325 $0 $0 $0 Total $10,437,095 $18,281,617 $16,095,779 $8,771,155 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 196 ECONOMIC STIMULUS American Recovery and Reinvestment Act of 2009 (Federal Economic Stimulus Program) On February 17, 2009, President Barack Obama signed into law the American Recovery and Reinvestment Act (ARRA) of 2009. The ARRA was developed as a response to the national economic crisis, the likes of which has not been seen since the Great Depression. The ARRA has a stated goal of creating or saving more than 3.5 million jobs over the next two years. This goal is to be accomplished through significant nationwide investments in both the public and private sectors. This will include substantial investment in areas such as public infrastructure development, public safety and the development of renewable energy programs, to name just a few. ARRA funds will be distributed throughout the nation in two primary ways, through formula grants provided directly to various jurisdictions and through a competitive process where agencies compete nationwide for program funding. While the City has already been notified that it will receive funding through several formula based programs, it will take advantage of every opportunity to go after competitive funding where appropriate. In an effort to provide clear transparency and accountability with regards to ARRA resources, the City has set up separate funds in the budget designated specifically for ARRA revenues. Below is a summary of the formula funding that is included in the FY 2009-10 budget. Community Development Block Grant (CDBG) – ARRA provided $1.0 billion nationwide to support CDBG programs in entitlement communities. These funds are distributed on a formula basis and provide funding for activities that benefit low-and moderate-income individuals by addressing community development needs. Homelessness Prevention – ARRA provided $1.5 billion nationwide for homelessness prevention and rapid re-housing activities. These funds are distributed on a formula basis and must be used for short-term or medium-term rental assistance, housing relocations and stabilization services. Highway Infrastructure – ARRA provided $27.5 billion nationwide for highway infrastructure funding. These funds are distributed on a formula basis and may be used for any project eligible under the surface transportation program. Byrne JAG (Formula) – ARRA provided $2 billion nationwide for the Edward Byrne Memorial Justice Assistance Grant Program. These funds are distributed on a formula basis and allow local governments to support a broad range of activities to prevent and control crime and to improve the criminal justice system. Energy Efficiency and Conservation Block Grant – ARRA provided $3.2 billion nationwide for the Energy Efficiency and Conservation Block Grant Program. These funds are distributed both by formula and on a competitive basis and are designed to support a wide range of energy efficiency projects. These projects are to focus on implementing strategies to reduce energy use and improve energy efficiency among other goals. 197 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 ARRA FUNDING SUMMARY BY DEPARTMENT Project Fund Source 184 Homelessness Prevention 183 Byrne JAG 183 Byrne JAG 183 Byrne JAG 183 Byrne JAG Opertating Sub Total: EOK214 183 Energy Block Grant TOK222 183 Highway Infrastructure TOK223 183 Highway Infrastructure TOK224 183 Highway Infrastructure TOK225 183 Highway Infrastructure TOK226 183 Highway Infrastructure TOK227 183 CDBG CIP Sub Total: ARRA TOTAL: Project Title FY 2009-10 WWTP #3 Solar Project $3,040,700 Homeless Prevention Prog. $1,372,351 $830,773 Operating Budget Capital Improvements Budget Economic Development PVMT REHAB -Phase 4 $4,400,000 (Phase 3: Hughes Lane from White Lane to Planz Road; Wilson Road from White Lane to Planz Road; and Wible Road from Pacheco Road to White Lane) (Phase 2: Ashe Road from White Lane to Ming Ave) PVMT REHAB -Phase 3 $2,432,000 $3,040,700 PVMT REHAB -Phase 1 $1,772,000 PVMT REHAB -Phase 2 $1,850,000 (Phase 1: Mt. Vernon Ave from SR178 to University Ave) $897,462 $18,241,286 $16,038,162 $12,100,000 $1,372,351 Vehicular Equipment $420,000 Directed Policing $270,000 Police Department $2,203,124 PVMT REHAB -CDBG $897,462 Public Works (Phase 4: Ming Ave from Gosford Road to New Stine Road) (Coffee Road from Friant Kern Canal to Riverlakes Drive; and Coffee Road from Olive Drive to Norris Road, (the northbound lanes only)) PVMT REHAB -Phase 5 $1,646,000 Administrative Services $70,000 Training $70,773 198 CITY OF BAKERSFIELD FINANCIAL SUMMARY ARRA FEDERAL STIMULUS FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $0 $0 $0 $0 Revenues Intergovernmental 18,241,286 Total Revenues 18,241,286 Expenditures Personnel 270,000 Operating 1,513,124 Capital Outlay 420,000 Total Operating 2,203,124 Capital Improv. Projects 16,038,162 Total Expenditures 18,241,286 Fund Balance -June 30 $0 $0 $0 $0 199 THIS PAGE INTENTIONALLY LEFT BLANK 200 SPECIAL FUNDS Special Revenue Funds These funds account for the proceeds of specific revenue sources that are legally restricted to expenditure for specific purposes. • Community Development Block Grant Fund -Used to account for resources provided by the Federal Housing and Community Development Act of 1974 for the elimination of slums and blight, housing conservation, and improvements of community services. • HOME Investment Partnership Program Fund -Used to account for resources provided by Federal Housing and Urban Development for a wide range of activities that buy, build and rehabilitate affordable housing opportunities for rent or home ownership for low-income citizens. • Neighborhood Stabilization Program Fund – Used to account for resources provided by the Federal Housing and Urban Development to aid in purchase of foreclosed or abandoned homes and to rehabilitate, resell, or develop these homes in order to stabilize neighborhoods and stem the decline of house values of neighboring homes. The program is authorized under Title III of the Housing and Economic Recovery Act of 2008. • 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 (12) specific projects identified in the federal program award, including the North Beltway, West Beltway, State Route 178 and the Centennial Corridor projects. • State (TDA) Transportation Fund -Used to account for the City's allocation of 1/4 percent of sales tax authorized by SB 325 Transportation Development Act (TDA) and State Grants for operation of an Amtrak Station. • State Gas Tax Fund -Used to account for the City's share, based upon population, of state gasoline taxes. State law requires these gasoline taxes be used to maintain streets or for major street construction. • Traffic Safety Fund -Used to account for the City's share of traffic fine resources which are transferred to the General Fund to assist in funding the cost of traffic safety and traffic control devices, and the cost of the red light enforcement program. 201 Special Revenue Funds continued • Supplemental Law Enforcement Safety Fund -Used to account for the City’s share, based upon population of the Supplemental Law Enforcement Block Grant commencing with the State’s 1996-97 fiscal year and other categorical public safety grants. • Transient Occupancy Tax Fund -Established in July 1998 to account for the general revenues provided by a 12 percent room tax (M.C. 3.40) and the operation and debt obligations related to Rabobank Arena complex and ice rink. Activities include funding for the Greater Bakersfield Convention and Visitors Bureau. 202 CITY OF BAKERSFIELD FINANCIAL SUMMARY COMMUNITY DEVELOPMENT BLOCK GRANT FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $1,640,405 $66,537 $66,537 $147,899 Revenues Intergovernmental Revenue 4,170,864 3,451,020 8,729,424 3,503,385 Miscellaneous Revenue 215,101 20,000 20,000 20,000 Total Revenues 4,385,965 3,471,020 8,749,424 3,523,385 Expenditures Personnel 467,971 603,086 603,086 523,588 Operating 1,010,126 945,655 3,652,460 1,042,071 Total Operating 1,478,097 1,548,741 4,255,546 1,565,659 Capital Improv. Projects 4,081,252 1,438,600 4,010,199 1,613,951 Total Expenditures 5,559,349 2,987,341 8,265,745 3,179,610 Transfers Transfers out (400,484) (402,317) (402,317) (404,034) Fund Balance -June 30 $66,537 $147,899 $147,899 $87,640 203 CITY OF BAKERSFIELD FINANCIAL SUMMARY HOME INVESTMENT PARTNERSHIP PROGRAM FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $52,158 $295,563 $295,563 $716,799 Revenues Intergovernmental Revenue 1,038,298 1,520,998 10,984,994 1,704,473 Miscellaneous Revenue 387,191 150,000 150,000 150,000 Total Revenues 1,425,489 1,670,998 11,134,994 1,854,473 Expenditures Personnel 158,326 157,418 157,418 158,848 Operating 1,023,758 1,092,345 8,921,340 1,683,228 Total Operating 1,182,084 1,249,763 9,078,758 1,842,076 Capital Improv. Projects 1,635,000 Total Expenditures 1,182,084 1,249,763 10,713,758 1,842,076 Fund Balance -June 30 $295,563 $716,798 $716,799 $729,196 204 CITY OF BAKERSFIELD FINANCIAL SUMMARY NEIGHBORHOOD STABILIZATION PROGRAM Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $0 $0 $0 $0 Revenues Intergovernmental Revenue 8,982,836 8,982,836 Total Revenues 8,982,836 8,982,836 Expenditures Personnel Operating 5,975,106 5,975,106 Capital Outlay 3,007,730 3,007,730 Total Expenditures 8,982,836 8,982,836 Fund Balance -June 30 $0 $0 $0 $0 205 CITY OF BAKERSFIELD FINANCIAL SUMMARY FEDERAL TRANSPORTATION FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $198,707 $430,477 $430,477 $520,377 Revenues Intergovernmental Revenue 17,934,636 167,243,152 196,515,225 5,242,550 Charges for Services 45,600 45,600 8,500 Miscellaneous Revenue 148,115 81,400 Total Revenues 18,128,351 167,288,752 196,605,125 5,242,550 Capital Improv. Projects 17,896,581 167,243,152 196,515,225 5,242,550 Total Expenditures 17,896,581 167,243,152 196,515,225 5,242,550 Fund Balance -June 30 $430,477 $476,077 $520,377 $520,377 206 CITY OF BAKERSFIELD FINANCIAL SUMMARY THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $157,308 ($37,977) ($37,977) $0 Revenues Intergovernmental Revenue 16,450,790 76,961,207 11,066,250 Total Revenues 16,450,790 0 76,961,207 11,066,250 Expenditures Capital Improv. Projects 16,646,075 76,923,230 11,066,250 Total Expenditures 16,646,075 0 76,923,230 11,066,250 Transfers Transfers in 157,308 Fund Balance -June 30 ($37,977) ($37,977) $0 $0 207 CITY OF BAKERSFIELD FINANCIAL SUMMARY STATE TRANSPORTATION FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $0 ($8,491) ($2,731) $0 Revenues Intergovernmental 157,371 274,800 578,465 286,248 Miscellaneous Revenue 8,424 5,000 2,000 2,000 Total Revenues 165,795 279,800 580,465 288,248 Expenditures Operating 168,526 279,800 286,240 288,248 Capital Improv. Projects 291,494 Total Expenditures 168,526 279,800 577,734 288,248 Fund Balance -June 30 ($2,731) ($8,491) $0 $0 208 CITY OF BAKERSFIELD FINANCIAL SUMMARY GAS TAX FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $5,200,969 $1,125,781 $3,803,275 $1,890,172 Revenues Intergovernmental Revenue 5,305,202 10,934,515 12,120,515 5,585,000 Fines & Forfeits 213,367 30,000 25,000 25,000 Miscellaneous Revenue 261,141 75,400 92,900 78,500 Total Revenues 5,779,710 11,039,915 12,238,415 5,688,500 Expenditures Personnel 1,133,123 1,127,650 1,127,650 1,214,319 Operating 3,099,239 3,514,721 3,844,483 3,239,935 Capital Outlay 36,003 30,000 30,000 37,500 Total Operating 4,268,365 4,672,371 5,002,133 4,491,754 Capital Improv. Projects 2,909,039 7,017,750 9,149,385 2,296,504 Total Expenditures 7,177,404 11,690,121 14,151,518 6,788,258 Fund Balance -June 30 $3,803,275 $475,575 $1,890,172 $790,414 209 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRAFFIC SAFETY FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $33,907 $27,331 $27,331 $249,031 Revenues Charges for Services 276,960 234,000 275,000 275,000 Fines and Forfeits 1,015,992 1,100,000 1,100,000 1,100,000 Miscellaneous Revenue 5,255 1,000 1,000 Total Revenues 1,298,207 1,335,000 1,376,000 1,375,000 Expenditures Operating 424,208 454,300 454,300 465,000 Total Expenditures 424,208 454,300 454,300 465,000 Transfers Transfers out (880,575) (700,000) (700,000) (900,000) Fund Balance -June 30 $27,331 $208,031 $249,031 $259,031 210 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUPPLEMENTAL LAW ENFORCEMENT SAFETY FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $926,282 $13,341 $929,477 $411,543 Revenues Intergovernmental 621,509 812,050 655,125 Miscellaneous Revenue 69,008 10,000 Total Revenues 690,517 812,050 665,125 Expenditures Personnel 50,618 50,000 50,000 Operating 68,923 262,050 304,331 Capital Outlay 114,546 (45,127) 808,928 Total Operating 234,087 266,923 1,163,259 Capital Improv. Projects 453,235 19,800 Total Expenditures 687,322 266,923 1,183,059 Fund Balance -June 30 $929,477 $558,468 $411,543 $411,543 211 CITY OF BAKERSFIELD FINANCIAL SUMMARY METROPOLITIAN MEDICAL RESPONSE SYSTEM Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $0 $2,771 $2,771 $0 Revenues Intergovernmental 86,025 Miscellaneous Revenue 2,771 161,487 Total Revenues 88,796 161,487 Expenditures Operating 70,960 129,323 Capital Outlay 15,065 34,935 Total Operating 86,025 164,258 Total Expenditures 86,025 164,258 Fund Balance -June 30 $2,771 $2,771 $0 $0 212 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSIENT OCCUPANCY TAX Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $2,030,345 $1,257,197 $1,663,439 $1,188,148 Revenues Taxes 7,749,531 7,745,000 7,535,000 7,400,000 Charges for Services 6,580,564 5,980,659 5,980,659 5,932,630 Miscellaneous Revenue 1,333,546 1,262,000 1,262,000 1,250,000 Total Revenues 15,663,641 14,987,659 14,777,659 14,582,630 Expenditures Personnel 3,676,850 3,684,232 3,684,232 3,930,965 Operating 3,894,432 3,889,946 4,282,567 3,915,257 Capital Outlay 42,115 63,830 77,451 5,000 Capital Leases 3,141,150 3,208,700 3,208,700 3,142,950 Total Expenditures 10,754,547 10,846,708 11,252,950 10,994,172 Transfers Transfers out (5,276,000) (4,000,000) (4,000,000) (4,100,000) Transfers out (5,276,000) (4,000,000) (4,000,000) (4,100,000) Fund Balance -June 30 $1,663,439 $1,398,148 $1,188,148 $676,606 Tax Receivable Reserve $600,000 $600,000 $600,000 $600,000 Unreserved 1,063,439 798,148 588,148 76,606 Total $1,663,439 $1,398,148 $1,188,148 $676,606 Analysis of Fund Balance 213 Internal Service Funds These funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit on a cost-reimbursement basis. • Equipment Management Fund -Used to account for the cost of maintenance, purchase and replacement of vehicular equipment and other equipment including mowers, communications, copiers and computers used by all City departments. Such costs are billed to the departments via established rates, which are based upon actual maintenance and replacement costs. • Self-Insurance Fund -Used to account for the cost of operating a self-insurance program as follows: The City is self-insured for workers’ compensation for the first $500,000 of each accident or occurrence and is a member of California Public Entity Insurance Authority for excess coverage to protect against catastrophic losses. Funding for this program is provided by allocations from various City programs. The City is self-insured for general 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. 214 CITY OF BAKERSFIELD FINANCIAL SUMMARY EQUIPMENT MANAGEMENT FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $25,141,277 $14,744,923 $19,650,251 $14,074,870 Revenues Intergovernmental Revenue 500,000 500,000 Charges for Services 22,392,848 23,197,045 23,197,045 22,242,906 Miscellaneous Revenue 1,625,816 1,353,805 1,353,805 400,000 Total Revenues 24,018,664 25,050,850 25,050,850 22,642,906 Expenditures Personnel 4,827,118 4,842,763 4,842,763 4,935,840 Operating 17,442,184 13,415,840 14,156,979 11,480,058 Capital Outlay 10,868,098 7,381,401 11,545,589 1,865,900 Total Operating 33,137,400 25,640,004 30,545,331 18,281,798 Capital Improv. Projects 140,000 140,000 Total Expenditures 33,137,400 25,780,004 30,685,331 18,281,798 Tranfers Transfers in 3,627,710 59,100 59,100 Transfers In 3,627,710 59,100 59,100 Fund Balance -June 30 $19,650,251 $14,074,869 $14,074,870 $18,435,978 215 CITY OF BAKERSFIELD FINANCIAL SUMMARY SELF INSURANCE FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $6,567,609 $7,303,390 $7,324,326 $8,396,066 Revenues Charges for Services 10,279,802 9,819,930 9,819,930 8,470,953 Miscellaneous Revenue 1,837,759 600,000 600,000 500,000 Total Revenues 12,117,561 10,419,930 10,419,930 8,970,953 Expenditures Personnel 1,799,528 2,549,118 2,549,118 2,489,774 Operating 9,560,099 6,778,136 6,799,072 6,722,089 Capital 1,217 Total Expenditures 11,360,844 9,327,254 9,348,190 9,211,863 Transfers Transfers out (403,052) Fund Balance -June 30 $7,324,326 $8,396,066 $8,396,066 $8,155,156 216 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. 217 CITY OF BAKERSFIELD FINANCIAL SUMMARY ASSESSMENT DISTRICTS FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $54,606,088 $20,437,405 $39,144,575 $22,182,954 Revenues Taxes and Assessments 9,092,395 8,748,431 8,748,431 8,268,763 Charges for Services 16,897 Miscellaneous Revenue 1,760,025 100,000 100,000 Other Financing Sources 4,825,000 Total Revenues 15,694,317 8,848,431 8,848,431 8,268,763 Expenditures Operating 355,358 289,297 289,297 347,000 Debt Service 9,126,285 11,599,904 12,001,604 13,651,335 Total Operating 9,481,643 11,889,201 12,290,901 13,998,335 Capital Improv. Projects 21,674,187 (4,421,272) 13,519,151 0 Total Expenditures 31,155,830 7,467,929 25,810,052 13,998,335 Fund Balance -June 30 $39,144,575 $21,817,907 $22,182,954 $16,453,382 218 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. 219 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $18,639,687 $6,900,025 $26,594,128 $5,409,251 Revenues Intergovernmental 228,536 314,052 2,314,052 Charges for Service 174,799 360,823 Fines & Forfeits 331,078 331,078 Miscellaneous Revenue 1,680,211 379,154 379,154 100,000 Total Revenues 2,083,546 1,024,284 3,385,107 100,000 Expenditures Capital Improv. Projects 10,820,105 8,015,059 30,069,984 4,603,618 Total Expenditures 10,820,105 8,015,059 30,069,984 4,603,618 Tranfers Transfers in 16,691,000 5,500,000 5,500,000 4,100,000 Fund Balance -June 30 $26,594,128 $5,409,250 $5,409,251 $5,005,633 Facilities Reserve $3,000,000 $5,000,000 $5,000,000 $5,000,000 Unreserved 23,594,128 409,250 409,251 5,633 Total $26,594,128 $5,409,250 $5,409,251 $5,005,633 Analysis of Fund Balance 220 CITY OF BAKERSFIELD FINANCIAL SUMMARY RECREATION FACILITIES FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 ($8,773) $0 $0 $0 Revenues Intergovernmental 1,422,700 3,072,700 Miscellaneous 8,773 Total Revenues 8,773 1,422,700 3,072,700 Expenditures Capital Improv. Projects 1,422,700 3,072,700 Total Expenditures 1,422,700 3,072,700 Fund Balance -June 30 $0 $0 $0 $0 221 CITY OF BAKERSFIELD FINANCIAL SUMMARY PARK IMPROVEMENT FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $9,246,153 $4,704,784 $11,052,407 $5,009,784 Revenues Assessments 5,700,405 6,304,222 5,108,222 1,100,000 Miscellaneous Revenue 5 31,979 150,000 150,000 100,000 Total Revenues 6,232,384 6,454,222 5,258,222 1,200,000 Expenditures Operating 2,781,766 4,103,222 4,103,222 Debt Service 287,627 3,099,501 Total Operating 3,069,393 4,103,222 7,202,723 Capital Improv. Projects 1,356,737 850,000 4,098,122 835,000 Total Expenditures 4,426,130 4,953,222 11,300,845 835,000 Fund Balance -June 30 $11,052,407 $6,205,784 $5,009,784 $5,374,784 222 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSPORTATION DEVELOPMENT FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $35,383,141 $8,004,727 $35,260,176 $12,537,150 Revenues Intergovernmental 5,525,461 40,000 Charges for Service 249,745 100,000 200,000 200,000 Assessments 12,794,356 10,035,000 8,370,000 6,000,000 Miscellaneous 1,775,437 400,000 406,800 400,000 Total Revenues 20,344,999 10,535,000 9,016,800 6,600,000 Expenditures Personnel 341,919 307,368 307,368 329,150 Operating 42,645 27,257 27,257 28,009 Capital Outlay 5,997 Total Operating 390,561 334,625 334,625 357,159 Capital Improv. Projects 12,690,415 26,405,201 2,018,022 Total Expenditures 13,080,976 334,625 26,739,826 2,375,181 Transfers Transfers In 3,244,470 Transfers out (7,386,988) (5,000,000) (5,000,000) (19,000,000) Transfers out (7,386,988) (5,000,000) (5,000,000) (15,755,530) Fund Balance -June 30 $35,260,176 $13,205,102 $12,537,150 $1,006,439 223 CITY OF BAKERSFIELD FINANCIAL SUMMARY TDF TRIP LOCAL MATCH Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $9,712,990 $1,470,296 $15,204,023 $5,590,413 Revenues Intergovernmental 161,667 161,667 161,667 Charges for Service 25,035 141,975 141,975 Miscellaneous 463,761 Total Revenues 650,463 303,642 303,642 -Expenditures Personnel 613,073 767,945 767,945 838,276 Operating 424,849 415,580 419,308 408,435 Capital Outlay 5,969 Total Operating 1,043,891 1,183,525 1,187,253 1,246,711 Capital Improv. Projects 1,345,219 13,729,999 18,433,750 Total Expenditures 2,389,110 1,183,525 14,917,252 19,680,461 Transfers Transfers In 7,229,680 5,000,000 5,000,000 19,000,000 Fund Balance -June 30 $15,204,023 $5,590,413 $5,590,413 $4,909,952 224 CITY OF BAKERSFIELD FINANCIAL SUMMARY PUBLIC FINANCING AUTHORITY Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $375,191 $389,392 $495,921 $0 Revenues Charges for Service 1,205,998 1,135,781 1,135,781 Miscellaneous Revenue 15,614 Total Revenues 1,221,612 1,135,781 1,135,781 Expenditures Operating 3,921 243,413 243,413 Total Expenditures 3,921 243,413 243,413 Transfers Transfers Out (1,203,490) (1,388,289) (1,388,289) Fund Balance -June 30 $389,392 ($106,529) $0 $0 OPERATING FUND 225 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. 226 CITY OF BAKERSFIELD FINANCIAL SUMMARY PUBLIC FINANCING AUTHORITY DEBT SERVICE FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $2,100,379 $2,270,952 $2,102,186 $0 Revenues Miscellaneous Revenue 145,438 144,625 144,625 Total Revenues 145,438 144,625 144,625 -Expenditures Debt Service 1,347,121 3,535,100 3,535,100 Total Expenditures 1,347,121 3,535,100 3,535,100 -Transfers Transfers in 1,203,490 1,288,289 1,288,289 Fund Balance -June 30 $2,102,186 $168,766 $0 $0 Debt service reserve $2,225,000 $2,225,000 $2,225,000 $0 Unreserved (122,814) (2,056,234) (2,225,000) Total $2,102,186 $168,766 $0 $0 Analysis of Fund Balance 227 CITY OF BAKERSFIELD FINANCIAL SUMMARY MUNICIPAL IMPROVEMENT DEBT SERVICE FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $0 $0 $0 $0 Revenues Miscellaneous 77,488 78,416 78,416 79,132 Total Revenues 77,488 78,416 78,416 79,132 Expenditures Debt Service 477,972 480,733 480,733 483,166 Total Expenditures 477,972 480,733 480,733 483,166 Transfers Transfers In 400,484 402,317 402,317 404,034 Fund Balance -June 30 $0 $0 $0 $0 228 Principal Interest Total General Fund-Compensated Absences -Accrued-Sick Leave and Vacation -Estimate 6,400,000 6,400,000 Transient Occupancy Tax Fund-Convention Center -Arena Projects Series 2006A -Refunding COP 22,005,000 7,467,525 29,472,525 Series 2006B -Refunding COP 8,225,000 3,111,276 11,336,276 Community Development Block Grant Fund-HUD Section 108 Loans, 2003 ($4.1 m) 3,348,000 1,391,542 4,739,542 HUD Section 108 Loans, 2003 ($0.8 m) 666,000 301,516 967,516 HUD Section 108 Loans, 2003 ($1.0 m) 847,000 393,412 1,240,412 Wastewater Treatment Fund: State Water Resources Loan 9,025,514 1,805,146 10,830,660 Sewer Revenue Bonds, 2007A 190,695,000 147,656,393 338,351,393 Sewer Revenue Bonds, 2007B 43,730,000 42,316,239 86,046,239 Domestic Water Fund-State Water Conservation Loan, 1997 976,565 127,702 1,104,267 California Water Co. (Beardsley Canal) 537,805 77,982 615,787 Bakersfield Redevelopment Agency: Property Tax Abatement Contracts: Chamber of Commerce 1,691 1,691 Bentley Partnership 24,936 24,936 Specialty Trim and Awning 3,934 3,934 California Housing Finance Authority: Southeast Infill Housing Loan, 2001 500,000 150,000 650,000 Downtown Park Cottages Loan, 2002 763,835 58,134 821,969 Citywalk Project 1,325,052 133,148 1,458,200 "Q" Street Apartments 1,075,088 91,472 1,166,560 The Village @Baker Street 1,000,000 126,426 1,126,426 Creek View Village 1,000,000 91,773 1,091,773 Centennial Garden Reimb. 1997 15,600,000 15,600,000 HUD Section 108 Loans, Millcreek South 3,614,000 1,998,229 5,612,229 HUD Section 108 Loans, Fire Station 6 1,600,000 921,834 2,521,834 I Bank -Millcreek 10,000,000 5,478,618 15,478,618 Special Assessment Districts (28) 80,450,000 40,385,343 120,835,343 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT OUTSTANDING June 30, 2009 229 Principal Interest Fiscal Charges Total Transient Occupancy Tax Fund-Convention Center -Arena Projects 1,765,000 1,377,950 3,142,950 Community Development Block Grant Fund-HUD Section 108 Loans, 2003 239,000 244,166 483,166 Wastewater Treatment Fund: State Water Resources Loan 752,126 150,429 902,555 Sewer Revenue Bonds, 2007A 1,100,000 9,389,840 15,000 10,504,840 Sewer Revenue Bonds, 2007B 1,749,200 99,100 1,848,300 Domestic Water Fund-State Water Conservation Loan, 1997 258,575 55,663 314,238 Mainline Extenstion Reimbursement 755,000 755,000 Bakersfield Redevelopment Agency: Property Tax Abatement Contracts: Chamber of Commerce 4,500 4,500 Bentley Partnership 8,000 8,000 Specialty Trim and Awning 1,500 1,500 California Housing Finance Authority: Downtown Park Cottages Loan, 2002 183,675 21,818 205,493 Citywalk Project 257,300 34,340 291,640 Village at Baker Street 130,000 30,000 160,000 Creek View Village 130,000 30,000 160,000 Centennial Garden Reimb. 1997 1,200,000 1,200,000 RDA -2006 Arena COPS Series A 1,285,000 981,750 6,500 2,273,250 RDA -2006 Arena COPS Series AB 480,000 396,200 7,000 883,200 HUD Section 108 Loans, Millcreek South 140,000 189,802 329,802 HUD Section 108 Loans, Fire Station 6 58,000 85,129 143,129 I Bank -Millcreek 217,385 307,620 30,000 555,005 RDA Reimbursement to City 36,000 43,132 79,132 RDA 2009 Tab -Series B 75,000 222,865 297,865 RDA 2009 Tab -Series C 55,000 287,730 342,730 RDA 2009 Tab -Series D 185,000 975,175 1,160,175 Special Assessment Districts (27) 3,720,000 4,258,235 13,249,635 Total Debt Service 39,296,105 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT MATURITIES FISCAL YEAR 2009-10 230 ENTERPRISE FUNDS Enterprise Funds These funds account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs (including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where the governing body has decided that periodic determination of net income is appropriate for accountability purposes. • Wastewater Treatment Fund -Used to account for the provision of sewer service to the residents of the City and some residents of the County. This fund also accounts for the activities related to the debt issues which provided for the Wastewater Treatment Facilities. • Sewer Connection Fund -Used to account for connection fees dedicated to debt service and capital projects. • Refuse Service Fund -Used to account for the collection and disposal of solid waste within the City. All activities necessary to provide such services are accounted for in this fund. • Sanitary Landfill Cap (Landfill Closure) Fund -Used to account for the resources dedicated to capping a closed landfill. • Agricultural Water Fund -Used to account for the provision of water service restricted primarily to agricultural purposes to users within the City and some users within the County (some Kern River water is exchanged for California State Aqueduct water for domestic water purposes.) All activities necessary to provide such service are accounted for in this fund. • Domestic Water Fund -Used to account for the provision of water service to some residents of the City and the County. All activities necessary to provide such service are accounted for in this fund. • Airpark Fund -Used to account for the acquisition and operation of the 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. 231 CITY OF BAKERSFIELD FINANCIAL SUMMARY WASTEWATER TREATMENT FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $55,939,422 $28,692,064 $205,113,682 $35,821,115 Revenues Intergovernmental Revenue Charges for Services 22,319,003 26,822,400 26,097,000 28,065,625 Fines & Forfeits 1,492,127 Miscellaneous Revenue 12,935,246 4,899,637 7,716,037 1,330,785 Other Financing Sources 243,363,696 Total Revenues 280,110,072 31,722,037 33,813,037 29,396,410 Expenditures Personnel 4,663,251 4,930,570 4,930,570 5,010,473 Operating 16,029,610 6,661,052 6,937,275 5,859,147 Capital Outlay 84,170 71,800 110,465 82,600 Debt Service 14,051,004 11,993,263 11,993,263 13,255,695 Total Operating 34,828,035 23,656,685 23,971,573 24,207,915 Capital Improv. Projects 106,520,332 9,008,800 185,115,531 7,290,300 Total Expenditures 141,348,367 32,665,485 209,087,104 31,498,215 Transfers Transfers in 10,412,555 22,000,000 22,000,000 12,000,000 Transfers out (16,018,500) (16,018,500) 16,018,500) (8,000,000) Transfers in 10,412,555 5,981,500 5,981,500 4,000,000 Fund Balance -June 30 $205,113,682 $33,730,116 $35,821,115 $37,719,310 Debt Service Reserve $10,000,000 $12,000,000 $12,000,000 $14,000,000 Capital Reserve 186,000,000 6,000,000 6,000,000 6,000,000 Unreserved 9,113,682 15,730,116 17,821,115 17,719,310 Total $205,113,682 $33,730,116 $35,821,115 $37,719,310 Analysis of Fund Balance 232 CITY OF BAKERSFIELD FINANCIAL SUMMARY SEWER CONNECTION FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $4,499,091 $1,937,574 $1,937,574 $575,227 Revenues Taxes 27,565 17,000 61,000 26,000 Charges for Services 7,471,096 5,792,075 4,526,653 4,168,472 Miscellaneous Revenue 352,377 100,000 50,000 50,000 Total Revenues 7,851,038 5,909,075 4,637,653 4,244,472 Transfers Transfers Out (10,412,555) (6,000,000) (6,000,000) (4,000,000) Fund Balance -June 30 $1,937,574 $1,846,649 $575,227 $819,699 233 CITY OF BAKERSFIELD FINANCIAL SUMMARY REFUSE SERVICE FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $17,649,608 $6,640,444 $7,392,090 $6,365,861 Revenues Intergovernmental Revenue 2,820,560 3,592,650 3,311,700 1,964,600 Charges for Services 36,700,379 37,781,595 36,545,200 35,240,800 Miscellaneous Revenue 862,066 450,000 362,000 283,000 Total Revenues 40,383,005 41,824,245 40,218,900 37,488,400 Expenditures Personnel 9,510,998 9,274,552 9,274,552 9,749,448 Operating 27,579,208 28,549,058 28,682,772 26,983,959 Capital Outlay 160,395 2,462,000 2,630,651 811,960 Total Operating 37,250,601 40,285,610 40,587,975 37,545,367 Capital Improv. Projects 1,565,776 175,000 657,154 Total Expenditures 38,816,377 40,460,610 41,245,129 37,545,367 Transfers Transfers out (11,824,146) Fund Balance -June 30 $7,392,090 $8,004,079 $6,365,861 $6,308,894 Cart Replacement Reserve $3,404,000 $4,058,000 $4,058,000 $4,058,000 Unreserved 3,988,090 3,946,079 2,307,861 2,250,894 Total $7,392,090 $8,004,079 $6,365,861 $6,308,894 Analysis of Fund Balance 234 CITY OF BAKERSFIELD FINANCIAL SUMMARY LANDFILL CLOSURE FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $5,039,229 $1,453,070 $5,113,759 $1,453,070 Revenues Intergovernmental Revenue 2,598,210 Miscellaneous Revenue 235,317 Total Revenues 235,317 2,598,210 Expenditures Capital Improv. Projects 160,787 6,258,899 Total Expenditures 160,787 6,258,899 Fund Balance -June 30 $5,113,759 $1,453,070 $1,453,070 $1,453,070 235 CITY OF BAKERSFIELD FINANCIAL SUMMARY AGRICULTURAL WATER FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $3,524,326 $2,144,863 $2,653,109 $3,241,626 Revenues Charges for Services 4,940,254 5,792,000 5,866,500 5,250,000 Miscellaneous Revenue 1,151,676 50,000 260,000 50,000 Total Revenues 6,091,930 5,842,000 6,126,500 5,300,000 Expenditures Personnel 1,817,655 1,771,249 1,771,249 1,836,162 Operating 3,501,262 2,527,287 2,535,113 2,844,651 Capital Outlay 13,506 2,700 2,700 2,500 Debt Service 1,040,000 Total Operating 6,372,423 4,301,236 4,309,062 4,683,313 Capital Improv. Projects 1,530,724 700,000 1,200,421 90,000 Total Expenditures 7,903,147 5,001,236 5,509,483 4,773,313 Tranfers Transfers in 1,040,000 Transfers out (100,000) (28,500) (28,500) Net Transfers 940,000 (28,500) (28,500) Fund Balance -June 30 $2,653,109 $2,957,127 $3,241,626 $3,768,313 236 CITY OF BAKERSFIELD FINANCIAL SUMMARY DOMESTIC WATER FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $22,380,447 $11,561,681 $22,122,964 $10,240,614 Revenues Intergovernmental Charges for Services 21,003,869 22,820,000 22,710,000 23,080,000 Miscellaneous Revenue 1,179,297 520,000 815,000 660,000 Total Revenues 22,183,166 23,340,000 23,525,000 23,740,000 Expenditures Personnel 395,020 545,295 545,295 681,762 Operating 15,968,735 14,246,534 14,289,719 15,210,994 Capital 20,000 Debt Service 779,539 794,238 794,238 1,069,238 Total Operating 17,143,294 15,586,067 15,629,252 16,981,994 Capital Improv. Projects 4,177,355 9,260,000 19,778,098 5,110,000 Total Expenditures 21,320,649 24,846,067 35,407,350 22,091,994 Transfers Transfers Out (1,120,000) Fund Balance -June 30 $22,122,964 $10,055,614 $10,240,614 $11,888,620 237 CITY OF BAKERSFIELD FINANCIAL SUMMARY AIRPARK FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $598,008 $309,345 $384,709 $270,639 Revenues Intergovernmental Revenues 117,419 150,000 1,591,916 160,000 Charges for Services 204,343 216,400 241,200 243,200 Miscellaneous Revenue 28,243 5,400 5,500 5,500 Total Revenues 350,005 371,800 1,838,616 408,700 Expenditures Personnel 36,228 53,549 53,549 58,926 Operating 268,113 118,857 118,857 110,057 Total Operating 304,341 172,406 172,406 168,983 Capital Improv. Projects 258,963 273,000 1,780,280 268,000 Total Expenditures 563,304 445,406 1,952,686 436,983 Fund Balance -June 30 $384,709 $235,739 $270,639 $242,356 238 CITY OF BAKERSFIELD FINANCIAL SUMMARY OFFSTREET PARKING FUND Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $101,807 $115,659 $115,659 $82,420 Revenues Charges for Services 102,425 90,650 85,650 72,150 Miscellaneous Revenue 4,475 3,500 3,500 1,500 Total Revenues 106,900 94,150 89,150 73,650 Expenditures Personnel 56,572 57,272 57,272 60,366 Operating 33,926 60,117 60,117 59,920 Capital Outlay 2,550 5,000 5,000 5,000 Total Expenditures 93,048 122,389 122,389 125,286 Fund Balance -June 30 $115,659 $87,420 $82,420 $30,784 239 THIS PAGE INTENTIONALLY LEFT BLANK 240 REDEVELOPMENT FUNDS 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%) of Tax Increment Revenue set aside for low-and moderate-income 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. 241 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND DOWNTOWN PROJECT AREA Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $794,855 $654,914 $877,522 $444,306 Revenues Taxes 2,076,500 1,788,000 1,982,000 1,932,100 Intergovernmental Revenue 371 500 500 500 Miscellaneous Revenue 43,216 10,000 10,000 10,000 Total Revenues 2,120,087 1,798,500 1,992,500 1,942,600 Expenditures Operating 82,564 198,108 210,358 176,560 Total Operating 82,564 198,108 210,358 176,560 Capital Improv. Projects 250,000 250,000 Total Expenditures 82,564 646,216 670,716 176,560 Transfers Transfers Out (1,954,856) (1,755,000) (1,755,000) (1,716,525) Fund Balance -June 30 $877,522 $52,198 $444,306 $493,821 242 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND OLD TOWN KERN-PIONEER Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $1,915,628 $663,584 $2,030,535 $484,767 Revenues Taxes 2,274,221 1,870,800 2,198,300 2,097,100 Intergovernmental Revenue 10,159 5,000 12,000 12,000 Miscellaneous Revenue 102,108 50,000 25,000 25,000 Other Financing Sources 813,595 Total Revenues 3,200,083 1,925,800 2,235,300 2,134,100 Expenditures Personnel 91,500 271,434 271,434 Operating 968,083 740,200 1,009,555 143,100 Capital Outlay 5,158 44,000 364,993 Total Operating 973,241 875,700 1,645,982 414,534 Capital Improv. Projects 835,447 50,000 646,670 850,000 Total Expenditures 1,808,688 925,700 2,292,652 1,264,534 Transfers Transfers Out (1,276,488) (1,488,416) (1,488,416) (1,345,217) Fund Balance -June 30 $2,030,535 $175,268 $484,767 $9,116 243 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND SOUTHEAST PROJECT AREA Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $4,302,510 $1,156,119 $6,536,805 $449,807 Revenues Taxes 3,659,589 3,226,500 3,666,900 3,381,000 Intergovernmental Revenue 50,104 45,000 45,000 51,800 Charges for Services 4,500 Miscellaneous Revenue 248,264 75,000 75,000 50,000 Other Financing Sources 3,750,000 Total Revenues 7,712,457 3,346,500 3,786,900 3,482,800 Expenditures Personnel 72,000 72,000 222,501 Operating 322,138 1,498,562 2,420,766 300,912 Capital Outlay 3,422,770 (1,935,805) 1,628,328 800,000 Total Operating 3,744,908 (365,243) 4,121,094 1,323,413 Capital Improv. Projects 288,702 1,200,000 2,094,348 800,000 Total Expenditures 4,033,610 834,757 6,215,442 2,123,413 Transfers Transfers Out (1,444,552) (3,658,456) (3,658,456) (1,789,546) Fund Balance -June 30 $6,536,805 $9,406 $449,807 $19,648 244 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND DOWNTOWN PROJECT AREA Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $849,352 $539,517 $1,359,867 $480,424 Revenues Miscellaneous Revenue 36,008 10,000 10,000 10,000 Total Revenues 36,008 10,000 10,000 10,000 Expenditures Operating 70,000 400,000 1,220,350 Total Expenditures 70,000 400,000 1,220,350 Transfers Transfers In 750,000 536,400 536,400 490,525 Transfers Out (205,493) (205,493) (205,493) (437,533) Transfers In /Out 544,507 330,907 330,907 52,992 Fund Balance -June 30 $1,359,867 $480,424 $480,424 $543,416 245 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND OLD TOWN KERN-PIONEER Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $754,286 $498,034 $1,477,808 $278,034 Revenues Miscellaneous 23,749 10,000 10,000 10,000 Other Financing Sources 2,000,000 2,000,000 Total Revenues 23,749 2,010,000 2,010,000 10,000 Expenditures Operating 3,300,000 4,160,000 300,000 Capital Outlay 499,227 119,774 Total Expenditures 499,227 3,300,000 4,279,774 300,000 Transfers Transfers In 1,199,000 1,070,000 1,070,000 527,300 Transfers Out (508,050) Transfers In /Out 1,199,000 1,070,000 1,070,000 19,250 Fund Balance -June 30 $1,477,808 $278,034 $278,034 $7,284 246 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND SOUTHEAST PROJECT AREA Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $2,521,935 ($1,211,873) $2,545,029 $723,127 Revenues Miscellaneous 333,386 550,000 540,000 530,000 Other Financing Sources 1,000,000 2,000,000 2,000,000 Total Revenues 1,333,386 2,550,000 2,540,000 530,000 Expenditures Operating 274,438 2,900,000 5,122,855 840,000 Capital Outlay 1,965,854 (200,000) 1,334,047 Total Operating 2,240,292 2,700,000 6,456,902 840,000 Capital Improv. Projects Total Expenditures 2,240,292 2,700,000 6,456,902 840,000 Transfers Transfers In 930,000 2,095,000 2,095,000 858,300 Transfers Out (1,031,725) Transfers In /Out 930,000 2,095,000 2,095,000 (173,425) Fund Balance -June 30 $2,545,029 $733,127 $723,127 $239,702 247 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND DOWNTOWN PROJECT AREA Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $12,255 $8,394 $8,394 $8,394 Revenues Charges for Services 3,141,150 3,208,696 3,208,696 3,142,950 Miscellaneous Revenue 6,159 Total Revenues 3,147,309 3,208,696 3,208,696 3,142,950 Expenditures Operating Debt Service 4,561,519 4,632,789 4,632,789 4,806,483 Total Expenditures 4,561,519 4,632,789 4,632,789 4,806,483 Transfers Transfers In 1,410,349 1,424,093 1,424,093 1,663,533 Fund Balance -June 30 $8,394 $8,394 $8,394 $8,394 248 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND OLD TOWN KERN-PIONEER Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $0 $0 $0 $0 Expenditures Debt Service 77,488 418,416 418,416 1,325,967 Total Expenditures 77,488 418,416 418,416 1,325,967 Transfers Transfers In 77,488 418,416 418,416 1,325,967 Fund Balance -June 30 $0 $0 $0 $0 249 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND SOUTHEAST PROJECT AREA Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $30 $0 $0 $0 Expenditures Debt Service 514,552 1,563,456 1,563,456 1,962,971 Total Expenditures 514,552 1,563,456 1,563,456 1,962,971 Transfers Transfers In 514,522 1,563,456 1,563,456 1,962,971 Fund Balance -June 30 $0 $0 $0 $0 250 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY MILL CREEK OLD TOWN KERN-PIONEER Amended Revised Adopted Actual Budget Estimates Budget 2007-08 2008-09 2008-09 2009-10 Fund Balance -July 1 $1 $0 $0 $0 Revenues Other Financing Sources 40,492 9,959,900 Total Revenues 40,492 9,959,900 Expenditures Capital Improv. Projects 40,493 9,959,900 Total Expenditures 40,493 9,959,900 Fund Balance -June 30 $0 $0 $0 $0 251 THIS PAGE INTENTIONALLY LEFT BLANK 252 CAPITAL IMPROVEMENTS 253 Honorable Mayor and City Council FY 2009-14 Adopted CIP – Letter of Transmittal July 1, 2009 Page 2 Thomas Road Improvement Program (TRIP) -The amount budgeted for various TRIP projects totals $12,500,000. • Centennial Corridor – Hageman Flyover -$2,150,000 • Rosedale Highway Widening -$450,000 • 24th Street Widening – Elm to D street -$1,300,000 • SR-178 – Morning Drive Interchange -$5,350,000 • SR-178 Widening – Mesa Marin to Rancheria Road -$3,250,000 The local match required by the City for these five projects will be approximately $1,435,000 and is part of these budgeted funds. Traffic Impact Fee revenue provides the funding for the local match requirements. ARRA Funds – A total of $16,038,162 in American Recovery and Reinvestment Act of 2009 (ARRA) funds are included in the Capital Improvement budget. This includes $3,040,000 for a solar energy project at Wastewater Treatment Plant No. 3 (this project also includes an additional $2,000,000 in funding from the Sewer Enterprise fund); $12.1 million in Highway Infrastructure funding for pavement rehabilitation projects throughout the city; and $897,462 in CDBG funding for pavement rehabilitation in CDBG eligible areas. Reconstruction of Various Streets – This project directly ties to Council goals for the street maintenance program. Federal transportation funds in the amount of $3,791,542 is budgeted for the SAFETEA -LU Fund, with the corresponding local match of $491,234 coming from the City’s share of state gasoline taxes as accounted for within the Gas Tax Fund. Resurfacing Funds for Streets Division – The budget includes $3,250,000 of Capital Outlay funds for the Streets Division to continue street resurfacing/reconstruction work. This amount is an increase of $1 million above the amount of Capital Outlay funds budgeted for street resurfacing in FY 2008-09. Traffic Signal Coordination – The two projects, Traffic Monitoring Camera and Traffic Signal Interconnect, are funded 88.53% with federal Congestion Management Air Quality (CMAQ) funds and 11.47% with Gas Tax Funds. Both projects will improve signal timing, thus reducing traffic congestion, and vehicle emissions. The $230,000 Traffic Monitoring Camera Project will add video capability from three (3) specific intersections to the Traffic Operations Center. The $785,000 Traffic Signal Interconnect Project will add signal communication infrastructure and link an additional ten (10) signals to the Traffic Operations Center. New Traffic Signals – There are a total of eight (8) new traffic signals in the CIP. New traffic signals are budgeted for Hageman Road at Old Farm Road, Olive Drive at Verdugo, Hosking at Wible, Buena Vista at Campus Park, and Berkshire at Stine Road, using Traffic Development Funds. These intersections meet warrants for installation of 254 Honorable Mayor and City Council FY 2009-14 Adopted CIP – Letter of Transmittal July 1, 2009 Page 3 a traffic signal as established by Federal and State requirements. Additionally, the budget includes CMAQ funding for three (3) traffic signals located at Agate at Planz, Hosking Avenue at South H Street, and Buena Vista at Harris. Street Improvement, Quiet Zone – This $237,800 project will close two (2) at-grade highway /rail crossings on the BNSF rail line at Beale Avenue and Gage Street /21st Street. This closure is a requirement of establishing the quiet zone corridor on the Mojave Subdivision from L Street to Sumner Street. Median Islands, Mt Vernon Avenue, from SR-178 to Columbus Street – Adding median islands will provide structured channelization, eliminate illegal turns and crossings, and thus make the area much safer. The cost for this project is estimated at $194,000. Bridge Retrofit, Manor Avenue at the Kern River – This $100,000 project is part of the seismic retrofit program. Design was completed in 2004. Construction of the project was postponed because of a lack of state funding. With this funding, the consultant will revise the original design to meet current standards and staff will initiate environmental clearance. Street Improvement, West Portion of Wible Road, North of Arvin Edison Canal – With the exception of a small segment, Wible Road south of Panama Lane has been widened to full arterial width. This one remaining segment causes a traffic bottleneck. The adjacent property to this segment is an existing large sized, single family dwelling unit. Therefore, there is a need to construct street improvements along this segment. This $176,000 project qualifies for Traffic Impact Fee funding as a gap project. Wastewater Treatment Plant No. 3 2007 Expansion – Wastewater Treatment Plant No. 3 2007 Expansion project will double the treatment capacity of this Plant. Based on current growth projections, this extra capacity will serve the residents of Bakersfield at least until the year 2025. The core core treatment processes are being updated with state of the art technology to efficiently produce a quality treated odor-free effluent. The FY 2009-10 budget includes $2 million for a potential amendment to the construction management and design consultant’s agreements for additional work. Sewer Improvement, Hooper Avenue – The Hooper Avenue neighborhood was recently annexed into the City. Property owners in this area have requested City sewer service. This $890,000 project will construct the necessary improvements to allow connection to the sewer system for those requesting service. Sewer Improvement, Kimberly Avenue – The Kimberly Avenue neighborhood was recently annexed into the City. Property owners in this area have requested City sewer service. This $495,000 project will construct the necessary improvements to allow connection to the City sewer system. 255 Honorable Mayor and City Council FY 2009-14 Adopted CIP – Letter of Transmittal July 1, 2009 Page 4 Storm Drain Improvements, Real Road to Elcia Drive – The $771,000 budgeted for this project will construct storm drain improvements. The existing storm drain system is insufficient to remove surface water from the roadway. This condition creates flooding on South Real Road, which can be a problem to traffic and deteriorate the roadway surface. This project will remove those problems by installing a gravity storm drain system from the intersection of Real Road and Elcia Drive to the existing storm drain sump east of Real Road. Sewer Rehabilitation, Owens Street – A sewer study was conducted for City sewers in the southeast area of Bakersfield to determine the most critical sewer segment in need of rehabilitation. Owens Street was identified as the sewer in the greatest need. This $631,000 project will rehabilitate the sewer line along Owens Street from East Brundage Lane to California Avenue. Narrow Banding of of Communication Equipment – This is a multi-year project to replace old broadband infrastructure equipment (receivers, comparators, and repeaters) to the FCC required narrow band capacity. The conversion must be completed by December 2012. A total of fifteen (15) City channels are impacted, including Police, Fire, Public Works, and the Water Departments. $225,000 is budgeted for FY 2009-10. Replace Air Conditioning Units at Various Locations – Air conditioning units are to be replaced at various locations including nine (9) air conditioning units at five (5) Fire Department sites (Fire Stations 1, 6, 8, 10, and the Fire Communications Building on Panorama); replacing coolers and the air conditioning unit at the Fleet Garage in the Corporation Yard; and replacing the air conditioning unit at the Kelso Peak Communications Repeater System that cools the building housing the City’s radio equipment. Airport Projects – Several projects are budgeted for the City’s airport, including Northwest Apron Construction Phase I, which provides for the design of drainage, pavement improvements, and installation of tie-downs using grant funding from the Federal Aviation Administration FAA; Airport Landscaping, totaling $50,000 of Airport funds to provide for the design and installation of landscaping and fencing around the perimeter of the Airport; and two (2) hangar door replacement projects. Water Resources – Significant projects for the Water Resources Department include setting aside $$1,750,000 towards construction of a 3 million gallon water storage tank in the southwest and $2,100,000 for two (2) additional water wells for the City’s domestic water system. The adopted FY 2009-10 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 2009-10 include the following: 256 Honorable Mayor and City Council FY 2009-14 Adopted CIP – Letter of Transmittal July 1, 2009 Page 5 Fire Station No. 14 Equipment – This project provides for communications equipment, furniture and fixtures for new Fire Station No. 14, currently under construction. Fire Station Reroofing – This project provides for reroofing fire stations 1 and 6, which are in need of repair. Improvements to Rabobank Arena – There are several projects budgeted for Rabobank Arena and Convention Center. Several involve maintenance of air conditioning and other mechanical equipment. Funds have been included to repair the concrete floor in the back of the Theater and Convention Center and to replace and update the fly-rail system that controls the curtains on the Theater stage. Kroll Park Playground Rehabilitation – This project with Park Improvement funds will remove and replace the old and worn playground equipment at Kroll Park. The adopted FY 2009-10 CIP budget includes several projects within the Park Improvement Fund to replace old and worn equipment at Amberton Park, Beach Park, and Campus Park South. Park Improvement Funds are also budgeted for the Phase I development of the City in the Hills West Park The adopted FY 2009-10 CIP budget includes a significant number of projects to be funded with Community Development Block Grants (CDBG), including the following: Curb & Gutter, California & P – This $800,000 project using CDBG funds will install curb, gutter, and sidewalk prior to reconstructing and paving streets as needed in this area. Currently, water sits causing pavement failures in the street, as well as causing concern among residents regarding the West Niles Virus. Curb & Gutter, Alta Vista – This $500,000 project using CDBG funds will install curb, gutter, and sidewalk prior to reconstructing and paving streets as needed in this area. Currently, water sits causing pavement failures in the street, as well as causing concern among residents regarding the West Niles Virus. Fairground Annexation Improvements – This CDBG CDBG project will complete the requirements of Agreement No. 08-155 between the City and the County. This agreement requires the City to install standard six feet sidewalk along the east side of South “P” Street between Belle Terrace and the south property line of the Fairgrounds. The total cost for this project is estimated at $205,800, with $90,000 funded with CDBG monies and $115,800 funded with Capital Outlay monies. Sewer Improvement, Terrace Way from Wible Road to Stephens Drive – This $65,500 project will install gravity sanitary sewer improvements to provide recently annexed homes with City sewer service. The budget includes funds to allow qualified 257 Honorable Mayor and City Council FY 2009-14 Adopted CIP – Letter of Transmittal July 1, 2009 Page 6 low-income homeowners to receive assistance to cover both sewer connection fees and septic tank abandonment fees. Lowell Park Playground Rehabilitation – This CDBG funded project will remove and replace the old and worn playground equipment at Lowell Park. There are several projects funded in the adopted FY 2009-10 CIP budget with redevelopment funds, including: Mill Creek Linear Park Plaza – A Budget of $500,000 will be used towards the development of a new plaza located at 17th Street. Improvements for this plaza have already been designed as part of the overall Mill Creek Project in the Old Town Kern Project area. Parking Improvement 20th Street, East of Central Park – This $350,000 project funded by tax increment will add parking for the Mill Creek Project area. The development of the Mill Creek Linear Park in Central Park will enhance the Park and increase the activities. This will create a need for additional parking. This new parking lot will add approximately 100 parking stalls within easy walking access to the Park. The total project cost is estimated at $900,000. The budget of $350,000 reflects funds currently available for this project. ED/CD staff is applying for grants to cover the unfunded portion of this project. SUMMARY In summary, staff is pleased to present the Capital Improvement Program budget fiveyeea plan for 2009-14, and the adopted FY 2009-10 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, Management Assistant Rick Kirkwood, Civil Engineer Engineer IV Arnold Ramming, Assistant to the Public Works Director Georgina Lorenzi, Public Works Accountant Sharon Traynor, and Data Processing Supervisor T.S. Liew for their hard work in developing this information. 258 Capital Improvement Program Overview 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 taxes 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. 259 Capital Improvement Program Overview continued 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 may modify, 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 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 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. Future operating costs are considered when capital projects are reviewed and proposed for funding. 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 2009-2014 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program and five-year budget for the City of Bakersfield for fiscal years 2009-2014 was adopted on June 24, 2009. 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 new growth and development; • Maintenance and construction of new City facilities; and, • Implementation of these initiatives without impacting previously approved capital projects. 260 Capital Improvement Program Overview continued Public Safety – FIRE STATION NO. 14 EQUIPMENT – This project provides for communications equipment, furniture and fixtures for new Fire Station No. 14, currently under construction. Operating Budget Impact – This project will have minimal impacts on the Operating Budget since these costs are one time start up costs. FIRE STATION REROOFING – This project provides for reroofing fire stations 1 and 6, which are in need of repair. Operating Budget Impact – This project will result in significant savings related to reduced energy consumption and the reduction of maintenance expenses associated with damage that previously occurred with the original roof. The estimated life cycle savings has been calculated for a 20 year term of $33,895 for each project. Enhancing the City’s Transportation Network – The City Council has continued its commitment to maintain and reconstruct streets and roads in the FY 2009-10 CIP. Approximately $8.3 million has been budgeted to address citywide street maintenance/reconstruction issues. The amount budgeted is composed of federal transportation funds of $3,791,542 (T0K215); a local match of $491,234 from the City’s share of state gasoline taxes as accounted for within the Gas Tax Fund (T0K215); $3.25 million of one-time Capital Outlay Funds (T0K200); and, $750,000 of Prop 42 funds (T0K200). In addition, the Operating Budget includes $9.8 million for street materials and operating costs. Operating Budget Impact – Approximately $9.8 million has been budgeted in the City’s Operating Budget for street materials and operating costs associated with these projects. TRAFFIC SIGNAL COORDINATION – The two projects, Traffic Monitoring Camera and Traffic Signal Interconnect, are funded 88.53% with federal Congestion Management Air Quality (CMAQ) funds and 11.47% with Gas Tax Funds. Both projects will improve signal timing, thus reducing traffic congestion, and vehicle emissions. The $230,000 Traffic Monitoring Camera Project will add video capability from three (3) specific intersections to the Traffic Operations Center. The $785,000 Traffic Signal Interconnect Project will add signal communication infrastructure and link an additional ten (10) signals to the Traffic Operations Center. Operating Budget Impact – This project will reduce the number of field trips to the signal locations to make signal timing changes, thus saving fuel and vehicle wear. NEW TRAFFIC SIGNALS – There are a total of eight (8) new traffic signals in the CIP. New traffic signals are budgeted for Hageman Road at Old Farm Road, Olive Drive at Verdugo, Hosking at Wible, Buena Vista at Campus Park, and Berkshire at Stine Road, 261 Capital Improvement Program Overview continued using Traffic Development Funds. These intersections meet warrants for installation of a traffic signal as established by Federal and State requirements. Additionally, the budget includes CMAQ funding for three (3) traffic signals located at Agate at Planz, Hosking Avenue at South H Street, and Buena Vista at Harris. Operating Budget Impact – Each signal will create additional operating and maintenance costs in the amount of $2,800 for FY 2009-10. T0K201 – TRAFFIC MONITORING CAMERA – This project will expand the City’s signal communication network by adding video capability at several intersections. Operating Budget Impact – This project will reduce the number of field trips to the signal locations to make signal timing changes, thus saving fuel and vehicle wear. 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. The City and KernCOG have been working with the California Transportation Commission (CTC) regarding the phasing of the Westside Parkway and how that phasing is identified in the State Transportation Improvement Program (STIP). The following phases will construct a high-capacity, east-west transportation corridor that: 1) reduces congestion on existing east-west arterials in west Bakersfield; 2) supports Bakersfield’s current and planned development west of SR-99; 3) improves connectivity of the existing transportation network in Bakersfield; and, 4) accommodates potential multimodal transportation facilities. T9WP30 – WESTSIDE PARKWAY – $17 Million is budgeted for the Westside Parkway project. Bids on the Westside Parkway from Mohawk to Allen are expected to be awarded this spring, with construction continuing throughout 2009-10 and into 2010-11. These funds are to ensure completion of the segments of the project from Mohawk to Allen and for preliminary costs for the Truxtun tie-in. Operating Budget Impact – There will be no impact on the Operating Budget until FY 2012-13 at the earliest when the project is anticipated to be completed. At that time, 1.5 miles of new asphalt arterial street, 6.2 miles of new concrete 6-lane freeway and 15 associated traffic signals will become the City’s responsibility to maintain. However, as both roadway facilities will be new, initial maintenance costs are anticipated to have minimal impacts on the Operating Budget. The freeway is currently planned to ultimately become part of the State of California highway system shortly after its completion with the State assuming the responsibility to maintain the facility. 262 Capital Improvement Program Overview continued Neighborhood Revitalization and Redevelopment – P0K016 – MILL CREEK LINEAR PARK PLAZA – This project will develop a new plaza located at 17th Street. Improvements for this plaza have already been designed as part of the overall Mill Creek Linear Park Project. Operating Budget Impact – Central Park is currently maintained by City crews. There are three water fountains included in this project that are estimated to cost $18,000 to maintain per year upon completion. Maintenance and Construction of City Facilities – Investment in City facilities is a goal of the 2009-14 CIP. P0K206, P0K207 & P0K209 – REPLACE AIR CONDITIONING UNITS AT VARIOUS LOCATIONS – Air conditioning units are to be replaced at various locations including nine (9) air conditioning units at five (5) Fire Department sites (Fire Stations 1, 6, 8, 10, and the Fire Communications Building on Panorama) (P0K206); replacing coolers and the air conditioning unit at the Fleet Garage in the Corporation Yard (P0K206); and replacing the air conditioning unit at the Kelso Peak Communications Repeater System that cools the building housing the City’s radio equipment (P0K208). Operating Budget Impacts – This project will not create additional operating or maintenance costs and should reduce energy costs and the amount of repairs. P0K201, P0K202 & T9K111 – AIRPORT PROJECTS – Several projects are budgeted for the City’s airport, including Northwest Apron Construction Phase I, which provides for the design of drainage, pavement improvements, and installation of tie-downs using grant funding from the Federal Aviation Administration FAA (T9K111), and two (2) hangar door replacement projects (P0K201 & P0K202). Operating Budget Impacts – Currently this area requires maintenance twice per year. Upon completion, the area will no longer need to be maintained by City staff. In FY 2009-10 the land will be leased to the developer, resulting in additional revenue for the Bakersfield Municipal Airport of approximately $5,000 per per month. Replacement of the hangar doors will reduce the amount of repairs and improve the safety of the tenants while opening and closing the hanger doors. 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. P9C106, P9C107, & P9C209 – P0C211 – PLAYGROUND REHABILITATION – The adopted FY 2009-10 CIP budget includes projects to replace old and worn equipment at various parks in the following accounts: one project in the Capital Outlay Fund (P9C107 263 Capital Improvement Program Overview continued – Kroll Park); one project funded with CDBG funds (P9C106 – Lowell Park); and three projects within the Park Improvement Fund (P0C209 – P0C211 – Amberton Park, Beach Park, and Campus Park South). Operating Budget Impact – These projects will not create additional impacts to the Operating Budget since existing equipment is being replaced. E4K114 – WWTP3 EXPANSION PROJECT – The City began to undertake this project in 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. E0K208 & E0K209 – SEWER IMPROVEMENTS, HOOPER AVENUE AND KIMBERLY AVENUE – The Hooper Avenue and Kimberly Avenue neighborhoods were recently annexed into the City. Property owners in this area have requested City sewer service. These projects will construct the necessary improvements to allow connection to the sewer system for those requesting service. Operating Budget Impact – This project will create minimal operating and maintenance costs associated with maintaining new sewer pipelines and manholes. E0K212 – STORM DRAIN IMPROVEMENTS, REAL ROAD TO ELCIA DRIVE – The $771,000 budgeted for this project will construct storm drain improvements. The existing storm drain system is insufficient to remove surface water from the roadway. This condition creates flooding on South Real Road, which can be a problem to traffic and deteriorate the roadway surface. This project will remove those problems by installing a gravity storm drain system from the intersection of Real Road and Elcia Drive to the existing storm drain sump east of Real Road. Operating Budget Impact – This project will upgrade the storm drainage system and reduce the maintenance costs associated with flooding. There will be minimal operating and maintenance costs associated with maintaining the new storm drain system. E1J002 – 3 MILLION GALLON WATER STORAGE TANK – This project will fund the land acquisition, design engineering, and site preparation for a new 3 million gallon water storage tank to serve the southwest portion of the city. The tank will be located in the vicinity of Panama Lane and Progress Road. 264 Capital Improvement Program Overview continued Operating Budget Impact – Operation and maintenance of the City’s domestic water system is performed by California Water Service Co. under contract for a monthly fee of $10.66 per connection. The design phase of this project will not create additional operating or maintenance costs for the City of Bakersfield. E7J009 – WATER WELLS – The construction of two (2) additional water wells will increase production capacity to meet the demand of steady growth within the City’s Domestic Water System. Operating Budget Impact – Operation and maintenance of the City’s domestic water system is performed by California Water Service Co. under contract for a monthly fee of $10.66 per connection. The design phase of this project will not create additional operating or maintenance costs for the City of Bakersfield. E5J102 – PUMP STATION UPGRADES – This project is to prepare for emergencies or power outages with a new program to add water storage tanks to various wells. Operating Operating Budget Impact – Operation and maintenance of the City’s domestic water system is performed by California Water Service Co. under contract for a monthly fee of $10.66 per connection. The design phase of this project will not create additional operating or maintenance costs for the City of Bakersfield. Impacts of Recently Completed CIP Projects: Several major projects have been recently completed. The impact of these projects on the FY 2009-10 Operating Budget is addressed below. P9C104 – SAUNDERS PARK WET PLAY AREA – The adopted FY 2008-09 CIP budget included a project to construct a wet play area in Saunders Park. This project was completed June 18, 2009 and is being maintained by the Recreation and Parks Department. Operating Budget Impact – Wet play areas are open to the public 4 ½ months out of the year and require utility payments, daily clearing, routine and other maintenance. Maintenance activities and utilities are estimated at $35,000 annually. P9L101 – MILL CREEK LINEAR PARK IMPROVEMENTS – This project is a conceptual design of a 1.5 mile stretch of agricultural canal which is currently being transformed into a major recreational facility. The canal, water features and landscape improvements were completed and Central Park was reopened on May 29, 2009. Operating Budget Impact – Central Park and Mill Creek phases currently under construction are scheduled to be completed in November 2009. The linear phases will have a one-year additional maintenance period performed by a private contractor. The restroom will be maintained upon completion by City crews. The estimated maintenance cost for all new improvements is approximately $148,000 annually. The impact to the Operating Budget for FY 2009-10 is estimated at $5,000. 265 Capital Improvement Program Overview continued P7C711 – AERA PARK – The City entered into an agreement with Bakersfield Southwest Baseball to construct a 40-acre baseball park site at Jewetta Ave and Stockdale Highway. The facility includes eleven youth baseball fields, concession, restroom and parking completed in April 2009. Operating Budget Impact – Bakersfield Southwest Baseball operates and maintains the facility under a management agreement. The City’s costs for maintenance of the parking lot and frontage areas are estimated at $11,600 annually. CIP Projects That Will Be Completed in FY 2009-10: The following address the impacts on the Operating Budget of several major projects that will be completed in FY 2009-10. P7C721 – SPORTS VILLAGE – Several park projects contribute to enhancing the quality of life in Bakersfield. The City is engaged in a design process for the 170-acre Sports Village to be located north of Taft Highway, west of Ashe Road, and east of Gosford Road. The Sports Village will include soccer, baseball, and football fields, and a community center. The first phase will include eight soccer fields which are expected to be completed in March 2010. Once completed, the soccer fields may be maintained by the Recreation and Parks Department. Operating Budget Impact – The estimated maintenance cost of the 21-acre Phase I improvements is approximately $275,000 annually. In addition, one time start up costs for furniture, fixtures, and equipment are estimated at $62,000. Therefore, the impact on the FY 2009-10 Operating Budget for one time start up costs and three months of maintenance is estimated at $130,750. P5C216 – MESA MARIN – Construction of Phase I improvements that include four lighted softball fields, concession/restroom building, and parking lot are scheduled to begin in September 2009. Construction is scheduled to be completed in June 2010. Operating Budget Impact – The City will begin to maintain the seventeen acres of improvements upon completion at an estimated annual cost of $222,000. In addition, one time start up costs for furniture, fixtures and equipment are estimated at approximately $62,000. The Operating Budget impact for FY 2009-10 will be the $62,000 in one time start up costs. P7C719 – RIVER WALK MAINTENANCE FACILITY – The 12,000 square foot facility includes a 375 square foot office, 1,300 square feet of covered storage, five walled and hard surfaced storage bins and paved parking. The facility will be completed in July 2009. Operating Budget Impact – Upon completion, maintenance of the facility will become the responsibility of the City at an estimated cost of $3,600 annually. 266 Capital Improvement Program Overview continued American Recovery and Reinvestment Act (ARRA) Projects – A total of $16,038,162 in American Recovery and Reinvestment Act of 2009 (ARRA) funds are included in the Capital Improvement budget. E0K213 & E0K214 – SOLAR ENERGY PROJECT AT WASTEWATER TREATMENT PLANT NO. 3 – This project will offset high electricity costs required to operate the upgraded processes at Wastewater Treatment Plant No. 3. A 1-megawatt solar powered electrical generating system will be built. This project includes $3,040,700 in ARRA funding and an additional $2,000,000 in funding from the Sewer Enterprise Fund. Operating Budget Impact – Maintenance costs for this project will be covered for the first ten years under warranty. After ten years, replacement parts and preventative maintenance checks will cost approximately $10,000 per year. The City will realize annual utility savings in the amount of $190,000 once the solar system is installed. After the warranty period expires, the City will realize a net savings of approximately $180,000 per year. T0K222 – T0K227 – PAVEMENT REHABILITATION – These projects are funded with $12.1 million in Highway Infrastructure funding for pavement rehabilitation projects throughout the city (T0K222 – T0K226) and $897,462 in CDBG funding for pavement rehabilitation in CDBG eligible areas (T0K227). Operating Budget Impact – Approximately $9.8 million has been budgeted in the Operating Budget for street materials and operating costs associated with these projects. FINANCIAL SUMMARIES The following pages contain financial summaries and additional information pertaining to the adopted 2009-2014 Capital Improvement Program Five-Year Plan. Information contained in the following tables are: Summary by Department; Funding Summary; and, Project Summary 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 267 Capital Improvement Program Overview continued 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; and, • Maintain a balanced budget. The adopted 2009-2014 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. 268 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 C.I.P. SUMMARY BY FUND TOTAL: $76,556,107 Redevelopment Fund -Southeast Project Area (SEPA), $800,000 Sewer Enterprise Fund, $7,290,300 Transportation Development Fund, $20,451,772 Agricultural and Domestic Water Funds, $5,200,000 Thomas Roads Improvement Fund, $11,066,250 Community Development Block Grant -CDBG, $1,613,951 American Recovery and Reinvestment Act -ARRA, $16,038,162 Capital Outlay Fund -COF, $4,603,618 Federal Transportation Fund -FTF, $5,242,550 Redevelopment Fund -Southeast Project Area (SEPA), $800,000 Park Improvement Funds, $835,000 Gas Tax Fund, $2,296,504 General Aviation Fund, $268,000 269 Key to Funding Codes CODE DESCRIPTION SOURCE NUMBER ARRA American Recovery and Reinvestment Act Federal 183 ARRA American Recovery and Reinvestment Act -CDBG Federal 184 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 Refuse Collection Fund 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 270 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 Total Miles of Sewer Lines 921 962 1,025 1,055 1,057 200 400 600 800 1000 1200 1400 2004 2005 2006 2007 2008 End of Calendar Year Sewer Lines Total Traffic Signals 293 302 312 325 337 50 100 150 200 250 300 350 400 2004 2005 2006 2007 2008 End of Calendar Year Signals City Street Miles 1,028 1,069 1,134 1,236 1,240 300 500 700 900 1,100 1,300 1,500 2004 2005 2006 2007 2008 End of Calendar Year Street Miles 271 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2009-2014 SUMMARY BY DEPARTMENT DEPARTMENT FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 TOTAL Fire Services $ 1 19,000 $ -$ -$ -$ -$ 119,000 Public Works 69,718,838 113,318,000 326,913,000 84,032,000 340,013,000 933,994,838 Convention Center 275,000 0 0 0 0 275,000 Recreation and Parks 1,243,269 0 0 0 0 1,243,269 Water Resources 5,200,000 4,880,000 3,130,000 3,130,000 3,130,000 19,470,000 TOTAL $ 7 6,556,107 $ 118,198,000 $ 330,043,000 $ 87,162,000 $ 3 43,143,000 $ 955,102,107 272 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2009-2014 FUNDING SUMMARY SOURCE FUNDING SOURCE DESCRIPTION FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 TOTAL AWF Agricultural Water Fund $ 9 0,000 $ 80,000 $ 8 0,000 $ 80,000 $ 8 0,000 $ 4 10,000 ARRA American Recovery and Reinvestment Act 16,038,162 0 0 0 0 16,038,162 CDBG Community Development Block Grant 1,613,951 200,000 200,000 200,000 200,000 2,413,951 COF Capital Outlay Fund 4,603,618 1,038,000 785,000 125,000 125,000 6,676,618 DWF Domestic Water Fund 5,110,000 4,800,000 3,050,000 3,050,000 3,050,000 19,060,000 FTF Federal Transportation Fund 5,242,550 0 29,000,000 21,000,000 0 55,242,550 GAF General Aviation Fund 268,000 1,755,000 208,000 707,000 208,000 3,146,000 GTF Gas Tax Fund 2,296,504 702,000 0 0 0 2,998,504 OTKP Old Town Kern Project Area 850,000 0 0 0 0 850,000 PIF Park Improvement Fund 835,000 0 0 0 0 835,000 RCF Refuse Collection Fund 0 475,000 0 0 0 475,000 SEF Sewer Enterprise Fund 7,290,300 2,703,000 250,000 14,250,000 250,000 24,743,300 SEPA Southeast Project Area 800,000 0 0 0 0 800,000 TDF Transportation Development Fund 20,451,772 47,962,082 82,854,312 44,030,000 134,191,155 329,489,321 TRIP Thomas Roads Improvement Fund 11,066,250 58,482,918 213,615,688 3,720,000 205,038,845 491,923,701 TOTAL $ 76,556,107 $ 1 18,198,000 $ 330,043,000 $ 8 7,162,000 $ 343,143,000 $ 9 55,102,107 North Bakersfield Recreation and Parks District $ -$ -273 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 TOTAL P0H100 REROOF FIRE STATIONS 1 & 6 1, 2 COF 311 $ 4 6,000 $ -$ -$ -$ -$ 46,000 P5H014 SW -FIRE STATION NO. 14 5 COF 311 73,000 0 0 0 0 73,000 TOTAL $ 1 19,000 $ -$ -$ -$ -$ 119,000 FIRE SERVICES 274 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 TOTAL CURRENT YEAR PROPOSED PROJECTS: P9K119 AIRPORT LANDSCAPING 1 GAF 451 $ 5 0,000 $ 5 0,000 $ 5 0,000 $ 5 0,000 $ 5 0,000 $ 250,000 P0K201 AIRPORT-REPL EAA HNGR DR 1 GAF 451 20,000 0 0 0 0 20,000 P0K202 AIRPORT-REPL HNGR DR@KERN 1 GAF 451 40,000 0 0 0 0 40,000 P0K212 ARENA/ICE CTR-COMPRSSORS 2 COF 311 50,000 35,000 0 0 0 85,000 T0K211 BDG IMP BEALE AVE AT UPRR 2 GTF 151 117,000 0 0 0 0 117,000 P0K207 BFD-REPLC 9 A/C'S @4 STN VAR COF 311 65,000 0 0 0 0 65,000 T0K209 BRDG RETRO MANOR/KERN RVR 2 GTF 151 100,000 0 0 0 0 100,000 TRCC30 CENTCORR-HAGEMAN FLYOVER 2, 4 TRIP 122 1,903,395 0 0 0 0 1,903,395 TRCC30 CENTCORR-HAGEMAN FLYOVER 2, 4 TDF 335 246,605 5,500,000 11,700,000 42,600,000 0 60,046,605 P0K206 CORP YRD BLDG D-REPLC A/C 2 COF 311 34,000 0 0 0 0 34,000 T0K205 CURB & GUTTER ALTA VISTA 2 CDBG 111 500,000 0 0 0 0 500,000 T0K206 CURB & GUTTER CALIF & P 1 CDBG 111 800,000 0 0 0 0 800,000 P0K204 FAIRGRND ANNEX IMPRVMNTS 1 COF 311 115,800 0 0 0 0 115,800 P0K204 FAIRGRND ANNEX IMPRVMNTS 1 CDBG 111 90,000 0 0 0 0 90,000 P0K208 KELSO PEAK STN-REPL A/C 3 COF 311 20,000 0 0 0 0 20,000 T0K214 MED HOSKING @AKERS 7 GTF 151 53,500 0 0 0 0 53,500 T0K207 MED ISL CONST MT VERNON 3 GTF 151 194,000 0 0 0 0 194,000 P0K016 MILLCRK LINEAR PARK PLAZA 2 OTKP 381 500,000 0 0 0 0 500,000 T0K216 MISC ROW ACQUISITIONS VAR TDF 331 300,000 300,000 300,000 300,000 300,000 1,500,000 T0K213 MISC TRANSP CONSTRUCTION VAR TDF 331 200,000 200,000 200,000 200,000 200,000 1,000,000 Q0K103 NARROWBAND RADIO CHANNELS VAR COF 311 225,000 225,000 225,000 0 0 675,000 T9K111 NORTHWEST APRON CONST 1 GAF 451 158,000 1,580,000 0 0 0 1,738,000 P0K210 PARKING IMP 420 20TH STRE 2 OTKP 381 350,000 0 0 0 0 350,000 E0K204 PLANT 2 MISC IMPROVEMENTS 1 SEF 411 250,000 250,000 250,000 250,000 250,000 1,250,000 T0K215 PVMT REHAB 2009-10 RSTP VAR ISTEA 121 3,791,542 0 0 0 0 3,791,542 PUBLIC WORKS 275 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 TOTAL CURRENT YEAR PROPOSED PROJECTS (continued): T0K215 PVMT REHAB 2009-10 RSTP VAR GTF 151 $ 4 91,234 $ -$ -$ -$ -$ 491,234 T0K227 PVMT REHAB ARRA-CDBG 2 ARRA 184 897,462 0 0 0 0 897,462 T0K222 PVMT REHAB ARRA-FHWA PH 1 3 ARRA 183 1,772,000 0 0 0 0 1,772,000 T0K223 PVMT REHAB ARRA-FHWA PH 2 6, 7 ARRA 183 1,850,000 0 0 0 0 1,850,000 T0K224 PVMT REHAB ARRA-FHWA PH 3 6, 7 ARRA 183 2,432,000 0 0 0 0 2,432,000 T0K225 PVMT REHAB ARRA-FHWA PH 4 5, 6 ARRA 183 4,400,000 0 0 0 0 4,400,000 T0K226 PVMT REHAB ARRA-FHWA PH 5 2, 4 ARRA 183 1,646,000 0 0 0 0 1,646,000 P0K211 RABO ARENA/CC MISC IMPROV 2 COF 311 100,000 100,000 100,000 100,000 100,000 500,000 P0K205 RABOBANK-REPLC ELEC BRAKR 2 COF 311 50,000 0 0 0 0 50,000 P0K209 RABOBNK CC-INSTL ADDL A/C 2 COF 311 50,000 0 0 0 0 50,000 T9K119 REPAIR OF OAK ST BRIDGE 2 GTF 151 137,000 702,000 702,000 0 0 0 839,000 T0K200 RESURFACING STS DIV 09-10 VAR COF 311 3,250,000 0 0 0 0 3,250,000 T0K200 RESURFACING STS DIV 09-10 VAR GTF 151 750,000 0 0 0 0 750,000 TRRH10 ROSEDALE/24TH -SR43-SR99 4 TRIP 122 398,385 1,956,513 11,677,897 0 0 14,032,795 TRRH10 ROSEDALE/24TH -SR43-SR99 4 TDF 335 51,615 253,487 18,322,103 0 0 18,627,205 TRRH30 ROSEDALE/24TH-ELM-D ST 2 TRIP 122 1,150,890 11,199,045 4,250,065 0 0 16,600,000 TRRH30 ROSEDALE/24TH-ELM-D ST 2 TDF 335 149,110 1,450,955 11,249,935 0 0 12,850,000 E0K212 SD IMP ELCIA DR 1 SEF 412 771,000 0 0 0 0 771,000 T0K204 SIG MOD MISCELLANEOUS VAR GTF 151 50,000 0 0 0 0 50,000 T0K221 SIG NEW BERKSHIRE AT STIN 6, 7 TDF 331 264,000 0 0 0 0 264,000 T0K220 SIG NEW BV AT CAMPUS PARK 5 TDF 331 264,000 0 0 0 0 264,000 T0K202 SIG NEW CMAQ-3 LOCATIONS VAR ISTEA 121 552,428 0 0 0 0 552,428 T0K202 SIG NEW CMAQ-3 LOCATIONS VAR GTF 151 49,550 0 0 0 0 49,550 T0K202 SIG NEW CMAQ-3 LOCATIONS VAR TDF 331 22,022 0 0 0 0 22,022 T0K217 SIG NEW HAGEMAN/OLD FARM 4 TDF 331 264,000 0 0 0 0 264,000 PUBLIC WORKS 276 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 TOTAL CURRENT YEAR PROPOSED PROJECTS (continued): T0K219 SIG NEW HOSKING AT WIBLE 7 TDF 331 $ 2 64,000 $ -$ -$ -$ -$ 264,000 T0K218 SIG NEW OLIVE AT VERDUGO 4 TDF 331 264,000 0 0 0 0 264,000 E0K213 SOLAR WWTP#3 6 SEF 412 2,000,000 0 0 0 0 2,000,000 E0K214 SOLAR WWTP#3 -ARRA 6 ARRA 183 3,040,700 0 0 0 0 3,040,700 TRSR30 SR178 WIDENING 3 TRIP 122 2,877,225 4,160,910 8,517,600 0 0 15,555,735 TRSR30 SR178 WIDENING 3 TDF 335 372,775 539,090 16,332,400 0 0 17,244,265 TRSR10 SR178-MORNING DR INTERCH 3 TRIP 122 4,736,355 3,851,055 37,288,836 0 0 45,876,246 TRSR10 SR178-MORNING DR INTERCH 3 TDF 335 613,645 498,945 4,831,164 0 0 5,943,754 P0K213 ST IMP FOR SO. MILL CREEK 2 SEPA 371 800,000 0 0 0 0 800,000 T0K210 ST IMP QUIET ZONE 2 GTF 151 237,800 0 0 0 0 237,800 T0K208 ST IMP WIBLE RD/AE CANAL 7 TDF 331 176,000 0 0 0 0 176,000 E0K209 SWR IMP HOOPER AVE 4 SEF 412 890,000 0 0 0 0 890,000 E0K208 SWR IMP KIMBERLY AVE 4 SEF 412 495,000 0 0 0 0 495,000 E0K207 SWR REHAB OWENS ST 1 SEF 411 631,000 0 0 0 0 631,000 E0K211 SWRIMP TERRACE WY_99/STPH 1 CDBG 111 65,500 0 0 0 0 65,500 E0K206 SWRLFTDEMO MCCTCHN/GSFRD 5 SEF 412 113,300 0 0 0 0 113,300 T0K201 TRAFFIC MONITORING CAMERA 2, 5, 6 ISTEA 121 203,620 0 0 0 0 203,620 T0K201 TRAFFIC MONITORING CAMERA 2, 5, 6 GTF 151 26,380 0 0 0 0 26,380 T0K203 TRAFFIC SIGNAL INTERCONNE VAR ISTEA 121 694,960 0 0 0 0 694,960 T0K203 TRAFFIC SIGNAL INTERCONNE VAR GTF 151 90,040 0 0 0 0 90,040 T9WP30 WEST PKWY COFFEE-CALLOWAY 5 TDF 335 17,000,000 0 0 0 0 17,000,000 E0K205 WWTP#2 ROOF REPLACEMENT 1 SEF 411 140,000 0 0 0 0 140,000 E4K114 WWTP3 EXPANSION PROJECT 6 SEF 412 2,000,000 0 0 0 0 2,000,000 TOTAL CURRENT YEAR PROPOSED PROJECTS $ 6 9,718,838 $ 3 2,852,000 $ 1 25,295,000 $ 43,500,000 $ 9 00,000 $ 272,265,838 PUBLIC WORKS 277 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 TOTAL FUTURE YEAR PROPOSED PROJECTS: P9K119 AIRPORT LANDSCAPING 1 CDBG 111 $ -$ 200,000 $ 2 00,000 $ 2 00,000 $ 2 00,000 $ 8 00,000 P9K104 AIRPORT PAVING 1 GAF 451 0 50,000 0 0 0 50,000 PZK203 AIRPORT-PNT SHADPRT/HNGRS 1 GAF 451 0 75,000 0 0 0 75,000 PZK200 AIRPORT-REPLACE BEACON 1 GAF 451 0 0 0 25,000 0 25,000 TZK200 AIRPORT-W/S TAXIWAY 1 GAF 451 0 0 0 0 158,000 158,000 PZK108 AUTO HVAC CNTRL SYS 2 COF 311 0 265,000 435,000 0 0 700,000 T3K041 BRG CONST, HOSKING AT 99 7 TDF 331 0 34,000,000 0 0 0 34,000,000 TRCC10 CENTENNIAL CORR SOUTH 2 TRIP 122 0 34,748,025 139,080,630 0 205,038,845 378,867,500 TRCC10 CENTENNIAL CORR SOUTH 2 TDF 335 0 4,501,975 18,019,370 0 133,691,155 156,212,500 TZK201 CHSTR BRDGE-CLN&INSTL GRD 3 COF 311 0 88,000 0 0 0 88,000 PZK104 COMPOST AIR EMISSIONS 1 RCF 421 0 200,000 0 0 0 200,000 PZK109 EMER GENRATR@1600 TRXTUN 2 COF 311 0 300,000 0 0 0 300,000 PZK201 MT VERNON PAVED AREA #3 1 RCF 421 0 100,000 0 0 0 100,000 TZK173 PLANT 4 LAND ACQUISITION UNK SEF 412 0 0 0 14,000,000 0 14,000,000 PZK111 REPLC FAILD/DAM ST LTS VAR COF 311 0 25,000 25,000 25,000 25,000 100,000 TRRH20 ROSEDALE/24TH-OAK INTERCH 2 TRIP 122 0 2,567,370 10,800,660 0 0 13,368,030 TRRH20 ROSEDALE/24TH-OAK INTERCH 2 TDF 335 0 332,630 1,399,340 0 0 1,731,970 E9K107 SEWER LIFT REHAB 24TH/OAK 3 SEF 411 0 1,943,000 0 0 0 1,943,000 EZK038 SEWR LIFT STA HAGEMAN/JEW 4 SEF 412 0 255,000 0 0 0 255,000 EZK039 SEWR LIFT STA OLIVE/CALLO 4 SEF 412 0 255,000 0 0 0 255,000 T8K127 ST IMPROV BRIMHALL/RENFRO 4 TDF 331 0 385,000 0 0 0 385,000 TZK171 TAXIWAY B CONSTRUCTION 1 GAF 451 0 0 158,000 632,000 0 790,000 PZK103 TRUCK TARPING STATION 1 RCF 421 0 175,000 0 0 0 175,000 TRWB10 WEST BELTWAY-SR119-N BELT 4 TRIP 122 0 0 2,000,000 3,720,000 0 5,720,000 TRWB10 WEST BELTWAY-SR119-N BELT 4 TDF 335 0 0 500,000 930,000 0 1,430,000 PUBLIC WORKS 278 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 TOTAL FUTURE YEAR PROPOSED PROJECTS (continued): T9WP30 WEST PKWY COFFEE-CALLOWAY 5 ISTEA 121 $ -$ -$ 26,000,000 $ -$ -$ 26,000,000 T9WP40 WEST PKWY TRUX-MOHAWK 2 ISTEA 121 0 0 3,000,000 21,000,000 0 24,000,000 TOTAL FUTURE YEAR PROPOSED PROJECTS $ -$ 80,466,000 $ 2 01,618,000 $ 4 0,532,000 $ 3 39,113,000 $ 6 61,729,000 TOTAL CURRENT & FUTURE YEAR PROPOSED PROJECTS $ 6 9,718,838 $ 1 13,318,000 $ 3 26,913,000 $ 8 4,032,000 $ 3 40,013,000 $ 9 33,994,838 PUBLIC WORKS 279 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 TOTAL P0C207 BACK STAGE FLOORING 2 COF 311 $ 1 50,000 $ -$ -$ -$ -$ 150,000 P0C208 FLY RAIL SYSTEM 2 COF 311 125,000 0 0 0 0 125,000 TOTAL $ 2 75,000 $ -$ -$ -$ -$ 275,000 CONVENTION CENTER 280 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 TOTAL P0C209 AMBERTON PRK PLYGRD REHAB 5 PIF 321 $ 2 10,000 $ -$ -$ -$ -$ 210,000 P0C210 BEACH PARK PLYGRD REHAB 2 COF 311 100,000 0 0 0 0 100,000 P0C210 BEACH PARK PLYGRD REHAB 2 PIF 321 175,000 0 0 0 0 175,000 P0C211 CAMPUS PRK S PLYGRD REHAB 5 PIF 321 200,000 0 0 0 0 200,000 P0C212 CITY IN THE HILLS WST PRK 3 PIF 321 250,000 0 0 0 0 250,000 P9C107 KROLL PARK PLAYGRD REHAB 5 COF 311 149,818 0 0 0 0 149,818 P9C106 LOWELL PARK PLAYGRD REHAB 2 CDBG 111 158,451 0 0 0 0 158,451 TOTAL $ 1 ,243,269 $ -$ -$ -$ -$ 1,243,269 RECREATION AND PARKS 281 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PROJ PROJECT TITLE WARD SOURCE FUND FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 TOTAL E0J101 PIPELINE RELOCATION 4 DWF 441 $ 2 60,000 $ -$ -$ -$ -$ 260,000 E1J002 3 MIL GALLON STORAGE TANK 4 DWF 441 1,750,000 1,750,000 0 0 0 3,500,000 E6J002 CANAL/STORM DRAIN FENCING CITYWID AWF 431 60,000 50,000 50,000 50,000 50,000 260,000 E5J102 PUMP STATION UPGRADES 4,6 DWF 441 250,000 250,000 250,000 250,000 250,000 1,250,000 P6J001 ROAD BASE CITYWID AWF 431 30,000 30,000 30,000 30,000 30,000 150,000 E9J102 SERV CONNECTION REPL PROG 4,5,6 DWF 441 300,000 250,000 250,000 250,000 250,000 1,300,000 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 2,100,000 2,100,000 2,100,000 2,100,000 2,100,000 10,500,000 TOTAL $ 5 ,200,000 $ 4 ,880,000 $ 3 ,130,000 $ 3 ,130,000 $ 3 ,130,000 $ 19,470,000 WATER RESOURCES 282 APPENDICES Appendices The appendices section of the budget document includes the City Council Goals & Guiding Principles adopted November 2007. This document is the basis in the development of citywide department goals and objectives to be implemented during fiscal year 2009-10. This section also includes the City’s financial policies, including the investment policy, the budget amendment process, basis of accounting and budgeting, and the budget calendar. The schedules in this section offer demographic and economic indicators to help the reader understand the environment and how the information in the City’s budget relates to the services the City provides and the activities it performs. CONTENTS City Council Goals and Guiding Principles .............................................284 City Budget Process ...............................................................................318 Operating Budget .............................. .....................................................320 Basis of Accounting and Budgeting ........................................................321 Investment Policy .............................. .....................................................323 Budget Amendment Process..................................................................324 LIST OF EXHIBITS City Council Ward Boundaries Map........................................................297 Miscellaneous Statistics .........................................................................298 Miscellaneous Statistics Graphs.............................................................299 Governmental Activities Tax Revenues by Source.................................300 Principal Property Taxpayers..................................................................301 Assessed Value of Taxable Property (Table) ........................................302 Assessed Value of Taxable Property (Graphs) ......................................303 Sales Tax Revenue Payers by Industry..................................................304 Demographic and Economic Statistics ...................................................305 Property Value and Construction............................................................306 Operating Indicators by Function............................................................307 Capital Asset Statistics by Function........................................................308 Salary Schedule .....................................................................................309 Personnel Complement by Division........................................................316 Budget Calendar.....................................................................................319 283 City of Bakersfield City Council Goals November 2007 284 City Council Goals – November 2007 Page 1 CITY OF BAKERSFIELD City Council Goals November 2007 GOAL #1: PROVIDE QUALITY PUBLIC SAFETY SERVICES 1.1 Provide consistent police services that support and enhance proactive law enforcement including city-wide efforts to reduce gang violence, illegal drug use, domestic violence and child abuse. 1.2 Provide consistent fire and related emergency services throughout Bakersfield. GOAL #2: ENHANCE THE CITY'S TRANSPORTATION NETWORK 2.1 Maintain and improve the quality of existing surface streets and arterials by continuing to enhance the road resurfacing program, including increasing funding for street maintenance. 2.2 Implement the Thomas Roads Improvement Program (TRIP) projects as promptly as possible. 2.3 Implement Construction of the Westside Parkway as promptly as possible. 2.4 Maintain and construct trails for cycling, walking, jogging and equestrian uses. GOAL #3: CONTINUE POSITIVE DOWNTOWN AND MAJOR MIXED USE DEVELOPMENT PROJECTS 3.1 Encourage improvements to the downtown. 3.2 Pursue development of the Mill Creek project. 3.3 Encourage housing and mixed use development projects. GOAL #4: PLAN FOR GROWTH AND DEVELOPMENT 4.1 Provide for the logical planned growth and development of the city. 4.2 Provide for and protect the city’s water supply. 4.3 Encourage the development of affordable housing. 4.4 Promote the redevelopment of older areas within the city. GOAL #5: STRENGTHEN AND DIVERSIFY OUR ECONOMIC BASE 5.1 Enhance economic development opportunities. 285 City Council Goals – November 2007 Page 2 GOAL #6: PROMOTE COMMUNITY PRIDE AND IMAGE 6.1 Improve the visual appearance and livability of the city. 6.2 Provide quality recreational facilities and programs. 6.3 Construct new recreational and cultural facilities. GOAL #7: FISCAL SOLVENCY 7.1 Provide for the prudent use of fiscal resources. 286 City Council Goals -November 2007 Page 2 Note: Goals without target completion dates are ongoing. GOAL #1: PROVIDE QUALITY PUBLIC SAFETY SERVICES GOAL 1.1 : PROVIDE CONSISTENT POLICE SERVICES THAT SUPPORT AND ENHANCE PROACTIVE LAW ENFORCEMENT INCLUDING CITY-WIDE EFFORTS TO REDUCE GANG VIOLENCE, ILLEGAL DRUG USE, DOMESTIC VIOLENCE AND CHILD ABUSE. Target Actions to Meet Goal: 1. 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. 2. Pursue and coordinate Homeland Security programs and facilitate information sharing with state and federal agencies regarding regional security concerns. 3. 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 prosecute “quality of life” misdemeanors in conjunction with the District Attorney’s Office. 4. Work with Kern County Sheriffs Office and other agencies involved in the Safe Neighborhoods and Community Relations Committee and the Joint City/County Standing Committee to Combat Gang Violence to reduce gang related crime through prevention, intervention and suppression activities. 5. Promote park safety by utilizing traditional police patrol, specialized park patrol, and video technology. GOAL 1.2 : PROVIDE CONSISTENT FIRE AND RELATED EMERGENCY SERVICES THROUGHOUT BAKERSFIELD. Target Actions to Meet Goal: 1. Determine fire service needs and future station locations based on planned growth within the Metropolitan General Plan. Implement new station development plans (Pursuant to Joint Powers Agreement with County, including funding the construction and staffing of Station #12 and Station #14). 2. Complete construction of Fire Station #5. (Target Completion Date: January 2008) 3. Provide the necessary training and equipment to become National Incident Management System (NIMS) compliant. (Target Completion Date: December 2007) 287 City Council Goals -November 2007 Page 3 Note: Goals without target completion dates are ongoing. GOAL #2: ENHANCE THE CITY'S TRANSPORTATION NETWORK GOAL 2.1 : MAINTAIN AND IMPROVE THE QUALITY OF EXISTING SURFACE STREETS AND ARTERIALS BY CONTINUING TO ENHANCE THE ROAD RESURFACING PROGRAM, INCLUDING INCREASING FUNDING FOR STREET MAINTENANCE. Target Actions to Meet Goal: 1. Evaluate the condition of city streets and implement a 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. Set aside one-time eligible monies as a priority for street maintenance projects as they become available. 2. 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. 3. Pursue all new revenue sources from the recently passed state transportation bond. Identify, through KernCOG, additional transportation augmentation funding. GOAL 2.2 : IMPLEMENT THE THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) PROJECTS AS PROMPTLY AS POSSIBLE. Target Actions to Meet Goal: 1. Work with the County and other governmental entities to cooperatively plan for and fund multi-jurisdictional transportation facilities in the metropolitan area. 2. Implement the 9 point plan to address transportation project funding including: passage of the “safe roads measure” for transportation funding; updating the KernCOG traffic model and implementing changes to the metropolitan Bakersfield traffic impact fee program in order to sufficiently fund transportation projects required due to development; continuing to work with developers on large projects to promote public/private partnerships to extend major roadways; and pursuit of available state and federal transportation funding. 3. 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. 4. Pursue the prudent acquisition of needed properties on designated transportation corridors from willing sellers with available funds designated for transportation purposes. 288 City Council Goals -November 2007 Page 4 Note: Goals without target completion dates are ongoing. GOAL 2.3 : IMPLEMENT THE CONSTRUCTION OF THE WESTSIDE PARKWAY AS PROMPTLY AS POSSIBLE. Target Actions to Meet Goal: 1. Begin first phase Westside Parkway construction from Mohawk to Coffee Road. (Target Completion Date: Winter 2008) 2. Encourage completion of the Westside Parkway by accessing state and other funds. GOAL 2.4 : MAINTAIN AND CONSTRUCT TRAILS FOR CYCLING, WALKING, JOGGING AND EQUESTRIAN USES. Target Actions to Meet Goal: 1. Recognize the link between land use and transportation through adoption and implementation of General Plan policies including development and transportation standards which promote a balanced transportation system of pedestrian, bicycle, transit, and motor vehicles. Explore alternative development concepts which promote pedestrian and transit oriented communities. 2. Continue to expand and develop trails and bikeways by promoting the connectivity of new and existing trails within the city to the existing Kern River Bike Path. 3. Work with local bicycle organizations to identify new bicycle facilities. Encourage installation of bicycle parking areas in the downtown and in private developments. 4. Retrofit existing neighborhoods to be more pedestrian friendly and provide for pedestrian friendly thoroughfares in new developments. GOAL #3: CONTINUE POSITIVE DOWNTOWN AND MAJOR MIXED USE DEVELOPMENT PROJECTS GOAL 3.1 : ENCOURAGE IMPROVEMENTS TO THE DOWNTOWN. Target Actions to Meet Goal: 1. Complete 19th Street streetscape extension. (Target Completion Date: Summer 2008) 2. Encourage commercial development that includes plazas, pocket parks and water features. 3. Encourage the use of trees and flowers, lighting, street furniture, water features, canopies, public art, signage, flags. Use surface material that enriches the paving options on our streets, sidewalks, and curbing. 4. Expand the downtown street light design and streetscape design, and incorporate benches, refuse containers, tables and chairs and explore the use of solar lighting. 289 City Council Goals -November 2007 Page 5 Note: Goals without target completion dates are ongoing. 5. Pursue selection of downtown site for Federal Courthouse. (Target Completion Date: Dependent on GSA time frame) 6. Pursue creation of identifiable districts within the downtown -arts, education, theater, government, finance, etc. 7. Encourage quality downtown housing developments which bring families to the downtown area. 8. Pursue property acquisition in the downtown from willing sellers for projects that fulfill stated downtown planning objectives. 9. Ensure that the future freeway system provides ample and easy access to the downtown area. 10. 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. GOAL 3.2 : PURSUE DEVELOPMENT OF THE MILL CREEK PROJECT. Target Actions to Meet Goal: 1. Complete street crossing and streetscape improvements at Central Park as Phase 1 of the Mill Creek Project. (Target Completion Date: Spring 2008) 2. Develop a linear trail along the Kern Island Canal to become a focus for redevelopment, community activities and outdoor enjoyment as part of the Mill Creek Project. (Target Completion Date: Spring 2009) 3. Develop concepts for projects which contain the following elements: entertainment, trees, landscaping, water features, canopies, family activities, pedestrian-friendly design, safety, attractiveness. Minimize the negative aspects of railroad. 4. Provide green space for walking, relaxing, jogging, biking, and picnicking. Provide a pedestrian friendly atmosphere by linking the parks with a canal system. (Target Completion Date: Demonstration project -Winter 2007; Phase II -2008) 5. Continue to build on the success of the Convention Center Hotel, Centennial Plaza, Rabobank Arena, Amtrak Station, McMurtrey Aquatic Center, and Ice Sports Center by promoting mixed use development that supports entertainment venues, restaurants, commercial and retail businesses and housing. Identify underutilized and blighted properties in the downtown core area as potential sites for improvement. 290 City Council Goals -November 2007 Page 6 Note: Goals without target completion dates are ongoing. GOAL 3.3 : ENCOURAGE HOUSING AND MIXED USE DEVELOPMENT PROJECTS. Target Actions to Meet Goal: 1. Promote mixed use development that includes landscaping and innovative urban design elements, urban housing, restaurants, retail and other commercial uses. 2. Complete the mixed use development in the Southeast and Old Town Kern (Baker and Kentucky Streets) Redevelopment areas. (Target Completion Date: December 2008) 3. Implement housing development in the Southeast and Old Town Kern Redevelopment areas. 4. Explore the sale of surplus City farm property to build Southeast economy and to generate funds for needed capital improvements. (Target Completion Date: Spring 2008) GOAL #4: PLAN FOR GROWTH AND DEVELOPMENT GOAL 4.1 : PROVIDE FOR THE LOGICAL PLANNED GROWTH AND DEVELOPMENT OF THE CITY. Target Actions to Meet Goal: 1. Update Metropolitan Bakersfield General Plan including planning for infrastructure and delivery of public services. 2. Complete construction of the upgrade/expansion of Wastewater Treatment Plant No. 3. (Target Completion Date: Spring 2010) 3. Facilitate annexations where staff is sensitive to the areas and where support starts with the neighbors. Provide information to explain financial incentives or other benefits of annexation, including water and sewer service, which encourage urban areas in the County to be annexed into the City. 4. Work with major corporations/homebuilders and land owners to facilitate master planned additions to Bakersfield including the use of development agreements. 5. Encourage the use of development agreements which provide for cohesive design and transportation elements and standards to unify master planned communities. 6. Develop strategies to reduce consumption of prime agricultural land for urban development. 7. Plan for development of City facilities such as fire stations, police stations, parks, and water facilities such as wells and pumps, etc., with other governmental 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. 291 City Council Goals -November 2007 Page 7 Note: Goals without target completion dates are ongoing. GOAL 4.2 : PROVIDE FOR AND PROTECT THE CITY’S WATER SUPPLY. Target Actions to Meet Goal: 1. Vigorously defend against any potential threats to the City’s water supply and water rights. 2. Provide for future growth and water demands by planning for water facilities in advance of development. 3. Pursue opportunities to increase the water supply available to the City. GOAL 4.3 : ENCOURAGE THE DEVELOPMENT OF AFFORDABLE HOUSING. Target Actions to Meet Goal: 1. Support affordable housing for seniors and low/moderate income residents. 2. Encourage and support redevelopment project areas to promote development in the Old Town Kern-Pioneer and Southeast areas of Bakersfield through use of redevelopment, community planning efforts, and other available revitalization tools. 3. Streamline processes and provide incentives for first time homebuyers in blighted areas. GOAL 4.4 : PROMOTE THE REDEVELOPMENT OF OLDER AREAS WITHIN WITHIN THE CITY. Target Actions to Meet Goal: 1. Encourage and support redevelopment and neighborhood improvements in Southeast Bakersfield and on 34th Street area between Chester Avenue and Union Avenue by providing streetlights, street repairs, and median island landscaping and streetscapes. (Target Completion Date: Phase I -Spring 2008) 2. Develop policies for specific incentives for residential in-fill in blighted areas. 3. Continue program to improve existing median islands with landscaping and decorative rock features in accordance with City standards throughout the city. 4. Continue code enforcement efforts to help maintain neighborhoods and improve visual standards. GOAL #5: STRENGTHEN AND DIVERSIFY OUR ECONOMIC BASE GOAL 5.1 : ENHANCE ECONOMIC DEVELOPMENT OPPORTUNITIES. Target Actions to Meet Goal: 1. Continue to enhance the TEAM BAKERSFIELD concept and develop a fast-track process for establishing or retaining a business. 292 City Council Goals -November 2007 Page 8 Note: Goals without target completion dates are ongoing. 2. 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. 3. Attract industries which are best suited to the advantages of our location, which include availability of energy production, access to major transportation corridors, and geographic diversity for film locations and recreational activities. 4. Focus on improvements and opportunities within the Southeast and Old Town Kern Redevelopment Project areas, and the Incentive Area. 5. Implement job creation strategies identified in the Old Town Kern and Southeast Economic development plans which address high unemployment area needs by attracting targeted industries that provide higher paying jobs which can support families. 6. Assist in business expansion and job job opportunities by encouraging development of workforce training and infrastructure development which are consistent with identified strategic business attraction goals and build on our existing economic base. GOAL #6: PROMOTE COMMUNITY PRIDE AND IMAGE GOAL 6.1 : IMPROVE THE VISUAL APPEARANCE AND LIVABILITY OF THE CITY. Target Actions to Meet Goal: 1. Continue the campaign against littering (Keep Bakersfield Beautiful and CUB Programs) and graffiti. Encourage public participation in such volunteer efforts. 2. Create landscaped gateways, freeways and arterial roads. Improve freeway and entry point landscape standards. 3. Continue efforts to enhance the city’s urban forest by promoting the planting, proper care and maintenance of trees throughout the city. GOAL 6.2 : PROVIDE QUALITY RECREATIONAL FACILITIES AND PROGRAMS. Target Actions to Meet Goal: 1. Facilitate development and encourage corporate capital investments towards cultural and recreational facilities, including the use of grants, contributions, in-kind services and other unique or appropriate one-time funding sources which may become available, while limiting the use of General Fund revenues for such capital construction. Such facilities would include a performing and cultural arts center; community recreation buildings; aquatics facilities; and a multipurrpos stadium. 2. Pursue National Recreation and Park Association (NRPA) Accreditation to enhance, promote and foster community image. 3. Continue the operation of existing city swimming pools in a safe and cost effective manner. 293 City Council Goals -November 2007 Page 9 Note: Goals without target completion dates are ongoing. GOAL 6.3 : CONSTRUCT NEW RECREATIONAL AND CULTURAL FACILITIES. Target Actions to Meet Goal: 1. Begin construction of 40 acre baseball park development. (Target Start Date: January 2008 Completion Date: 2009) 2. Complete design for 200+ acre complex to address soccer, baseball, aquatic facilities and related needs on Taft Highway. (Target Completion Date: April 2008) 3. Complete design and begin construction of improvements to City recreational facility (formerly Mesa Marin) adjacent to City in the Hills development in northeast Bakersfield. (Target Completion Date: June 2008) GOAL #7: FISCAL SOLVENCY GOAL 7.1 : PROVIDE FOR THE PRUDENT USE OF FISCAL RESOURCES. Target Actions to Meet Goal: 1. To incorporate best practices from the private sector as an element of conducting business. 2. To prudently govern all areas of discretionary spending, including personnel, benefit and pension costs, so that funds to provide provide services can be balanced with the need to attract and retain quality personnel. 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 possible while still providing quality services. 7. To maintain reserves adequate for dealing with contingencies. 294 City Council Goals -November 2007 Page 10 Note: Goals without target completion dates are ongoing. 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 city-wide publications. • 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. • Research, evaluate and implement emerging technologies which would enhance the provision of City services by making them more effective and efficient. • Explore new or alternative funding mechanisms, including the pursuit of grant funding for constructing and staffing new programs and facilities. • Continue to provide consistent urban services within the metropolitan area defined by the City’s General Plan. • Adhere to City Statement of Water Resources Policy in preserving the quality and quantity of City‘s Kern River water supplies and water rights of the water resources available to the City. 2 95City Council Goals -November 2007 Page 11 Note: Goals without target completion dates are ongoing. • Maintain, replace and protect the City’s infrastructure (i.e. streets, storm drains, sewer lines, canal crossings, buildings, structures and facilities, parks, etc.) • Pro-actively pursue intergovernmental legislation at the county, state and federal levels by monitoring, taking a position and actively pursuing pending legislation; expanding annual lobbying efforts with state and federal representatives; inviting legislators to Council workshops or other activities; holding joint City Council/County Board 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. 296 ?m ?Ã A© Ag ?m Ag A} !"^$ AÑ ?m ?m ?Ã ?m ASHE RD PANAMA LN WIBLE RD STINE RD MING AVE WHITE LN S UNION AVE OLIVE DR S EDISON RD S FAIRFAX RD GOSFORD RD OLD RIVER RD PANAMA RD HOUGHTON RD EDISON HWY E PANAMA LN MULLER RD STOCKDALE HWY HAGEMAN RD NILES ST DI GIORGIO RD S H ST COFFEE RD SNOW RD NORD AVE COTTONWOOD RD CALLOWAY DR BUENA VISTA BLVD BUENA VISTA RD FAIRFAX RD HEAT H RD E BRUNDAGE LN RENFRO RD SANTA FE WAY ALLEN RD HERMOSA RD AIRPORT DR S VINELAND RD SUNSET BLVD COMANCHE DR MT VERNON AVE MC CUTCHEN RD BRECKENRIDGE RD S ALLEN RD FRUITVALE AVE PALADINO DR SHAFTER RD CALIFORNIA AVE BRIMHALL RD MOUNTAIN VIEW RD OAK ST COLUMBUS ST ADOBE RD RANCHERIA RD HOSKING AVE N CHESTER AVE KRATZMEYER RD S CHESTER AVE MERLE HAGGARD DR UNION AVE CHINA GRADE LOOP JEWETTA AVE S COMANCHE DR E CALIFORNIA AVE BRUNDAGE LN JAMES RD NEW STINE RD EDISON RD PANORAMA DR S MT VERNON AVE RIVER BLVD E WHITE LN TAFT HWY BEALE AVE CASA LOMA DR MANOR ST ENGLE RD S OSWELL ST MASTERSON ST OSWELL ST GREELEY RD CHESTER AVE MORNING DR REDBANK RD E SHAFTER RD TEJON HWY VINELAND RD TRUXTUN AVE MOHAWK ST DRIVER RD ETCHART RD KNUDSEN DR MOUNTAIN RIDGE DR S RENFRO RD ADOBE RD S H ST BRIMHALL RD OAK ST ENGLE RD S OSWELL ST S VINELAND RD CHESTER AVE MOHAWK ST SHAFTER RD HOSKING AVE GREELEY RD MANOR ST RENFRO RD S ALLEN RD MORNING DR MOHAWK ST H ST HARRIS RD REINA RD S H ST PLANZ RD WEGIS AVE WILSON RD TRUXTUN AVE ALLEN RD F ST AKERS RD HALEY ST PIONEER DR PATTON WAY MEACHAM RD BERNARD ST VIRGINIA AVE P ST REDBANK RD A ST MC KEE RD HUGHES LN JENKINS RD BELLE TERRACE NORRIS RD S REAL RD AUBURN ST ROBERTS LN Q ST SACO RD OLD FARM RD LINDSAY RD STINE RD UNIVERSITY AVE DISTRICT BLVD MADISON ST MC CRAY ST BAKER ST COSTAJO RD S P ST E WILSON RD 4TH ST RUDD AVE WATTS DR FLOWER ST MOUNTAIN VISTA DR EBERLE RD E PLANZ RD PEGASUS RD FAIRVIEW RD HARMON RD JEWETTA AVE NORIEGA RD ALTA VISTA DR ZEPHYR LN 34TH ST CUDA DR PANORAMA DR REAL RD PETROL RD JOHNSON RD QUINN RD W DAY AVE GREEN RD STANDARD ST DRIVER RD MEANY AVE E WHITE LN EDISON HWY CAMINO MEDIA E PACHECO RD BARLOW RD ROMERO RD DECATUR ST ETCHART RD WILDMAN RD BRIMHALL RD PACHECO RD HALL RD VAN HORN RD DOWNING AVE E CURNOW RD QUANTICO AVE MONICA ST MAIN PLAZA DR PROGRESS RD BERKSHIRE RD PENSINGER RD SPARKS ST BUCK OWENS BLVD COLLEGE AVE VICTOR ST SHANNON DR LANDCO DR E 4TH ST PARK VIEW DR COBB RD E TRUXTUN AVE STERLING RD W CURNOW RD BOUGHTON DR PALM AVE LAMB AVE BRUNO ST VERDUGO LN E BELLE TERRACE MONTCLAIR ST LILY DR CHASE AVE SHALANE AVE MONITOR ST VINEYARD ST WINDERMERE ST MAY ST E FAIRVIEW RD N EL RIO DR CAMPUS PARK DR RIDER ST SHANE ST JEWETTA AVE MEACHAM RD E WILSON RD PROGRESS RD NORIEGA RD NORRIS RD E WHITE LN VERDUGO LN DRIVER RD RUDD AVE W CURNOW RD JOHNSON RD E FAIRVIEW RD MADISON ST PACHECO RD COBB RD HUGHES LN BERKSHIRE RD OLD FARM RD JENKINS RD PALM AVE VERDUGO LN Q ST PROGRESS RD AKERS RD BIKE PATH BIKE PATH BIKE PATH BIKE PATH BIKE PATH BIKE PATH BIKE PATH 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 Prepared by the City of Bakersfield, CA Geographical Information Service division of Management Information Services. The City of Bakersfield makes no warranty, representation, or guarantee regarding the accuracy of this map. This map is intended for display purposes only and does not replace official recorded documents. /0 0.8 1.6Miles 2 0 0 9 W A R D B O U N D A R I E S B A K E R S F I E L D ! 08/28/2009 KR 297 CITY OF BAKERSFIELD MISCELLANEOUS STATISTICS DATE OF INCORPORATION 1898 CHARTER ADOPTED 1915 FORM OF GOVERNMENT COUNCIL-MANAGER POPULATION (1/1/08) 328,692 CITY EMPLOYEES/1,000 4.44 AREA (1/1/08) 136.38 sq. mi. MILES OF STREETS (1/1/09) 1,240 MILES OF STORM DRAINS (1/1/09) 261 NUMBER OF TRAFFIC SIGNALS (1/1/09) 337 MILES OF SANITARY SEWERS (1/1/09) 1,058 NUMBER OF PARKS AND ACREAGE (1/1/09) 55 PARKS (471 ac.) Prepared by the City Manager’s Office 298 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 City Square Miles 118.51 120.85 131.02 131.02 136.38 0 25 50 75 100 125 150 175 2004 2005 2006 2007 2008 End of Calendar Year Square Miles Annual Population Growth 279,700 295,893 311,824 323,213 328,692 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 2004 2005 2006 2007 2008 End of Calendar Year Population City Employees per 1,000 Population 5.09 5.31 5.17 4.99 4.44 0 1 2 3 4 5 6 2004 2005 2006 2007 2008 End of Calendar Year Employees 299 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 GOVERNMENTAL ACTIVITIES TAX REVENUES BY SOURCE LAST SIX FISCAL YEARS Fiscal Year General Property Taxes Sales and Use Taxes Transient Occupancy Taxes Business License Taxes Utility Franchise Taxes In-Lieu and Other Taxes Total Taxes 2003 $ 23,523,106 $ 46,283,126 $ 5,747,849 $ 2,244,126 $ 3,680,638 $ 3,035,464 $ 84,514,309 2004 23,926,768 49,237,400 6,069,043 2,459,889 3,974,642 3,696,091 89,363,833 2005 39,464,262 * 58,465,636 6,594,845 2,646,990 4,191,066 4,268,501 115,631,300 2006 49,135,641 * 66,495,453 7,456,838 2,995,555 4,382,644 5,074,460 135,540,591 2007 62,324,076 * 68,367,251 7,954,228 3,404,712 4,970,158 4,047,002 151,067,427 2008 71,655,585 * 63,415,357 7,749,531 3,331,064 4,904,717 3,193,162 154,249,416 Source: City of Bakersfield FY 2008 Comprehensive Annual Financial Report Note: * Includes VLF Triple Flip tax revenue. 300 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 PRINCIPAL PROPERTY TAXPAYERS (JUNE 30, 2008) Taxpayer Type of Business Assessed Valuation % of Total AV Dreyers Grand Ice Cream, Inc. Manufacturing $ 224,148,272 0.91% Bakersfield Mall LLC Shopping Center 152,546,451 0.62% Chevron USA LLC Oil Company 127,934,094 0.52% Bakersfield Memorial Hospital Medical 111,362,310 0.45% Castle & Cooke Comm. Inc. Real Estate Development 105,502,839 0.43% Donahue Schriber Realty Group LLP Real Estate Development 82,549,777 0.33% California Water Service Company Utilities 79,570,655 0.32% BLC Glenwood Gardens LLP 76,285,375 0.31% Lennar Home of California Real Estate Development 65,098,219 0.26% State Farm Insurance Company Insurance Company 57,700,000 0.23% $ 1,082,697,992 4.39% 23,571,366,308 95.61% $ 24,654,064,300 100.00% Source: City of Bakersfield FY 2008 Comprehensive Annual Financial Report The ten largest taxpayers comprise only 4.39% of the City's 2007-08 overall taxable assessed value of $24.7 billion. Total taxable assessed value of ten (10) largest taxpayers Total taxable assessed value of other taxpayers Total taxable assessed value of all taxpayers 301 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 ASSESSED VALUE OF TAXABLE PROPERTY LAST SIX FISCAL YEARS Fiscal Year Residential Property Commercial Property Other Unsecured Less: Tax Exempt Real Property Total Taxable Assessed Value 2003 7,713,303 2,117,283 1,809,671 532,842 645,761 11,527,338 2004 8,760,686 2,341,932 1,879,013 546,353 694,115 12,833,869 2005 9,966,804 2,463,503 1,943,657 565,311 680,115 14,259,160 2006 12,110,090 2,727,174 2,200,212 582,995 731,597 16,888,874 2007 15,371,291 3,104,110 2,655,402 631,452 816,684 20,945,571 2008 18,353,070 3,401,625 3,122,004 659,048 881,683 24,654,064 Source: City of Bakersfield FY 2008 Comprehensive Annual Financial Report Note: Amounts expressed in thousands. Secured 302 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 ASSESSED VALUE OF TAXABLE PROPERTY (JUNE 30, 2008) Source: City of Bakersfield FY 2008 Comprehensive Annual Financial Report The City of Bakersfield's FY 2008 assessed value is $24.7 billion, up 17.7% over the 2007 value of $20.9 billion and up 46.0% over the 2006 level of $16.9 billion. Assessed value has increased by an average of 23.09% per year from 2003 to 2008. In 2008, Residential Secured Property accounted for 71.9% ($18.4 billion) of total taxable assessed value. Commercial Secured property accounted for 13.3% ($3.4 billion) and Other Secured property was 12.2% ($3.1 billion) of total taxable assessed value in the City. In FY 2007-08, Unsecured property accounted for 2.6% of the total assessed value. Tax exempt real property totaled $881,683. CITY OF BAKERSFIELD Assessed Value $20,945,571 $16,888,874 $14,259,160 $11,527,338 $12,833,869 $24,654,064 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 2003 2004 2005 2006 2007 2008 Fiscal Year Ending Billions Assessed Value by Class 2008 ($ billions) Residential Secured $18.35 71.9% Commercial Secured $3.40 13.3% Unsecured $0.66 2.6% Other Secured $3.12 12.2% 303 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 SALES TAX REVENUE PAYERS BY INDUSTRY (JUNE 30, 2008) Category Number of Filers Percent of Total Tax Liability % of Total Liability New Car Dealers 36 0.49% $ 8,633,934 15.47% Department Stores 33 0.45% 6,142,324 11.01% Service Stations 108 1.46% 3,838,334 6.88% Petroleum, Petroleum Products, Oil Well, Refining, and Service Station Equipment 72 0.97% 2,567,128 4.60% Eating/Drinking Places without Alcohol 512 6.91% 2,631,706 4.72% Building Materials 38 0.51% 2,440,543 4.37% General Stores 38 0.51% 1,887,652 3.38% Building Material 199 2.68% 1,839,151 3.30% Full Time Specialty Stores 1,076 14.52% 1,530,523 2.74% Family Apparel 1,076 14.52% 1,368,301 2.45% All Other 4,224 56.99% 22,931,569 41.09% 7,412 100.00% $ 55,811,165 100.00% Source: City of Bakersfield FY 2008 Comprehensive Annual Financial Report Note: Due to confidentiality issues, the names of the ten largest revenue payers are not available. The categories presented are intended to provide alternative information regarding the City's revenues. The amounts shown are gross collections prior to refunds and collections of amounts due from prior year. Compre 304 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 DEMOGRAPHIC AND ECONOMIC STATISTICS LAST SIX FISCAL YEARS Fiscal Year Ending Population (1) Personal Income (2) (millions) Per Capita Personal Income (2) Median Age (3) Education Level in Years of Formal Schooling (3) (4) Elementary School Enrollment (5) Estimated Unemployment Rate (%) (6) 2003 266,784 $ 16,558 $ 23,215 30.5 72.1% $ 28,179 12.0% 2004 279,672 17,660 24,067 30.1 72.8% 28,315 12.6% 2005 295,893 18,924 24,999 29.9 72.2% 28,234 8.3% 2006 311,824 20,087 25,748 30.0 71.9% 27,890 7.3% 2007 323,213 21,409 27,076 29.8 7010.0% 27,403 8.0% 2008 328,692 ----27,085 9.5%* Notes: (1) State Department of Finance. Estimates are revised periodically to include data that may not have been available at the time. (2) US Dept of Commerce Bureau of Economic Analysis. As available, figures and estimates should be used for general purposes only. Estimates are revised periodically to include data that may not have been available at the time. Information is for Bakersfield Metropolitan area. (3) US Census Bureau estimates as available for Bakersfield Metropolitan area. (4) This column shows the percent of the City population 25 years and older who are high school graduates or higher. (5) Ed-Data Education Data Partnership (6) State of California Employment Development Department (Data shown is for Kern County) * Preliminary Number 305 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 PROPERTY VALUE AND CONSTRUCTION LAST TEN FISCAL YEARS Other Construction No. of Units Value No. of Units Value Value No. of Units Value 1999 213 $ 78,199 2,088 $ 223,576 $ 36,958 2,301 $ 338,733 2000 140 51,251 1,890 218,656 34,438 2,030 304,345 2001 123 38,113 2,012 261,522 48,067 2,135 347,702 2002 143 70,874 2,445 311,639 57,983 2,588 440,496 2003 141 56,694 2,981 428,534 62,112 3,122 547,340 2004 130 82,003 3,677 568,413 65,878 3,807 716,294 2005 103 62,202 4,291 675,804 115,348 4,394 853,354 2006 76 36,008 5,314 870,190 94,661 5,390 1,000,859 2007 151 69,002 3,532 564,588 101,835 3,683 735,425 2008 153 78,506 1,922 296,788 104,710 2,075 480,004 Source: City of Bakersfield FY 2008 Comprehensive Annual Financial Report Note: Property value reported in thousands. Fiscal Commercial Construction Residential Construction Total Construction Year Ending 306 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 OPERATING INDICATORS BY FUNCTION Function 2002 2003 2004 2005 2006 2007 2008 Police Physical arrests --14,380 14,567 16,677 18,210 17,272 Parking violations 10,772 10,407 10,139 9,992 10,572 9,146 11,094 Traffic violations 27,688 35,813 32,475 22,833 -17,950 10,681 Vehicle Impounds --8,605 8,304 9,105 9,328 -Fire Number of calls answered 16,695 21,727 23,101 24,348 25,735 22,505 27,390 Inspections -3,496 2,555 3,610 3,906 5,996 3,616 Emergency Responses --23,101 24,000 25,736 22,505 -Structure Fires --412 440 10,404 1,374 -Highway and Streets Street resurfacing (miles) 61 55 18 22 73 55 76 Striping of City Streets (miles) --686 686 730 849 -Sanitation Refuse collected (tons/day) 71,649 74,400 80,246 85,332 91,110 101,800 94,750 Recyclables collected (tons/day) 22,358 24,808 28,032 31,155 34,588 33,100 35,300 Greenwaste Processed (tons) --144,691 144,691 168,224 179,125 -Culture and Recreation Athletic field permits issued 2,880 2,940 3,036 3,396 3,528 2,463 6,902 Community center admissions 44,637 74,060 61,216 59,962 89,478 124,465 301,198 Water New connections 1,523 1,739 1,518 2,056 2,109 1,862 2,542 Water main breaks 38 47 15 42 43 87 35 Average daily consumption (mgd) 27.76 29.01 31.69 31.79 32.14 31.89 38.03 Wastewater Average daily sewage treatment (mgd) 28.18 28.72 30.05 29.95 30.54 31.12 31.18 Fiscal Year Ending 307 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 CAPITAL ASSET STATISTICS BY FUNCTION Function 2002 2003 2004 2005 2006 2007 2008 Land Area 115.15 116.44 117.42 118.51 120.85 135.48 148.22 Public Safety Police Stations/Substations 3 3 4 4 4 4 4 Fire Stations 12 12 13 13 13 13 13 Sanitation Collection trucks 34 35 38 42 44 55 56 Highways and Streets Streets (miles) 909 942 983 1,028 1,069 1,178 1,236 Streetlights 11,747 12,056 12,756 13,316 14,101 14,965 15,474 Traffic Signals 264 268 280 293 302 314 326 Culture and Recreation Parks acreage 399 399 398 432 432 447 454 Parks 45 46 45 46 46 48 49 Swimming Pools 9 9 7 6 6 6 -Tennis courts 11 11 11 11 11 11 11 Community centers 3 3 3 3 3 3 3 Water Water mains (miles) ---409 589 710 842 Fire hydrants 7,578 7,933 8,365 8,518 9,040 9,600 9,765 Sewers Sanitary sewers (miles) 825 857 889 921 962 1,028 1,055 Storm sewers (miles) 150 159 173 189 204 244 259 Maximum treatment capacity (mgd) 35 35 35 41 41 41 41 Fiscal Year Ending 308 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 SALARY SCHEDULE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 26030 ACCOUNTANT I 180 21.491 22.567 23.701 24.881 26.126 A 26039 ACCOUNTANT I -TEMP 780 21.491 A 57950 ACCOUNTANT II G23 27.744 29.133 30.594 32.124 33.725 C 26050 ACCOUNTING CLERK I 030 14.689 15.422 16.197 17.009 17.856 A 26059 ACCOUNTING CLERK I -TEMP 735 14.689 A 26060 ACCOUNTING CLERK II 055 16.233 17.045 17.901 18.793 19.734 A 26069 ACCOUNTING CLERK II -TEMP 745 16.233 A 57960 ACCOUNTING SUPERVISOR G45 32.910 34.555 36.285 38.100 40.008 C 26040 ADMINISTRATIVE ANALYST I 235 23.803 24.993 26.234 27.543 28.926 A 26049 ADMINISTRATIVE ANALYST I-TEMP 787 23.803 A 26110 ADMINISTRATIVE ANALYST II 285 25.462 26.753 28.108 29.535 31.025 A 56130 ADMINISTRATIVE ANALYST III G30 29.835 31.327 32.895 34.539 36.266 C 22010 ADMINISTRATIVE ASSISTANT I 180 21.491 22.567 23.701 24.881 26.126 A 22019 ADMINISTRATIVE ASSISTANT I-TE 780 21.491 A 22020 ADMINISTRATIVE ASSISTANT II 215 23.032 24.189 25.395 26.663 27.995 A 14140 AIR CONDITIONING TECH I 200 21.916 23.018 24.167 25.379 26.654 A 17570 AIR CONDITIONING TECH II 230 23.501 24.675 25.912 27.199 28.559 A 27200 ANIMAL CONTROL OFFICER 010 13.399 14.066 14.769 15.510 16.291 A 27209 ANIMAL CONTROL OFFICER -TEM 860 13.399 A 57180 ANIMAL CONTROL SUPERVISOR G15 25.428 26.702 28.039 29.445 30.913 C 57130 APPLICATIONS SYSTEMS SUPV G38 31.829 33.419 35.090 36.848 38.692 C 90539 AQUATICS COORDINATOR -TEMP 972 12.500 A 14210 AQUATICS MAINTENANCE TECH 201 21.924 23.026 24.168 25.382 26.647 A 90499 AQUATICS SPECIALIST I -TEMP 943 8.250 A 90489 AQUATICS SPECIALIST II -TEMP 951 9.000 A 88330 ASSISTANT BUILDING DIRECTOR M33 45.740 48.031 50.428 52.952 55.603 D 88090 ASSISTANT CITY ATTORNEY M60 53.514 56.193 59.004 61.957 65.054 D 57440 ASSISTANT CITY CLERK G25 28.084 29.489 30.963 32.515 34.140 C 89120 ASSISTANT CITY MANAGER M60 53.514 56.193 59.004 61.957 65.054 D 88070 ASSISTANT FINANCE DIRECTOR M24 41.879 43.972 46.173 48.480 50.904 D 88120 ASSISTANT FIRE CHIEF M45 51.639 54.230 56.935 59.778 62.777 D 25040 ASSISTANT PLANNER 235 23.803 24.993 26.234 27.543 28.926 A 25049 ASSISTANT PLANNER -TEMP 787 23.803 A 88320 ASSISTANT PLANNING DIRECTOR M24 41.879 43.972 46.173 48.480 50.904 D 88520 ASSISTANT POLICE CHIEF M66 57.757 60.647 63.681 66.867 70.213 D 90119 ASSISTANT POOL MANAGER 954 9.500 A 57150 ASSISTANT SUPERINTENDENT G45 32.910 34.555 36.285 38.100 40.008 C 89330 ASSISTANT TO THE CITY MANAGER M12 40.190 42.201 44.312 46.527 48.854 D 88250 ASSOCIATE ATTORNEY M02 29.909 31.409 32.979 34.628 36.363 D 27060 ASSOCIATE PLANNER 360 29.909 31.409 32.979 34.628 36.363 A 27069 ASSOCIATE PLANNER -TEMP 798 29.909 A 27240 ASST CODE ENFORCEMENT OFFICER 060 17.440 18.313 19.233 20.197 21.206 A 89900 ASST DIR OF INFORMATION TECH M06 36.458 38.277 40.190 42.206 44.314 D 88900 ASST DIRECTOR REC & PARKS M29 44.384 46.601 48.933 51.379 53.950 D 89340 ASST ECONOMIC DEVELOPMENT DIR M25 42.244 44.357 46.579 48.911 51.351 D 88050 ASST PUBLIC WORKS DIRECTOR M54 52.721 55.357 58.126 61.035 64.087 D 90049 ASST SITE MANAGER MANAGER I -TEMP 954 9.500 A # POSITION TITLE GRADE STEP (HOURLY RATE) OT 309 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 SALARY SCHEDULE # POSITION TITLE GRADE STEP 1 STSETPE 2P (HSOTUERPL 3Y RSATTEEP) 4 STEP 5 OT 90039 ASST SITE MANAGER II -TEMP 956 10.000 A 87890 ASST TO THE PUBLIC WORKS DIR M06 36.458 38.277 40.190 42.206 44.314 D 27360 AUDIO VISUAL SPECIALIST 150 20.850 21.903 22.985 24.136 25.345 A 26470 BENEFITS TECHNICIAN 285 25.462 26.753 28.108 29.535 31.025 A 58620 BLDG INSP III -PLMBG & MECH G40 32.268 33.884 35.581 37.357 39.229 C 27140 BLDG INSPECTOR I 210 22.912 24.072 25.280 26.566 27.917 A 27149 BLDG INSPECTOR I -TEMP 782 22.912 A 27080 BLDG INSPECTOR II 265 25.202 26.467 27.787 29.179 30.633 A 27089 BLDG INSPECTOR II -TEMP 790 25.202 A 58600 BLDG INSPECTOR III G40 32.268 33.884 35.581 37.357 39.229 C 58610 BLDG INSPECTOR III -ELEC SPE G40 32.268 33.884 35.581 37.357 39.229 C 89150 BUILDING DIRECTOR M48 49.680 52.165 54.775 57.514 60.390 D 58609 BUILDING INSPECTOR III -TEMP 610 32.268 C 13100 BUILDING MAINTAINER II 030 14.689 15.422 16.197 17.009 17.856 A 27169 BUILDING PERMIT TECH -TEMP 782 22.912 A 27160 BUILDING PERMIT TECHNICIAN 210 22.912 24.072 25.280 26.566 27.917 A 57880 BUSINESS MANAGER G45 32.910 34.555 36.285 38.100 40.008 C 27520 BUYER I 060 17.440 18.313 19.233 20.197 21.206 A 27540 BUYER II 180 21.491 22.567 23.701 24.881 26.126 A 88500 C V B MANAGER M18 40.251 42.269 44.383 46.599 48.935 D 13350 CANAL TENDER II 090 18.136 19.040 19.986 21.000 22.041 A 57270 CHIEF CODE ENFORCEMENT OFFICE G52 34.954 36.700 38.539 40.467 42.494 C 89200 CITY ATTORNEY M83 86.368 D 89250 CITY CLERK M09 39.056 41.009 43.061 45.213 47.475 D 89300 CITY MANAGER M89 106.805 D 89960 CITY TREASURER M09 39.056 41.009 43.061 45.213 47.475 D 58360 CIVIL ENGINEER III G60 37.771 39.661 41.645 43.731 45.915 C 58369 CIVIL ENGINEER III -TEMP 620 37.771 C 88380 CIVIL ENGINEER IV M42 47.578 49.956 52.458 55.078 57.835 D 90239 CLERICAL AIDE/RECEPTIONIST 900 8.000 A 26220 CLERK TYPIST I 005 12.796 13.439 14.105 14.816 15.557 A 26221 CLERK TYPIST I -T-STEP 700 10.031 A 26229 CLERK TYPIST I -TEMP 725 12.796 A 26228 CLERK TYPIST I -TEMP T-STEP 700 10.031 A 26230 CLERK TYPIST II 025 14.492 15.218 15.985 16.779 17.619 A 26239 CLERK TYPIST II -TEMP 732 14.492 A 27250 CODE ENFORCEMENT OFFR I 250 24.072 25.280 26.566 27.917 29.312 A 27259 CODE ENFORCEMENT OFFR I -TEM 788 24.072 A 27260 CODE ENFORCEMENT OFFR II 295 26.467 27.787 29.179 30.641 32.173 A 27269 CODE ENFORCEMENT OFFR II -TE 793 26.467 A 57260 CODE ENFORCEMENT OFFR III G40 32.268 33.884 35.581 37.357 39.229 C 79950 COMMUNICATIONS CENTER SUPV N15 25.713 27.003 28.351 29.771 31.261 C 89940 COMMUNICATIONS COORDINATOR M08 38.277 40.190 42.201 44.312 46.527 D 57900 COMMUNICATIONS ENGINEER G45 32.910 34.555 36.285 38.100 40.008 C 79970 COMMUNICATIONS OPERATIONS SUP N45 33.278 34.942 36.689 38.528 40.454 C 27379 COMMUNICATIONS TECH I -TEMP 782 22.912 A 27389 COMMUNICATIONS TECH II -TEMP 795 27.072 A 310 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 SALARY SCHEDULE # POSITION TITLE GRADE STEP 1 STSETPE 2P (HSOTUERPL 3Y RSATTEEP) 4 STEP 5 OT 27370 COMMUNICATIONS TECHNICIAN I 210 22.912 24.072 25.280 26.566 27.917 A 27380 COMMUNICATIONS TECHNICIAN II 300 27.072 28.422 29.846 31.333 32.899 A 21509 COMMUNITY REL SPECIALIST-TEMP 761 18.310 A 21500 COMMUNITY RELATIONS SPECIALIS 092 18.310 19.231 20.194 21.209 22.261 A 25200 COMPUTER DRAFTING TECH I 115 19.925 20.912 21.962 23.062 24.208 A 25209 COMPUTER DRAFTING TECH I-TEMP 770 19.925 A 25240 COMPUTER DRAFTING TECH II 225 23.352 24.517 25.743 27.033 28.382 A 25250 CONSTRUCTION INSPECTOR I 210 22.912 24.072 25.280 26.566 27.917 A 25259 CONSTRUCTION INSPECTOR I-TEMP 782 22.912 A 25260 CONSTRUCTION INSPECTOR II 295 26.467 27.787 29.179 30.641 32.173 A 88460 CONSTRUCTION SUPERINTENDENT M18 40.251 42.269 44.383 46.599 48.935 D 99989 COUNCILMEMBER 987 100.000 A 21600 CRIME ANALYST 210 22.912 24.072 25.280 26.566 27.917 A 51440 CRIME PREVENTION SUPERVISOR G45 32.910 34.555 36.285 38.100 40.008 C 26179 DATA ENTRY CLERK -TEMP 735 14.689 A 88260 DEPUTY CITY ATTORNEY I M39 46.663 49.001 51.455 54.026 56.731 D 88080 DEPUTY CITY ATTORNEY II M54 52.721 55.357 58.126 61.035 64.087 D 26350 DEPUTY CITY CLERK 070 17.838 18.730 19.669 20.650 21.676 A 88280 DEPUTY FIRE CHIEF M57 55.902 58.701 61.637 64.719 67.956 D 41040 DETECTIVE P25 27.255 28.633 30.086 31.611 33.209 A 41049 DETECTIVE -TEMP P25 27.255 A 25070 DEVELOPMENT ASSISTANT 235 23.803 24.993 26.234 27.543 28.926 A 25060 DEVELOPMENT ASSOCIATE 360 29.909 31.409 32.979 34.628 36.363 A 25069 DEVELOPMENT ASSOCIATE -TEMP 798 29.909 A 89460 DEVELOPMENT SERVICES DIRECTOR M63 54.259 56.970 59.821 62.812 65.953 D 25020 DEVELOPMENT SPECIALIST 150 20.850 21.903 22.985 24.136 25.345 A 88200 DIR OF FIRE PREV/ENV SERVICES M18 40.251 42.269 44.383 46.599 48.935 D 89870 DIR OF INFORMATION TECHNOLOGY M42 47.578 49.956 52.458 55.078 57.835 D 88040 DIRECTOR OF OPERATIONS -PARK M18 40.251 42.269 44.383 46.599 48.935 D 89000 DIRECTOR RECREATION & PARKS M63 54.259 56.970 59.821 62.812 65.953 D 89360 ECONOMIC DEVELOPMENT DIRECTOR M71 58.204 61.116 64.172 67.381 70.753 D 14139 ELECTRICAL ASSISTANT 871 13.502 A 14130 ELECTRICAL TECHNICIAN I 205 22.323 23.448 24.610 25.835 27.139 A 14100 ELECTRICAL TECHNICIAN II 263 25.141 26.387 27.710 29.097 30.549 A 25120 ENGINEER I 315 27.744 29.133 30.594 32.124 33.725 A 25129 ENGINEER I -TEMP 797 27.744 A 25150 ENGINEER II 375 31.908 33.502 35.177 36.941 38.783 A 25159 ENGINEER II -TEMP 799 31.908 A 58300 ENGINEER III -WASTEWATER G60 37.771 39.661 41.645 43.731 45.915 C 25180 ENGINEERING AIDE I 050 16.124 16.925 17.768 18.651 19.589 A 25189 ENGINEERING AIDE I -TEMP 742 16.124 A 25210 ENGINEERING AIDE II 090 18.136 19.040 19.986 21.000 22.041 A 25270 ENGINEERING TECHNICIAN I 265 25.202 26.467 27.787 29.179 30.633 A 13500 FACILITY WORKER 010 13.399 14.066 14.769 15.510 16.291 A 13509 FACILITY WORKER -TEMP 860 13.399 A 13508 FACILITY WORKER -TEMP T 860 13.399 A 89350 FINANCE DIRECTOR M63 54.259 56.970 59.821 62.812 65.953 D 31 1CITY OF BAKERSFIELD FISCAL YEAR 2009-10 SALARY SCHEDULE # POSITION TITLE GRADE STEP 1 STSETPE 2P (HSOTUERPL 3Y RSATTEEP) 4 STEP 5 OT 26080 FINANCIAL INVESTIGATOR 070 17.838 18.730 19.669 20.650 21.676 A 68130 FIRE BATT CHIEF-DAYS F65 38.947 40.895 42.941 45.094 47.343 D 68132 FIRE BATT CHIEF-SUPPRESS F60 27.818 29.211 30.673 32.209 33.817 C 67180 FIRE CAPTAIN -DAYS F55 32.021 33.641 35.337 37.124 39.007 A 67182 FIRE CAPTAIN -SUPPRESSION F50 22.872 24.036 25.237 26.526 27.867 A 89400 FIRE CHIEF M74 64.209 67.418 70.796 74.331 78.050 D 26260 FIRE DISPATCHER I 045 16.086 16.888 17.736 18.625 19.554 A 26269 FIRE DISPATCHER I -TEMP 740 16.086 A 26290 FIRE DISPATCHER II 075 17.857 18.756 19.692 20.677 21.710 A 26299 FIRE DISPATCHER II -TEMP 755 17.857 A 32150 FIRE ENGINEER -DAYS F30 26.798 28.165 29.580 31.081 32.660 A 32152 FIRE ENGINEER -SUPPRESSION F15 19.142 20.111 21.118 22.199 23.325 A 68440 FIRE MARSHAL/TRAINING OFFICER F70 40.855 42.900 45.046 47.302 49.659 A 27040 FIRE PLANS EXAMINER 325 28.694 30.145 31.672 33.280 34.958 A 21470 FIRE PREVENTION/ENVIRON OFFR 250 24.072 25.280 26.566 27.917 29.312 A 32202 FIREFIGHTER -SUPPRESSION F10 17.346 18.217 19.142 20.109 21.118 A 32260 FIREFIGHTER TRAINEE -DAYS F01 16.312 A 32262 FIREFIGHTER TRAINEE -SUPPRES F05 13.883 14.591 15.328 16.096 16.933 A 14330 FLEET MECHANIC I 110 19.898 20.895 21.933 23.032 24.189 A 14280 FLEET MECHANIC II 245 24.087 25.290 26.554 27.874 29.274 A 14300 FLEET MECHANIC III 260 24.993 26.253 27.587 28.977 30.447 A 14060 FLEET SERVICE WORKER I 050 16.124 16.925 17.768 18.651 19.589 A 14069 FLEET SERVICE WORKER I -TEMP 742 16.124 A 14061 FLEET SERVICE WORKER I T-STEP 715 12.641 A 14068 FLEET SERVICE WORKER I-TEMP-T 715 12.641 A 14460 FLEET SERVICE WORKER II 090 18.136 19.040 19.986 21.000 22.041 A 88400 FLEET SUPERINTENDENT M18 40.251 42.269 44.383 46.599 48.935 D 88510 GENERAL SERVICES SUPT M18 40.251 42.269 44.383 46.599 48.935 D 25140 GIS ANALYST 280 25.072 26.332 27.648 29.033 30.482 A 57140 GIS SUPERVISOR G32 30.334 31.854 33.444 35.118 36.879 C 25000 GIS TECHNICIAN 097 18.861 19.803 20.787 21.837 22.921 A 25009 GIS TECHNICIAN -TEMP 882 18.861 A 27230 HAZARDOUS MATERIALS SPECIALIS 325 28.694 30.145 31.672 33.280 34.958 A 90809 HEARING OFFICER 978 18.000 A 13220 HEAVY EQUIP OPERATOR -WATER 183 21.731 22.807 23.952 25.159 26.407 A 13230 HEAVY EQUIP OPR-SW & RECYCLIN 183 21.731 22.807 23.952 25.159 26.407 A 13210 HEAVY EQUIPMENT OPR -PARKS 183 21.731 22.807 23.952 25.159 26.407 A 13200 HEAVY EQUIPMENT OPR -STREETS 183 21.731 22.807 23.952 25.159 26.407 A 25080 HELP DESK SPECIALIST 085 18.103 19.011 19.966 20.965 22.015 A 27010 HUMAN RESOURCES ANALYST I 235 23.803 24.993 26.234 27.543 28.926 A 27019 HUMAN RESOURCES ANALYST I TEM 787 23.803 A 27000 HUMAN RESOURCES ANALYST II 315 27.744 29.133 30.594 32.124 33.725 A 26440 HUMAN RESOURCES CLERK 070 17.838 18.730 19.669 20.650 21.676 A 89910 HUMAN RESOURCES MANAGER M42 47.578 49.956 52.458 55.078 57.835 D 57020 HUMAN RESOURCES SUPERVISOR G45 32.910 34.555 36.285 38.100 40.008 C 26409 HUMAN RESOURCES RESOURCES TECHNICIAN-TE 785 23.032 A 56990 HYDROGRAPHIC SUPERVISOR G45 32.910 34.555 36.285 38.100 40.008 C 312 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 SALARY SCHEDULE # POSITION TITLE GRADE STEP 1 STSETPE 2P (HSOTUERPL 3Y RSATTEEP) 4 STEP 5 OT 24350 INDUSTRIAL WASTE INSPECTOR 210 22.912 24.072 25.280 26.566 27.917 A 24359 INDUSTRIAL WASTE INSPECTOR-TE 782 22.912 A 13490 LABORER 001 9.596 10.077 10.582 11.113 11.669 A 13499 LABORER -TEMP 840 9.596 A 26310 LEGAL SECRETARY 095 18.729 19.666 20.655 21.682 22.759 A 26319 LEGAL SECRETARY -TEMP 765 18.729 A 13190 LIGHT EQUIPMENT OPERATOR-WATE 094 18.588 19.517 20.486 21.523 22.591 A 13180 LIGHT EQUIPMENT OPR -PARKS 094 18.588 19.517 20.486 21.523 22.591 A 13170 LIGHT EQUIPMENT OPR -STREETS 094 18.588 19.517 20.486 21.523 22.591 A 13179 LIGHT EQUIPMENT OPR-STREETS-T 762 18.588 A 14200 MAINT CRAFTWORKER I 201 21.924 23.026 24.168 25.382 26.647 A 13080 MAINTAINER -CGCC 030 14.689 15.422 16.197 17.009 17.856 A 14220 MAINTENANCE CRAFTWORKER II 229 23.486 24.674 25.913 27.229 28.613 A 86090 MANAGEMENT ASSISTANT M05 23.803 24.993 26.234 27.543 28.926 D 25010 MARKETING & EVENTS SPECIALIST 150 20.850 21.903 22.985 24.136 25.345 A 99999 MAYOR 990 919.540 A 13270 MOTOR SWEEPER OPERATOR 160 20.908 21.953 23.053 24.196 25.411 A 25100 NETWORK SYSTEMS ANALYST 220 23.103 24.256 25.468 26.741 28.081 A 25130 NETWORK SYSTEMS ENGINEER 297 26.600 27.939 29.350 30.836 32.397 A 25119 NETWORK SYSTEMS TECH -TEMP 776 20.466 A 25110 NETWORK SYSTEMS TECHNICIAN 130 20.466 21.489 22.571 23.696 24.884 A 90153 OFFICIAL I 972 12.500 A 90163 OFFICIAL II 981 15.000 A 26410 PARK & LANDSCAPE DESIGNER 350 29.419 30.890 32.436 34.057 35.761 A 59800 PARK CONSTRUCTION & FAC PLNR G55 37.026 38.879 40.824 42.866 45.008 C 90199 PARK SECURITY GUARD -TEMP 961 11.908 A 13310 PARK SERVICES COORDINATOR 115 19.925 20.912 21.962 23.062 24.208 A 24500 PARK SERVICES TECHNICIAN 145 20.821 21.864 22.960 24.106 25.313 A 24440 PARK TECHNICIAN 265 25.202 26.467 27.787 29.179 30.633 A 88480 PARKS SUPERINTENDENT M18 40.251 42.269 44.383 46.599 48.935 D 24349 PARTS & INVENTORY SPEC -TEMP 869 16.124 A 24340 PARTS & INVENTORY SPECIALIST 050 16.124 16.925 17.768 18.651 19.589 A 27029 PLAN CHECKER -TEMP 794 28.694 A 27020 PLAN CHECKER-ELECTRICAL SPEC 325 28.694 30.145 31.672 33.280 34.958 A 27030 PLAN CHECKER-PLUMB & MECH SPE 325 28.694 30.145 31.672 33.280 34.958 A 27050 PLAN CHECKER-RESIDENTIAL SPEC 325 28.694 30.145 31.672 33.280 34.958 A 89450 PLANNING DIRECTOR M48 49.680 52.165 54.775 57.514 60.390 D 25030 PLANNING TECHNICIAN 185 21.864 22.955 24.100 25.303 26.573 A 25039 PLANNING TECHNICIAN -TEMP 781 21.864 A 90409 POLICE CADET 900 8.000 A 88530 POLICE CAPTAIN M51 52.378 54.995 57.743 60.636 63.663 D 89500 POLICE CHIEF M80 68.092 71.501 75.078 78.835 82.767 D 51300 POLICE CRIME LAB SUPERVISOR G30 29.835 31.327 32.895 34.539 36.266 C 26370 POLICE DISPATCHER I 075 17.857 18.756 19.692 20.677 21.710 A 26379 POLICE DISPATCHER I -TEMP 755 17.857 A 26380 POLICE DISPATCHER II 100 18.997 19.952 20.945 21.994 23.096 A 26389 POLICE DISPATCHER II -TEMP 767 18.997 A 313 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 SALARY SCHEDULE # POSITION TITLE GRADE STEP 1 STSETPE 2P (HSOTUERPL 3Y RSATTEEP) 4 STEP 5 OT 21200 POLICE LAB TECHNICIAN 245 24.087 25.290 26.554 27.874 29.274 A 88540 POLICE LIEUTENANT M30 47.051 49.407 51.878 54.475 57.205 D 41250 POLICE OFFICER P10 24.214 25.435 26.720 28.072 29.493 A 77360 POLICE SERGEANT P55 34.256 35.966 37.768 39.658 41.644 C 21450 POLICE SERVICE TECHNICIAN 060 17.440 18.313 19.233 20.197 21.206 A 21459 POLICE SERVICE TECHNICIAN-TEM 750 17.440 A 41430 POLICE TRAINEE P05 19.338 20.303 21.320 22.388 23.509 A 90139 POOL MANAGER 958 11.000 A 59890 PRINCIPAL PLANNER G55 37.026 38.879 40.824 42.866 45.008 C 59899 PRINCIPAL PLANNER TEMP 615 37.026 C 26360 PROGRAM COORDINATOR -PERM 060 17.440 18.313 19.233 20.197 21.206 A 90059 PROGRAM COORDINATOR I -TEMP 958 11.000 A 90079 PROGRAM COORDINATOR II -TEMP 965 11.500 A 90029 PROGRAM LEADER I -TEMP 945 8.500 A 90019 PROGRAM LEADER II -TEMP 951 9.000 A 25090 PROGRAMMER ANALYST 290 25.815 27.109 28.461 29.883 29.883 31.375 A 25099 PROGRAMMER ANALYST -TEMP 884 25.815 A 57350 PROPERTY ROOM SUPERVISOR G20 26.180 27.492 28.863 30.307 31.821 C 89560 PUBLIC WORKS DIRECTOR M77 61.751 64.838 68.082 71.489 75.060 D 88060 PUBLIC WORKS OPERATIONS MGR M48 49.680 52.165 54.775 57.514 60.390 D 27510 PUBLIC/FIRE SAFTETY EDUC SPEC 180 21.491 22.567 23.701 24.881 26.126 A 59920 PURCHASING OFFICER G45 32.910 34.555 36.285 38.100 40.008 C 26000 REAL PROPERTY AGENT I 100 18.997 19.952 20.945 21.994 23.096 A 26010 REAL PROPERTY AGENT II 360 29.909 31.409 32.979 34.628 36.363 A 86100 REAL PROPERTY MANAGER M10 38.277 40.190 42.201 44.312 46.527 D 57910 RECORDS SUPERVISOR G45 32.910 34.555 36.285 38.100 40.008 C 26020 RECREATION SPECIALIST 180 21.491 22.567 23.701 24.881 26.126 A 26390 REVENUE PROGRAM AIDE 065 17.696 18.575 19.495 20.479 21.502 A 86020 RISK MANAGER M08 38.277 40.190 42.201 44.312 46.527 D 90143 SCOREKEEPER 900 8.000 A 26450 SECRETARY I 055 16.233 17.045 17.901 18.793 19.734 A 26459 SECRETARY I -TEMP 745 16.233 A 26490 SECRETARY II 070 17.838 18.730 19.669 20.650 21.676 A 26499 SECRETARY II -TEMP 752 17.838 A 41270 SENIOR POLICE OFFICER P15 25.435 26.720 28.072 29.493 30.989 A 26460 SENIOR POLICE RECORDS CLERK 070 17.838 18.730 19.669 20.650 21.676 A 27340 SENIOR PROPERTY TECHNICIAN 150 20.850 21.903 22.985 24.136 25.345 A 25160 SENIOR SALES REPRESENTATIVE 235 23.803 24.993 26.234 27.543 28.926 A 13709 SERVICE MAINTENANCE WKR-TEMP 866 16.124 A 13708 SERVICE MAINTENANCE WKR-TEMP 715 12.641 A 13700 SERVICE MAINTENANCE WORKER 050 16.124 16.925 17.768 18.651 19.589 A 13701 SERVICE MAINTENANCE WORKER-T 715 12.641 A 13460 SEWER MAINTAINER II 097 18.861 19.803 20.787 21.837 22.921 A 13470 SEWER MAINTAINER III 140 20.722 21.750 22.838 23.983 25.177 A 90179 SITE MANAGER I -TEMP 956 10.000 A 90189 SITE MANAGER II -TEMP 962 10.500 A 89130 SOLID WASTE DIRECTOR M48 49.680 52.165 54.775 57.514 60.390 D 314 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 SALARY SCHEDULE # POSITION TITLE GRADE STEP 1 STSETPE 2P (HSOTUERPL 3Y RSATTEEP) 4 STEP 5 OT 13430 SOLID WASTE EQUIPMENT OPERATO 115 19.925 20.912 21.962 23.062 24.208 A 88560 SOLID WASTE SUPERINTENDENT M18 40.251 42.269 44.383 46.599 48.935 D 57010 SPECIAL EVENTS MGR -RABOBANK G55 37.026 38.879 40.824 42.866 45.008 C 59700 SPECIAL PROJECTS MANAGER G55 37.026 38.879 40.824 42.866 45.008 C 88640 STREET MAINTENANCE SUPT M18 40.251 42.269 44.383 46.599 48.935 D 90389 STUDENT HELP 900 8.000 A 59880 SUPERVISING FIRE DISPATCHER G05 21.317 22.383 23.505 24.681 25.920 C 57110 SUPERVISOR I G15 25.428 26.702 28.039 29.445 30.913 C 57080 SUPERVISOR I -CGCC G15 25.428 26.702 28.039 29.445 30.913 C 57119 SUPERVISOR I -TEMP 600 25.428 C 57120 SUPERVISOR II G30 29.835 31.327 32.895 34.539 36.266 C 57830 SUPERVISOR II -RECREATION G30 29.835 31.327 32.895 34.539 36.266 C 55470 SUPERVISOR-SURVEY OPERATIONS G35 30.581 32.115 33.718 35.406 37.174 C 57840 SUPV II-W W PRETREAT REV PROG G30 G30 29.835 31.327 32.895 34.539 36.266 C 25280 SURVEY PARTY CHIEF I 210 22.912 24.072 25.280 26.566 27.917 A 25300 SURVEY PARTY CHIEF II 265 25.202 26.467 27.787 29.179 30.633 A 57160 TECHNOLOGY SERVICES SUPERVISO G25 28.084 29.489 30.963 32.515 34.140 C 14479 TRADES MAINT WORKER -TEMP 877 18.136 A 14478 TRADES MAINT WORKER TEMP-T 720 13.876 A 14470 TRADES MAINTENANCE WORKER 090 18.136 19.040 19.986 21.000 22.041 A 88370 TRAFFIC ENGINEER M42 47.578 49.956 52.458 55.078 57.835 D 25290 TRAFFIC OPERATIONS TECHNICIAN 263 25.141 26.387 27.710 29.097 30.549 A 14190 TRAFFIC PAINTER II 090 18.136 19.040 19.986 21.000 22.041 A 17190 TRAFFIC PAINTER III 115 19.925 20.912 21.962 23.062 24.208 A 15310 TRAFFIC SIGNAL TECHNICIAN 263 25.141 26.387 27.710 29.097 30.549 A 41060 TRAINING OFFICER P25 27.255 28.633 30.086 31.611 33.209 A 26250 TRANSCRIBING TYPIST 040 15.447 16.219 17.033 17.881 18.779 A 26259 TRANSCRIBING TYPIST-TEMP 737 15.447 A 13620 TREE MAINTAINER II 097 18.861 19.803 20.787 21.837 22.921 A 13489 UTILITY WORKER-TEMP 735 14.689 A 14360 W W TREAT PLANT LAB TECH 165 21.351 22.419 23.540 24.714 25.954 A 14390 W W TREATMENT PLANT OPR I 065 17.696 18.575 19.495 20.479 21.502 A 14420 W W TREATMENT PLANT OPR II 115 19.925 20.912 21.962 23.062 24.208 A 14430 W W TREATMENT PLANT OPR III 229 23.486 24.674 25.913 27.229 28.613 A 88690 WASTEWATER MANAGER M48 49.680 52.165 54.775 57.514 60.390 D 14290 WASTEWATER PLANT MECHANIC 245 24.087 25.290 26.554 27.874 29.274 A 88680 WASTEWATER TREATMENT SUPT M18 40.251 42.269 44.383 46.599 48.935 D 89110 WATER RESOURCES DIRECTOR M48 49.680 52.165 54.775 57.514 60.390 D 89160 WATER RESOURCES MANAGER M71 58.204 61.116 64.172 67.381 70.753 D 88570 WATER RESOURCES M18 40.251 42.269 44.383 46.599 48.935 D 25050 WEBMASTER 220 23.103 24.256 25.468 26.741 28.081 A 315 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 PERSONNEL COMPLEMENT BY DIVISION Authorized Authorized Authorized Authorized Change Adopted FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2009-10 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 6.00 8.00 8.00 8.00 0.00 8.00 City Clerk 7.00 7.00 7.00 7.00 (1.00) ** 6.00 Human Resources 9.00 12.00 13.00 13.00 (3.00) ** 10.00 Risk Management 3.00 4.00 4.00 4.00 (1.00) 3.00 Information Technology 28.00 34.00 37.00 37.00 (6.00) 31.00 Total Executive 53.00 65.00 69.00 69.00 (11.00) 58.00 Administration 4.00 6.00 5.00 5.00 0.00 5.00 Accounting and Reporting 14.00 14.00 16.00 16.00 (1.00) 15.00 Treasury 10.00 10.00 10.00 10.00 (1.00) 9.00 Purchasing 4.00 4.00 4.00 4.00 (1.00) 3.00 Total Financial Services 32.00 34.00 35.00 35.00 (3.00) 32.00 Legal Counsel 9.00 12.00 13.00 13.00 (2.00) ** 11.00 Total City Attorney 9.00 12.00 13.00 13.00 (2.00) 11.00 Administration 123.00 124.00 137.00 137.00 (15.00) 122.00 Operations Operations 264.00 291.00 295.00 295.00 (34.00) 261.00 Investigations 89.00 89.00 85.00 85.00 3.00 88.00 Total Police Services 476.00 504.00 517.00 517.00 (46.00) 471.00 Administration 9.00 9.00 10.00 10.00 (2.00) ** 8.00 Fire Safety 21.00 22.00 22.00 20.00 (6.00) 14.00 Fire Suppression 176.00 179.00 180.00 180.00 (2.00) 178.00 Total Fire Services 206.00 210.00 212.00 210.00 (10.00) 200.00 Division 316 CITY OF BAKERSFIELD FISCAL YEAR 2009-10 PERSONNEL COMPLEMENT BY DIVISION Authorized Authorized Authorized Authorized Change Adopted Division FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2009-10 Administration 8.00 9.00 10.00 10.00 0.00 10.00 TRIP 0.00 6.00 7.00 7.00 (2.00) 5.00 Engineering 58.00 61.00 63.00 61.00 (11.00) ** 50.00 General Services 61.00 72.00 75.00 75.00 (7.00) 68.00 Streets 86.00 94.00 98.00 98.00 (11.00) 87.00 Equipment 53.00 57.00 61.00 61.00 (5.00) ** 56.00 Wastewater 29.00 31.00 32.00 32.00 (1.00) 31.00 Solid Waste 105.00 110.00 110.00 110.00 (8.00) 102.00 Total Public Works 400.00 440.00 456.00 454.00 (45.00) 409.00 Agricultural Water 19.45 19.45 23.00 23.00 (1.00) 22.00 Domestic Water 3.55 4.55 2.00 4.00 0.00 4.00 Total Water Resources 23.00 24.00 25.00 27.00 (1.00) 26.00 Rabobank Arena * 5.00 5.00 4.00 4.00 * 0.00 4.00 Total Rabobank Arena 5.00 5.00 4.00 4.00 0.00 4.00 Administration 10.00 11.00 12.00 12.00 (1.00) 11.00 Parks 99.00 136.00 144.00 144.00 (17.00) 127.00 Recreation 12.00 13.00 14.00 14.00 (1.00) 13.00 Total Recreation & Parks 121.00 160.00 170.00 170.00 (19.00) 151.00 Planning 23.00 29.00 29.00 29.00 (6.00) ** 23.00 Building 58.00 69.00 65.00 62.00 (16.00) 46.00 Total Development Services 81.00 98.00 94.00 91.00 (22.00) 69.00 Community Development 9.00 9.00 9.00 9.00 0.00 9.00 Economic Development 8.00 8.00 8.00 8.00 (2.00) 6.00 Convention & Visitors Bureau N/A N/A 5.00 5.00 0.00 5.00 Total ED/CD 17.00 17.00 22.00 22.00 (2.00) 20.00 Total Personnel 1,424.00 1,570.00 1,618.00 1,613.00 (161.00) 1,452.00 Notes: * Remaining City employees that did not become employees of SMG. ** Includes position(s) to be eliminated pending retirement. 317 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. 318 Budget Calendar JANUARY 26 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 30 Budget Kickoff Meeting FEBRUARY 6 Last date to enter Salary Projection changes 11 Revenue projections due to Finance for all funds other than Enterprise Funds 13 New Personnel Requests and Internal Service Requests due 25 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 4 Goals and Objectives and Organizational Charts due Operating Budgets (with transmittal) due to City Manager’s Office APRIL 3 City Manager’s recommended budget available to departments on-line 6 First review of department budget presentations 20 Final review of department presentations MAY 6 City Manager’s Budget Overview Presentation to Council and Budget Workshop 11 Department Budget Presentations/Council Workshop: General Government, Fire, Development Services, Water, Finance, Police and Rabobank Arena JUNE 4 CIP Budget to Planning Commission 8 Department Budget Presentations/Council Workshop: City Attorney, Recreation & Parks, Public Works, and EDCD 10 Department Budget Presentations/Council Workshop: Proposed FY 2008-09 Operating, Redevelopment Agency (RDA), and Capital Improvement Plan (CIP) Budgets and Appropriations Limit 24 City Council Adoption of FY 2009-10 Operating, Redevelopment Agency (RDA), and Capital Improvement Plan (CIP) Budgets and Appropriations Limit 319 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. 320 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 longteer 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. 4. Budgets are adopted for all governmental fund types and are prepared on a basis consistent with generally accepted accounting principles. 321 Basis of Accounting and Budgeting continued 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. 322 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. 323 Budget Amendment Process I. STATEMENT A. Generally, a budget is a financial plan including appropriations, which constitute expenditure authorizations with specific limitations as to amount, purpose and time. Administrative budgetary control is exercised within each fund for each department at the object group level. The object groups are as follows: 1. Personnel Services 2. Operations (Supplies and Services) 3. Council Contingency 4. Capital Outlay 5. Debt Service 6. Interfund Transfers II. PROCEDURE A. City Council authorization is required in order to: 1. Increase the total appropriations of a fund. 2. Transfer appropriations from one fund to another fund. 3. Transfer appropriations from Council Contingency Object Account to another object account. 4. Transfer appropriations from capital improvement subprograms to operating subprograms. B. City Manager (or designee) authorization is required in order to: 1. Decrease the total appropriations of a fund. 2. Transfer appropriations from operating subprograms subprograms to capital improvement subprograms for funded projects within a fund. 3. Transfer appropriations from one funded capital improvement project to another funded capital improvement project within a fund. 4. Transfer appropriations from one department operating subprogram to another department operating subprogram within a fund. 5. Transfer appropriations from one operating object group to another operating object group within a fund. C. Department Head (or designee) authorization is required in order to: 1. Transfer appropriations from one operating subprogram to another operating subprogram (within a department), within the same object group and fund. 2. Transfer of appropriations from one object account to another object account within the same object group and subprogram and fund is permitted, but is discouraged. D. Appropriations carried forward from the prior year are to be used only for the purpose originally intended. Therefore, the transfer of carried forward appropriations to current budget appropriation is not permitted. 324 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 a service to be provided. Action plans are specific in nature and directly correlate to achieving the department goal. ACTIVITY – A specific line of work performed by one or more governmental components for accomplishing a function for which the government is responsible. ADOPTED BUDGET – A financial plan presented, reviewed and approved by the governing body for the upcoming fiscal year. ALLOCATION – (1) A portion of a lump-sum appropriation designated for specific organization units and/or special purposes, activities, or objects. (2) The designated number of full-time regular positions approved for each budget unit. ARRA – American Recovery and Reinvestment Act of 2009. Developed in response to the national economic crisis for the Federal Government to make significant investments in both the public and private sectors. ANNUAL OPERATING BUDGET – An outline of planned governmental expenditures, revenues, activities, programs and objectives for the fiscal year. A financial plan that consists of policy and funding priorities, as well as a presentation of the economic outlook for a given fiscal year. APPROPRIATION – A legal authorization and allocation granted by the Council to make expenditures of governmental resources (revenues) for specific purposes. ASSET − An economic resource or probable future benefit obtained or controlled by a particular entity as a result of past transactions or events. AUDIT – A review of the city’s accounts by an independent accounting firm to substantiate year-end fund balances, reserves, and cash on hand. AUTHORIZED POSITIONS – Employee positions, which are authorized in the adopted budget, to be filled during the year. 325 Glossary continued -B -BALANCED BUDGET – Management of the financial plan with the objective of ensuring that expenditures do not exceed revenues. BOND − A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. The City sells bonds as a means of borrowing revenue for costly projects and repays the debt to the lender over an extended period of time, similar to the manner in which a homeowner repays a mortgage. A bond differs from a note in two ways. A bond is issued for a longer period of time than a note and requires greater legal formality. Bonds are primarily used to finance capital projects. BUDGET AMENDMENT – Legal means by which an adopted expenditure authorization or limit is increased and could be authorized with a publication, a hearing, or a recertifficatio of the budget. BUDGET CALENDAR − A timetable showing when particular tasks must be 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 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. 326 Glossary continued -C -CDBG – Community Development Block Grant. Used to account for resources provided by the Federal Housing and Community Development Act of 1974 for the elimination of slums and blight, housing conservation and improvements of community services. CAPITAL IMPROVEMENTS – Any significant physical acquisition, construction, replacement, or improvement to a City service delivery system. CAPITAL IMPROVEMENT PROGRAM BUDGET – A five-year expenditure plan financing new infrastructure and facilities, or improvements to the existing infrastructure and facilities. Set forth in the CIP is the name of each project, the expected beginning and ending date, the amount to be expended in each year, and the proposed method of financing the projects. (For more information see the CIP section of this document.) CAPITAL OUTLAY – Expenditures used to purchase fixed assets costing more than $1,000. CARRY-OVER – Appropriated funds that remain unspent at the end of a fiscal year and are allowed to be retained in the appropriating budget and expended in subsequent fiscal years for the purpose designated. CASH FLOW − The net cash balance at any given point. The treasurer prepares a cash budget that projects the inflow, outflow, and net balance of cash reserves on a daily, weekly, and monthly basis. CASH FUND BALANCE – The cash available for expenditure after all current obligations are paid or encumbered and all current revenues are received. The cash fund balance does not include allowances for depreciation, asset value and other noncaas 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. 327 Glossary continued CONSUMER PRICE INDEX (CPI) – A statistical description of price levels provided by the UNITED STATES Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation). CONTINGENCY – Funds set aside for unforeseen emergencies or unanticipated uses. CONTRACTUAL SERVICES – A cost related to a legal agreement. Examples include insurance premiums, utility costs, printing services and temporary employees (hired through a private firm). COUNCIL – MANAGER GOVERNMENT – A system of local government that combines political leadership of elected officials in the form of a governing body, with day-to-day management by a City Manager. COUNCILMEMBER – Elected official who represents the interests of the citizens of a specified ward within the City. Councilmembers serve four-year terms. (A list of current Councilmembers and their respective wards is available on the first page of this document.) -D -DEBT SERVICE – Payment of principal and interest of an obligation resulting from the issuance of bonds or notes. DEBT SERVICE REQUIREMENT – The amount of money required to pay interest on outstanding debt, serial maturities of principal for serial bonds, and payments required for accumulating monies for future retirement of term bonds. DEPARTMENT – A major organizational unit of the City that has management responsibility for a group of related operations. DEPRECIATION – (1) The process of accounting for expiration in the service life of a fixed asset due to deterioration, inadequacy and obsolescence. This is calculated by taking the cost of the fixed asset less any salvage value, prorated over the estimated service life of the asset. (2) The portion of depreciation charged as an expense during a particular period. This accounting transaction does not involve a cash expense or affect the cash available for operations. DISTINGUISHED BUDGET PRESENTATION AWARDS PROGRAM – A voluntary awards program administered by the Government Finance Officers Association (GFOA) to encourage governments to prepare effective budget documents. DIVISION – A sub-unit of a department that encompasses a substantial portion of the duties assigned to a department. May consist of several sections, which in turn may consist of clearly defined activities. 328 Glossary continued -E -ECONOMIC DEVELOPMENT – The process of attracting new businesses by use of incentives or innovative financing methods. EFFICIENCY – Effective operation as measured by a comparison of production with cost (as in energy, time, and money), or the ratio of the useful energy delivered by a dynamic system to the energy supplied to it. EFFECTIVENESS – Producing a decided, decisive, or desired effect. EMPLOYEE (OR FRINGE) BENEFITS – Contributions made by a government to meet commitments or obligations for employees beyond base pay. The government’s share of costs for Social Security and the various pension, medical and life insurance plans are included. ENCUMBERANCE – Obligations in the form of purchase orders or contracts which are chargeable to an appropriation and for which a part of the appropriation is reserved. Encumbrances are eliminated when paid or when an actual liability is established. 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.) 329 Glossary continued 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, healthrellate 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 policy provides an agreed-upon set of principles for the planning and programming, or government budgets and their funding. FISCAL YEAR – The 12-month budget period, beginning on July 1, to which the annual operating budget applies. At the end of the fiscal year, the government determines its financial position and the results of its operations. FIXED ASSET – An asset of a long-term character such as land, building, machinery, furniture, and other equipment, with a value greater than $1,000 and a useful life of longer than one year. FIXED COST – A cost that varies little relative to the service level provided. FULL-TIME EQUIVALENT POSITION (FTE) – A position converted to the decimal equivalent based on 2,080 hours per year. For example, a summer lifeguard working 8 hours per day for 4 months, or 690 hours, would be equivalent to 0.3 of a full-time position. FUND – An accounting entity with accounts for recording revenues and expenditures to carry on specific purposes. FUND BALANCE – The total dollars remaining after current expenditures for operations and debt service for capital improvements are subtracted from the sum of the beginning fund balance and current resources. -G -GAAP – Generally Accepted Accounting Principles. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. 330 Glossary continued 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.) GOVERNMENTAL FUNDS – An accounting entity used to account for operations that rely mostly on current assets and current 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. 331 Glossary continued 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. 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. 332 Glossary continued 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 time frame. frame. Program service objectives are derived from City Council Goals. PROGRAM – A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the division or department is responsible. PROPERTY TAX – A tax levied on real property. PROPOSED BUDGET – A schedule of revenues and expenditures submitted by various departments or divisions to be reviewed and considered for the upcoming fiscal year. PROPRIETARY FUNDS – Accounting entities to account for operations similar to a private enterprise with a balance sheet that incorporates long-term debt obligations, assets and liabilities, and depreciation. Enterprise funds and internal service funds are “proprietary” funds. 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 associated with refuse service and street sweeping. 333 Glossary continued 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, intergovernnmenta 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. 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. 334 Glossary continued 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. 335 THIS PAGE INTENTIONALLY LEFT BLANK 336