About the Cover

The FY 2011-12 budget cover represents a wide variety of projects, activities and facilities the City has recently completed or is currently working to complete.

Water Flowing in the Kern River: Staff is working to secure additional water rights within the Kern River and if secured, the City plans to run the water in the river through the City. The picture depicts the comingling of the urban landscape with the natural beauty of the Kern River as it flows through the City. (Credit: Gilbert Vega)

Westside Parkway Construction: Work continues on the construction of the Westside Parkway that will eventually extend from Truxtun Avenue to Heath Road. Initial construction work includes a 4.25 mile, six-lane freeway from Mohawk Street to Allen Road with full interchanges at Mohawk Street, Coffee Road and Calloway Drive. Construction includes bridges at Jewetta Avenue and Allen Road and sound walls adjacent to residential areas. (Credit: Gilbert Vega)

Creekview Villas Redevelopment: The 36-unit townhome development is currently under construction, with the first phase schedule for completion in late 2011. The townhomes, located in the South Mill Creek area, are part of a residential and commercial mixed-use redevelopment project. (Credit: Southwest Consulting, Inc.)

Bakersfield Sports Village: The first phase of the 170-acre sports park opened in spring 2011 which includes eight lighted soccer fields and supporting facilities. When completed, the Sports Village will consist of 16 soccer fields, 12 baseball fields, 6 football fields and a community center. Surrounding areas will feature a park with a lake for family outings and two restaurant-shopping plazas. (Credit: City of Bakersfield Public Works Department).

Fire Station #14: Located at 5815 Mountain Vista Dr, the station is the newest within the City. Opened in 2010, the single company station is 8,000 square feet. (Credit: Bakersfield Fire Department)

Wastewater Treatment Plant #3: The facility expansion at Plant #3 is the single largest Capital Improvement Project in the City’s history. Completed in 2010, the facility presently has the capacity to treat 32 million gallons of wastewater per day – double the capacity prior to expansion. (Credit: Gilbert Vega)

Background Image: The Park at Riverwalk at dusk. (Credit: Bakersfield Convention & Visitors Bureau)

CITY OF BAKERSFIELD

FINAL BUDGET

FY 2011 – 12

MAYOR

Harvey L. Hall

CITY COUNCILMEMBERS

Rudy Salas 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 Russell Johnson Councilmember, Ward 7

Submitted by

Alan Tandy City Manager

CITY OF BAKERSFIELD

EXECUTIVE STAFF

Alan Tandy City Manager Virginia Gennaro City Attorney Doug Greener Fire Chief Dianne Hoover Recreation and Parks Director Donna Kunz Economic Development Director Greg Williamson Police Chief Raul Rojas Public Works Director Nelson Smith Finance Director Jim Eggert Planning Director Phil Burns Building Director Art Chianello Water Resources Manager

TABLE OF CONTENTS

BUDGET MESSAGE Letter of Transmittal ...... iv Distinguished Budget Presentation Award ...... xix Organizational Chart ...... xxii Employee Incentive Program ...... xxiii

BUDGET SUMMARIES ...... 1 General Background ...... 2 Exhibits Resources and Appropriations – General Fund ...... 12 General Fund Budget Charts ...... 13 Resources and Appropriations – Operating Budget – All Funds ...... 14 Operating Budget – All Funds Charts ...... 15 Operating Fund Distribution ...... 16 Operating Fund Distribution Charts...... 17 Resources and Appropriations – All Funds ...... 18 Resources – All Funds Chart ...... 19 Appropriations by Function – All Funds Chart ...... 20 Departmental Appropriations by Fund ...... 21 General Fund – Appropriations by Department...... 25 Financial Summary – All Funds ...... 27 Estimated Balances – June 30, 2012 ...... 31 Interfund Transfers – Summary ...... 32 Interfund Transfers – Detail ...... 33 FY 2011-12 Appropriations Limitation ...... 34

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 ...... 63 Risk Management ...... 68 Information Technology ...... 71

FINANCIAL SERVICES ...... 75 Administrative Services ...... 78 i

Table of Contents (Continued)

Accounting and Reporting ...... 80 Treasury ...... 82 Purchasing ...... 84

CITY ATTORNEY ...... 87

POLICE SERVICES ...... 93 Headquarters ...... 97 Support Services ...... 101 Operations ...... 113 Investigations ...... 125

FIRE SERVICES ...... 131 Administration ...... 134 Fire Safety ...... 137 Fire Suppression ...... 139

PUBLIC WORKS ...... 143 Administrative Services ...... 151 Thomas Roads Improvement Program (TRIP) ...... 153 Engineering ...... 157 General Services ...... 162 Streets ...... 167 Equipment ...... 170 Wastewater ...... 174 Solid Waste ...... 178

WATER RESOURCES ...... 181 Agricultural Water ...... 185 Domestic Water ...... 188

RECREATION AND PARKS ...... 191 Administrative Services ...... 195 Recreation ...... 197 Parks ...... 199

DEVELOPMENT SERVICES ...... 203 Planning ...... 206 Building ...... 209

ECONOMIC/COMMUNITY DEVELOPMENT ...... 211 Community Development ...... 216 Economic Development ...... 220 Convention and Visitors Bureau ...... 223

NON-DEPARTMENTAL ...... 227

ECONOMIC STIMULUS ...... 229

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Table of Contents (Continued)

SPECIAL FUNDS Special Revenue Funds ...... 235 Internal Service Funds ...... 249 Fiduciary Fund ...... 253 Capital Improvement Program Funds ...... 255 Debt Service Funds ...... 261 Schedule of Long-Term Debt Outstanding ...... 263 Schedule of Long-Term Debt Maturities ...... 264

ENTERPRISE FUNDS ...... 265

REDEVELOPMENT FUNDS ...... 275

CAPITAL IMPROVEMENT PROGRAM Letter of Transmittal ...... 287 Capital Improvement Program Overview ...... 295 Exhibits C.I.P. Summary by Fund Chart ...... 303 Key to Funding Codes ...... 304 Infrastructure Graphs ...... 305 C.I.P. Five-Year Plan Summary by Department ...... 306 C.I.P. Five-Year Plan Funding Summary ...... 307 C.I.P. Five-Year Plan Department Detail ...... 308

APPENDICES ...... 317 City Council Goals and Guiding Principles ...... 318 City Budget Process ...... 355 Operating Budget ...... 357 Basis of Accounting and Budgeting ...... 358 Investment Policy ...... 360 Budget Amendment Process ...... 361 Exhibits City Council Ward Boundaries Map ...... 329 Miscellaneous Statistics ...... 330 Miscellaneous Statistics Graphs ...... 331 Governmental Activities Tax Revenue by Source ...... 332 Principal Property Taxpayers ...... 333 Assessed Value of Taxable Property (Table) ...... 334 Assessed Value of Taxable Property (Graphs) ...... 335 Sales Tax Revenue Payers by Industry ...... 336 Demographic and Economic Statistics ...... 337 Property Value and Construction ...... 338 Operating Indicators by Function ...... 339 Capital Asset Statistics by Function ...... 340 Personnel Complement by Division ...... 341 Salary Schedule ...... 343 Budget Calendar ...... 356

GLOSSARY ...... 363

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BUDGET MESSAGE FROM CITY MANAGER REMOVE THIS PAGE

Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page v

Personnel Complement: The FY 2011-12 budget reflects a minimal increase in the overall staff complement of the City at 1,442. Deletion of positions in Development Services and civilian Police positions were offset with the addition of five (5) sworn police officer positions, as well as two (2) facility worker and two (2) laborer positions in Recreation and Parks. Although the overall personnel complement is increasing by one (1) position in FY 2011-12, it is noted the City’s workforce has been reduced by 171 positions since the FY 2008-09 Adopted Budget.

1700 1613 1600

1500 1452 1441 1442 Staff Complement 1400

1300 FY 2008/09 FY 2009/10 FY 2010/11 FY 2011/12 Authorized Authorized Authorized Adopted

Cost-of-Living Adjustment (COLA) and Labor Negotiations: In 2010, SEIU employees voted to defer the 2 percent COLA that was scheduled to be received in December 2010 to December 2011, and an additional 2 percent COLA from September 2011 to July 2012. The 2 percent COLA to be received in December 2011 was incorporated into the adopted FY 2011-12 departmental budgets.

Negotiations with the Fire Union are scheduled to resume in September 2011. There is no schedule for discussions with the Police Union, given the pending status of several legal actions filed against the City. The FY 2011-12 budget carries a zero percent (0%) increase for Police and Fire.

ARRA-Funded Sworn Police Officers: In August 2009, the City received American Recovery and Reinvestment Act (ARRA) funding that allowed the reinstatement of seventeen (17) sworn positions in the Police Department. The ARRA funds cover the cost of these seventeen (17) positions for three years, after which time the City will assume responsibility for the v

Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page vi cost. Full funding for the 17 sworn officers in the amount of $1,460,000 has been identified in the General Fund when the grant monies have fully expired. Thus we have effectively taken care of their transfer to the General Fund at grant expiration.

Street Resurfacing/Reconstruction: $16,176,386 for resurfacing and reconstruction of City streets is included in the FY 2011-12 budget. This includes an operating budget of $7,467,545 along with $3,500,000 million of Capital Outlay Funds, $1,000,000 CDBG funds, $2,769,218 in federal funds and $1,439,623 in Gas Tax Funds.

Sump Maintenance: Due to the flood event in December 2010, the City is undertaking an accelerated sump maintenance program to address drainage issues in sumps identified as ‘priority’ by the Water Resources Department. This project includes cleaning and deepening sumps where applicable. The project is funded by a combination of Agricultural and Domestic Water monies totaling $332,000.

Capital Projects and Equipment: Restoration of previously deferred facility maintenance and the purchase of replacement equipment (e.g., vehicles and computers) are included in the FY 2011-12 budget. Many of these items have been previously deferred for two or more years. Departments were tasked with identifying vehicles which could be eliminated or downsized upon replacement (i.e., full size pickup to mid-size pickup) and were instructed to closely inventory and eliminate unneeded equipment, phones and computer equipment.

Recreational and Cultural Activities: Throughout the past two fiscal years many recreational activities and events have been restricted or eliminated due to budgetary constraints. Planz and Siemon Pools will remain closed in FY 2011-12. However, in FY 2011-12, it is anticipated that the City in the Hills Park will open to the public, a splash pad at Central Park at Mill Creek will be installed funded from $320,000 in CDBG Funds and two existing playgrounds at Beale funded from $232,000 in Park Improvement Funds and Saunders funded from $266,000 in Capital Outlay Funds, will be rehabilitated.

One Time Revenues:

Through General Fund savings staff has identified one-time revenues to be used to fund the following: a set aside for future PERS increases ($4,500,000) and the annual required contribution for retiree medical costs ($3,000,000). Explanations of these items appear below.

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Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page vii

General Fund Revenue Sources:

Property Tax: Property tax revenue is projected to remain flat at zero percent (0%) growth for FY 2011-12, compared to the FY 2010-11 property tax revenue estimate of negative two percent (- 2%) as projected by Kern County.

Sales and Use Tax (Excluding Sales Tax In-Lieu): The revised sales tax revenue estimate for FY 2010-11 projects a five percent (5%) increase, as compared to the FY 2009-10 actual sales tax receipts for the year. Sales tax estimates for FY 2011-12 are projected at an additional three percent (3%) growth as compared to the FY 2010-11 revised revenue estimates.

The State Budget and Pension Costs:

The State Budget: On June 30th, Governor Jerry Brown signed legislation comprising the State’s budget for FY 2011-12. Part of the legislation includes two bills drastically damaging redevelopment agencies. The second impactful bill is set to take an estimated $1.22 million in general fund revenues to fund state law enforcement grants (COPS) and booking fee reimbursements. These actions will most likely require future Council action, but due to timing, are not reflected in this document.

Pension and Retiree Medical Costs: In 2005, the CalPERS Board adopted a rate stabilization method to soften the impact of fluctuations in the investment return on employer rates. As a result of the market downturn between 2008 and 2009, the CalPERS fund lost 27.0 percent of its value. Since the current smoothing method could not handle this loss, the CalPERS Board adopted a new smoothing method which will result in: • A large rate increase in FY 2011-12 ($3.5 million); • The increase will stair step upward over three (3) years; and, • Ultimately the estimated increase will total $8 million per year for the next thirty (30) years, absent any changes in pension or staffing levels.

In order to provide a buffer against years two and three of the increase, the budget sets aside $4,500,000 in one time monies to cover those increases. That, effectively “buys time” for the City’s revenues to rise to cover the costs long-term. The next two budget years will be easier as a result.

Annual costs for retiree medical continue to rise each year and due to past budgetary constraints our funding gap, compared to “annual required

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Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page viii contributions” to properly fund our liabilities, has grown to about $9.6 million. The budget includes $8,232,300 out of the General Fund for this line item, which is the annually needed amount, and $3,000,000 additional monies from one-time funds appropriated to reduce the annual required contribution deficit.

Overview of Appropriations and Resources: The City’s budget is organized by groups of funds. Each fund is considered a separate accounting entity with its own assets, liabilities, equity, revenue and expenses. The major fund groups and some divisions within the funds are described below, highlighting significant changes compared to the prior year.

Appropriations:

The total appropriated for both operating and capital expenditures for FY 2011-12 is $438,399,000. The total appropriations in FY 2011-12 for all City funds reflects an increase of $1,270,034 or .29 percent, as compared to the FY 2010-11 Adopted Budget.

The total appropriated for the Operating Budget is $363,254,123, which reflects an increase of $4,161,742, or 1.15 percent, as compared to the FY 2010-11 Adopted Budget.

The total appropriated for the Capital Improvement Budget is $57,714,982, which reflects a decrease of $20,321,603, or 26 percent, as compared to the FY 2010-11 Adopted Budget. The CIP section of this document contains an itemized listing of projects included in the plan.

General Fund Expenditures: General Fund appropriations total $176,431,500, which reflects an increase of $19,817,236 or 12.6 percent, as compared to the FY 2010-11 Adopted Budget. Increases in the general fund expenditures are partly due to increased PERS costs, the two percent COLA for SEIU employees, previously deferred equipment and vehicle replacement and increased insurance costs.

Resources:

General Fund Resources: Major revenue sources for the General Fund are property tax, sales and use taxes, business license tax, utility franchise tax, licenses and permits, State motor vehicle in-lieu tax, and miscellaneous charges for services.

Resources for the General Fund for FY 2011-12 total $176,431,500, which reflects an

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Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page ix increase of $19,817,236 or 12.6 percent, as compared to the FY 2010-11 Adopted Budget. The General Fund revenue source derived from taxes include: $60,117,200 in property taxes, $54,246,000 in sales and use taxes, and $14,975,000 in other taxes. The remainder of the resources for the General Fund is comprised of $21,718,300 in other revenue sources, $23,875,000 in beginning fund balance, and $1,500,000 in transfers.

Capital Improvement Program (CIP):

The Capital Improvement Program (CIP) provides planning for the City of Bakersfield’s infrastructure over a five-year planning period. Revenue sources identified within the CIP may be from grants, taxes, user fees, bond issues, transfers from other funds, or assessments. 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. CIP projects are limited in nature for FY 2011-12 with a focus on highway, street and building maintenance projects.

Project Highlights:

Thomas Road Improvement Program (TRIP) Projects – The amount budgeted for TRIP projects totals $34,350,000, which is comprised of $21,734,115 in federal funds and $12,615,885 in local match funds. The FY 2011-12 Capital Improvement budget for TRIP projects is as follows:

• 24th Street Widening (Design) - $1,570,000 • 24th Street Widening (Right-of-Way) - $12,500,000 • Hageman Flyover Project - $800,000 • Morning Drive / SR-178 Interchange - $1,400,000 • Oak Street and 24th Street Intersection Improvements (Design) - $1,570,000 • Oak Street and 24th Street Intersection Improvements (Right-of-Way) $1,450,000 • Rosedale Highway Widening - $3,560,000 • SR-178 Widening Project - $2,500,000 • Westside Parkway (Construction) – All Phases - $9,000,000

Pavement Rehabilitation – The budget includes two (2) projects that directly tie to Council goals for the street maintenance program with funding from the following sources: Federal Transportation funds in the amount of $2,769,218 and Gas Tax funds, as the source of the local match, in the amount of $590,782. These projects will rehabilitate pavement on Truxtun Avenue from Commercial Way to Oak Street, as well as on Stine Road from Pacheco Road to White Lane.

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Resurfacing Funds for Public Works Streets Division – The CIP budget includes Capital Outlay funds in the amount of $3,500,000 and Gas Tax funds in the amount of $848,841 for the Streets Division to continue street resurfacing/reconstruction work.

Oak Street Bridge – Phase 2 – This project will use $372,000 of Gas Tax Funds to maintain the bridge structure by replacing additional expansion joint gaskets and sealing the bridge deck.

Traffic Signal Coordination – Four (4) projects to expand and improve the City’s signal communication network will be funded 88.53 percent with federal Congestion Management Air Quality (CMAQ) funds and 11.47 percent with Gas Tax funds. These projects include:

• Traffic Signal Interconnect (White Lane – Gosford to Ashe): $172,500 • Traffic Monitoring Cameras: o Chester Avenue: $234,910 o Coffee Road: $333,060 o Gosford Road: $295,300

New Traffic Signals – There is one (1) new traffic signal project in the CIP. The $209,000 budget includes $185,030 in federal funds with the $23,970 match from Transportation Development funds to install one (1) new traffic signal at the intersection of Panama and Reliance Drive.

CDBG-funded Public Works Projects – Community Development Block Grant funding is budgeted for several Public Works projects, as follows: • Curb & Gutter – Oleander Avenue Area – This $500,000 project will install curb, gutter and sidewalk prior to reconstructing and paving streets as needed in this area. Currently standing water causes pavement failure in the streets. • Curb & Gutter – California Avenue & P Street Area – This $500,000 project will install curb, gutter and sidewalk prior to reconstructing and paving streets as needed in this area. Currently standing water causes pavement failure in the streets.

Street Improvements – Transportation Development funds are budgeted in the amount of $1,257,000 for two (2) street improvement projects, as follows: • Allen Road and Brimhall Road ($676,000) • Buena Vista Road from Campus Park to White Lane ($581,000)

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Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page xi

Sewer Improvement Project – Sewer funds are budgeted in the amount of $760,000 for a sewer rehabilitation project at: • Mount Vernon Avenue from East 3rd St to Henley

CDBG-funded Parks Projects – CDBG funding is budgeted in the amount of $320,000 for a splash pad to be constructed at Central Park.

Improvements to Rabobank Convention Center and Theater – Capital Outlay Funds will be used to replace the dimmer lighting system ($190,000) and replacement of the stage house roof ($149,000).

Fire Station Facility Maintenance – One project will repair various roof issues (leaks, damage, etc.) on seven (7) fire stations at a cost of $60,000. The second project will rehabilitate the restroom at Fire Station #7 at a cost of $72,000. Both projects will be funded by Capital Outlay Funds. The third project will replace original single- pane windows (circa 1939) and repaint the exterior at the Fire Department Headquarters at a cost of $120,000. The third project is funded through CDBG funds.

Self-Contained Breathing Apparatus Replacement - $1,200,000 in Capital Outlay Funds will be used to replace the current units. The units currently utilize 1997 technology and will be out of National Fire Protection Association compliance in January 2013.

City Hall South Rehabilitation – Two projects using Capital Outlay Funds will replace the 30 year-old cooling tower for the air conditioning system and reroof the east wing at a total cost of $201,000.

Water Resources Projects – Several projects for the Water Resources Department are budgeted to increase production capacity due to moderate growth of the domestic water system. The combined agriculture and domestic water capital improvement budget is $4,795,000. Please refer to the Capital Improvement Budget book for detailed information.

Department Budgets:

Below is a summary of significant changes to each department’s budget. The percentages shown below reflect the difference of each department’s budget by comparing the FY 2011-12 Adopted Budget to the FY 2010-11 Adopted Budget. Small percentage increases in department budgets can manly be attributed to an increase in PERS cost, as well as the two (2%) percent COLA for SEIU employees.

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Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page xii

Police. The operating budget for the Police Department is $69,450,242, which is a 5.7 percent increase, as compared to the FY 2010-11 Adopted Budget. The Personnel Complement reflects the addition of five (5) sworn positions. General Funds were reserved to fund the seventeen (17) ARRA grant funded officers when the grant funding ceases starting in FY 2012-13. For FY 2011-12, four (4) vacant civilian positions were converted to increase the sworn complement . The Police Union is not currently under contract, therefore the budget does not reflect any wage increases.

Fire. The operating budget for the Fire Department is $31,566,929, which is a 3.5 percent increase as compared to the FY 2010-11 Adopted Budget. No staffing changes are expected within the Fire Department. Negotiations with the Fire Union are scheduled to resume in September 2011, therefore the budget does not reflect any wage increases.

Public Works. The operating budget for the Public Works Department is $98,412,729, which is a 4.5 percent increase as compared to the FY 2010-11 Adopted Budget. Funding for this department comes from various sources, including the General Fund, Development Services Fund, Gas Tax Fund, Transportation Development Fund, Equipment Management Fund, enterprise funds, and other special revenue funds. The budget reflects the return to stabilizing equipment replacement schedule, but still extending the life of vehicles and equipment, where possible. Increases in line item budgets are related to the SEIU COLA, increased PERS cost, retiree medical costs and workers compensation accounts. In addition, new state training requirements for water pollution prevention have increased various division training budgets by a total of $15,225. For FY 2011-12, three (3) positions were deleted and three (3) positions were added.

Resurfacing Funds for Public Works Streets Division – The FY 2011-12 operating budget includes $7,467,545 for street resurfacing/reconstruction, which is comprised of funds budgeted in the amounts of $4,967,545 in the General Fund and $2,500,000 in the Gas Tax Fund.

The CIP budget for street resurfacing/reconstruction is $8,708,841, which includes Capital Outlay funds in the amount of $3,500,000, along with $1,000,000 in CDBG funds, 2,769,218 in Federal funds and $1,439,623 in Gas Tax Funds.

The combined operating and CIP budgets for street resurfacing/reconstruction projects total $16,176,386.

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Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page xiii

Recreation and Parks. The operating budget for the Recreation and Parks Department is $16,524,012, which is a 5.2 percent increase as compared to the FY 2010-11 Adopted Budget. The increase in the overall budget is due to an increase in PERS costs, the SEIU COLA and internal vehicle costs. In addition, for FY 2011-12 four (4) positions were added due to an increase in maintenance acreage.

Rabobank Arena, Theater and Convention Center. SMG manages the Rabobank Arena, Theater and Convention Center, and the Ice Sports Center, as well as the booking of the Amphitheater at the Park at River Walk. The Bakersfield Condors and the CSUB Men’s Basketball team hosted season games in the Arena, and various other events and programs were held in these facilities.

Development Services. The operating budget for the Development Services Department is $6,929,229, which is a 2.9 percent decrease as compared to the FY 2010-11 Adopted Budget. The Development Services Department has experienced a historic slowdown in the levels of development activity over the past three fiscal years. For FY 2011-12, four (4) vacant positions were deleted.

Economic and Community Development. No General Funds are used to support EDCD services.

Convention and Visitors Bureau – The budget for the CVB is $622,319, which represents a 3.8 percent increase as compared to the FY 2010-11 Adopted Budget. The funding source of the CVB’s budget is Transient Occupancy Tax Funds.

Redevelopment. The FY 2011-12 budget is based on funding for redevelopment continuing at or near its current level. However, the State recently passed a budget which includes two bills: one which would eliminate the Redevelopment Agency and another which would require an estimated one-time payment of $3.8 million and annual payments of $899,000 for the Redevelopment Agency to continue to function. At this time, staff continues to gather information and will update City Councilmembers as soon as possible with detailed information.

Despite the threat of State actions, redevelopment activity is continuing in each of the three Redevelopment Project Areas, with several major mixed-use and affordable housing projects underway. The Redevelopment Budget for FY 2011-12 was prepared in accordance with the goals and objectives of the Bakersfield Redevelopment Agency.

Overviews for the three project areas are as follows:

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Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page xiv

Downtown Redevelopment Project Area – The Downtown Project Area (DTPA) is projected to have zero change in tax increment revenues for FY 2011-12.

Old Town Kern Redevelopment Project Area (OTKP) – The Old Town Kern Project (OTKP) area is projected to have zero change in tax increment revenues for FY 2011-12.

Southeast Redevelopment Project Area (SEPA) – The Southeast Project Area (SEPA) is projected to have zero change in tax increment revenues in FY 2011-12.

Mayor. The operating budget for the Mayor’s Office is $128,917, which is a .32 percent decrease as compared to the FY 2010-11 Adopted Budget.

City Council. The operating budget for the City Council is $271,216, which is a 9.2 percent decrease as compared to the FY 2010-11 Adopted Budget.

Executive. The operating budget for the Executive Department (City Manager’s Office, Human Resources, Information Technology, City Clerk and Risk Management) is $17,507,549, which is a 2.6 percent increase as compared to the FY 2010-11 Adopted Budget. Funding for this department comes from various sources, including the General Fund, Equipment Management Fund, and Self- Insurance Fund. The increase is largely attributable to PERS rate increases, the two percent SEIU Blue and White COLA, addressing deferred equipment replacement and a return to normal workers’ compensation and liability rates.

City Attorney. The operating budget for the City Attorney’s Office is $3,180,251, which is a 1.57 percent increase as compared to the FY 2010-11 Adopted Budget.

Financial Services. The operating budget for the Finance Department is $3,293,499, which is a 2.35 percent increase as compared to the FY 2010-11 Adopted Budget. The Finance Department’s budget includes 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 the municipal airport.

Water Resources – The operating budget for the Water Resources Department is $21,757,761 which is a .69 percent increase as compared to the FY 2010-11 Adopted Budget.

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Agricultural Water Fund – The operating budget for the Agricultural Water Division is $4,704,206, which is a 1.8 percent decrease as compared to the FY 2010-11 Adopted Budget.

Domestic Water Fund – The operating budget for the Domestic Water Division is $17,053,555, which is a 1.4 percent increase as compared to the FY 2010-11 Adopted Budget. There is no water rate increase for FY 2011-12.

Refuse Fund – There is no refuse rate increase for FY 2011-12.

Sewer Fund – The budget reflects the 2.5 percent increase in sewer user rates approved by Council on June 8, 2011. The single-family residential sewer user rate will increase from $200 to $205 in FY 2011-12. This increase is needed to cover operating, capital costs and debt payments on the bonds issued for the Wastewater Treatment Plant No. 2 upgrade and Wastewater Treatment Plant No. 3 upgrade and expansion projects. With the historically low development activity continuing for the foreseeable future, sewer connection fee revenue continues to remain low. Therefore, more of the debt service payments must be recovered through the sewer user fee.

The sewer connection fee per single-family household is currently $4,000. There is no rate increase for FY 2011-12. The current rate reflects the final rate of a five-year phase-in period. These fees, which are paid upon application for a building permit or permit to connect an existing building to the City sewer system, will be applied toward the debt service payments for the Wastewater Treatment Plant No. 3 Expansion Project.

Internal Service Funds. These funds account for services provided to City departments to support operations with vehicles, telecommunications equipment, computers, and liability, property and Workers’ Compensation insurance.

Equipment Management Fund – The Equipment Management Fund provides for funding of vehicles, telecommunications equipment, computers, and copier equipment. Rates charged for equipment within the Equipment Management Fund are based on actual costs for depreciation, improvements, and replacement, and are billed to departments on a monthly basis.

Fleet Division – The Fleet Division has, in the past three budget years, revised and lowered departmental vehicle rates based on extended vehicle and equipment life. The life of most of the deferred vehicles and equipment can no longer be extended, thus the Fleet Division is implementing more normal replacement rates for FY 2011-12.

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Telecommunications Division – Due to the deferral of the purchase of the replacement phone system, to an unknown date in the future, the Telecommunications Division of Public Works continues to strive at keeping the current phone system operational.

Self-Insurance Fund – The Self-Insurance Fund provides a self funded program for general liability and Workers’ Compensation insurance. Rates charged for Workers’ Compensation insurance are based on an actuarial report which reflects changes in the workers’ compensation program due to adverse loss development, as well as increasing industry loss trends and related court decisions. Rates charged for liability and property insurance are based on the premiums paid by the City. Additionally, excess insurance is purchased as a member of the Authority for California Cities for Excess Liability (ACCEL).

For the past two fiscal years, the Risk Management Division used fund assets to stabilize department workers’ compensation rates during the ongoing fiscal crisis. This alleviated large increases to department rates, however in FY 2011-12 rates charged to departments will be going back to normal. In addition, liability rates will be charged at just below normal this year as Risk Management phases out reductions to departments.

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 Occupancy Tax Fund.

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 and HOME Investment Partnership funds is budgeted in the amount of $3,634,857 and $1,695,784, respectively, which remains unchanged from the FY 2010-11 Adopted Budget. Emergency Solution Grant funds are budgeted in the amount of $147,357 – unchanged from the FY 2010-11 Adopted Budget. These funds will primarily be spent on contributions to agencies for eligible activities (Homeless shelters, etc). Of the CDBG funds, $1,440,000 is budgeted for various CIP projects in HUD eligible areas.

Please Note: After the Proposed Budget was prepared, Congress reduced funding for the Housing and Community Development and HOME Programs. Reductions in

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Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page xvii the allocations in this budget will be processed at a later date and subject to Council action.

Transient Occupancy Tax Fund – The Transient Occupancy Tax Fund was established in July 1998 to account for the general revenues provided by a 12.0 percent 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 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 for street resurfacing/reconstruction purposes.

Contributions. CDBG funds are budgeted for the Bakersfield Senior Center in the amount of $85,000.

Summary

The FY 2011-12 budget reflects a stabilized environment, with a minimal increase in the overall personnel level expected. The budget focuses on restoring critical positions, normalizing equipment replacement, continued emphasis on street and road projects and addressing previously deferred facility maintenance issues. Unfortunately, staff continues to analyze the recent actions by the State related to redevelopment and law enforcement funding realignment and Federal actions related to CDBG and HOME funds. These items may require future Council action, which will be brought forth as necessary.

Acknowledgements

The FY 2011-12 budget document is the result of a collaboration of work by many staff members throughout the organization. A special thanks to Finance Director Nelson Smith, Assistant Finance Director Sandra Jimenez and Accounting Supervisor Connie Walls for their hard work in organizing and preparing the budget.

In addition, my thanks to the department heads and their business managers, division managers and staff for working diligently to complete their respective budgets.

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Honorable Mayor and City Council FY 2011-12 Adopted Budget - Letter of Transmittal July 1, 2011 Page xviii

Thanks also go to the remainder of the Budget Team: Assistant to the City Manager Rhonda Smiley, Assistant to the City Manager Steve Teglia, Assistant Public Works Director Brad Underwood, and Administrative Analyst III Chris Huot.

Finally, to the Mayor and City Council, thank you for your ongoing guidance and leadership during the budget process and throughout the year.

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“HIGH FIVES”

The High Five award is fo r immediate recognition of City employees for their quality of work, high levels of productivity, notable customer service, or an old- fashioned “Thank You.” Approximately 323 High Five awards were distributed in 2010

WELL DONE!

“BRIGHT IDEAS”

The City of Bakersfield is fortunate to employ individuals who think beyond the box. If employees see something that needs to be achieved or improved, they are encouraged to submit a Bright Idea.

There were 8 Bright Ideas submitted by employees in 2010.

THANKS FOR CONTRIBUTING!

“EXCELLENCE IN ACTION 2010”

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 2010

Front row from left: Jaime Flores (Public Works), Wendy Zielsdorf (EDCD), GOOD JOB! Wiladene Sawyer–Extra Mile Recipient (IT), Jena Covey (Risk), Angelica Mendoza (Police), Bonnie Bradshaw (Fire).

Back row from left: Pete Jackson (Development Services), Lisa Moton (Recreation & Parks), John Williams (Public Works), Cyndee Hluza (Finance), Abel Aguilar (Recreation & Parks), Carlos Tijerina (Water), Kevin Mullins (Fire), Jeff Saso (Police).

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BUDGET SUMMARIES REMOVE THIS PAGE Budget Summaries

LIST OF EXHIBITS

Resources and Appropriations – General Fund ...... 12 General Fund Budget Charts ...... 13 Resources and Appropriations – Operating Budget – All Funds ...... 14 Operating Budget – All Funds Charts ...... 15 Operating Fund Distribution ...... 16 Operating Fund Distribution Charts ...... 17 Resources and Appropriations – All Funds ...... 18 Resources – All Funds Chart ...... 19 Appropriations – All Funds Chart ...... 20 Departmental Appropriations by Fund ...... 21 General Fund – Appropriations by Department ...... 25 Financial Summary – All Funds ...... 27 Estimated Balances – June 30, 2012 ...... 31 Interfund Transfers – Summary ...... 32 Interfund Transfers – Detail ...... 33 FY 2011-12 Appropriations Limitation ...... 34

Note: Additional information is provided in the Appendices section of this document.

1 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 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

2 • Water Utility • Municipal Airpark - General Aviation • Refuse Collection • Wastewater Treatment

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 347,483 (as of January 1, 2011) 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 sixty (60) parks, for a total of 573 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.

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

3 Bakersfield has historically had a growth trend of 7.0 percent annually in its primary revenue sources.

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 three years. The most recent sales tax data, which reflects the activity of the first quarter of calendar year 2011, was up over 30 percent compared to the same quarter in 2010. Sales tax has trended positive for the last four quarters with a 15 percent increase. Sales tax estimates for FY 2011-12 are projected at an additional three percent (3%) growth as compared to the FY 2010-11 revised revenue estimates.

Property tax revenues reflect a status quo environment in development activity. Property tax revenue is projected to remain flat at zero percent (0%) growth for FY 2011-12, compared to the FY 2010-11 property tax revenue estimate of negative two percent (- 2%).

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. As part of this year’s State budget adoption to balance its budget, Governor Jerry Brown signed legislation which includes two bills drastically damaging redevelopment agencies. The second impactful bill is set to take an estimated $1.22 million in general fund revenues to fund state law enforcement grants (COPS) and booking fee reimbursements.

Long Term Financial Planning – 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.

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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 2.5 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 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

5 Operating, Capital Improvement, Debt Services and Interfund Transfers for the fiscal year beginning July 1 and ending June 30.

Fund Balance – Uncommitted resources are available for spending at the government’s discretion (unreserved fund balance). The focus of the City of Bakersfield’s governmental funds is to provide information on near-term inflows, outflows, and balances of spendable resources. Such information is useful in assessing the City of Bakersfield’s financing requirements. In particular, unreserved fund balance may serve as a useful measure of a government’s net resources available for spending at the end of the fiscal year.

Reserved Fund Balance – The remainder of fund balance is “reserved” to indicate that it is not available for new spending because it has already been committed: 1) to liquidated contracts and purchase orders of the prior period; 2) to be set aside as a cash basis reserve; 3) to pay debt service; or, 4) for a variety of other restricted purposes.

Supplemental Budgetary Information – Through the budget process the City Council sets the direction of the City, allocates its resources and establishes its priorities. The annual budget assures the efficient and effective use of the City’s economic resources, as well as establishing that the highest priority objectives are accomplished. Budgets are adopted for all governmental fund types and are prepared on a basis consistent with Generally Accepted Accounting Principles (GAAP).

The annual budget serves from July 1 to June 30, and is a vehicle that accurately and openly communicates these priorities to the community, businesses, vendors, employees and other public agencies. Additionally, it establishes the foundation of 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.

6 Governmental Activities – Most of the City’s basic services are reported in this category, including General Government, Police, Fire, Public Works, Parks, Recreation, and Community Development. These activities are generally financed by property and sales taxes, user fees, interest income, franchise fees, and state and federal shared revenues and grants.

Business-Type Activities – The City charges a fee to customers to cover all or most of the cost of certain services it provides. The City’s Water system, Wastewater system, Refuse Collection system, Municipal Airport, and Off-Street Parking activities are reported in this category.

The Governmental Funds include the General Fund, Special Revenue, Debt Service and Capital Projects funds. All funding sources are kept separate for both reporting and use of the money. The General Fund is where most City services are funded that are not required to be segregated.

State law and bond covenants require some funds to be established. However, management establishes many other funds to help it control and manage money for particular purposes, or to show that it is meeting legal responsibilities for using certain taxes, grants, and other money.

Governmental Funds – Most of the City’s basic services are reported in governmental funds, which focus on how money flows into and out of those funds and the balances left at year-end that are available for spending. These funds are reported using an accounting method called modified-accrual accounting, which measures cash and all other financial assets that can readily be converted to cash. The Governmental fund statements provide a detailed short-term view of the City’s general government operations and the basic services it provides. Governmental fund information helps determine whether there are more or fewer financial resources that can be spent in the near future to finance the City’s programs.

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.

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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 Finance Department review all budget proposals and revenue assumptions as well as all current financial obligations before preparing the document that is proposed to the City Council. The City Council reviews the Proposed Budget through a series of public workshops and meetings, and the final adoption of the budget is normally scheduled for the second City Council meeting in June.

Budgetary Controls – The objective of these budgetary controls is to ensure compliance with legal provisions embodied in the annual appropriated budget approved by the City Council. Project length financial plans are adopted for the capital projects funds. The level of budgetary control is established at the fund level. The City also maintains an encumbrance accounting system as one technique of accomplishing budgetary control. Unencumbered amounts lapse at year end. However, encumbrances and certain capital projects are re- appropriated as part of the following year's budget. The FY 2011-12 City of Bakersfield appropriation limit established as required by state statute was $285,466,741.

Fee and Service Charge Revenue/Cost Comparison System – The City of Bakersfield maintains a fee and service charge revenue/cost comparison system for the recovery of costs reasonably borne in providing regulation, products, or services as enumerated in Section 3.70.030 of the Bakersfield Municipal Code. The intent of the City Council for the above purpose is to establish a “fee for service” system. Fees and charges are effectuated through the City Council’s adoption of annual resolution to 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

8 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.

Investment Policy – The City Council has adopted an investment policy with a goal to minimize credit and market risks while maintaining a competitive yield on its portfolio. The City is also governed by State statutes authorizing the City to invest in bonds or other evidences of indebtedness of the U. S. Government or any of its agencies and instrumentalities, repurchase agreements, and banker’s acceptances. The pension trust investments are administered separately under Municipal Code Section 2.92, which is within state guidelines.

The City applies Governmental Accounting Standards Board Statement Number 31, Accounting and Financial Reporting for Certain Investments and for External Investment Pools. This statement generally requires that investments be reported at their fair market value and that all changes in fair value be reflected in income of the period in which they occur.

Statutes authorize the City to invest in obligations of the U.S. Treasury, agencies and instrumentalities, commercial paper, bankers’ acceptances, repurchase agreements, money market funds and the State Treasurer’s investment pool. The City’s Pension Trust Fund is also authorized to invest in corporate bonds rated A or better by a national rating system generally recognized and used by banks and investment brokers in the United States.

Investments are comprised of obligations of the U.S. Treasury, agencies and instrumentalities, cash, time certificates of deposit, mutual funds, bankers’ acceptances, money market accounts and deposits in the State of California Local Agency Investment Fund (LAIF), and are stated at fair value. The fair value of the City’s position in LAIF approximates the value of the pool shares.

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

9 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 2009-10, the City of Bakersfield had a total debt outstanding of $255,873,448. The City of Bakersfield’s total debt decreased by a net amount of $1,457,240 during the current fiscal year. Debt reductions of $3,257,240 were generally the result of normal maturities, which is offset by the addition of a $1,800,000 Section 108 HUD loan.

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 Assurance Company. Moody’s Investor’s service rating on Ambac is currently “Caa2”. The current underlying rating on the Certificates has not been revised (currently “A2”). Such reduced rating on the Certificates reflects only the view of Moody’s, and any desired explanation of the significance of such rating should be obtained from Moody’s. There is no assurance that such rating will continue for any given period of time or that such rating will not be revised or withdrawn by Moody’s if, in the judgment of Moody’s, circumstances so warrant.

The Series A and B Wastewater revenue bonds issued by the City in 2007 to fund the new wastewater treatment plant construction carry a Reserve Fund Surety from Financial Security Assurance Inc. Moody’s Investor’s service has lowered its rating on Financial Security Assurance Inc. for Series A, from “Aaa” to “Aa3” rating from Moody’s and an underlying “A1” rating from Moody’s. The Series B revenue bond has a “Aa3/VMIG1” rating from Moody’s and a standby bond purchase agreement with Dexia.

The Series B and C bonds of the Public Financing Authority (issued in 1994) are not rated.

Debt Service Reserve – The reserve for debt service represents funds reserved for the payment of general obligations of the City accounted for in the General Long-Term Debt Account Group.

10 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, 2011, marking the ninth 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 2011-12 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: [email protected].

Formal written requests should be addressed to:

City of Bakersfield Attn: City Manager’s Office 1600 Truxtun Avenue Bakersfield, CA 93301

11 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 RESOURCES AND APPROPRIATIONS GENERAL FUND Adopted Adopted Adopted Sources by Type 2009-10 2010-11 2011-12

Resources Property Tax $ 58,682,200 $ 59,507,000 $ 60,117,200 Sales Tax 55,030,300 45,030,000 54,246,000 Other Taxes 13,116,215 14,325,000 14,975,000 Total Taxes $ 126,828,715 $ 118,862,000 $ 129,338,200

Licenses and Permits $ 2,427,795 $ 2,016,945 $ 1,984,650 Intergovernmental Revenue 1,434,675 2,224,600 3,109,350 Charges for Service 16,104,665 15,295,935 15,810,500 Fines and Forfeits 895,000 700,800 576,800 Miscellaneous Revenues 276,600 326,984 237,000 Total Other Revenues $ 21,138,735 $ 20,565,264 $ 21,718,300

Beginning Balance 16,428,650 15,765,000 23,875,000

Transfers In 900,000 1,422,000 1,500,000

TOTAL RESOURCES $ 165,296,100 $ 156,614,264 $ 176,431,500

Appropriations Police $ 65,208,132 $ 63,613,676 $ 67,368,119 Fire 30,876,345 29,636,132 30,764,044 Total Public Safety $ 96,084,477 $ 93,249,808 $ 98,132,163

Public Works $ 21,009,572 $ 18,414,538 $ 18,877,795 Recreation and Parks 16,231,092 15,672,953 16,493,712 Development Services 8,258,135 7,137,096 6,929,229 Economic Development 422,696 0 0 General Government 11,565,103 10,814,810 10,880,351 Non-Departmental 8,430,555 5,965,059 18,245,250 Total Operations $ 65,917,153 $ 58,004,456 $ 71,426,337

Contingencies 50,000 10,000 17,000

Transfers Out 3,244,470 5,350,000 6,856,000

TOTAL APPROPRIATIONS $ 165,296,100 $ 156,614,264 $ 176,431,500

12 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 GENERAL FUND BUDGET $176,431,500 Where it comes from...

Sales Tax Property Tax 30.76% 34.07%

Licenses & Permits 1.10% Beg. Balance & Transfers 14.38% Inter- governmental Misc. and 1.76% Other Fines & Forfeits Charges for 8.62% 0.37% Services 8.94%

Where it goes ...

Police 38.18% Fire 17.44%

Transfers 3.89% Public Works Non- 10.70% Departmental 10.34% Recreation & Parks 9.35% Economic General Development Development Government Services 3.93% 0.00% 6.17%

13 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 RESOURCES AND APPROPRIATIONS OPERATING BUDGET - ALL FUNDS Adopted Adopted Adopted Sources by Type 2009-10 2010-11 2011-12

Resources Capital Project Funds $ 20,603,870 $ 15,623,613 $ 6,533,084 Economic Stimulus 2,203,124 1,437,120 1,561,543 Special Revenue Funds 25,050,943 23,926,906 25,752,873 General Operating Funds 165,296,100 156,614,264 176,431,500 Redevelopment Agency Funds 17,978,524 18,486,190 17,429,895 Improvement Districts 13,998,335 7,725,874 9,637,174 Internal Service Funds 27,493,661 34,436,713 34,932,107 Enterprise Funds 95,712,858 100,053,329 107,732,020 Debt Service Funds 483,166 788,372 673,822 Total $ 368,820,581 $ 359,092,381 $ 380,684,018

Appropriations General Government $ 23,770,851 $ 23,835,446 $ 24,381,432 Police 66,503,905 65,562,276 69,450,242 Fire 30,876,345 30,467,268 31,566,929 Public Works 91,786,413 94,091,458 98,412,729 Water Resources 20,596,069 21,608,944 21,757,761 Rabobank & Recreation and Parks 23,156,864 22,389,683 22,845,345 ED/CD & Development Services 17,184,074 13,498,130 12,052,471 Non-Departmental & Transfers 94,946,060 87,639,176 100,217,109 Total $ 368,820,581 $ 359,092,381 $ 380,684,018

14 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 OPERATING BUDGET - ALL FUNDS $380,684,018 Where it comes from...

Economic Capital Project Debt Service Stimulus Funds Funds 0.40% 1.72% 0.18%

Enterprise Funds Special Revenue 28.20% Funds 6.70%

Internal Service Funds 9.18%

Improvement General Districts Operating Funds Redevelopment 2.50% 46.57% Agency Funds 4.55%

Where it goes...

Non- General Departmental & Government Transfers 6.40% 26.33% Police 18.24% ED/CD & Development Services 3.17% Fire 8.29% Rabobank & Recreation and Parks Water Resources Public Works 6.00% 5.72% 25.85%

15 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 OPERATING FUND DISTRIBUTION

Adopted Adopted Adopted Expenditures 2009-10 2010-11 2011-12

All Funds Personnel $ 155,647,254 $ 154,913,091 $ 174,256,653 Operating 162,499,667 150,426,463 154,172,795 Capital 4,196,560 7,728,370 9,205,118 Fiscal Transfers 46,477,100 46,024,457 43,049,452 Total All Funds $ 368,820,581 $ 359,092,381 $ 380,684,018

General Fund Personnel $ 123,065,422 $ 119,911,658 $ 138,549,652 Operating 38,840,108 31,231,406 30,856,773 Capital 146,100 121,200 169,075 Fiscal Transfers 3,244,470 5,350,000 6,856,000 Total General Fund $ 165,296,100 $ 156,614,264 $ 176,431,500

16 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 OPERATING FUND DISTRIBUTION

ALL FUNDS $380,684,018

Fiscal Transfers 11.31%

Capital 2.42% Personnel 45.77%

Operating 40.50%

GENERAL FUND $176,431,500

Fiscal Transfers 3.89% Personnel 78.53%

Capital 0.10% Operating 17.48%

17 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 RESOURCES AND APPROPRIATIONS ALL FUNDS Adopted Adopted Adopted Sources by Type 2009-10 2010-11 2011-12

Resources Taxes and Assessments $ 157,033,678 $ 146,253,453 $ 157,322,731 Licenses and Permits 2,427,795 2,247,945 2,165,650 Inter-Governmental & Enterprise 49,252,767 55,596,567 44,233,787 Charges for Service 130,069,351 127,219,990 130,079,479 Fines and Forfeits 2,020,000 1,800,800 1,676,800 Miscellaneous Revenue 27,611,232 28,945,939 27,464,045 Other Financing Sources 1,380,785 920,000 1,423,500 Fund Balance 29,103,980 28,119,815 30,983,556 Transfers In 46,477,100 46,024,457 43,049,452 TOTAL REVENUES $ 445,376,688 $ 437,128,966 $ 438,399,000

Appropriations Police $ 66,503,905 $ 65,562,276 $ 69,422,242 Fire 30,995,345 30,467,268 33,232,550 Total Public Safety $ 97,499,250 $ 96,029,544 $ 102,654,792

Public Works $ 159,855,251 $ 166,774,959 $ 148,849,090 Water Resources 25,796,069 26,798,944 26,552,761 Rabobank & Recreation and Parks 24,675,133 22,552,767 23,663,345 ED/CD & Development Services 14,269,567 11,128,279 11,202,548 General Government 23,770,851 23,835,446 24,381,432 Non-Departmental 79,882,043 71,522,837 83,665,137 Bakersfield Redevelopment Agenc 19,628,524 18,486,190 17,429,895 TOTAL APPROPRIATIONS $ 445,376,688 $ 437,128,966 $ 438,399,000

18 CITY OF BAKERSFIELD FY 2011-12 RESOURCES - ALL FUNDS

Inter-Governmental Licenses and Permits and Enterprise Revenue

Charges for Services

Taxes and Assessments

Fines and Forfeits

Miscellaneous Revenue

Transfers In Other Financing Sources

Fund Balance

Taxes and Assessments $ 157,322,731 35.9% Licenses and Permits 2,165,650 0.5% Inter-Governmental and Enterprise Revenue 44,233,787 10.0% Charges for Services 130,079,479 29.7% Fines and Forfeits 1,676,800 0.4% Miscellaneous Revenue 27,464,045 6.3% Other Financing Sources 1,423,500 0.3% Fund Balance 30,983,556 7.1% Transfers In 43,049,452 9.8% TOTAL RESOURCES - ALL FUNDS $ 438,399,000 100%

19 CITY OF BAKERSFIELD FY 2011-12 APPROPRIATIONS - ALL FUNDS

Public Works

Water Resources Fire

Rabobank & Recreation and Parks

Police ED/CD & Development Services

Non-Departmental - includes transfers General Government Bakersfield Redevelopment Agency

General Government $ 24,381,432 5.6% Police 69,422,242 15.8% Fire 33,232,550 7.6% Public Works 148,849,090 34.0% Water Resources 26,552,761 6% Rabobank & Recreation and Parks 23,663,345 5.4% ED/CD & Development Services 11,202,548 2.6% Non-Departmental - includes transfers 83,665,137 19.0% Bakersfield Redevelopment Agency 17,429,895 4.0% TOTAL APPROPRIATIONS - ALL FUNDS$ 438,399,000 100%

20 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 DEPARTMENTAL APPROPRIATIONS BY FUND

Non- Rabobank & ED/CD and General Water Departmental Police Fire Public Works Recreation Development Total Government Resources Includes and Parks Services Transfers Budget Summary Operating Budgets City of Bakersfield $ 24,381,432 $ 69,422,242 $ 31,566,929 $ 98,412,729 $ 21,757,761 $ 22,845,345 $ 11,202,548 $ 83,665,137 $ 363,254,123

Bakersfield Redev. Agency - 849,923 16,579,972 17,429,895 Total Operating $ 24,381,432 $ 69,422,242 $ 31,566,929 $ 98,412,729 $ 21,757,761 $ 22,845,345 $ 12,052,471 $ 100,245,109 $ 380,684,018

Capital Improvements City of Bakersfield$ - $ - $ 1,665,621 $ 50,436,361 $ 4,795,000 $ 818,000 $ - $ - $ 57,714,982 21 Bakersfield Redev. Agency - - Total Capital Improvements $ - $ - $ 1,665,621 $ 50,436,361 $ 4,795,000 $ 818,000 $ - $ - $ 57,714,982

Total Appropriations$ 24,381,432 $ 69,422,242 $ 33,232,550 $ 148,849,090 $ 26,552,761 $ 23,663,345 $ 12,052,471 $ 100,245,109 $ 438,399,000 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 DEPARTMENTAL APPROPRIATIONS BY FUND

Non- Rabobank & ED/CD and General Water Departmental Police Fire Public Works Recreation Development Total Government Resources Includes and Parks Services Transfers City of Bakersfield Operating Budget Agriculture Water$ - $ - $ - $ - $ 4,704,206 $ - $ - $ 25,000 $ 4,729,206 ARRA Federal Stimulus - 1,561,543 1,561,543 State Transportation - 250,271 30,300 280,571 Assessment Districts 245,200 9,391,974 9,637,174 Aviation - 217,938 217,938 CUPA - 802,885 802,885 Community Dev. Block Grant - 1,925,216 592,866 2,518,082 Domestic Water - 17,053,555 1,624,026 18,677,581 Equipment Management 2,639,775 21,997,846 24,637,621 22 Gas Tax - 4,702,769 4,702,769 General Fund 10,880,351 67,340,119 30,764,044 18,877,795 16,493,712 6,929,229 25,146,250 176,431,500 HOME Program - 1,725,784 1,725,784 Municipal Improvement Debt - 673,822 673,822 Parking Lots/Structures 53,540 53,540 Refuse Collection - 38,180,795 29,000 38,209,795 Self Insurance 10,294,486 10,294,486 Supp. Law Enforcement - 40,580 40,580 Traffic Safety - 480,000 1,500,000 1,980,000 Transient Occupancy Taxes - 6,321,333 622,319 6,758,550 13,702,202 Transportation Development - 255,229 5,000,000 5,255,229 TDF TRIP Local Match 268,080 1,009,775 - 1,277,855 Wastewater Treatment Plant - 12,920,311 32,923,649 45,843,960 Total Operating $ 24,381,432 $ 69,422,242 $ 31,566,929 $ 98,412,729 $ 21,757,761 $ 22,845,345 $ 11,202,548 $ 83,665,137 $ 363,254,123 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 DEPARTMENTAL APPROPRIATIONS BY FUND

Non- Rabobank & ED/CD and General Water Departmental Police Fire Public Works Recreation Development Total Government Resources Includes and Parks Services Transfers City of Bakersfield Capital Improvements Agriculture Water $ - $ - $ - $ - $ 475,000 $ - $ - $ - $ 475,000 Aviation - 60,500 60,500 Captial Outlay - 1,545,621 10,435,000 266,000 12,246,621 Community Dev. Block Grant - 120,000 1,000,000 320,000 1,440,000 Domestic Water - 4,320,000 4,320,000 Equipment Management - 26,400 26,400 Federal Transportation - 4,564,739 4,564,739 Gas Tax - 2,337,752 2,337,752 Park Improvement - 232,000 232,000 23 Refuse Collection - 527,000 527,000 Transportation Development - 1,489,970 1,489,970 TDF TRIP Local Match - 6,615,885 6,615,885 TRIP - 21,734,115 21,734,115 Wastewater Treatment Plant - 1,645,000 1,645,000 Total Capital Improvements $ - $ - $ 1,665,621 $ 50,436,361 $ 4,795,000 $ 818,000 $ - $ - $ 57,714,982

Total City of Bakersfield$ 24,381,432 $ 69,422,242 $ 33,232,550 $ 148,849,090 $ 26,552,761 $ 23,663,345 $ 11,202,548 $ 83,665,137 $ 420,969,105 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 DEPARTMENTAL APPROPRIATIONS BY FUND

Non- Rabobank & ED/CD and General Water Departmental Police Fire Public Works Recreation Development Total Government Resources Includes and Parks Services Transfers Bakersfield Redevelopment Agency Operating Budget Downtown $ - $ - $ - $ - $ - $ - $ 54,512 $ 2,337,250 $ 2,391,762 Old Town Kern Pioneer - 209,190 1,523,700 1,732,890 Southeast - 110,698 2,792,143 2,902,841

Housing Downtown - 192,435 205,493 397,928 Old Town Kern Pioneer - 64,352 350,000 414,352 Southeast - 218,736 475,500 694,236 24

Debt Service Downtown - 5,071,043 5,071,043 Old Town Kern Pioneer - 1,352,200 1,352,200 Southeast - 2,472,643 2,472,643 Total Operating $ - $ - $ - $ - $ - $ - $ 849,923 $ 16,579,972 $ 17,429,895

Capital Improvements Downtown $ - $ - $ - $ - $ - $ - $ - $ - $ - Old Town Kern Pioneer - - Southeast - - Total Capital Improvements $ - $ - $ - $ - $ - $ - $ - $ - $ -

Total BRDA $ - $ - $ - $ - $ - $ - $ 849,92 3 $ 16,579,972 $ 17,429,89 5 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 GENERAL FUND - APPROPRIATIONS BY DEPARTMENT Adopted Amended Adopted Actual Department Budget Budget Budget 2009-10 2010-11 2010-11 2011-12

Mayor $ 118,969 $ 129,327 $ 129,327 $ 128,917 City Council 289,223 299,102 299,102 271,216 TOTAL LEGISLATIVE $ 408,192 $ 428,429 $ 428,429 $ 400,133

City Manager $ 906,939 $ 899,012 $ 899,012 $ 862,838 City Clerk 729,380 729,310 729,310 753,054 Human Resources 1,222,644 1,105,761 1,105,761 1,098,975 Information Technology 3,491,664 3,416,597 3,418,597 3,338,421 Risk Management - - - - TOTAL EXECUTIVE $ 6,350,627 $ 6,150,680 $ 6,152,680 $ 6,053,288

25 Administration $ 443,652 $ 454,048 $ 454,048 $ 450,296 Accounting and Reporting 1,109,892 1,120,723 1,120,723 1,212,412 Treasury 622,525 660,144 660,144 693,122 Purchasing 263,068 269,786 269,786 290,849 TOTAL FINANCIAL SERVICES $ 2,439,137 $ 2,504,701 $ 2,504,701 $ 2,646,679

Legal Counsel $ 1,635,992 $ 1,731,000 $ 1,731,000 $ 1,780,251 TOTAL CITY ATTORNEY $ 1,635,992 $ 1,731,000 $ 1,731,000 $ 1,780,251

Administration $ 16,436,946 $ 15,696,702 $ 17,413,266 $ 15,553,572 Operations 33,839,578 36,182,902 36,226,308 40,248,616 Investigations 11,733,404 11,734,072 11,734,072 11,565,931 TOTAL POLICE SERVICES $ 62,009,928 $ 63,613,676 $ 65,373,646 $ 67,368,119

Administration $ 1,476,841 $ 1,406,077 $ 1,406,077 $ 1,364,529 Safety Services 1,665,452 1,088,059 1,084,160 1,082,204 Fire Suppression 27,779,092 27,141,996 27,539,552 28,317,311 TOTAL FIRE SERVICES $ 30,921,385 $ 29,636,132 $ 30,029,789 $ 30,764,044

CITY OF BAKERSFIELD FISCAL YEAR 2011-12 GENERAL FUND - APPROPRIATIONS BY DEPARTMENT Adopted Amended Adopted Actual Department Budget Budget Budget 2009-10 2010-11 2010-11 2011-12

Administration $ 598,951 $ 543,180 $ 549,180 $ 556,816 Engineering 5,079,588 4,911,380 4,911,380 4,949,889 General Services 7,591,305 8,107,895 8,107,895 8,292,915 Streets 5,206,356 4,852,083 4,928,083 5,078,175 Equipment - - - - Wastewater - - - - Solid Waste - - - - TOTAL PUBLIC WORKS $ 18,476,200 $ 18,414,538 $ 18,496,538 $ 18,877,795

Administration $ 1,050,397 $ 1,108,549 $ 1,107,321 $ 1,092,594 Parks 11,344,487 11,930,755 11,962,575 12,749,471 26 Recreation 2,433,686 2,633,649 2,708,589 2,651,647 TOTAL RECREATION AND PARKS $ 14,828,570 $ 15,672,953 $ 15,778,485 $ 16,493,712

Planning $ 2,550,160 $ 2,025,831 $ 2,025,831 $ 1,908,518 Building 5,261,524 5,111,265 5,186,520 5,020,711 TOTAL DEVELOPMENT SERVICES $ 7,811,684 $ 7,137,096 $ 7,212,351 $ 6,929,229

Community Development $ - $ - $ - $ - Economic Development 404,226 - (21,383) - TOTAL ECONOMIC/COMMUNITY DEV. $ 404,226 $ - $ (21,383) $ -

TOTAL BY DEPARTMENT $ 145,285,941 $ 145,289,205 $ 147,686,236 $ 151,313,250

Non-Departmental $ 6,061,106 $ 5,965,059 $ 5,965,059 $ 18,245,250 Debt Service - - - - Contingencies 10,000 10,000 17,000 Transfers Out 3,950,794 5,350,000 5,350,000 6,856,000 TOTAL GENERAL FUND $ 155,297,841 $ 156,614,264 $ 159,011,295 $ 176,431,500 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 FINANCIAL SUMMARY - ALL FUNDS

Estimated Adopted Estimated Transfers Budget Appropriations Fund Group Balance Balance Revenues 7/1/2011 In Out Operating C.I.P. 6/30/2012

Governmental Funds General Operating $ 36,275,000 $ 151,156,500 $ 1,500,000 $ 6,856,000 $ 169,575,500 $ - $ 12,500,000 Economic Stimulus - 1,561,543 1,561,543 - Special Revenue 5,183,011 53,843,706 5,592,866 20,160,007 30,076,606 3,197,238 Debt Service - 80,956 592,866 673,822 - Capital Project 17,478,363 6,925,896 14,320,000 5,000,000 1,533,084 20,584,476 11,606,699

Proprietary Funds Enterprise 77,002,072 101,955,925 18,000,000 18,054,000 89,678,020 7,027,500 82,198,477 Internal Service 21,451,292 30,542,785 1,090,000 34,932,107 26,400 18,125,570

27 Fiduciary Funds Improvement Districts 17,208,775 7,765,531 9,637,174 15,337,132 Redevelopment Agency 283,016 10,533,150 7,546,586 7,546,586 9,883,309 932,857 Total $ 174,881,529 $ 364,365,992 $ 43,049,45 2 $ 43,049,45 2 $ 337,634,56 6 $ 57,714,98 2 $ 143,897,97 3 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 FINANCIAL SUMMARY - ALL FUNDS

Estimated Adopted Estimated Transfers Budget Appropriations Fund Group Balance Balance Revenues 7/1/2011 In Out Operating C.I.P. 6/30/2012

General Operating Funds General $ 23,875,000 $ 151,056,500 $ 1,500,000 $ 6,856,000 $ 169,575,500 $ - $ - Cash Basis Reserve 12,400,000 100,000 12,500,000

Economic Stimulus Funds ARRA Federal Stimulus Program - 1,561,543 1,561,543 -

Special Revenue Funds Community Development 153,962 3,958,082 592,866 1,925,216 1,440,000 153,962 Home Investment Partnership - 1,725,784 1,725,784 -

28 Federal Transportation - 4,564,739 4,564,739 - TRIP - 21,734,115 21,734,115 - State Transportation - 280,571 280,571 - Gas Tax 1,551,404 5,778,000 4,702,769 2,337,752 288,883 Traffic Safety 762,140 1,410,000 1,500,000 480,000 192,140 CUPA/UASI - 802,885 802,885 - Supplemental Law Enforcement 609,441 5,000 40,580 573,861 Metro Medical Response System - - Transient Occupancy Tax 2,106,064 13,584,530 3,500,000 10,202,202 1,988,392

Debt Service Funds Municipal Improvement Debt - 80,956 592,866 673,822 -

Capital Project Funds Capital Outlay 7,269,490 220,896 3,970,000 6,246,621 5,213,765 Capital Outlay-Utility/Road Fund 747,365 50,000 5,350,000 6,000,000 147,365 Park Improvements 3,331,557 620,000 232,000 3,719,557 Transportation Development (TDF) 2,053,972 6,025,000 5,000,000 255,229 1,489,970 1,333,773 TDF TRIP Local Match 4,075,979 10,000 5,000,000 1,277,855 6,615,885 1,192,239 Total $ 58,936,374 $ 213,568,601 $ 16,412,866 $ 17,448,866 $ 193,503,956 $ 50,661,082 $ 27,303,937 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 FINANCIAL SUMMARY - ALL FUNDS

Estimated Adopted Estimated Transfers Budget Appropriations Fund Group Balance Balance Revenues 7/1/2011 In Out Operating C.I.P. 6/30/2012

Enterprise Funds Wastewater Treatment $45,920,509 $30,739,450 $18,000,000 $13,000,000 $27,843,960 $1,645,000 52,170,999 Sewer Connections 1,635,818 4,342,800 5,000,000 978,618 Refuse Collection 12,970,904 37,909,000 29,000 38,180,795 527,000 12,143,109 Landfill Closure 1,502,356 25,000 1,527,356 Agricultural Water 4,273,945 5,270,000 25,000 4,704,206 475,000 4,339,739 Domestic Water 10,473,465 23,321,000 18,677,581 4,320,000 10,796,884 Airpark 215,902 280,475 217,938 60,500 217,939 Offstreet Parking 9,173 68,200 53,540 23,833

29 Internal Service Funds Equipment Management 19,007,170 21,465,300 290,000 24,637,621 26,400 16,098,449 Self-Insurance 2,444,122 9,077,485 800,000 10,294,486 2,027,121

Improvement District Funds Assessment Districts 17,208,775 7,765,531 9,637,174 15,337,132 Total $ 115,662,139 $ 140,264,241 $ 19,090,000 $ 18,054,000 $ 134,247,301 $ 7,053,900 $ 115,661,179 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 FINANCIAL SUMMARY - ALL FUNDS

Estimated Adopted Estimated Transfers Budget Appropriations Fund Group Balance Balance Revenues 7/1/2011 In Out Operating C.I.P. 6/30/2012

Redevelopment Agency Funds

Operating Downtown $ 84,652 $ 2,310,300 $ - $ 2,301,250 $ 90,512 $ - $ 3,190 Old Town Kern-Pioneer 22,875 2,006,800 1,482,200 250,690 296,785 Southeast 130,000 2,985,500 2,732,143 170,698 212,659

Housing Downtown - 10,000 586,250 205,493 192,435 198,322

30 Old Town Kern-Pioneer 3,074 20,000 480,000 350,000 64,352 88,722 Southeast 42,415 50,000 735,000 475,500 218,736 133,179

Debt Service Downtown - 3,150,550 1,920,493 5,071,043 - Old Town Kern-Pioneer 1,352,200 1,352,200 - Southeast 2,472,643 2,472,643 - Total $ 283,016 $ 10,533,150 $ 7,546,586 $ 7,546,586 $ 9,883,309 $ - $ 932,857 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 ESTIMATED BALANCES - JUNE 30, 2012

Fund Title Total Unreserved Reserved Comment Cash Basis Reserve $ 12,500,000 $ - $ 12,500,000 Cash required prior to Tax Turnover Community Development 153,962 153,962 Gas Tax 288,883 288,883 Traffic Safety 192,140 192,140 Supplemental Law Enforcement 573,861 573,861 Transient Occupancy Tax 1,988,392 1,088,392 900,000 Tax accruals/Capital Lease Capital Outlay 5,213,765 213,765 5,000,000 Facilities Reserve Capital Outlay-Utility/Road Fund 147,365 147,365 Park Improvements 3,719,557 3,719,557 Transportation Development 1,333,773 1,333,773 TDF TRIP Local Match 1,192,239 1,192,239 Wastewater Treatment 52,170,999 30,170,999 22,000,000 Debt Service/Capital Reserves Sewer Connections 978,618 978,618 Refuse 12,143,109 6,799,109 5,344,000 Cart Replacement Reserves

31 Landfill Closure 1,527,356 - 1,527,356 Landfill Cap Reserve Agriculture Water 4,339,739 4,339,739 Domestic Water 10,796,884 10,796,884 Airpark 217,939 217,939 Offstreet Parking 23,833 23,833 Equipment Management 16,098,449 (27,936,975) 44,035,424 Accumulated Depreciation @ 06/30/10 Self Insurance 2,027,121 2,027,121 Assessment Districts 15,337,132 7,746,271 7,590,861 Reserve for Debt Service Redevelopment Operating: Downtown 3,190 3,190 Old Town Kern-Pioneer 296,785 87,785 209,000 Reserve for Debt Service Southeast 212,659 88,659 124,000 Reserve for Debt Service Redevelopment Housing: Downtown 198,322 - 198,322 Housing setaside Old Town Kern-Pioneer 88,722 - 88,722 Housing setaside Southeast 133,179 - 133,179 Housing setaside Total $ 143,897,973 $ 44,247,109 $ 99,650,864 CITY of BAKERSFIELD INTERFUND TRANSFERS - SUMMARY 2011-2012 Budget

Fund Title Transfers In Transfers Out

General $ 1,500,000 $ 6,856,000 A Traffic Safety/O.T.S. 1,500,000 Transient Occupancy Tax 3,500,000 Capital Outlay 3,970,000 B Capital Outlay-Utility/Road 5,350,000 Agriculture Water 25,000 Domestic Water Sewer Plant #2 13,000,000 Sewer Plant # 3 18,000,000 C Sewer Connections 5,000,000 Refuse 29,000 Equipment 290,000 D Self Insurance 800,000

CDBG 592,866 Municipal Debt 592,866

Transportation Development 5,000,000 TDF TRIP Local Match 5,000,000

Redevelopment Agency: Operating 6,515,593 E Housing 1,801,250 F 1,030,993 G Debt 5,745,336 H

TOTAL TRANSFERS $ 43,049,452 $ 43,049,452

32 CITY of BAKERSFIELD INTERFUND TRANSFERS - DETAIL OF SELECTED ITEMS 2011-2012 Budget

Fund Title Transfers In Transfers Out

Capital Outlay-Utility/Road $ 5,350,000 Capital Outlay 470,000 Equipment 236,000 Self Insurance 800,000 General Fund Total 6,856,000 A

General 470,000 Transient Occupancy Tax 3,500,000 Capital Outlay Fund Total 3,970,000 B

Sewer Plant #2 13,000,000 Sewer Connections 5,000,000 Sewer Plant #3 Total 18,000,000 C

General 236,000 Refuse 29,000 Agriculture Water 25,000 Equipment Fund Total 290,000 D

REDEVELOPMENT AGENCY F) Operating 6,515,593 E SEPA Housing 735,000 SEPA Debt 1,997,143 OTKP Housing 480,000 OTKP Debt 1,002,200 DTPA Housing 586,250 DTPA Debt 1,715,000

G) Housing Set Aside 1,801,250 F SEPA Operating 735,000 OTKP Operating 480,000 DTPA Operating 586,250

H) Housing Set Aside 1,030,993 G SEPA Debt 475,500 OTKP Debt 350,000 DTPA Debt 205,493

I) Debt Service 5,745,336 H SEPA Operating 1,997,143 SEPA Housing 475,500 OTKP Operating 1,002,200 OTKP Housing 350,000 DTPA Operating 1,715,000 DTPA Housing 205,493

33 City of Bakersfield FY 2011-12 Appropriations Limitation

$350,000,000

$300,000,000 $285,466,741

$250,000,000

$200,000,000 $163,438,013 $150,000,000

$100,000,000

$50,000,000 $123,716,904 $93,003,000 $0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Fiscal Year Ending

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.

During any fiscal year, a city may not appropriate any proceeds of taxes they receive in excess of their limit. If they do receive excess funds in any one year, they can carry them into the subsequent year to be used if they are below their Appropriations Limit in that year. Any excess funds remaining after the second year have to be returned to the taxpayers by reducing tax rates or fees. As an alternative, a majority of the voters may approve an "override" to increase the Appropriations Limit. The City has experienced steady growth in population which has enabled us to spend at levels well below our limit. With the passage of Proposition 111, the gap between the Appropriations Limit and the City's expenditures which are subject to limitation has widened.

▲ = Appropriations Limitation ■ = Appropriations Subject to Limitation

34 REVENUES REMOVE THIS PAGE Revenues

The following are the primary revenue sources of the General Fund and Transient Occupancy Tax Fund. The graphs contained in this section reflect the following: actual data for the first eight years, a projection based on the latest information available during preparation of the budget for the current year, and a projection for the next year based on the assumptions as outlined below.

Projected Revenue Assumptions:

Projected revenue assumptions are based on a combination of historic trend data and current economic circumstances, including proposed State budget information and other external factors. The key assumptions in the General Fund and Transient Occupancy Tax revenue forecast for fiscal year 2011-12 are: 1) Property tax revenues are expected to remain flat (0%) based on Kern County assessed valuation projections; 2) Sales tax revenues are expected to increase by 3.0 percent compared to the current year revised estimate as a result of the slight improvement in economic activity over the past year; 3) License and Permit revenues are expected to remain fairly flat as a result of continued stagnant local construction activity; and, 4) Motor Vehicle In-Lieu fees are also expected to remain flat as this revenue is now linked to general property taxes. 5) Transient Occupancy Tax revenues are expected to increase by about 3.0 percent compared to current year revised estimates as a result of slight improvement tourism and convention activity;

• Property Tax Revenues - Property taxes are imposed on real property and tangible personal property located within the state. Property is assessed annually on January 1 by the County Assessor. The State Constitution limits the real property tax rate to 1.0 percent of the property's value, plus rates imposed to fund indebtedness approved by the voters.

Cities, counties, school districts and special districts share the revenues from the 1.0 percent property tax. The County generally allocates revenues to these agencies based on their average property tax revenue in the three years preceding 1978-79 and in each year thereafter according to the proportion of property tax revenues allocated to each agency in the previous year.

When territory is incorporated into a new city, the City receives a share of the property tax revenues based on the costs of services assumed from other governments and the proportion of these costs which had been funded by the property tax. The use of property tax revenues is unrestricted.

35 Revenues continued

• Sales Tax Revenues - The sales tax rate is generally 8.25 percent statewide. The City’s sales tax revenue is realized from the 1.0 percent local government portion of the total rate and the 0.5 percent rate (½ cent) increase approved by the voters in November 1993 for public safety.

The local 1.0 percent is distributed based on “point of sale” while the ½ cent for public safety is distributed 95.0 percent to counties and 5.0 percent to cities. The 1.0 percent local sales tax revenue is distributed by the Board of Equalization. Cities receive payments on a quarterly basis, with monthly estimated "advance" payments and a subsequent "settlement" payment to cover the difference based on actual collections. The ½ cent sales tax is distributed monthly. The largest single classification contributing to sales tax revenues is the retail sales from Department Stores. Sales tax must be received into the City’s General Fund and its uses are unrestricted.

• License and Permit Revenue - The California Constitution gives cities the authority to charge license and permit fees as a means of recovering the cost of regulation. The fees which make up "License and Permits" include: building permits, plumbing permits, electrical permits, mechanical permits, street and curb permits, and other use permits and licenses.

The City requires that building permits be obtained to ensure that structures meet specific standards. The City requires various additional construction permits for activities such as the installation of electrical, plumbing, and sewerage facilities. The City charges a fee for issuing these permits in order to recover the costs incurred.

• Motor Vehicle-In-Lieu Revenues - The Vehicle License Fee (VLF) is a special license fee equivalent to 2.0 percent of the market value of motor vehicles and is imposed annually by the state in-lieu of local property taxes. Originally motor vehicles were counted in the local property tax assessment, but for ease of administration and conformity, the State now collects these fees through the in-lieu tax. In 1998, the State began a series of reductions to the VLF which have ultimately resulted in a 67.5 percent 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 percent 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 general government services.

36 Revenues continued

• 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 - Account for the financing of services provided by the General Fund to another City department on a cost- reimbursement basis; and, o Arena charges - Revenues received from the use of the Rabobank Arena.

• Transient Occupancy Tax - The Transient Occupancy Tax is imposed for the privilege of occupying a room or rooms in a hotel, motel, or other lodging facility, unless such occupancy is for a period of thirty (30) days or more. The City of Bakersfield has a transient lodging tax rate of 12.0 percent, which was increased from 10.0 percent 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.

37 CITY OF BAKERSFIELD FISCAL YEAR 2011-12

Property Tax Revenues $60,117,200

$67,000,000 $62,000,000 $57,000,000 $52,000,000 $47,000,000 $42,000,000 $37,000,000 $32,000,000 $27,000,000 Millions $22,000,000 $17,000,000 $12,000,000 $7,000,000 03 04 05 06 07 08 09 10 11 12 Fiscal Year Ending

Property Tax VLF In-Lieu * Includes VLF In-Lieu Property Tax

Sales Tax Revenues $54,246,000 $70,000,000 $65,000,000 $60,000,000 $55,000,000 $50,000,000 $45,000,000 $40,000,000 Millions $35,000,000 $30,000,000 $25,000,000 03 04 05 06 07 08 09 10 11 12 Fiscal Year Ending

Budgeted Sales Tax

* Includes Sales Tax In-Lieu Related to Triple Flip

38 CITY OF BAKERSFIELD FISCAL YEAR 2011-12

Transient Occupancy Tax $6,450,000

$9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 Millions $3,000,000 $2,000,000 $1,000,000 03 04 05 06 07 08 09 10 11 12 Fiscal Year Ending

License and Permit Revenues $1,984,650 $4,500,000

$4,000,000

$3,500,000

$3,000,000

$2,500,000

$2,000,000 Millions $1,500,000

$1,000,000

$500,000 03 04 05 06 07 08 09 10 11 12 Fiscal Year Ending

39 CITY OF BAKERSFIELD FISCAL YEAR 2011-12

Motor Vehicle-In-Lieu Revenues $1,216,800

$18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 Millions $4,000,000 $2,000,000 $0 03 04 05 06 07 08 09 10 11 12 Fiscal Year Ending * Reflects VLF Reduction and $3.1 Million Capture by State in 2004-05 and 2005-06

Charges for Services $15,810,500 $27,000,000

$22,000,000

$17,000,000

$12,000,000 Millions

$7,000,000

$2,000,000 03 04 05 06 07 08 09 10 11 12 Fiscal Year Ending

40 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 GENERAL FUND - REVENUE BY SOURCE Amended Revised Adopted Actual Revenues Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Taxes Property Taxes Current year secured $ 35,272,608 $ 33,392,000 $ 34,057,000 $ 34,565,000 Current year unsecured 1,703,703 1,575,000 1,660,000 1,410,000 Property tax in-lieu 24,310,579 23,800,000 23,760,200 23,760,200 Prop 1A - State borrowing (6,738,432) Delinquent taxes and penalties 2,636,975 740,000 1,328,000 382,000 TOTAL PROPERTY TAXES $ 57,185,433 $ 59,507,000 $ 60,805,200 $ 60,117,200

41 Sales and Use Tax: Sales and use tax $ 37,635,894 $ 34,315,000 $ 39,781,275 $ 40,975,475 Sales tax in-lieu 13,028,439 10,715,000 10,518,900 13,270,525 TOTAL SALES AND USE TAX $ 50,664,333 $ 45,030,000 $ 50,300,175 $ 54,246,000

Other Taxes Utility franchise tax $ 9,288,612 $ 10,445,000 $ 10,770,000 $ 10,875,000 Business license tax 3,173,514 2,980,000 3,200,000 3,200,000 Real property transfer tax 790,719 900,000 900,000 900,000 Payments in-lieu of taxes 1,120,000 TOTAL OTHER TAXES $ 14,372,845 $ 14,325,000 $ 14,870,000 $ 14,975,000 TOTAL TAXES $ 122,222,611 $ 118,862,000 $ 125,975,375 $ 129,338,200

Licenses and Permits Development permits $ 1,468,208 $ 1,622,750 $ 1,417,050 $ 1,577,750 Alarm permits 192,048 140,000 140,000 180,000 Fire Prevention (CUPA) 204,510 Dog licenses 220,956 200,000 200,000 200,000 Other licenses and permits 106,872 54,195 48,500 26,900 TOTAL LICENSES AND PERMITS $ 2,192,594 $ 2,016,945 $ 1,805,550 $ 1,984,650 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 GENERAL FUND - REVENUE BY SOURCE Amended Revised Adopted Actual Revenues Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Intergovernmental State motor vehicle in-lieu tax$ 1,026,116 $ 895,000 $ 1,216,800 $ 1,216,800 State Homeowners subvention 369,685 357,400 337,000 337,000 Grants 1,815,180 3,282,382 3,742,318 1,555,550 Other Reimbursements 20,160 20,160 TOTAL INTERGOVERNMENTAL $ 3,210,981 $ 4,554,942 $ 5,316,278 $ 3,109,350

Charges for Service Maintenance district services $ 5,188,972 $ 4,600,000 $ 5,030,000 $ 5,130,000

42 Interdepartmental charges 3,921,407 4,169,400 4,169,400 4,000,000 Development fees 1,738,335 1,603,985 1,537,250 1,643,715 Fire charges 4,339,640 3,536,500 3,796,378 3,700,000 Police charges 701,494 557,000 560,000 560,000 Recreation fees 1,025,997 717,370 696,405 710,100 Other charges 162,981 120,500 77,400 66,685 TOTAL CHARGES FOR SERVICE $ 17,078,826 $ 15,304,755 $ 15,866,833 $ 15,810,500

Fines and Forfeits Court fines and asset forfeitures $ 843,021 $ 700,800 $ 678,500 $ 576,800 TOTAL FINES AND FORFEITURES $ 843,021 $ 700,800 $ 678,500 $ 576,800

Miscellaneous Interest income $ 117,047 $ 101,000 $ 154,500 $ 151,000 Contributions 16,997 2,600 29,500 1,000 Blue Cross premium refund 1,300,000 Other reimbursements 930,656 217,000 382,787 73,000 Other revenue 31,237 7,984 14,875 12,000 TOTAL MISCELLANEOUS $ 2,395,937 $ 328,584 $ 581,662 $ 237,000 TOTAL REVENUES $ 147,943,970 $ 141,768,026 $ 150,224,198 $ 151,056,500 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 ESTIMATED REVENUE BY FUND Inter- Taxes and Licenses and Charges for Fines and Miscellaneous Other Financing Fund Title Governmental Total Assessments Permits Service Forfeits Revenue Sources Revenue General $ 129,338,200 $ 1,984,650 $ 3,109,350 $ 15,810,500 $ 576,800 $ 237,000 $ - $ 151,056,500 Cash Basis Reserve 100,000 100,000 Community Development 3,782,214 175,868 3,958,082 Home Investment Partnership 1,695,784 30,000 1,725,784 Federal Transportation 4,564,739 4,564,739 TRIP 21,734,115 21,734,115 State Transportation 280,071 500 280,571 Gas Tax 5,728,000 50,000 5,778,000 Traffic Safety 300,000 1,100,000 10,000 1,410,000 CUPA/UASI 181,000 621,885 802,885 Supplemental Law Enforcement 5,000 5,000 ARRA Federal Stimulus Program 1,561,543 1,561,543 Transient Occupancy Tax 6,450,000 5,410,209 1,724,321 13,584,530 Municipal Improvement Debt 80,956 80,956 Capital Outlay 170,896 50,000 220,896 43 Capital Outlay-Utility/Road Fund 50,000 50,000 Park Improvements 520,000 100,000 620,000 Transportation Development 6,000,000 25,000 6,025,000 TDF TRIP Local Match 10,000 10,000 Wastewater Treatment 29,335,950 1,403,500 30,739,450 Sewer Connections 50,000 4,252,800 40,000 4,342,800 Refuse 1,510,000 36,065,000 334,000 37,909,000 Landfill Closure 25,000 25,000 Agriculture Water 5,230,000 40,000 5,270,000 Domestic Water 369,800 22,951,200 23,321,000 Airpark 29,475 247,500 3,500 280,475 Offstreet Parking 68,000 200 68,200 Equipment Management 20,696,800 768,500 21,465,300 Self Insurance 8,520,485 557,000 9,077,485 Assessment Districts 7,765,531 7,765,531 Redevelopment Operating: Downtown 2,300,000 300 10,000 2,310,300 Old Town Kern-Pioneer 1,988,000 12,800 6,000 2,006,800 Southeast 2,911,000 54,500 20,000 2,985,500 Redevelopment Housing: Downtown 10,000 10,000 Old Town Kern-Pioneer 20,000 20,000 Southeast 50,000 50,000 Redevelopment Debt: Downtown 3,150,550 3,150,550 Total $157,322,731 $2,165,650 $44,233,787 $130,079,479 $1,676,800 $27,464,045 $1,423,500 $364,365,992 THIS PAGE INTENTIONALLY LEFT BLANK

44 LEGISLATIVE REMOVE THIS PAGE Legislative FY 2011-2012 Organizational Chart

Citizens of Bakersfield

45 Mayor City Council

Support Staff Ward 1 Ward 4

Ward 2 Ward 5

Ward 3 Ward 6

Ward 7 Legislative

DEPARTMENT FUNCTION

Leads the City through policy making and legislative actions. Guides staff direction through committee and City Council meetings.

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 2010-11 ACCOMPLISHMENTS

1. Adopted the updated City Council Goals in April 2011.

2. Continued recognition of special efforts accomplished by members of the public and organizations 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 LEGISLATIVE

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2009-10 2010-11 2010-11 2011-12

Mayor $ 118,969 $ 129,327 $ 129,327 $ 128,917 City Council 289,223 299,102 299,102 271,216

Total $ 408,192 $ 428,429 $ 428,429 $ 400,133

SOURCE OF FUNDS:

General Fund $ 408,192 $ 428,429 $ 428,429 $ 400,133

Total $ 408,192 $ 428,429 $ 428,429 $ 400,133

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

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 2010-11 ACCOMPLISHMENTS

1. Prepared and took action on issues in a timely manner at regularly scheduled and special City Council meetings.

2. Provided Council direction to staff through Council committees.

3. Adopted the City’s annual Operating and Capital Improvement Program budgets prior to June 30.

4. Served in a ceremonial capacity for City events and 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 2011-12 ACTION PLAN

1. Prepare and take action on issues in a timely manner at regularly scheduled and special City Council meetings.

48 1011 – Mayor and 1051 – City Council continued

2. Provide Council direction to staff through Council committees.

3. Adopt the annual Operating and Capital Improvement Program budgets prior to June 30.

4. Serve in a ceremonial capacity for City events as a City representative.

5. Appoint citizens to represent the community on various boards and commissions.

6. Serve as spokespersons for City affairs with all segments of the media.

7. Meet with the County Board of Supervisors to discuss and consider proposals for joint efforts on issues of interest and concern to the 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 09-10 FY 10-11 FY 11-12 Actual Projected Adopted

Approved City budgets (Operating, Capital 1 1 1 Improvement Program and Bakersfield Redevelopment Agency) by June 30

Council Meetings held 22 19 18

Proclamations Issued 104 100 100

49 MAYOR

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 101,503 $ 98,108 $ 98,108 $ 102,260 Operating 17,466 31,219 31,219 26,657 Capital

Total $ 118,969 $ 129,327 $ 129,327 $ 128,917

SOURCE OF FUNDS:

General Fund $ 118,969 $ 129,327 $ 129,327 $ 128,917

Total $ 118,969 $ 129,327 $ 129,327 $ 128,917

50 CITY COUNCIL

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 154,999 $ 154,914 $ 154,914 $ 144,476 Operating 134,224 144,188 144,188 126,740 Capital

Total $ 289,223 $ 299,102 $ 299,102 $ 271,216

SOURCE OF FUNDS:

General Fund $ 289,223 $ 299,102 $ 299,102 $ 271,216

Total $ 289,223 $ 299,102 $ 299,102 $ 271,216

51 THIS PAGE INTENTIONALLY LEFT BLANK

52 EXECUTIVE REMOVE THIS PAGE Executive

FY 2011-2012 Organizational Chart

City Manager

Risk Executive Staff Information Human City Clerk

53 Management Technology Resources

Assistant to the City Manager

Assistant to the City Manager

Administrative Analyst III Executive

DEPARTMENT FUNCTION

The Executive Department provides direction and leadership for the effective administration and operations of all municipal services for the City of Bakersfield as directed by the City Council and serves as the principal point for the management of City departments. The Executive Department includes the City Manager’s Office, Human Resources, Risk Management, City Clerk and Information Technology.

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 2010-11 ACCOMPLISHMENTS

1. Staffed City Council meetings and Council committee meetings.

2. Reviewed, analyzed and made recommendations regarding existing or pending state and federal legislation.

3. Continued the process implemented in mid-year FY 2008-09 to monitor and respond to potential impacts of local and statewide economic conditions upon the City’s budget and ability to provide services.

4. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2010-11 Final Budget.

FY 2011-12 ACTION PLAN

The Executive Department will continue working on various development projects and overseeing major capital efforts of the City. Annexation of islands and other annexations requested by property owners will be overseen by the City 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.

54 EXECUTIVE

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2009-10 2010-11 2010-11 2011-12

City Manager $ 906,939 $ 899,012 $ 899,012 $ 862,838 City Clerk 729,380 729,310 729,310 753,054 Human Resources 1,222,644 1,105,761 1,105,761 1,098,975 Risk Management 10,438,554 8,515,688 8,515,688 8,894,486 Information Technology 4,835,515 5,808,293 5,805,421 5,898,196

Total $ 18,133,032 $ 17,058,064 $ 17,055,192 $ 17,507,549

SOURCE OF FUNDS:

General Fund $ 6,350,627 $ 6,150,680 $ 6,152,680 $ 6,053,288 Equipment Fund 1,343,851 2,391,696 2,386,824 2,559,775 Self Insurance Fund 10,438,554 8,515,688 8,515,688 8,894,486

Total $ 18,133,032 $ 17,058,064 $ 17,055,192 $ 17,507,549

FULL TIME EMPLOYEES:

City Manager 8.00 6.00 6.00 6.00 City Clerk 6.00 7.00 7.00 7.00 Human Resources 10.00 9.00 9.00 9.00 Risk Management 3.00 3.00 3.00 3.00 Information Technology 31.00 30.00 30.00 30.00

Total 58.00 55.00 55.00 55.00

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 the City Council in formulating long-term community policies and strategies; and, administer and prepare all budget procedures and documents. Maintain a sound fiscal position for the City through preparation of and recommendations to the City's Operating and Capital Improvement Program budgets and continual monitoring of financial conditions throughout the year. Provide legislative and policy assistance to the City Council and staff; develop and enhance administrative policy; and, perform special assignments.

FY 2010-11 ACCOMPLISHMENTS

1. Prepared and distributed the proposed and final operating budgets for fiscal year 2010-11.

2. Coordinated efforts to ensure equitable distribution to the City of Bakersfield of road funds from state and federal revenues. Congressman William Thomas obtained $630 million Federal road monies for the City. The City Manager’s Office with the Public Works Department through meetings with CalTrans and Kern COG secured local matching funds of $157 million, for an overall total of $787 million. 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. As the local governing body, processed applications to determine public convenience or necessity for liquor licenses.

5. Directed the activities of the Employee Incentive Committee in the administration of the Employee Incentive Plan, which is a program to recognize City employees for excellent service in work performance.

6. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2010-11 Final Budget.

56 1331 – City Manager continued

FY 2011-12 ACTION PLAN

1. Prepare and distribute the proposed and final operating budgets for Fiscal Year 2011-12.

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 2011-12 Final Budget for the Government Finance Officers Association Distinguished Budget Presentation Award.

9. Prepare General Information packets for the Mayor and City Council.

10. Review and prepare agenda materials for City Council meetings.

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted

Annexation Growth – Population (annual) 796 450 60

Annexation Growth – Square Miles (annual) 1.24 2.0 .36

General Information Memoranda 52 52 52

Agenda Highlights Memoranda 27 27 18

Staffed Council Committee Meetings 40 40 40

57 CITY MANAGER

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 859,498 $ 847,846 $ 847,846 $ 815,898 Operating 47,441 51,166 51,166 46,940 Capital

Total $ 906,939 $ 899,012 $ 899,012 $ 862,838

SOURCE OF FUNDS:

General Fund $ 906,939 $ 899,012 $ 899,012 $ 862,838

Total $ 906,939 $ 899,012 $ 899,012 $ 862,838

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 2010-11 ACCOMPLISHMENTS

1. Conducted November 2, 2010 General Municipal Election of Councilmembers for Wards 1, 3, 4 & 7; and Measure D relating to pension benefits.

2. Conducted Teen Government Day 2010.

3. Conducted forty three (43) public hearings and twelve (12) administrative hearings.

4. Prepared three (3) Administrative Records for the Superior Court regarding The Canyons, Stockdale Ranch and a personnel matter.

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 quarterly 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 119 Fair Political Practices Commission (FPPC) campaign statement filings and 323 Statement of Economic Interest filings.

9. Processed 579 requests for records and 107 subpoenas for records and appearances.

59 1341 – City Clerk continued

10. Administered the provisions of State mandated ethics training (AB 1234).

11. Processed 1605 Recreation & Parks activity registrations and park reservations.

12. Organized Scholastic Student Recognition Day program and reception.

FY 2011-12 ACTION PLAN

1. Conduct Mayor’s Primary Election, to be held June 5, 2012.

2. Conduct Teen Government Day 2011.

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. Review the Boards and Commissions booklet to include up-to-date information.

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 2010-11 Statements of Economic Interest and Campaign Statements.

9. Make proposals for Citywide Records Retention Schedule and Guidelines.

10. Prepare and distribute Bakersfield Redevelopment Agency agenda packets by 5:00 p.m. on Wednesday prior to the Monday meeting.

11. Provide customer service at Lobby desk and process Recreation & Parks activity registrations and park reservations.

12. Provide prompt and courteous service to all citizen requests for assistance.

60 1341 – City Clerk continued

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted

Prepare and Post Council Agenda 22 19 17

Council and Mayoral Elections 1 1 0

City Ordinances Adopted 37 50 50

City Resolutions Adopted 187 115 115

Contracts & Agreements 913 787 787

Deeds 247 167 167

Outgoing U.S. Mail Processed 214,182 271,471 271,471

Recreation & Parks Customers 893 1605 1605

61

CITY CLERK

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 502,310 $ 466,333 $ 466,333 $ 488,912 Operating 227,070 262,977 262,977 264,142 Capital

Total $ 729,380 $ 729,310 $ 729,310 $ 753,054

SOURCE OF FUNDS:

General Fund $ 729,380 $ 729,310 $ 729,310 $ 753,054

Total $ 729,380 $ 729,310 $ 729,310 $ 753,054

62 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 2010-11 ACCOMPLISHMENTS

1. Conducted and completed thirty-six (36) recruitments which required HR Staff to review and process over 1,829 applications.

2. Supported departments and divisions in filling a total of (63) vacancies (26 promotions and 37 new hires).

3. Recruited, processed and hired thirty (30) temporary employees; and processed one hundred seventeen (117) terminations.

4. Revised, processed and received City Council approval for the following job specifications: Service Maintenance Worker, Deputy City Attorney I, Deputy City Attorney II, Water Resources Director, Water Resources Superintendent, and Transcribing Typist.

5. Developed and presented the following training sessions: ED/CD Customer Service/Team Building Training, Recreation and Parks Leadership Conference Training, Youth Leadership Job Fair, South High School Interview/Application Training and remedial Harassment & Violence in the Workplace Training.

Also presented Diversity and Harassment Training for the Fire Captain Certification program.

6. Continued to assist departments in dealing with displaced positions which occurred as a result of budget reductions.

7. Continued to coordinate labor negotiations with City bargaining units as necessary.

8. Completed thirteen (13) legally required Sexual Harassment Training sessions for supervisors and managers.

63 1351 – Human Resources continued

9. Coordinated and administered the DOT (Department of Transportation) Program for all non-safety Commercial Drivers. This includes scheduling and monitoring medical re-certifications and random drug screens.

10. Assumed 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, City Manager Appeal Hearings, DFEH complaints, Interactive Processes, and other related personnel issues.

11. Provided oversight of the annual Healthcare Open Enrollment process, which provides an opportunity for all city employees and eligible retirees to designate their desired health care options. This includes updating and processing new federal requirements such as extending dependents coverage until age 26; FMLA leave; military leave.

12. Provided oversight of the Employee Incentive Team program, which included: • Processing 228 High Five Awards • Received and responded to 5 Bright Ideas • Coordinated and presented the 2010 Excellence in Action Award Program. This included process awards for 1 Extra Mile winner, 13 Excellence in Action winners, and 13 Honorable Mention winners. This also included coordinating the winners’ reception. • Coordinated the City-wide Blood Drive

13. Processed 157 Employee Service Awards.

14. Coordinated and co-presented twenty-one (21) city-wide United Way Pledge Drive meetings for city employees. Total contributions from city employees were over $10,000.

15. Processed pre-employment and re-certification Live Scans (fingerprinting) for several departments.

16. Monitored quarterly unemployment insurance claim costs.

64 1351 – Human Resources continued

FY 2011-12 ACTION PLAN

1. Working with our customers, the HR Team will focus on the following:

a) Continue to review and update all City Job specifications, including ADA analysis for any physical requirements. b) Continue to review and update all current Administrative Rules & Regulations and draft new Rules and Regulations, as required. c) Continue to develop and deliver City-wide training programs, including Supervisory Development Program and other HR City-wide or group specific training. d) Review and update all Civil Service Rules and Regulations, along with a comprehensive analysis to ensure alignment with other documents, such as the Memorandums of Understanding, Municipal Code, Charter and Administrative Rules & Regulations. e) Continue to enhance efforts in reviewing, 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 the current economic climate. This also includes administration and operation of Employee Incentive Program.

65 1351 – Human Resources continued

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted

RECRUITMENT Regular Full-Time Vacancies Filled 49 100 70 Temporary Vacancies Filled 155 200 200 Regular Full-Time Positions Posted 57 50 50 Regular Full-Time Applications Received 2650 2500 3000 • Online 1699 2000 2000 • Hardcopy 951 500 1000

RETENTION Turn-over Rate 4.0% 5.0% 4.0% • Total Terminations 65 90 85 o Voluntary Resignations 21 11 15 o Retirements 37 60 60 o Involuntary 7 19 20

BENEFIT SERVICES & SUPPORT Active Employee Benefit Changes Processed 2291 649 600 Retiree Benefit Changes Processed 245 275 280 Service Awards Processed 258 296 356 Number of FMLA Leaves Processed 220 187 220

66

HUMAN RESOURCES

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 906,496 $ 745,947 $ 745,947 $ 827,848 Operating 316,148 359,814 359,814 271,127 Capital

Total $ 1,222,644 $ 1,105,761 $ 1,105,761 $ 1,098,975

SOURCE OF FUNDS:

General Fund $ 1,222,644 $ 1,105,761 $ 1,105,761 $ 1,098,975

Total $ 1,222,644 $ 1,105,761 $ 1,105,761 $ 1,098,975

67 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 2010-2011 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. Continued training of division Account Clerk to process and handle pothole claims for the City, which resulted in fee savings for the division.

4. Conducted workers’ compensation training seminars for department supervisors.

5. Recovered over $200,000 from individuals who caused damage to City property.

6. Created or updated various manuals required by Cal-OSHA and posted them on the Risk Management website.

7. Initiated and conducted training in CPR, AED’s, forklift operation and lane delineation.

FY 2011-2012 ACTION PLAN

1. Continue to develop the skills and expertise of the Division’s Administrative Analyst, to prepare her to fill in for the Risk Manager, as needed.

68 1361 – Risk Management continued

2. Continue to work toward development of a “paperless” claims processing environment.

3. Identify and manage new exposures to loss, such as Cyber Liability.

69 RISK MANAGEMENT

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 2,835,512 $ 2,791,281 $ 2,791,281 $ 2,504,580 Operating 7,603,042 5,724,407 5,724,407 6,389,906 Capital

Total $ 10,438,554 $ 8,515,688 $ 8,515,688 $ 8,894,486

SOURCE OF FUNDS:

Self Insurance Fund $ 10,438,554 $ 8,515,688 $ 8,515,688 $ 8,894,486

Total $ 10,438,554 $ 8,515,688 $ 8,515,688 $ 8,894,486

70 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 2010-11 ACCOMPLISHMENTS

1. Installed Police Surveillance camera system and centralized storage.

2. Developed City iPhone and Android Application

3. Installed new Anti-virus/Anti-spam system.

4. Migrated email system from GroupWise to Microsoft Exchange/Outlook.

5. Implemented a Storage Area Network into the City Data Center allowing for disaster recovery testing.

6. Wiladene Sawyer was awarded Employee of the Year (EIA).

7. Moved Police Department Server Room equipment to City Hall.

8. Upgraded TeleStaff scheduling system and expanded to include the Police Department.

9. Released various new web applications (Street moratoriums, Planning, Development Services and Solid Waste)

10. Connected Bakersfield Police Department to cities on Orange County through CopLink.

11. Created a Security Awareness program for new employees and trained all City employees on Security Awareness.

12. Offered 250 classes to City employees and Departments.

71 1371 – Information Technology continued

FY 2011-12 ACTION PLAN

1. Schedule and perform full disaster recovery of City data.

2. Install new IP-SCSI SAN.

3. Upgrade equipment in the Emergency Operations Center.

4. Upgrade Traffic camera system.

5. Create a better GIS mobile presence for the City of Bakersfield GIS.

6. Publish City iPhone and Android Application.

7. Complete training and migration to Microsoft Exchange/Outlook.

8. Replace 25% - 30% of computer equipment in City.

9. Continue plan upgrade and redundancy of City network.

10. Complete plans and design of Data Center upgrade/move.

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted

Install computers 75 23 256

Install printers 28 32 104

Install laptops and Mobile Data Computers 93 306 119

Install scanners, phones, PDAs and recorders 435 50 25

Number of help desk calls processed 6,357 6,500 7,000

72 INFORMATION TECHNOLOGY

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 2,613,284 $ 2,654,456 $ 2,656,456 $ 2,622,364 Operating 1,813,056 2,542,417 2,542,417 2,056,848 Capital 409,175 611,420 606,548 1,218,984

Total $ 4,835,515 $ 5,808,293 $ 5,805,421 $ 5,898,196

SOURCE OF FUNDS:

General Fund $ 3,491,664 $ 3,416,597 $ 3,418,597 $ 3,338,421 Equipment Fund 1,343,851 2,391,696 2,386,824 2,559,775

Total $ 4,835,515 $ 5,808,293 $ 5,805,421 $ 5,898,196

73 THIS PAGE INTENTIONALLY LEFT BLANK

74 FINANCIAL SERVICES REMOVE THIS PAGE Financial Services FY 2011-2012 Organizational Chart

Finance Director

Assistant Finance Director

75 Property Treasurer Manager

Treasury Accounting Purchasing Supervisor Supervisors Officer

Financial Accountants Buyers Property Agents Investigators

Accounting Accounting Accounting Clerks Clerks Clerk Financial Services

DEPARTMENT FUNCTION

The Department delivers timely and meaningful financial information that will allow City Council and City management to make knowledgeable decisions regarding the best use of resources available. The department also must provide technical and fiscal support to decision makers within the various City departments, along with providing licensing and permit processing for local residents and businesses.

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 2010-11 ACCOMPLISHMENTS

1. Received GFOA Certificate of Achievement for Excellence in Financial Reporting.

2. Implemented “E-Payables” payments system which is a process that allows the City to pay vendors who enroll in the program electronically.

3. Processed approximately 3,700 purchase orders.

FY 2011-12 ACTION PLAN

1. Prepare Comprehensive Annual Financial Report for fiscal year ending June 30th in conformance with generally accepted accounting principles by December 31st in order to qualify for special recognition programs at the national level.

2. Acquire/Dispose of real property in a timely manner.

FY 2011-12 SIGNIFICANT BUDGET CHANGES

1. No significant changes in the 2011-12 budget have occurred.

76 FINANCIAL SERVICES

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2009-10 2010-11 2010-11 2011-12

Administration $ 911,305 $ 986,083 $ 986,083 $ 963,576 Accounting 1,211,647 1,221,940 1,221,940 1,265,952 Treasury 622,525 660,144 660,144 693,122 Purchasing 313,382 349,786 349,786 370,849

Total $ 3,058,859 $ 3,217,953 $ 3,217,953 $ 3,293,499

SOURCE OF FUNDS:

General Fund $ 2,439,137 $ 2,504,701 $ 2,504,701 $ 2,646,679 TDF TRIP Local Match 236,358 244,535 244,535 268,080 Offstreet Parking Fund 101,755 101,217 101,217 53,540 Equipment Management Fund 50,314 80,000 80,000 80,000 Assessment Districts 231,295 287,500 287,500 245,200

Total $ 3,058,859 $ 3,217,953 $ 3,217,953 $ 3,293,499

FULL TIME EMPLOYEES:

Administration 5.00 5.00 5.00 5.00 Accounting 15.00 14.00 14.00 14.00 Treasury 9.00 9.00 9.00 9.00 Purchasing 3.00 3.00 3.00 3.00

Total 32.00 31.00 31.00 31.00

77 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 2010-11 ACCOMPLISHMENTS

1. Acquired properties for the Westside Parkway Project.

2. Acquired properties for the South Mill Creek Project.

FY 2011-12 ACTION PLAN

1. Acquire/Dispose of real property in a timely manner.

2. Secure bond financing for projects as directed.

SERVICE LEVEL INDICATORS FY 09-10 FY10-11 FY 11-12 Actual Projected Adopted

Property Acquisitions 95 105 50

Property Disposals 1 2 1

78 ADMINISTRATION

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 634,705 $ 644,684 $ 644,684 $ 669,352 Operating 276,600 341,399 339,374 294,224 Capital 2,025

Total $ 911,305 $ 986,083 $ 986,083 $ 963,576

SOURCE OF FUNDS:

General Fund $ 443,652 $ 454,048 $ 454,048 $ 450,296 TDF TRIP Local Match 236,358 244,535 244,535 268,080 Assessment Districts 231,295 287,500 287,500 245,200

Total $ 911,305 $ 986,083 $ 986,083 $ 963,576

79 1992 - Accounting and Reporting

DIVISION GOAL

Provide for the accurate and timely accounting and reporting of all fiscal transactions for the City and related agencies. Monitor special assessment district financing for investment compliance and timely bond calls by September of each year. Process bi- weekly payroll checks, weekly vendor payments and accounts receivable billings as scheduled.

FY 2010-11 ACCOMPLISHMENTS

1. Issued the June 30, 2010 Comprehensive Annual Financial Report (CAFR) in December 2010.

2. Processed all debt service payments when due.

FY 2011-12 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. Continue to provide interdepartmental training related to Financial Services procedures and use of financial software.

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted

Assessment District Parcels 16,752 16,750 16,832

Payroll Checks 40,491 40,941 41,000

Accounts Payable Invoices 69,276 65,915 66,000

Accounts Receivable Statements 92,946 92,944 97,644

80 ACCOUNTING AND REPORTING

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 1,073,880 $ 1,092,536 $ 1,092,536 $ 1,118,411 Operating 137,767 129,404 129,404 147,541 Capital

Total $ 1,211,647 $ 1,221,940 $ 1,221,940 $ 1,265,952

SOURCE OF FUNDS:

General Fund $ 1,109,892 $ 1,120,723 $ 1,120,723 $ 1,212,412 Offstreet Parking Fund 101,755 101,217 101,217 53,540

Total $ 1,211,647 $ 1,221,940 $ 1,221,940 $ 1,265,952

81 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 2010-11 ACCOMPLISHMENTS

1. Implemented “E-Payables”. E-Payables is a process which allows the City to pay vendors who enroll in the program electronically. The payments are transmitted to the vendor in lieu of a check. The City expects to generate revenue from the rebates collected by the bank on each transaction.

2. Processed 119,100 cash receipt transactions.

FY 2011-12 ACTION PLAN

1. Receipt all payments by the end of each day.

2. Provide an investment policy to the City Council by December 31st.

3. Issue Business License tax certificates within seven (7) days of payment.

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 09-10 FY 10-11 FY 11-12 Actual Projected Adopted

Business Licenses and Alarm Permits 27,650 25,000 25,000

Cash Receipt Transactions 119,100 114,000 115,000

Dog Licenses 8,232 8,300 8,300

82 TREASURY

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 509,594 $ 568,737 $ 568,737 $ 604,939 Operating 112,931 91,407 91,407 88,183 Capital

Total $ 622,525 $ 660,144 $ 660,144 $ 693,122

SOURCE OF FUNDS:

General Fund $ 622,525 $ 660,144 $ 660,144 $ 693,122

Total $ 622,525 $ 660,144 $ 660,144 $ 693,122

83 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 2010-11 ACCOMPLISHMENTS

1. Converted Planet Bids Online Vendor and Bid Management System to an enhanced new version of the 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.

FY 2011-12 ACTION PLAN

1. Review and updated purchasing Intranet and Internet Sites quarterly.

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.

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted

Annual Contracts 41 42 42

Purchase Orders 3,903 3,700 3,700

84 PURCHASING

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 233,625 $ 241,069 $ 241,069 $ 254,870 Operating 75,455 83,717 83,717 90,979 Capital 4,302 25,000 25,000 25,000

Total $ 313,382 $ 349,786 $ 349,786 $ 370,849

SOURCE OF FUNDS:

General Fund $ 263,068 $ 269,786 $ 269,786 $ 290,849 Equipment Management Fund 50,314 80,000 80,000 80,000

Total $ 313,382 $ 349,786 $ 349,786 $ 370,849

85 THIS PAGE INTENTIONALLY LEFT BLANK

86 CITY ATTORNEY REMOVE THIS PAGE City Attorney

FY 2011-2012 Organizational Chart

City Attorney 87

Deputy Associates Outside Counsel

Legal Secretaries

Accounting Clerk II

Clerk Typist City Attorney

DEPARTMENT FUNCTION

Represents the City in legal proceedings, both as plaintiff and defendant. Provides advice or written opinions to all City departments. Makes recommendations to City Council for or against the settlement or dismissal of legal proceedings. Approves as to form all bonds, contracts and ordinances.

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 2010-11 ACCOMPLISHMENTS

Litigation:

1. Continuation of the “Community Prosecution” program to address “quality of life” crimes. In the 2010 calendar year, 917 cases or 1,125 violations were disposed of through this program. This included five (5) trials. A breakdown of the specific violations and Ward detail is available upon request.

2. Disposition of ten (10) state litigation matters with no settlement monies being paid, including two (2) denials of petitions for writ of mandates. Settlements of three (3) state litigation matters of $25,000 or less. Disposition of two (2) federal litigation matters with no settlement monies being spent, including a federal jury defense verdict in the lawsuit entitled Leonard Marella v. City of Bakersfield, et al. A breakdown on the types of cases and their results is available upon request.

3. Closed two (2) eminent domain matters and one (1) CEQA lawsuit entitled Citizens for Responsible Growth v. City of Bakersfield.

88 1211 – City Attorney continued

4. Represented the Police Department in over 159 Pitchess cases, various motions to quash, and subpoenas.

5. Worked with Code Enforcement to obtain forty-four (44) abatement warrants in the 2010 calendar year.

Municipal:

1. Drafted and finalized numerous ordinances, including the ordinance to implement Measure D and others that addressed Solid Waste billing, construction work in streets, water service connections, tentative maps, tract map improvements, outdoor lighting, and land use and water conservation.

2. Drafted and reviewed numerous agreements for City departments and divisions including Telestaff agreement, operational agreement for Child Protective Services, downtown video surveillance, AYSO Sports Village, Brighthouse naming rights, Garces/McMurtrey agreement.

3. Facilitated finalizing several Memorandum of Understandings for the Bakersfield Police Department and its efforts to coordinate with other jurisdictions.

4. Facilitated finalizing of the Federal Railroad Administration Quiet Zone.

5. Advised City departments on major discipline issues.

6. Coordinated responses to requests for public records.

7. Continued to speak at public seminars for the Bakersfield Police Department Crime-Free Multi-Housing Program and made several presentations solicitors and First Amendment Rights.

FY 2011-12 ACTION PLAN

1. Continue to update Council regarding issues of concern.

2. Continue to provide City Departments with legal service.

3. Continue aggressive approach with litigation matters.

4. Continue with the Community Prosecution Program to address “quality of life issues”

89 CITY ATTORNEY

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2009-10 2010-11 2010-11 2011-12

Legal Counsel $ 2,874,996 $ 3,131,000 $ 3,131,000 $ 3,180,251

Total $ 2,874,996 $ 3,131,000 $ 3,131,000 $ 3,180,251

SOURCE OF FUNDS:

General Fund $ 1,635,992 $ 1,731,000 $ 1,731,000 $ 1,780,251 Self-Insurance Fund 1,239,004 1,400,000 1,400,000 1,400,000

Total $ 2,874,996 $ 3,131,000 $ 3,131,000 $ 3,180,251

FULL TIME EMPLOYEES:

Legal Counsel 11.00 10.00 10.00 10.00

Total 11.00 10.00 10.00 10.00

90 LEGAL COUNSEL

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 1,097,901 $ 1,017,125 $ 1,017,125 $ 1,069,394 Operating 1,777,095 2,113,875 2,113,875 2,110,857 Capital

Total $ 2,874,996 $ 3,131,000 $ 3,131,000 $ 3,180,251

SOURCE OF FUNDS:

General Fund $ 1,635,992 $ 1,731,000 $ 1,731,000 $ 1,780,251 Self-Insurance Fund 1,239,004 1,400,000 1,400,000 1,400,000

Total $ 2,874,996 $ 3,131,000 $ 3,131,000 $ 3,180,251

91 THIS PAGE INTENTIONALLY LEFT BLANK

92 POLICE SERVICES REMOVE THIS PAGE Police Services FY 2011-12 Organizational Chart Chief of Police

Public Information Internal Affairs Officer

Community Relations Homeland Security Specialist

Business Manager

Assistant Chief of Police

Support Services Investigations West East 93 Captain Captain Captain Captain

BOMB CDT ALARM ANIMAL CON

SWAT K9

Traffic Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant DPU Lieutenant Lieutenant Lieutenant Lieutenant

Auto-Burg- Com Center Training C.A.P. Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Pawn

Crime Child Abuse- Patrol Officers- Patrol Officers- Patrol Officers- Patrol Officers- Patrol Officers- Traffic Officers- PAL Financial DPU Officers Prevention Sexual Assault PST'S PST'S PST'S PST'S PST'S PST'S

Property Crime Scene Info. Systems General Graffiti Room Unit

FBI Gang Task Records Range Warrants H.I.D.T.A. Force

Narcotics- Reserves Vice Police Department

DEPARTMENT FUNCTION

The Bakersfield Police Department is the law enforcement branch of the City of Bakersfield. The Department is responsible for the enforcement of Federal and State law, as well as local ordinances. The department serves and protects all persons and property within the city limits of Bakersfield.

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 2010-11 ACCOMPLISHMENTS

1. The Police Department makes Bakersfield a safer place to live through:

a) A community oriented policing philosophy that connects officers with the public; b) Public education programs; and, c) Directed enforcement efforts based on crime analysis research.

2. Provided monthly reports to the Safe Neighborhoods and community Relations Committee. Collaborated with Council members, City staff and members of the community, to find solutions to quality of life issues in the community. This continues to be a Department priority in the ongoing effort to eliminate the impact of gangs and violence on the citizens of Bakersfield.

3. Committed to a safer community through Crime Prevention programs and community involvement. The diverse range of community education programs includes Personal Safety, Safe Escape for Children, Graffiti Awareness, Senior Safety and the Neighborhood Watch.

4. Expanded the use of information sharing with the community to educate and increase awareness and establish a link with the community.

5. Continued collaboration with the Alliance against Family Violence and Sexual Assault, to assist domestic violence victims with ongoing

94 Police Services continued

participation in the Domestic Abuse Response Team (D.A.R.T.). This team provides additional support and resources to victims of domestic violence and helps families cope with the impact of this crime.

6. Continued efforts to plan and implement a system of technological interoperability and data sharing with other Criminal Justice System agencies and partners throughout the state. 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 disasters.

7. In collaboration with Economic & Community Development developed, purchased and implemented video surveillance project in the downtown area to improve department’s ability to prevent and detect public safety emergencies, deter criminal conduct, identify criminal conduct, identify crime participants and serve as an aid to the successful prosecution of those responsible.

8. Continued to seek grant funding to assist in obtaining the necessary resources to carry out the Department’s mission.

FY 2011-2012 SIGNIFICANT BUDGET CHANGES

1. Eliminate four (4) vacant civilian positions

2. Add five (5) sworn police officers positions

3. Add seventeen (17) police trainee positions to prepare for the transition of the ARRA grant funded positions to the City General Fund over the next several years.

95 POLICE SERVICES

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2009-10 2010-11 2010-11 2011-12

Administration $ 17,235,419 $ 15,822,851 $ 17,539,415 $ 15,683,887 Operations 34,702,124 38,005,353 38,217,553 42,200,424 Investigations 11,733,404 11,734,072 11,734,072 11,565,931

Total $ 63,670,947 $ 65,562,276 $ 67,491,040 $ 69,450,242

SOURCE OF FUNDS:

General Fund $ 62,009,928 $ 63,613,676 $ 65,373,646 $ 67,368,119 Supp Law Enforcement 421,344 37,450 37,450 40,580 Traffic Safety Fund 477,626 474,030 642,824 480,000 ARRA Federal Stimulus Fund 762,049 1,437,120 1,437,120 1,561,543

Total $ 63,670,947 $ 65,562,276 $ 67,491,040 $ 69,450,242

FULL TIME EMPLOYEES:

Administrative Svcs. 122.00 124.00 124.00 122.00 Operations 261.00 277.00 277.00 280.00 Investigations 88.00 84.00 84.00 84.00

Total 471.00 485.00 485.00 486.00

96 2011 - Headquarters

DIVISION GOAL

Provide direct assistance and support to the Chief of Police; investigation of personnel complaints; investigate Government Code claims for damages against the Police Department; provide investigative assistance to the City Attorney’s Office; disseminate information to the media and relate information developed through public inquiries; continue to follow implemented recommendations outlined in the United States Department of Justice letter regarding the investigation of the Bakersfield Police Department, dated 4/12/04.

FY 2010-11ACCOMPLISHMENTS

Internal Affairs Section:

1. Investigated ninety-eight (98) citizen complaints.

2. Investigated twenty-eight (28) internal affairs investigations.

3. Responded to eight (8) citizen inquiries.

4. Processed 207 permits to conduct business within the City of Bakersfield.

5. Provided assistance to the City Attorney’s Office in response to 192 Pitchess Motions.

6. Provided investigative assistance on seventy-four (74) claims against the City of Bakersfield.

7. Conducted ten (10) officer-involved shooting investigations.

8. Conducted zero critical incident investigations.

Public Relations Section:

1. In continuing its efforts to promote the police department, the Public Relations Section provides information to the various media outlets, not only regarding arrests and investigations of interest, but activities the Police Department is involved in throughout the year, providing the community with a better understanding of department operations.

97 2011 – Headquarters continued

2. The Chief of Police appears monthly on regular television and radio news segments. Other members of the Department continue to appear weekly on television and radio to discuss a variety of Department related topics.

3. Continue to provide wanted persons information to local media outlets to provide information to the public on persons wanted for crimes so that citizens may hopefully assist in the apprehension of outstanding suspects. This has been a very successful tool the Investigations Division regularly utilizes.

4. Continue to utilize a local billboard company to display wanted person photos on electronic billboards throughout the city.

5. Continue efforts to improve communication and information sharing both internally and to the public. We continue to distribute our monthly internal newsletter, “The Blue Review”, for all current and retired employees. The public on-line magazine, “BPD Insider” 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.

6. Additionally this year the “In the News” internal webpage was developed to keep police department employees abreast of the information being shared by and affecting the department. All of the television and radio KBAK segments are posted in addition to positive or controversial news related to department activities. The “In the News” web page can be found at http://cityweb/police/police_news_flash.html.

7. Meet regularly with other city and county PIOs and representatives from the local and outlining media to promote a better understanding of respective goals and objectives and to discuss issues important to maintaining an open and positive relationship.

8. Continuing to communicate and collaborate with other city and county information officers in preparation for potential events requiring a Department Operations Center or Countywide Emergency Operation Center activation to manage an event or disaster by participating in drills and being involved in a Public Information Officers Task Force providing input for the Kern County Operational Area Emergency Public Information Plan.

98 2011 – Headquarters continued

FY 2011-12 ACTION PLAN

1. Receive, investigate, and process all personnel complaints, and strive to complete them as mandated.

2. Receive, investigate, process and monitor all investigative requests from the City Attorney’s Office to ensure they are completed in a timely manner.

3. Complete all personnel complaint investigations within sixty (60) days of their reception.

4. Complete all investigative services requested by the City Attorney’s Office and Risk Management within five business days.

5. Continue to provide assistance to the City Attorney’s Office in response to Pitchess Motions.

6. Provide training to Operations Division concerning officer involved shooting and critical incident investigations.

7. Continue to work with Investigations to promote public assistance in identifying those responsible for crime. In addition to the current flow of wanted suspects distributed to the local media, there are tentative plans to facilitate a segment for television profiling serious offenders wanted by local law enforcement. Also being considered is facilitating a Cold Case web page for television outlining older high profile cases which have not been solved.

8. Beginning in January 2011, the existing BPDInsider segments will air on the Brighthouse Network as a free community service. Brighthouse was eager to utilize the information and has offered to produce future segments for the Police Department’s website and their Bakersfield On Demand, channel 300. The first 3-4 minute videos will outline the Crime Prevention Programs the police department has to offer.

9. Continue to improve communication and collaboration with other city and county public information counterparts and the media in preparation for future potential disaster/emergencies requiring Department Operations Center or County Emergency Operations Center activations.

99 2011 – Headquarters continued

10. Continue to work with the gang unit and the local media to improve public education on gang enforcement and resources available to improve community trust resulting in increased reporting of gang crime and those responsible.

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted

Citizen Complaints 98 110 115 Internal Affairs Investigations 28 28 30 Citizens Inquiries 8 15 18 Pitchess Motions 192 200 208 Claims 74 75 79 Permits 207 210 212 Audits 0 1 1 O.I.S. Investigations 10 7 8 Critical Incident Investigations 0 2 2

100 2011 - Support Services

DIVISION GOAL

Provide administrative, logistic, and training services to support the effective operation of the Department; including Communications, Records Management, Crime Prevention, Crime Analysis, and Training.

FY 2010-11 ACCOMPLISHMENTS

Planning, Research and Training:

1. Conducted seventy-two (72) background investigations.

2. Coordinated hotel reservations and class registrations for 127 out of town training classes, conferences and seminars (including nine (9) out of state courses and one (1) out of the country [Israel]) which were attended by 222 employees.

3. Coordinated sixteen (16) arrangements for courses/training classes held in Bakersfield attended by 114 employees.

4. Coordinated eighty-eight (88) training presentations in 2010. Total in- house training hours for the 2,089 students totaled 12,323 hours.

5. Coordinated Bakersfield Police Department personnel to instruct at Kern County Regional Academy.

Communications Center:

1. Processed a total of 753,684 telephone calls in the Communications Center, which includes 205,762 total 9-1-1 calls.

2. Processed 268,232 incidents in the Computer-Aided Dispatch System, which includes 71,731 that were officer initiated.

3. Promoted one Police Dispatcher II to the rank of Communications Supervisor.

4. Completed an upgrade of the Computer Aided Dispatch System software.

101 2011 – Support Services continued

5. Began a remodel of the entire Communications Center, including new ergonomically correct dispatch consoles, which allow dispatchers the flexibility to stand or sit, as well as adjust the depth of their computer monitors.

6. Maintained an average dispatch time of two (2) minutes, forty (40) seconds for the Priority One calls.

Records Section:

1. With the assistance of volunteer staff at the front counter, we have improved the level of service offered to citizens who come to the Police Department. The volunteers are a tremendous help, especially on Mondays when the volume of vehicle impound releases is highest.

2. The Registration Unit opened in February. A staff of four (4) part-time clerks are responsible for fingerprinting and processing all court ordered sex, arson, drug and gang registrants.

3. Due to increase in lobby traffic as a result of the Registration Unit, afternoon appointments are offered as an alternative to waiting for services at the registration or vehicle impound counter. In addition to improved customer service, this has been especially useful following checkpoints when the lobby is busier than usual.

4. Electronic distribution of the daily subpoena schedule was implemented in March 2010, eliminating the need to make multiple phone calls each day.

5. Implemented telephonic vehicle theft report procedure in February 2010, with a majority of those reports being handled by Records personnel.

6. Implementation of California Sex and Arson Registration database in July 2010, giving BPD secure access to expanded information to assist with the registration, investigation, apprehension, and prosecution of sex and arson offenders.

7. Implementation of California Court Protection Order Registry in September 2010, centralizing the electronic entry and storage of protection order information.

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Information Systems Project Section:

1. Examined seventy-one (71) cell phones and fifty-two (52) computer hard drives.

2. Completed train-the-trainer training for the Coplink system.

3. Started the MOU process with other law enforcement agencies in Southern California.

4. Implemented an additional thirty-two (32) Blue Check fingerprint devices in conjunction with the Kern County RAN Board.

5. Received grant money to purchase the Crime Analysis software “Crime View” ($89,898).

6. Developed TeleStaff for the Police Department’s electronic scheduling and payroll needs.

Crime Analysis:

1. With the award of the ARRA JAG/Byrne Competitive Grant the department was able to hire one (1) additional full time Crime Analyst.

2. Provided a variety of requests for data or case specific information which allowed BPD staff to better allocate manpower.

3. A Weekly Crime Trend Report (including maps), reflecting the most significant crimes occurring citywide was generated. This report was distributed to all divisions within the Police Department, the Bakersfield Californian newspaper for publication, and the Police Department’s online website available for public viewing.

4. Continue to provide the following statistical reports: • 304 Daily Crime Reports – Administrative and Public versions were generated in 2010 • Weekly GTA Recovery Report • Monthly Compstat Statistical Analysis Report • Part 1 Crime Report – Case Clearance Totals - 12 • Total specialized reports requests completed - 768

103 2011 – Support Services continued

5. New statistical reports created in 2010: • Traffic Detail/Hot Spot Analysis – Designed to assist the Traffic Detail determine where to best locate DUI checkpoints. • Daily patrol information bulletins

6. Crime Analysis Unit request totals: • Administration 75 • Support Services 80 • Operations 15 • Investigations 47 Police department in-house request total 217

• Outside agency requests 6 • Public requests 63 • Patrol briefings attended 75

Crime Prevention:

1. Continued to provide a variety of safety awareness programs in 2010. Five hundred sixty-four (564) Crime Prevention programs were conducted and included approximately 58,498 local residents.

2. With the award of the ARRA JAG/Byrne Competitive Grant, the department was able to hire one (1) additional Community Relations Specialist.

3. Neighborhood Watch presentations up by 17.2% • Seventy-five (75) new programs presented with 1,226 people attending. • Eighty-six (86) new Neighborhood Watch groups were established in 2010.

4. Business Watch/Retail Crimes Partnership Networking group: Crime Prevention staff continued to work with four (4) large business networking groups.

5. Retail Crimes Partnership: This networking group continues to grow. Two hundred five members are now involved. Members include Crime Prevention staff, BPD Detectives, Law Enforcement officers from throughout the Central Valley, and retail loss prevention officers. This group meets monthly for training and collaboration.

6. Law Enforcement Explorers: BPD Explorer Post maintained an average of forty (40) young people who donated 12,534 volunteer hours in 2010.

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7. Child Identification Program: Crime Prevention staff applied for and received a $5,000 grant from Target. The new Child ID System equipment was purchased and the new program will be implemented in 2011.

8. One hundred thirty-five child restraint systems were installed in 2010.

9. Crime Prevention Staff Awards/Special Recognition - Community Relations Specialist Cindy London was awarded the Bakersfield Police Department’s Civilian Employee of the Year for 2010.

10. Large-scale community events organized by Crime Prevention Staff: • National Night Out • Safe Halloween – Crime Prevention Trick or Treat Station – Theme for 2010 “The Nightmare Before Christmas” • Christmas For Seniors • Family to Family Christmas Basket Food Distribution

Property Room:

1. Two (2) gun destructions were completed in September and October 2010 in which 473 guns were disposed.

2. In addition to the gun destruction, fifty-three (53) firearms were authorized for donation to the Kern County District Attorney Crime Lab for NIBIN testing. District Attorney Lab Forensic Technicians will use these firearms for comparison with crime guns.

3. Prior to the end of December 2010, an additional 300 to 400 firearms are scheduled for destruction.

4. 301 firearms were released to the owner. Property personnel have been very aggressive in regards to notifying owners and providing the necessary paperwork for the required DOJ background check. Safekeeping guns have been released within six (6) months of receiving them into Property.

5. 1,060 items were sent to Propertyroom.com for auction. The majority of those items were sent to auction in August and November. These items created over $6,500.00 in revenue for the City of Bakersfield.

6. 2,890 items of miscellaneous narcotics with various weights were processed for a narcotics burn that will take place in early 2011.

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7. To date there are an additional 5,517 items of narcotics awaiting disposal.

8. A major Property Room project was created and put into effect in August. Officers from each shift participated under the direction of a sergeant from the Investigations division temporarily assigned to oversee the disposal of backlogged property dating back to 2002. Since August, over 35,000 items have been disposed, released to owners, converted to department use and sent to auction.

9. To date there are currently over 7,600 items awaiting disposal which will be handled by property personnel and officers assigned to the disposal project.

FY 2010-11 ACTION PLAN

Planning, Research and Training:

1. In cooperation with the Kern County Sheriff’s Department, continue to provide a POST certified Basic Police Officer Academy offered to students at the Kern County Regional Academy.

2. In cooperation with the Kern County Sheriff’s Department, continue to assist with the presentation of a POST certified Modular Academy.

3. Coordinate the presentation of an eighty (80) hour POST Supervisory Course (at the savings of $8,000).

4. Present a POST Basic Dispatcher Academy.

5. Complete two (2) Lexipol Policy Manual updates.

6. Maintain 100% compliance with POST Academy Instructor certification program.

7. Conduct a department wide inspection and a comprehensive equipment inventory.

8. Keep BPAL open by developing additional fundraising events to increase revenue.

9. Continue the presentation of POST perishable skills training.

10. Present a twenty-four (24) hour Patrol Rifle Course.

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11. Coordinate placing into service thirty (30) patrol vehicles.

Communications Center:

1. Complete the expansion and remodel of the Communications Center, including an installation of a new 9-1-1 telephone system, primarily funded with Customer Premise Equipment monies from the State of California.

2. Schedule and ensure POST continual training requirements for dispatchers are completed.

3. Maintain full staffing compliment to ensure all 911 calls are answered in a timely manner.

4. Complete an update of the geographic files in the CAD System, which included the maps, as well as the streets and intersections.

5. Achieve and maintain an average “receipt to dispatch” time if less than two (2) minutes for priority one calls.

6. Initiate a succession plan for the Communications Manager position.

7. Purchase wireless headsets for dispatchers with 911 funds.

8. Research grants funds associated with Automated Vehicle Locator systems for computer aided dispatch system.

9. 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.

10. Provide training to all Communications Training Operators to improve adult learning techniques and limit the City’s exposure to unnecessary claims.

11. Provide training and implement the use of the Telestaff system by all employees in the Communications Center.

Records Section:

1. Maintain minimum staffing level of thirteen (13) to comply with DOJ/NCIC requirements and allow minimum break periods. Current/proposed staffing is twelve (12).

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2. Improve safety of work environment.

3. Replace lobby glass enclosure to reduce safety hazards.

4. Improve customer service in lobby by delineating areas of the lobby to alleviate overcrowding.

5. Improve customer service by greeting the public in the lobby and directing citizens to appropriate service windows and scheduled appointments.

6. Improve record maintenance and security.

7. Move the archived hard copy records to a locked secure area to better control access, protect files from loss, misfiling, etc.

8. Copy all permanent retention records to an electronic storage medium (possibly laser fiche) to facilitate quick/easy access to files and track/update data.

9. Improve efficiency and effectiveness of subpoena process.

10. Implement on-line subpoena notification (possibly email) and eliminate hard copy paper distribution, acknowledgement, tracking, etc.

11. Improve efficiency and productivity of data entry and eliminate backlog.

12. Provide continuous training to improve knowledge pertaining to Public Records Act, applicable statutes, subpoenas, customer service, records maintenance, Versadex and registration requirements.

Information Systems Project Section:

1. Complete COPLINK system MOU’s with other law enforcement agencies in Southern California.

2. Implement an additional thirty-two (32) Blue Check fingerprint devices in conjunction with the Kern County RAN Board. This additional thirty-two (32) Blue Check fingerprint devices brings our agency total to 200 that are currently being used by officers.

3. Implement the mapping/crime analysis software “Crime View”.

4. Go live with the electronic scheduling and payroll software Telestaff.

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5. Assist the Communication Center with their CAD update for Versadex.

6. Provide detailed user training throughout our department for the use of COPLINK.

7. Assist the Kern County Sheriff’s Department during their integration into the Kern Re-Dex System (COPLINK).

8. Develop a regional MOU as additional law enforcement agencies throughout Kern County join the Kern Re-Dex Node.

9. Update the RMS for Versadex.

Crime Prevention:

1. Continue to work with the Directed Policing Unit and local citizens to provide problem solving strategies and crime prevention education.

2. Continue to make personal follow-up contact with victims of residential and business burglaries.

3. Actively market and promote Neighborhood Watch and other crime prevention programs.

4. Design and implement a cyber bulling, student bullying and internet safety awareness program for children and parents.

5. Actively market and implement the new Child ID program.

6. Crime Prevention staff member will attend Child Passenger Safety Instructor Certification Course which will help to facilitate the certification of additional BPD Child Safety Seat Technicians.

7. Work in conjunction with Bright House Network to develop BPD Insider Public Service Spots. The media campaign will showcase the many crime prevention programs available to our local community.

8. Develop, organize and market, two (2) regional Neighborhood Watch Community Meetings. These meetings will be designed to continue to strengthen relationships and streamline communication with existing Neighborhood Watch Groups.

9. Continue to develop and expand the Retail Crimes Partnership and the Business Watch Program.

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10. Re-establish the Crime Free Multi Housing Program • Organize two (2) Crime Free Multi-housing eight (8) hour training presentations.

11. Develop a Crime-Free Mini Storage Program.

12. Implement a Church Watch Program.

13. Expand the E-Watch Network, which currently includes: • Neighborhood Watch members • Business Watch members • Car dealerships • Banks and Credit Unions • Retail Crimes Partnership members • Pharmacies

14. Recruit potential citizen volunteers • Implement a citizen’s “academy” - each volunteer will be required to attend prior to their appointment

15. Update Crime Prevention Webpage

Property Room:

1. Complete two (2) gun destruction projects to eliminate 500 stored firearms.

2. Continue to work with the Kern County District Attorney Crime Lab by donating firearms, set for destruction, to the NIBIN testing. K.C.D.A. Lab Forensic Technicians will use these firearms for comparison with crime guns.

3. Notify and provide gun owners with the necessary paperwork to completed mandated DOJ background checks to release firearms seized for safekeeping within (6) six months.

4. Increase items sent to Propertyroom.com for auction by 10 %.

5. Conduct quarterly narcotics burns.

6. Complete the Property Room project. Since August, over 35,000 items have been disposed, released to owners, converted to department use and sent to auction.

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7. Research Property Room procedures and storage systems to ensure the timely disposition of stored items.

8. The Property Room project will move into the second phase that will include review and disposal of items located at the off-site warehouse. To date, items that were stored at the main storage facility have been reviewed and disposed of accordingly.

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Planning, Research & Training Actual Projected Adopted

Mandated training to sworn 28/24 28/24 16/8 personnel/civilians (hours) Monthly Training Bulletins 10 13* 36 Basic Academy Course 0 0 0 Public Safety Dispatcher Course 1 1 1

Background Investigations 79 27* 45

FY 09-10 FY 10-11 FY 11-12 Records Section Actual Projected Adopted

General Offenses Entered 54,076 52,076 51,983

Arrest Bookings Entered 24,686 24,259 23,840

Vehicles Impounded 10,143 9,965 9,790 Calls Completed by Records 5,959 8,342 11,678 (mail in, on-line, telephonic)

111 HEADQUARTERS AND SUPPORT SERVICES

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 12,601,442 $ 12,408,221 $ 13,408,809 $ 12,066,520 Operating 3,790,379 3,414,630 3,738,554 3,617,367 Capital 843,598 392,052

Total $ 17,235,419 $ 15,822,851 $ 17,539,415 $ 15,683,887

SOURCE OF FUNDS:

General Fund $ 16,436,946 $ 15,696,702 $ 17,413,266 $ 15,553,572 Supp Law Enforcement 361,572 ARRA Federal Stimulus Fund 436,901 126,149 126,149 130,315

Total $ 17,235,419 $ 15,822,851 $ 17,539,415 $ 15,683,887

112 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 2010-11 ACCOMPLISHMENTS

Traffic Section:

1. Accomplished the goals and objectives agreed upon between the City of Bakersfield and the California Office of Traffic Safety (OTS) DUI Enforcement and Awareness Program Grant, which was awarded in October 2009, in the amount of $589,000. These goals included conducting twenty-six (26) DUI Drivers License Checkpoints, 105 DUI Saturation Patrols, ten (10) Motorcycle Safety Enforcements, twenty (20) DUI Arrest Warrant Service Operations, nine (9) DUI Stakeout Operations, six (6) Court Sting Operations targeting individuals who are unlicensed drivers or have a suspended driver’s licenses and drive from court, and 131 “A Life Interrupted” education presentations for schools and civic groups. This grant expired in October 2010.

2. Accomplished the goals and objectives agreed upon between the City of Bakersfield, the California Office of Traffic Safety (OTS), and UC Berkeley Safe Transportation Research and Education Center Mini DUI Awareness Program Grant in the amount of $58,890.84. The goals and objectives included conducting six (6) DUI Driver’s License Checkpoints during the winter and Labor Day holidays which resulted in twenty-two (22) DUI arrests.

3. Received a STEP Grant from the California Office of Traffic Safety (OTS) in the amount of $489,455, which was awarded in June 2010 and began October 1, 2010. The goals and objectives include traffic enforcement events focused on traffic safety issues such as drunk driving, aggressive drivers, at or near intersection violations, and other unsafe behaviors threatening public safety. This is a one (1) year grant that will end in October 2011.

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4. Received an AVOID 18 Grant from the California Office of Traffic Safety (OTS) in the amount of $345,492, which was awarded in June 2010 and began October 1, 2010. The goals and objectives include traffic enforcement events focused on traffic safety issues such as drunk driving, saturation patrols, task enforcements, and other unsafe behaviors threatening public safety. The BPD will be administering this grant which will involve several law enforcement agencies in Kern County. This is a one (1) year grant that will end in October 2011.

5. Conducted multiple pedestrian safety enforcement events outside the grant, especially around schools throughout the city in an effort to reduce the risk of injury or death to children in and around the schools.

6. Conducted specialized enforcement targeting red light violators at intersections identified as having a disproportionate number of collisions due to red light violations.

7. Continued implementation of the Crossroads Electronic Citation system. Traffic officers used handheld computers to write, issue, and process traffic citations.

8. Continued working with Crime Analysis to create a weekly and monthly Traffic Collision Mapping system. This system allows Traffic Section personnel to see where traffic collisions occur and DUI arrests made and to adjust enforcement efforts accordingly.

9. Conducted twenty-four (24) Seatbelt Survey/Enforcement Operations under the “Click It or Ticket” grant from OTS.

10. Staffed thirty-three (33) parades and special events. One of these events included the nationally recognized AMGEN Bicycle Race that was held May 20, 2010. This event took several months to organize and was attended by an estimated crowd of approximately 20,000 spectators and viewed by millions worldwide.

11. Worked with Traffic Engineering, the IT Department, and Risk Management to develop a solution to cross report electronic accident reports. A computer drive was developed that allows the Traffic Section to store these traffic accident reports in a secure drive that only authorized personnel can access. These reports are now available to Traffic Engineering and Risk Management.

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12. Appeared at 131 public education events, presenting the award winning program “A Life Interrupted”, with an estimated 68,893 people in attendance.

13. Awarded 2rd place in the 2009 California Law Enforcement Challenge for our traffic safety education and enforcement efforts.

14. Provided POST certified Basic and Intermediate Traffic Collision Investigation courses. They also provided Computer Diagramming courses and a Radar course for Traffic and Patrol personnel. These courses were attended by our officers as well as officers from other agencies.

15. Provided POST certified Standardized Field Sobriety Testing (SFST) courses to our officers and officers from other agencies. We assisted our AVOID partners, sending BPD instructors to teach one (1) SFST course in the desert.

16. Two (2) traffic officers attended a grant funded Vehicular Homicide course.

17. Continued to participate with our KERN AVOID partners in multiple DUI/Drivers License Checkpoints and DUI Saturation patrols. A major component in these enforcement events is to bring about public awareness to the dangers of drunk driving on our local roadways. Increased enforcement periods were carried out during holidays where we experience an increase in motor vehicle traffic. These holiday periods were Memorial Day weekend, July 4th, Labor Day weekend, and the Christmas/New Year Holiday season.

18. Continued efforts to enforce traffic laws and educate motorists about traffic safety on the more than 1100 miles of roadways within the city.

SWAT Team and Bomb Squad:

1. Responded to four (4) SWAT Operations.

2. Completed over 720 hours of tactical training.

3. Conducted seven (7) tactical/equipment demonstrations.

4. Participated in one (1) SWAT Competition.

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5. The SWAT Team was responsible for the main tactical plan and provided security for the Bakersfield Business Conference.

6. Reviewed, assisted on or followed up on approximately ninety (90) bomb related investigations. The squad also responded to thirty (30) emergency call outs, including two (2) call outs to assist SWAT; conducted fourteen (14) public presentations/demonstrations or dignitary protective sweeps and assisted other agencies with explosive related duties on eight (8) occasions. The Bomb Squad completed approximately 228 hours of internal training. The past year saw a 25% increase in call outs, a 5% increase in investigations, and a 55% increase in presentations.

7. The vast majority of the Bomb Squad call outs dealt with improvised explosive devices, pipe bombs and military ordinance. During this past year we established a close working relationship with the U.S. Navy EOD unit 3 at China Lake NWS and have trained jointly with them, including post blast and render safe duties.

8. Completed training of all of our Bomb Technicians in the field of Large Vehicle Bomb post blast investigation. This has been a multi-year goal and process.

9. The Bomb Squad has an authorized compliment of eight (8) Bomb Technicians. There are currently seven (7) certified technicians. One (1) squad member is awaiting certification. That certification is preliminarily scheduled for late fall of 2011. All certified Bomb Technicians must attend the Hazardous Devices School conducted jointly by the F.B.I. and the U.S. Army at the Redstone Arsenal in Huntsville, Alabama.

Directed Policing Unit (DPU:

1. In 2010, the Bakersfield Police Department’s Directed Policing Unit focused on in-depth investigations of crime trends, gang conspiracies and the seizure of firearms illegally possessed by gang members.

2. Seized 205 illegally-possessed firearms in 2010. The Directed Policing Unit has seized a total of 1,527 firearms since July of 1999.

3. A police officer assigned as a graffiti investigator and working with the Kern County DA's office, successfully obtained a conviction on a graffiti vandal gang for several violent felonies with gang enhancements. In October, DPU Officers conducted follow-up of a gang shooting involving

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the CSB Graffiti Vandal Gang and made numerous arrests for graffiti, drug sales, and weapon violations, with gang enhancements.

4. Participated in the initial meetings regarding the Mayor's Adopt a Neighborhood program and assisted in the establishment of the program as well as helping select the first target neighborhoods. DPU officers attended a graffiti investigation course increasing the number of trained graffiti investigators.

5. Working together with the City of Bakersfield Information Technology and Public Works Departments, the Police Department used law enforcement grant money to purchase an information management program (TAGRS) to increase the quality and efficiency of graffiti investigations while simplifying the job of 32-Erase personnel and increase the efficiency of Graffiti Investigators. This program is also intended to improve the ability of the City to pursue cost-recovery efforts against graffiti offenders. An evaluation and assessment phase has been completed and implementation is with IT.

6. The Bakersfield Police Department led the establishment of the Bakersfield Safe Streets Partnership, a multi-agency collaborative that is effectively carrying out the Safe Community Partnership in our city. Law enforcement, social service agencies, and community members work together to engage active gang members and encourage them to utilize existing services while demanding they stop the use of gun violence. Nearly 100 members of five local gangs attended meetings in October and December 2010. Early results have been encouraging in that participating gangs show a clear reduction in gun violence.

7. Each week DPU hosts a meeting of representatives from the Kern County Sheriff’s Office, local FBI Violent Gang Task Force, Kern County Probation Department, and California Department of Corrections/Parole Division. DPU officers have worked in joint operations with all of these agencies in 2010.

8. Two (2) officers from the Operations Division/Patrol have been designated as Gang Truancy Intervention Project officers. They have been working with the Bakersfield City School District, Kern High School District, and Kern County Superintendent of Schools to resolve confidentiality and notification issues while identifying program participants. We have established connections and are in the final stages of completing agreements. In the meantime, officers have participated in regular truancy sweeps with the KCSOS TRACK program.

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9. DPU officers provided numerous presentations for gang and graffiti awareness. Officers routinely conduct patrol functions at local parks as well as monitoring scheduled events and activities. The Directed Policing Unit received several citizen requests for additional patrol regarding specific, ongoing quality of life problems. One request was regarding after hours narcotics sales and use at Siemon Park. Officers conducted undercover surveillance over a several week period and made ten (10) arrests for narcotics and municipal code violations.

10. Frequently reviewed crime trends and identifies ongoing quality of life issues. Officers utilized the department’s crime analysis personnel to better identify the problem areas through the use of computer generated crime mapping. Crime analysis personnel were also able to identify possible suspects and related locations for enforcement efforts. This team approach resulted in the arrest of a residential “door kick” burglary crew, a crew of commercial cigarette burglars, and the dismantling of the violent “CSB” Graffiti Vandal Gang.

11. In 2010, ninety one (91) search warrants and over 5,300 probation/parole searches were executed by the Directed Policing Unit. Felony arrests saw a 5% increase (1,013 in 2009 to 1,068 in 2010). DPU made over 1,700 arrests in 2010.

12. Gang-related shootings were down by one percent in 2010. There were fifty-two (52) shootings in 2010 and fifty-three (53) shootings in 2009.

13. Gang related homicides were down by 68%. In 2010, only five (5) homicides were determined to be gang related. There were sixteen (16) gang related homicides in 2009.

14. The Directed Policing Unit is comprised of two (2) sergeants, one (1) senior police officer, twenty (20) officers, one (1) clerk-typist, and one (1) lieutenant. DPU is dedicated to the reduction of gang-related crime through investigation and analysis of criminal street gang activity, focused enforcement, and increased community support through active partnerships.

Terrorism Liaison:

1. The Homeland Security Unit has designated and trained eighteen (18) uniformed TLO officers to liaison with the community regarding safety concerns possibly affiliated to terrorism related activities. The TLOs conduct a threat assessment of any reported activity and forward to the FBI Joint Terrorism Task Force (JTTF), if any nexus to possible terrorism

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activity is determined. The TLO provide the JTTF with operational support as needed.

2. Partnered with Crime Prevention to provide Terrorism Awareness and mail handling training to local businesses. TLOs provide their contact information and become a point of immediate contact for any terror related matter. TLOs have developed a database of business contacts to facilitate the exchange of information as required. Additionally, this information is shared with state and federal agencies under the Sacramento Regional Terrorism Threat Assessment Center (RTTAC) under the FBI TripWIRE program.

3. Established a department Homeland Security website to facilitate the reporting of suspicious activity possibly related to terrorism. These leads are followed up and either investigated to their conclusion, or forwarded to the appropriate local, state, or federal agency.

4. Developed training and has also partnered with the Anti-Defamation League (ADL) to provide training. This training has been provided to our department personnel, as well as other local and state government agencies.

5. Continues to partner with the ADL through the partnership of their quarterly Law Enforcement Advisory Committee (LEAC). This committee debates national policy issues, as well as discusses local trends related to terrorism and hate crimes. The committee is comprised of local, state, and federal agencies from the southern California Region. Through our relationship with the ADL, the Bakersfield Police Department was made aware of a local teenager posting online fantasies of committing murder at his high school. Though no actual crime had occurred yet, through timely intervention by school officials and police the juvenile was removed from school and referred to appropriate social services.

6. Developed a Memorandum of Understanding with the IRS and United States Attorney’s Office (USAO) to establish a suspicious banking activity review team in our jurisdiction. The unit completed a seven (7) month federal investigation that led to the arrest of two (2) suspects and a seizure of over $905,000 in currency and assets (totaling over $1 million in assets combined). The suspects have been charged in U.S. District Court with defrauding numerous victims from Bakersfield to North Carolina.

7. Continues to participate in the Kern County Critical Infrastructure Protection Committee (KCCIPC) to identify critical infrastructure in the county and to conduct vulnerability assessments on those identified sites.

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This multi-agency body also ensures federal authorities are properly notified of critical assets in this area in order to ensure proper federal authorities are made aware of local situations for allocation of federal financing and resources.

8. Partnering with the California Emergency Management Administration, Kern County Office of Emergency Services, and Kern County Superintendent of Schools to develop a school safety initiative that seeks to conduct vulnerability assessments of all schools in the county. Additionally, the committee seeks to conduct training and further develop communications between the school systems and law enforcement. This is the first such initiative of its type in the State of California.

Animal Control:

1. The 8th Annual, National “Responsible Dog Ownership Day” was held in October 2010. This event was created to educate the public regarding responsible dog ownership. Several animal service-related organizations were on hand to provide information and awareness to all Bakersfield residents about the proper care of pets. The Animal Control Unit participated by providing educational and informational items and also sold city licenses to residents who had their dogs vaccinated against rabies. Revenue generated for the vaccinations and city licensing purchased during this event was $11,105.00.

2. City staff participated in seven (7) monthly “Low Cost Rabies Vaccination Clinics”. The clinics provide rabies vaccinations at a reduced cost along with the purchase of a city license to city residents. The revenue collected during the low cost clinics was $38,735.00, which is a revenue increase of $30,050.00.

3. As of July 1, 2010, the City Canvassing Project was in progress. Two temporary Animal Control Officers were recruited in May, 2010 to canvass city neighborhoods for unlicensed dogs. This was a six month program which concluded on November 12, 2010. The canvassers initially surveyed a total of 10,799 homes, during the follow up portion of the program, 2,275 homes were re-visited and 301 citations were issued, for resident’s failing to license their dogs.

4. 7,999 calls for service have been handled, with an estimated total number of calls to reach 20,041 by July 2011.

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5. An average of 1,486 calls are handled each month by three (3) city officers.

6. 12,780 animals will be accepted by the County shelter, per the current contract; 5,460 animals are impounded by the Animal Control Unit.

FY 2011-12 ACTION PLAN

1. The Traffic Section will continue targeted DUI enforcement and awareness by utilizing grant funds from the California Office of Traffic Safety (OTS). We will also focus enforcement efforts on reducing the number of intersection collisions caused by red light violators.

2. The Traffic Section will complete the goals and objectives agreed upon between the City of Bakersfield and the California Office of Traffic Safety (OTS) when we were awarded a STEP Grant in October 2010. During this grant period we will conduct a total of twenty-four (24) DUI Drivers License Checkpoints, fifty-five (55) DUI Saturation Patrols, five (5) Motorcycle Safety Enforcements, twenty-six (26) DUI Arrest Warrant Service Operations, three (3) DUI Court Sting Operations targeting individuals who have suspended drivers licenses and drive from court, six (6) Red Light Running Violations, six (6) At or Near Intersection Enforcements, six (6) Exhibition of Speed Enforcements, and present 122 “A Life Interrupted” educational presentations for schools and civic groups. This grant will expire in October 2011.

3. The Traffic Section will complete the goals and objectives agreed upon between the City of Bakersfield and the California Office of Traffic Safety (OTS) for the Kern AVOID Grant awarded in October 2010. During this grant period the Bakersfield Police Department and AVOID partners will conduct six (6) DUI/driver’s license checkpoints, sixty-nine (69) DUI Saturation Patrols, three (3) Multi Task Force Operations, two (2) Warrant/Probation Sweeps targeting repeat DUI offenders who fail to appear in court or violate probation, and two (2) DUI Court Sting Operations targeting individuals who are unlicensed drivers and individuals with suspended drivers licenses that drive from court. A major component in these enforcement events is to bring about public awareness to the dangers of drunk driving on our local roadways. Increased enforcement periods will be carried out during holiday periods where we experience an increase in motor vehicle traffic. These holiday periods are Memorial Day weekend, July 4th, Labor Day weekend, and the Christmas/New Year Holiday season.

121 2021 – Operations continued

4. The Traffic Section will continue to present the grant funded “A Life Interrupted” program to community groups and schools.

5. The Bomb Squad shall continue to maintain the certification of all of our Bomb Technicians through the accomplishment of minimum standards of training each month. We will also seek to fulfill the requirement of attendance at advanced training on the regional or international level. Two members of the squad will attend their mandated recertification training in Huntsville, Alabama at the Hazardous Devices School.

6. The Bomb Squad will continue to work with SWAT to advance our department’s response to emerging threats. The Bomb Squad will also conduct joint training with the F.B.I., the Fire Department and various county agencies for the response to incidents in which a suspected chemical or biological threat associated with an explosive device is present.

7. The Bomb Squad will develop and deliver additional training to Police Department personnel on the safe and proper response to explosive related calls. This will include the Crime Scene Unit for the collection of evidence, the Investigation Division on the follow up of criminal explosive related investigations and the Operations Division on the patrol officers’ response to explosive related calls.

8. The Bomb Squad will continue with a joint training paradigm with the Bomb Appraisal Officer program in the Transportation Security Administration at the airport. This will also foster a stronger working relationship with the Kern County Sheriff Bomb Squad.

9. The Bomb Squad will develop a Standard Operating Procedure Manual for the squad and its equipment.

10. In 2010, the Bomb Squad took delivery of the Police Department’s first explosive storage magazine. Placement of this magazine and the fulfillment of our responsibilities to the Bureau of Alcohol, Tobacco, Firearms and Explosives will be accomplished. This has been in process since approximately 2007.

11. The Animal Control dog license canvassing program will be continued in the 2011/2012 year, providing continued revenue as well as public education. Two positions will be created by this program.

12. Animal Control will continue to host a minimum of one monthly “low cost” rabies vaccination/licensing clinic, at a local park.

122 2021 – Operations continued

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Traffic, Patrol, Animal Control Actual Projected Adopted Citations 26,595 24,168 25,000 “A Life Interrupted” Presentations 131 122 122 Vehicle Impounds 10,143 8,714 8,000 Animal Control Calls 18,824 19,201 19,505 Calls for Service 271,369 276,796 282,332 Traffic Enforcement (2010) Citations issued 24,635 (Total citation number received by the Traffic Court) DUI arrests 952 Redflex 6,452 (Total Redflex citations received by the Traffic Court) Non-injury collisions 2,562 Injury collisions 816 Fatal collisions 28 Vehicle impounds 8,921 DUI Checkpoints (2010) 37 Motorists screened 38,730 DUI arrests 130 Other arrests 30 Citations 1,682 Impounded vehicles 1,519

123 OPERATIONS

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 29,573,279 $ 32,615,811 $ 32,660,811 $ 37,054,841 Operating 5,101,113 5,389,542 5,556,742 5,145,583 Capital 27,732

Total $ 34,702,124 $ 38,005,353 $ 38,217,553 $ 42,200,424

SOURCE OF FUNDS:

General Fund $ 33,839,578 $ 36,182,902 $ 36,226,308 $ 40,248,616 Traffic Safety Fund 477,626 474,030 642,824 480,000 Supp Law Enforcement 59,772 37,450 37,450 40,580 ARRA Federal Stimulus Fund 325,148 1,310,971 1,310,971 1,431,228

Total $ 34,702,124 $ 38,005,353 $ 38,217,553 $ 42,200,424

124 2031 - Investigations

DIVISION GOAL

Work cooperatively with all other divisions and allied agencies as we continue to uphold a tradition of skillful and ethical criminal investigations. We will be innovative in our use of available crime fighting technologies in conjunction with our staffs training, experience and expertise.

FY 2010-11 ACCOMPLISHMENTS

1. During the course of the year, detectives and staff from all the different details and units have had success in combating crime. The division has continued to implement new ideas and methodologies to enhance the overall performance of the Division.

2. The Burglary and Auto Theft Details conducted several follow up investigations that involved various areas of the city in which a high number of offenses were occurring. Subsequent directed enforcement efforts have proven successful in identifying and apprehending offenders.

3. The Child Abuse Sexual Assault/Domestic Violence Unit has been actively involved with the following professional organizations: The Jess Diamond Child Assessment Center; the Henrietta Weill Child Guidance Clinic, the Child Death Review Board of Kern County, the Kern County Sexual Assault Team (SART), the Department of Human Services, the Domestic Violence Advisory Council (DVAC), Alliance Against Family Violence and Sexual Assault, Kern County Victim Witness, and Greater Bakersfield, Legal Assistance, Inc.

4. The Child Abuse Sexual Assault Unit has developed professional working relationships with local allied agencies and community victim advocate groups to improve victim services. Detectives have participated in numerous public speaking engagements to educate the public on issues related to sexual assault and victim awareness. These venues included Cal State University Bakersfield, citizen forums, professional groups and advanced officer training.

5. In 2010, Homicide detectives investigated thirty-two (32) homicides; twenty-one (21) were cleared by arrest, and one other case the suspect has been identified; however, the case has not yet been submitted to the District Attorney’s office. Of the thirty-two (32) homicides in 2010, twelve

125 2031 – Investigations continued

(12) were determined to be gang related. Half of these gang related cases were solved by way of arrest or identification.

6. The investigations Division solved twenty-two (22) homicides. This is the highest number of solved homicides since 1995. They have achieved a 65.6% clearance rate.

7. Robbery detectives investigated three bank robberies. One was cleared by arrest. In October detectives arrested two (2) male adults who were committing home invasion style robberies. The suspects had committed four (4) robberies targeting elderly victims. The suspects are currently awaiting trial. The unit experienced an 8% decrease in robberies from the previous year.

8. The Warrant Fugitive Detail coordinated the return of 110 felony warrant suspects to our jurisdiction. A combination of extradition and state pickups were completed. Reimbursements from bond companies totaled $10,321 dollars and state reimbursements totaled $21,588 dollars. A combined total of $31,910 dollars was recovered for costs incurred.

9. The Vice/Narcotics Detail continued to work as a team with two (2) Bakersfield Police Detectives and one (1) Kern County Sheriff’s detective assigned to vice related investigations in Greater Bakersfield Area and the County of Kern. Detectives from both the Vice and Narcotics units assisted each other when needed to accomplish ongoing investigations.

10. The Vice Detail conducted investigations into prostitution related offenses in the Greater Bakersfield area and the County of Kern. The detail made 253 arrests for prostitution related offenses. A total of 478 were made for vice related offenses.

11. The Narcotics Detail concluded a nearly one year long investigation into the distribution of Cocaine and Methamphetamine. The investigation led to a state wide wire tap investigation which resulted in seven (7) felony arrests. During multiple search warrant executions approximately 233 grams of Cocaine, 547 grams of Methamphetamine, and two (2) pounds of Marijuana were seized. Additionally, U.S. Currency in the amount of $86,826 was seized for asset forfeiture.

12. The Crime Scene Unit received and processed 2,412 requests for service which included 861 requests for crime scene photographs.

126 2031 – Investigations continued

13. The Crime Scene Unit entered 1,806 latent prints into the Automated Fingerprint Identification System and received positive hits to known individuals on 342 entries.

14. The Crime Scene Unit responded to 163 crime scene call outs to assist in the investigation of homicides, suspicious deaths, officer involved shootings, sexual assaults, and bank robberies.

15. The Crime Scene Unit hosted a two (2) week in-house training seminar for Police Service Technicians to enhance their crime scene investigation skills.

16. Promotion of Crime Scene Unit Supervisor.

17. Promotion of Crime Scene Unit Technician.

FY 2011-12 ACTION PLAN

1. The Investigations Division is currently implementing the deployment of detectives into specialized crime units with an emphasis on geographically based investigation. This method of policing will provide us the platform to target neighborhood crime trends and will be used to focus on Part I Crimes.

2. All sections and units within the Investigations Division will work cooperatively with Crime Prevention, Crime Analysis and Operations personnel to develop strategies to aid in the prevention, interdiction and suppression of crimes within the City of Bakersfield. 3. All sections and units within the Investigations Division will aggressively investigate and pursue gang related crimes and any crimes committed by gang members in an effort to disrupt and impact gang activity.

4. The Crimes Against Persons Unit (Robbery/Homicide) will continue to thoroughly investigate all unsolved homicides (Cold Cases) with an emphasis on those with DNA evidence.

5. The Crimes Against Persons Unit will continue efforts to enhance community partnerships and communication with citizens and community leaders in order to improve the solvability and reduce violent crimes.

6. The Warrant Fugitive Detail will continue to explore methods to increase the reimbursement of funds expended in the apprehension of bail absconders.

127 2031 – Investigations continued

7. The Warrant Fugitive Detail will conduct at least two focused warrant sweeps to improve warrant service levels and apprehend fugitives.

8. Property Crimes Units will work with Crime Prevention personnel to educate the public and increase awareness in order to increase public involvement in crime prevention, detection and reporting of in-progress property crimes.

9. Property Crimes investigators will continue to work closely with allied agencies and the Kern County Auto Theft Task Force to improve the interdiction and investigation of auto thefts.

10. The Child Abuse and Sexual Assault Unit will continue to collaborate and partner with community organizations to provide departmental and public education training related to prevention and enforcement of laws related to domestic violence, elder abuse, sexual assault and child abuse. The Unit will continue to work with the Sex Offender Registration Unit to effectively register, monitor and insure compliance of sex offenders residing in the City of Bakersfield.

11. The Narcotics/Vice Detail will continue to work closely with the U.S. Drug Enforcement Administration (DEA), state and local agencies on major narcotics investigations.

12. The Narcotics/Vice Detail will initiate a Highway Interdiction program in order to combat interstate transportation of narcotics and illicit funds used in the distribution of narcotics. This program will include detectives from the Vice/Narcotics detail, as well as K-9 teams from the Operations Division. The targeted areas will be Hwy 58, Hwy 99, and Interstate 5.

13. The Narcotics/Vice Detail will utilize eight (8) Task Force Officers (TFO) positions offered by the Drug Enforcement Administration to conduct high level narcotics investigations. These positions will provide additional overtime funds as well as federal training and travel to conduct investigations.

14. All units within the Investigations Division will continue to conduct on-going professional staff training. The Division will strive to diversify detectives and add depth to their investigative skill base by providing opportunities to work in different specialized units.

15. The Crime Scene Unit will work with Kern County Sheriff’s Department and RAN Board in developing a plan to digitalize files of suspects fingerprint and palm cards for entry into the Kern County Archive. The unit will

128 2031 – Investigations continued

continue to look for alternate sources of funding for the purchase of equipment and training. Additionally, to re-organize the current office configuration to improve office functionality.

16. The Crime Scene Unit will reduce the backlog of latent fingerprints to be put into AFIS by at least 20%.

17. Continue to work with the Kern County Sheriff’s Department and the RAN Board in developing a plan to digitize our files of suspect fingerprints and palm cards for entry into the Kern County Archive.

18. Conduct an audit and survey of the Crime Scene Unit in order to determine if a reorganization of our equipment and offices will allow us to work more efficiently without compromising quality.

19. Continue to look for alternate sources of funding for the purchase of equipment/tools/training in order for the Crime Scene Unit to stay up to date with current methods and technologies in crime scene investigation.

SERVICE LEVEL INDICATORS

FY 09-10 FY 10-11 FY 11-12 Investigations Actual Projected Adopted

Criminal Case Filings 15,085 15,500 15,250 Major Narcotics 44 55 50 Investigations

Prostitution Related Arrests 527 600 680

129

INVESTIGATIONS

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 10,792,931 $ 10,720,467 $ 10,720,467 $ 10,514,624 Operating 928,001 1,003,605 1,003,605 1,041,307 Capital 12,472 10,000 10,000 10,000

Total $ 11,733,404 $ 11,734,072 $ 11,734,072 $ 11,565,931

SOURCE OF FUNDS:

General Fund $ 11,733,404 $ 11,734,072 $ 11,734,072 $ 11,565,931 Supp Law Enforcement

Total $ 11,733,404 $ 11,734,072 $ 11,734,072 $ 11,565,931

130 FIRE SERVICES REMOVE THIS PAGE Fire Services FY 2011-2012 Organizational Chart

Fire Chief

Deputy Fire Chief Deputy Fire Chief 131 Fire Suppression Administrative Fire Safety Services Services Services

Fire & Rescue Testing Prevention

Training Personnel Environmental

Arson Policy & Protocol Communications

EMS Grant Funding Maintenance Fire Services

DEPARTMENT FUNCTION

The Bakersfield Fire Department provides all risk emergency response through structural fire and wildfire suppression, emergency medical services, urban search and rescue, hazardous materials response, fire safety education, fire prevention, interagency collaboration, and community alliance.

DEPARTMENT GOAL

To protect life, property, and the environment from harm through education and prevention, emergency response, planning and training, interagency collaboration, and community alliance.

FY 2010-11 ACCOMPLISHMENTS

1. Completed the Fire Department Operations Center (DOC), assisted with configuration of the Public Works Department Operations Center (DOC), and assisted with configuration of the City of Bakersfield Emergency Operations Center (EOC).

2. Obtained grant funding from Metropolitan Medical Response System (MMRS) for upgrading communications equipment (portable radios), obtained grant funding from Assistance to Firefighters Grant (AFG) for live fire training props, and obtained grant funding from Urban Area Security Initiative (UASI) for regional command and communications vehicle.

3. Continued to administer Metropolitan Medical Response System (MMRS), Urban Area Security Initiative (UASI), Assistance to Firefighters Grant (AFG), and other programs and alternate funding streams to achieve Council goals.

4. Amended and adopted the 2010 California Fire Code into the Bakersfield Municipal Code, Chapter 15.65, becoming effective on January 1, 2011. Residential Fire Sprinklers are now required in all new homes, per State law.

FY 2011-12 SIGNIFICANT BUDGET ISSUES

1. The FY2011-12 budget includes continuation of the following mid-year FY2010-11 staffing reductions:

• Three (3) Fire Engineers – Light Engine 301 • One (1) Fire Captain – Arson Division • One (1) Fire Captain – Training Division

132 FIRE SERVICES

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2009-10 2010-11 2010-11 2011-12

Administration $ 1,595,246 $ 1,406,077 $ 1,507,946 $ 1,364,529 Fire Safety 1,665,452 1,919,195 1,915,296 1,885,089 Fire Suppression 27,779,092 27,141,996 28,351,488 28,317,311

Total $ 31,039,790 $ 30,467,268 $ 31,774,730 $ 31,566,929

SOURCE OF FUNDS:

General Fund $ 30,921,385 $ 29,636,132 $ 30,029,789 $ 30,764,044 Cupa Fund 831,136 831,136 802,885 UASI - Cal EMA 811,936 MMRS Grant 118,405 101,869

Total $ 31,039,790 $ 30,467,268 $ 31,774,730 $ 31,566,929

FULL TIME EMPLOYEES:

Administration 8.00 8.00 8.00 8.00 Fire Safety 14.00 14.00 14.00 14.00 Fire Suppression 178.00 173.00 173.00 173.00

Total 200.00 195.00 195.00 195.00

133 3011 – Fire Administration

DIVISION GOAL

Provide leadership and administrative support for the operation, growth, and development of the Bakersfield Fire Department; develop and administer policies and procedures as set forth by the City Council, City Manager, and the Fire Department; provide fair and applicable promotional testing; encourage employee development in all ranks; and collaborate with other City departments.

FY 2010-11 ACCOMPLISHMENTS

1. Completed Fire Chief, Deputy Fire Chief, Fire Captain and Fire Engineer exams; Driver/Operator course; Captain’s Certification course; Bakersfield College Firefighter I Academy; California State Chief Fire Officer courses; California State Fire Officer courses; Hazardous Materials Assistant Safety Officer, Hazardous Materials WMD courses; Sexual Harassment Training in the Workplace; Awareness and Prevention, and Valuing and Managing Diversity in the Workplace courses.

2. Obtained Confined Space and Rescue Systems I and II certifications for ODFTF.

3. Obtained Cal-EMA Type 1 certification for the Hazardous Materials Response Team.

4. Obtained Cal-EMA Type 1 certification for the Urban Search and Rescue Response Team.

5. Continued National Incident Management System (NIMS) and State Emergency Management System (SEMS) training to retain mandated compliance for Fire Department employees.

6. Completed the Fire Department Operations Center (DOC).

7. Assisted with configuration of the Public Works Department Operations Center (DOC).

8. Assisted with configuration of the City of Bakersfield Emergency Operations Center (EOC).

9. Obtained grant funding from Metropolitan Medical Response System (MMRS) for upgrading communications equipment (portable radios).

10. Obtained grant funding from Assistance to Firefighters Grant (AFG) for live fire training props.

11. Obtained grant funding from Urban Area Security Initiative (UASI) for regional command and communications vehicle.

134 12. Continued to administer Metropolitan Medical Response System (MMRS), Urban Area Security Initiative (UASI), Assistance to Firefighters Grant (AFG), and other programs and alternate funding streams to achieve Council goals.

FY 2011-12 ACTION PLAN

1. Continue to administer Metropolitan Medical Response System (MMRS), Urban Area Security Initiative (UASI), Assistance to Firefighters Grant (AFG), and other programs and alternate funding streams to achieve Council goals.

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. Continue National Incident Management System (NIMS) and State Emergency Management System (SEMS) training to retain mandated compliance for Fire Department and City of Bakersfield employees.

5. Complete Firefighter Recruit Academy, beginning in April, FY2010-11.

135 ADMINISTRATION

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 1,347,875 $ 1,253,898 $ 1,253,898 $ 1,162,654 Operating 172,236 152,179 219,179 201,875 Capital 75,135 34,869

Total $ 1,595,246 $ 1,406,077 $ 1,507,946 $ 1,364,529

SOURCE OF FUNDS:

General Fund $ 1,476,841 $ 1,406,077 $ 1,406,077 $ 1,364,529 MMRS Grant 118,405 101,869

Total $ 1,595,246 $ 1,406,077 $ 1,507,946 $ 1,364,529

136 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 and data; 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 2010-11 ACCOMPLISHMENTS

1. Achieved “meets or exceeds” evaluation results on the California Environmental Protection Agency (Cal/EPA) triennial audit of the Certified Unified Program Agency (CUPA) implementation of hazardous materials and hazardous waste regulations in the City of Bakersfield.

2. Amended and adopted the 2010 California Fire Code into the Bakersfield Municipal Code, Chapter 15.65, becoming effective on January 1, 2011. Residential Fire Sprinklers are now required in all new homes, per State law.

3. Implemented a multi-family fire and life-safety inspection program through continued identification of regulated multi-family occupancies and assignment of annual inspections for the Fire Companies to ensure compliance.

FY 2011-12 ACTION PLAN

1. Provide distribution of public education materials intended for owners and tenants of multi-family occupancies to increase public awareness of new smoke and carbon monoxide alarm requirements.

2. Initiate implementation of the California Electronic Reporting System (CERS) by obtaining a non-competitive $70,000 grant set aside for the City of Bakersfield, as CUPA, through Cal/EPA.

3. Implement the Aboveground Petroleum Storage Tank Act program on or before November 10, 2011, pursuant to the revised timelines by the United States Environmental Protection Agency (USEPA).

4. Complete the Computer Aided Dispatch Deployment and Response Upgrade jointly with the Emergency Communications Center and county fire.

5. Complete the training of one (1) new Dispatcher.

6. Survey, prioritize, and implement correction of major Fire Department facility maintenance issues.

137

FIRE SAFETY

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 1,170,405 $ 1,282,905 $ 1,282,905 $ 1,348,061 Operating 453,437 622,290 607,991 499,028 Capital 41,610 14,000 24,400 38,000

Total $ 1,665,452 $ 1,919,195 $ 1,915,296 $ 1,885,089

SOURCE OF FUNDS:

General Fund $ 1,665,452 $ 1,088,059 $ 1,084,160 $ 1,082,204 Cupa Fund 831,136 831,136 802,885

Total $ 1,665,452 $ 1,919,195 $ 1,915,296 $ 1,885,089

138 3031 – Fire Suppression Services

DIVISION GOAL

Provide the community 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 2010-11 ACCOMPLISHMENTS

1. Continued work on the Fire Department’s major emergency response preparedness through the Department Operating Plan (DOP) Task Force planning group.

2. Continued work on improving Firefighter safety and accountability on the fire- ground through the Rapid Intervention Company (RIC) Task Force planning group.

3. Continued work on 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 life- support intervention through the Emergency Medical Services Task Force planning group.

5. Continued work on Self-Contained Breathing Apparatus (SCBA) compliance through the SCBA Task Force planning group.

6. Continued updating, modifying, and creating related Fire Department Operational Procedures and Policies.

7. Continued work on the Fire Department Operations Center (DOC) in preparation for mandated Standard Emergency Management System and National Incident Management System (SEMS/NIMS) situational awareness and command oversight of major emergency events or significant incidents.

8. Adoption of the revised COB Emergency Operations Plan.

9. Cal-EMA Certification as a Hazardous Materials Type 1 response team.

10. Completion of the Operational Area Access & Functional Needs Evacuation Plan

139 FY 2011-12 ACTION PLAN

1. Continue work on the Department’s major emergency response preparedness through the Department Operating Plan (DOP) Task Force planning group.

2. Continue work on improving Firefighter safety and accountability on the fire- ground through Rapid Intervention Company (RIC) Task Force planning group.

3. Continue work on the State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group.

4. Continue work on hazardous materials and technical rescue advanced life- support intervention through the Emergency Medical Services Task Force planning group.

5. Continue to enhance citywide disaster response preparedness through:

• Continue with National Incident Management System (NIMS) compliance • Administration of the Assistance to Firefighters Grant (AFG) • Administration of the Bakersfield Urban Area Security Initiative (UASI) • Administration of the Metropolitan Medical Response System (MMRS)

6. Continue to collaborate with mutual aid and automatic aid agencies on operational issues through training, response and deployment planning.

7. Continue to update inter-agency agreements, plans, and contracts.

8. Continue to update, modify, and create related Fire Department Operational Procedures and Policies.

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY11-12 Actual Estimated Adopted

Total Emergency Responses 26,884 27,378 28,747

Structure Fires and Fire Related 1,749 1,540 1,836

Emergency Medical Responses 15,262 15,370 15,847

Other 9,873 10,468 11,064

140

FIRE SUPPRESSION

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 24,868,940 $ 24,216,155 $ 24,613,711 $ 25,409,881 Operating 2,656,632 2,848,241 2,910,177 2,829,555 Capital 253,520 77,600 827,600 77,875

Total $ 27,779,092 $ 27,141,996 $ 28,351,488 $ 28,317,311

SOURCE OF FUNDS:

General Fund $ 27,779,092 $ 27,141,996 $ 27,539,552 $ 28,317,311 UASI - Cal EMA 811,936

Total $ 27,779,092 $ 27,141,996 $ 28,351,488 $ 28,317,311

141 THIS PAGE INTENTIONALLY LEFT BLANK

142 PUBLIC WORKS REMOVE THIS PAGE Public Works FY 2011-2012 Organizational Chart

Public Works Director

Asst. to the Public Works Director Administrative Assistant

Asst.Asst. To Public Public WorksWorks Director 143

Thomas Roads Design Subdivisions Construction/ Traffic Public Works Wastewater Solid Waste Imp. Program Engineering Survey Engineer Operations Manager Manager Director (TRIP)

Equipment Wastewater Solid Treatment Waste

Fleet Operations

Telecom- Communications

Streets

General Services Public Works

DEPARTMENT FUNCTION

The Public Works Department operates and maintains existing City facilities and plans and designs future public facilities of the City. The Public Works Department consists of eight (8) divisions: Administration, Thomas Roads Improvement Program, Engineering, General Services, Streets, Equipment, Wastewater and Solid Waste.

DEPARTMENT GOAL

To provide for quality infrastructure design, construction, operation, and maintenance of: traffic control systems, streets, street lightings, 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 2010-11 ACCOMPLISHMENTS

Department-wide:

Staff from multiple departments rose to the occasion, working together to respond to the December 2010 Flood. Both federal and state agencies declared the December 2010 flood a disaster; thereby, allowing the City to apply for both federal and state financial assistance. Disaster relief efforts performed by City staff include: • Activating the Emergency Operations Center (EOC) for 24 hours a day for five days; • Delivering 50,000 sandbags to residents; • Answering close to 1,000 calls between the EOC and Streets Division, with backup from sanitation office personnel; and • Pumping 35 sumps during the height of disaster with five sumps still being pumped on Christmas night.

Thomas Roads Improvement Program (TRIP):

1. Completed project plans, specifications and estimates (PS&E) for Phases 4 (from Mohawk Street to Truxtun Avenue) and 6 (from Allen Road to Stockdale Highway) of the Westside Parkway Project. Continued to acquire remaining right-of-way and to relocate utilities for this corridor.

144 Public Works continued

2. Completed construction of the Fairfax Road at State Route 178 Interchange, including the reconstruction of the F-3 ramp. The entire interchange is now open to traffic.

3. Continued preparation of preliminary engineering, project approval and environmental documents for six TRIP projects.

4. Finished construction of Phase I (Mohawk Street) of the Westside Parkway nine months ahead of schedule. Phase II construction (from Mohawk Street to Allen Road) of the Westside Parkway continues with anticipated completion in late 2012.

5. Awarded Westside Parkway Phase 4 (tie-in from Mohawk Street to Truxtun Avenue) to Security Paving on December 3, 2010. Construction began in March 2011.

6. Awarded Westside Parkway Phase 6A (Utility relocation effort in preparation for constructing the future Westside Parkway/Allen Road Interchange) to MGE Underground on February 2, 2011. Construction began in March 2011.

7. Selected a design consultant for final design (PS&E) of the Morning Drive at State Route 178 Interchange.

Engineering:

1. Designed and prepared construction documents for 38 CIP projects. Awarded 36 construction contracts totaling over $30 million, including: • Pavement resurfacing/reconstruction on major roads; • 11 new traffic signals; • Kern River Uplands and River Edge Restoration; • Sister City Gardens; • Greystone Park; • City in the Hills Park; and, • “Q” Street Streetscape Project.

2. Provided construction management and inspection services for 40 projects having a total contract value of over $49 million, including: • Wastewater Treatment Plant No. 2 odor control and grease receiving station; • Sports Village Phase 1; • Mesa Marin Sports Complex; • Installation of several new traffic signals; • Resurfacing and reconstruction of several major roads;

145 Public Works continued

• Kern River Upland and River Edge Restoration; • Greystone Park; • City in the Hills Park; and • ”Q” Street Streetscape Project.

3. Updated the current traffic signal priority list and added the new locations that met warrants for consideration in subsequent CIP project lists.

4. Increased the cumulative total of traffic signals connected to the Traffic Operations Center to 297.

5. Implemented new signal timing and route coordination plans at 18 intersections based on updated traffic volumes.

General Services:

1. Anti-Graffiti program: • Received 7,700 requests on the 32-Erase hotline, 700 requests from the graffiti website, and 179 requests from the mobile phone application. Removed a total of 20,700 graffiti sites.

2. Completed improvements to several City facilities including: • Expanded and remodeled the Bakersfield Police Department’s Communication Center; • Completed several major heating, ventilation, and air conditioning (HVAC) improvements for several city facilities; • Re-roofed portions of City Hall South, Amtrak Station, Fire Station 1, and Fire Station 6; and, • Completed program to upgrade overhead signs on flashing beacons to lime-green as mandated by the Manual of Uniform Traffic Control Devices.

3. Bakersfield Municipal Airport: • Awarded the second phase of the landscaping project to improve the exterior appearance of the Airport; • Completed construction of the Southwest Hangar Taxi-Lane Expansion Project; and, • Reconstructed and remodeled the conference and meeting room.

Streets:

1. Management staff provided leadership during December 2010 Flooding Emergency Response.

2. Resurfaced/reconstructed approximately 46 lane miles of streets.

146 Public Works continued

3. Sealed approximately 300 street miles with a surface penetration sealer.

4. Completed installation of curb, gutters, sidewalk repairs and street reconstruction in the following areas: California Avenue to 4th Street from Chester Avenue to “M” Street and between Baker Street and Beale Avenue from Flower Street to Bernard Street.

5. Cleaned approximately 1,200 miles of City owned sewer lines.

6. Constructed a parking lot at the new Mesa Marin Sports complex, including grading, concrete curb and gutter, walkways, landscape islands, drainage improvements, and pavement. Also installed 66” storm drain pipe as part of the master storm drain plan and graded the drainage channel from the Mesa Marin Sports Complex parking lot to Highway 184.

7. Responded to emergency calls during and after normal working hours such as; sewer backups, debris in the roadway, plugged storm drains, oil spills, vehicle accidents, potholes, cave-ins, and storm emergencies.

Equipment:

1. Continued to reevaluate rental rates by extending useful lives of equipment whenever feasible. Consequently, departments experience budgetary savings.

2. Replaced or repowered 20% off-road equipment in compliance with California Air Resources Board Regulations.

3. Installed diesel particulate filters in older trucks as part of City’s commitment to cleaner air. By December 2011, all older trucks will be equipped with these filters.

4. Installed new Motorola console equipment in remodeled Police communications Center.

5. Relocated the Police Department’s Emergency Operations Center (EOC) to City Hall South.

6. Replaced obsolete, unsupported voice mail system with a new one offering automated attendant feature.

Wastewater:

147 Public Works continued

1. Completed construction of the Wastewater Treatment Plant No. 3 Expansion Project. Total project cost was $246,398,000.

2. Received $1,000,000 PG&E Self Generation Incentive Program Rebate for the Wastewater Treatment Plant No. 3 Expansion Project. Plant will produce renewable energy which will offset electrical costs.

3. Construction completed on the one mega-watt photovoltaic system at Wastewater Treatment Plant No. 3. Costs of the project totaled $5,409,000. The American Recovery and Reinvestment Act’s Energy Efficient and Conservation Block Grant provided $3,040,700 of funding for the project. Future rebates from PG&E’s California Solar Initiative of $2,368,000 are expected to future offset the remaining project costs. The project is expected to generate enough electricity to offset approximately $220,000 in annual electrical costs.

Solid Waste:

1. Continued to promote the curbside recycling program, adding about 100 homes per month. Over 9,000 homes are now part of the curbside recycling program.

2. Consolidated refuse collection routes in response to decreased volumes of refuse as a result of economic conditions.

3. Explored options to reduce construction costs for the Bakersfield Landfill Closure project which is mandated by State Regulatory Order. Obtained state approval for an option which significantly reduces the amount of earthmoving work required for the project. Consequently, this approved option saves money.

FY 2011-12 SIGNIFICANT BUDGET CHANGES

1. The FY 2011-12 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 2011-12 budget for Street Maintenance remains essentially flat, as compared to the Street Maintenance budget for FY 2010-11.

The FY 2011-12 operating budget for Streets Maintenance totals approximately $7.5 million. The FY 2010-11 operating budget was approximately $7.4 million. Both the General Fund and the Gas Tax Fund

148 Public Works continued

make up the funding sources for Street Maintenance.

The FY 2011-12 CIP budget for Street Maintenance includes $848,841 of Proposition 42 funds and $3,500,000 of Capital Outlay Funds. The total FY 2010-11 CIP Budget for Street Maintenance was $4,250,000.

3. As noted last year, the Refuse Enterprise Fund continues to experience a gradual decline in service revenues for commercial refuse. The outside hauling contract will increase by 1.8%,which is set by the consumer price index as stipulated in the haulers’ contract with the City. In addition, Kern County landfill fees will increase by 4%, which is pass-through to the County. The operating budget includes no additional funding for the cart replacement reserve since this reserve is adequately funded. One-time capital improvement projects continue to be covered by available fund balance. No residential or commercial rate increases are included for FY 2011-12 since service revenues are projected to adequately cover operating expenses.

4. Residential and commercial sewer user fees are will increase 2.5% for FY 2011-12, with the residential single-family sewer rate increasing from $200 to $205. 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 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.

149 PUBLIC WORKS

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2009-10 2010-11 2010-11 2011-12

Administration $ 598,951 $ 543,180 $ 549,180 $ 556,816 TRIP 918,855 1,020,205 1,020,205 1,009,775 Engineering 5,470,960 5,270,253 5,276,253 5,205,118 General Services 10,049,621 10,509,301 10,515,301 10,963,893 Streets 14,366,167 15,266,143 14,828,993 15,633,443 Equipment 23,379,930 20,827,329 22,212,605 21,997,846 Wastewater 17,896,467 7,067,869 9,667,869 8,545,490 Solid Waste 32,375,627 33,587,178 33,576,697 34,500,348

Total $ 105,056,578 $ 94,091,458 $ 97,647,103 $ 98,412,729

SOURCE OF FUNDS:

General Fund $ 17,029,883 $ 17,109,232 $ 17,191,232 $ 17,623,973 Dev. Services Fund 1,446,317 1,305,306 1,305,306 1,253,822 State Transportation 208,853 254,448 254,448 250,271 State Gas Tax 3,668,233 4,457,162 3,163,162 4,702,769 Bike/Pedestrian Pathway 36,000 - - - Transportation Dev. Fund 353,772 358,873 364,873 255,229 TDF TRIP Local Match 918,855 1,020,205 1,020,205 1,009,775 Sewer Service-Plant 2 5,595,491 2,210,997 2,410,997 2,416,646 Sewer Service-Plant 3 16,455,757 9,195,053 12,370,053 10,503,665 Refuse Fund 35,637,823 37,163,057 37,164,426 38,180,795 Aviation Fund 324,064 189,796 189,796 217,938 Equipment Fund 23,379,930 20,827,329 22,212,605 21,997,846 Assessment Districts 1,600 - - -

Total $ 105,056,578 $ 94,091,458 $ 97,647,103 $ 98,412,729

FULL TIME EMPLOYEES:

Administration 10.00 9.00 9.00 9.00 TRIP 5.00 5.00 5.00 5.00 Engineering 50.00 48.00 48.00 45.00 General Services 68.00 68.00 68.00 69.00 Streets 87.00 87.00 87.00 89.00 Equipment 56.00 53.00 53.00 53.00 Wastewater 31.00 37.00 37.00 37.00 Solid Waste 102.00 102.00 102.00 102.00

Total 409.00 409.00 409.00 409.00 150 4011 - Administrative Services

DIVISION GOAL

Provide administrative support for the effective operation of the various departmental divisions; develop and administer policies and procedures; monitor department operating and capital improvement budgets; and, administer departmental contracts.

FY 2010-11 ACCOMPLISHMENTS

1. Management staff provided leadership during December 2010 Flooding Emergency Response.

2. Provided administrative support for departmental divisions.

3. Processed and monitored CIP expenditures.

4. Submitted reimbursement claims in a timely manner to enhance cash flow.

FY 2011-12 ACTION PLAN

1. Respond to City Council referrals and citizen requests promptly, efficiently, and effectively.

2. Coordinate preparation of administrative reports and supporting documentation for placement on City Council agendas.

151 ADMINISTRATIVE SERVICES

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 556,460 $ 491,627 $ 491,627 $ 507,345 Operating 42,446 51,553 57,553 49,471 Capital 45

Total $ 598,951 $ 543,180 $ 549,180 $ 556,816

SOURCE OF FUNDS:

General Fund $ 598,951 $ 543,180 $ 549,180 $ 556,816

Total $ 598,951 $ 543,180 $ 549,180 $ 556,816

152

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 2010-11 ACCOMPLISHMENTS

1. Began the preparation of the 2011-12 Thomas Roads Improvement Program (TRIP) Financial Plan update for submittal to the Federal Highway Administration (FHWA) for approval.

2. Finished construction of Phase I (Mohawk Street) of the Westside Parkway nine months ahead of schedule. Phase II construction (from Mohawk Street to Allen Road) of the Westside Parkway continues with anticipated completion in late 2012.

3. Awarded Westside Parkway Phase 4 (tie-in from Mohawk Street to Truxtun Avenue) to Security Paving on December 3, 2010. Construction began in March 2011.

4. Awarded Westside Parkway Phase 6A (Utility relocation effort in preparation for constructing the future Westside Parkway/Allen Road Interchange) to MGE Underground on February 2, 2011. Construction began in March 2011.

5. Completed project plans, specifications and estimates (PS&E) for Phases 4 (from Mohawk Street to Truxtun Avenue) and 6 (from Allen Road to Stockdale Highway) of the Westside Parkway Project. Continued to acquire remaining right-of-way and to relocate utilities for this corridor.

6. Completed construction of the Fairfax Road at State Route 178 Interchange. This Interchange is now open to traffic.

7. Selected a design consultant for final design (PS&E) of the Morning Drive at State Route 178 Interchange.

8. Completed construction of the Seventh Standard Road Widening Project.

9. Circulated the environmental document for public review and comment

153 4021- TRIP continued

on the following projects: • Morning Drive at State Route 178; and • 24th Street Improvements.

10. Continued preparation of preliminary engineering, project approval, and environmental documents for the following projects: • Hageman Flyover; • Rosedale Highway Widening; • 24th Street Improvements; • State Route 178 Widening; and, • Centennial Corridor.

FY 2011-12 ACTION PLAN

1. Work with the County and other governmental entities to cooperatively plan for and fund multi-jurisdictional transportation facilities in the metropolitan area.

2. Continue construction of Phase 2 of the Westside Parkway Project.

3. Bid and begin construction of Westside Parkway Phase 6B, the Allen Road Bridge, in mid-2011.

4. Advertise, receive bids, and award contract for construction of Phase 6C of the Westside Parkway if funding available.

5. Complete preparation of the 2011-12 TRIP Financial Plan update and submit the plan to the Federal Highway Administration (FHWA) for approval.

6. Continue with preparation of preliminary engineering, project approval, and environmental documents for the following projects: • Hageman Flyover; • State Route 178 Widening; and • Centennial Corridor.

7. Circulate and finalize the environmental document for the Rosedale Highway Widening project.

8. Finalize the environmental document for the 24th Street Improvements Project.

154 4021- TRIP continued

9. Advertise request for proposals (RFP), review submittals, interview design teams, and award design consultant contracts for final design. Then begin final project plans, specifications, and estimates (PS&E) for the following projects: • Rosedale Highway Widening; and • 24th Street Improvements.

10. Begin work on final project plans, specifications and estimates (PS&E) for Morning Drive at State Route 178 Interchange Project.

11. Begin acquisition of right-of-way for the following projects: • Morning Drive at State Route 178 Interchange; • Rosedale Highway Widening; and • 24th Street Improvements.

155 THOMAS ROADS IMPROVEMENT PROGRAM (TRIP)

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 558,256 $ 585,778 $ 585,778 $ 626,520 Operating 360,599 434,427 434,427 383,255 Capital

Total $ 918,855 $ 1,020,205 $ 1,020,205 $ 1,009,775

SOURCE OF FUNDS:

TDF TRIP Local Match $ 918,855 $ 1,020,205 $ 1,020,205 $ 1,009,775

Total $ 918,855 $ 1,020,205 $ 1,020,205 $ 1,009,775

156

4031 – Engineering

DIVISION GOAL

Provide development, design and project management services for Capital Improvement Program (CIP) projects; ensure proposed new developments are in compliance with generally accepted engineering standards, City ordinances and other statutory regulations; provide surveying and inspection services on CIP projects and developer financed public improvements to ensure conformance to construction standards, plans, specifications and statutory regulations; and, provide for the safe and efficient movement of people and products through traffic engineering operations, design, and planning.

FY 2010-11 ACCOMPLISHMENTS

Design:

1. Designed and prepared construction documents for 38 CIP projects. Awarded 36 construction contracts totaling over $30 million, including: • Pavement resurfacing/reconstruction on major roads; • 11 new traffic signals; • Kern River Uplands and River Edge Restoration; • Sister City Gardens; • Greystone Park; • City in the Hills Park; and, • “Q” Street Streetscape Project.

Subdivision Engineering:

1. All data shown for calendar year 2010: • Parcel Maps: Recorded five parcel maps dividing 57.2 acres into 33 parcels. • Tract Maps: Recorded nine tract maps dividing 119.49 acres into 443 lots. • Improvement Plan Checks: 19 first checks, ten second checks, six third checks or higher, 16 revisions, and 17 signatures. • Final Map Checks: ten first checks, nine second checks, ten third checks or higher, and eight maps signed. • Minor Land Divisions: 33 • Maintenance Districts: 36 • Street Permits: 1,300 • Annexation Proceedings: 30 being processed, nine completed.

157 4031- Engineering continued

• Grading Plan Checks: 42 first checks, 35 second checks, 15 third checks or higher, and 38 approved. • Drainage Studies: 16 first checks, four second checks, three third checks or higher, and 17 approved.

Construction and Surveying:

1. Provided construction management and inspection services for 40 projects having a total contract value of $49 million, including: • Wastewater Treatment Plant No. 2 Odor Control and Grease Receiving Station; • Sports Village Phase 1; • Mesa Marin Sports Complex; • Installation of several new traffic signals; • Resurfacing and reconstruction of several major roads; • Kern River Uplands and River Edge Restoration; • Greystone Park; • City in the Hills Park; and, • “Q” Street Streetscape Project.

2. Inspected development infrastructure improvements for 37 tracts and parcel maps.

Traffic:

1. Analyzed 18 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 ten additional traffic signals via the wire interconnect conduit network in the street for improved coordination/synchronization of traffic signals.

3. Implemented new signal timing and route coordination plans at 18 intersections based on updated traffic volumes.

FY 2011-12 ACTION PLAN

Design Engineering:

1. Complete design and award all FY 2011-12 CIP projects before July 2012, including: • Pavement resurfacing/reconstruction on major roads, and • Two new traffic signals.

158 4031- Engineering continued

2. Upgrade current pavement management system for City’s maintenance program.

3. Train and certify staff for storm water pollution and prevention to comply with federal and state laws.

4. Investigate new construction methods which could potentially decrease construction / maintenance costs for city streets.

Subdivision Engineering:

1. Complete review of maps and improvement plans within four weeks of submittal.

Construction Engineering and Surveying:

1. Respond to 90% of all permit inspection requests within four hours and all other inspections within 24 hours.

2. Begin working on requests for preliminary surveys within ten days of receipt.

3. Respond to construction survey requests within 48 hours.

4. Train and certify staff for storm water pollution and prevention to comply with federal and state laws.

Traffic Engineering:

1. Analyze 20 or more intersections for traffic control warrants and update the current traffic signal priority list. Add new locations that meet warrants for consideration in subsequent CIP project lists.

2. Design and prepare construction documents for four federally-funded Congestion Management Air Quality (CMAQ) signal interconnect/traffic monitoring camera projects totaling over $700,000. Connect five additional signals to the City’s Traffic Operations Center.

3. Continue the annual Traffic Signal Coordination Program. Collect traffic data and re-coordinate 20 signals annually as traffic volumes and patterns change.

4. Award contract for relocation and upgrade of Traffic Operations Center.

159 4031- Engineering continued

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted

Improvement Plans and Final Maps Checked 36% 50% 75% and Returned within Four Weeks

Permit Inspection Requests Responded to 80% 85% 85% within Four Hours

Intersections Analyzed for Traffic Control 25 18 20 Warrants

Budgeted Signal Communications Projects Bid 100% 100% 100% During the Fiscal Year

Signals Analyzed and Re-coordinated/Timed 22 18 20

Budgeted Public Works CIP Projects Bid 75% 75% 100% During the Fiscal Year

160 ENGINEERING

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 4,955,353 $ 4,836,247 $ 4,842,247 $ 4,783,472 Operating 515,607 434,006 434,006 421,646 Capital

Total $ 5,470,960 $ 5,270,253 $ 5,276,253 $ 5,205,118

SOURCE OF FUNDS:

General Fund $ 3,633,271 $ 3,606,074 $ 3,606,074 $ 3,696,067 Dev. Services Fund 1,446,317 1,305,306 1,305,306 1,253,822 Bike/Pedestrian Pathway 36,000 Transportation Dev. Fund 353,772 358,873 364,873 255,229 Assessment Districts 1,600

Total $ 5,470,960 $ 5,270,253 $ 5,276,253 $ 5,205,118

161

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 2010-11 ACCOMPLISHMENTS

1. Anti-Graffiti program: Received 7,700 requests on the 32-Erase hotline, 700 requests from the graffiti website, and 179 requests from the mobile phone application. Removed a total of 20,700 graffiti sites.

2. Street Lights: Responded to 1,916 street light service requests and replaced 41 street lights, including poles, for those damaged due to traffic accidents or deterioration.

3. Traffic Signals: • Replaced 16 traffic signal poles and related equipment due to accidents; • Replaced 24 video detection cameras; • Replaced six 3M-style left turn signal heads with new Light Emitting Diode (LED) signal heads; • Replaced traffic signal controller cabinets at two intersections; and • Responded to 132 after-hours emergency requests for traffic signals.

4. Signing, Striping, and Marking Improvements: • Installed additional lanes on Allen Road from Stockdale Highway to Brimhall Road, Brimhall Road from Masterpiece Estates to Westdale Drive, and Hosking Avenue from South “H” Street to Golden Valley Drive; • Upgraded existing signage and markings for Valle Verde, Almondale, Canyon Hills, Sheppard Parochial and Bessie Owens Schools; • Replaced 16 overhead lime-green signs at eight school flashing beacons to meet Manual of Uniform Traffic Control Devices (MUTCD); • Installed metal beam guardrail at East Truxtun Avenue and Beale Avenue and at Gage Street and East 21st Street for the Railroad Quiet Zone; • Replaced 511 deteriorated street markers in the Oaks, South Jenkins and Timbercove neighborhoods;

162 4051 – General Services continued

• Upgraded 154 metro-size street markers for various corridors to comply with MUTCD; and • Fabricated and installed all signs for the AmGen Tour.

5. Heating, Ventilation, and Air Conditioning (HVAC) Improvements: • Replaced two coolers on Building C at the Corporation Yard; • Supervised and inspected the rebuild of two 50-ton ice compressors at the Ice Sports Center and a 50-ton air conditioning compressor at the Development Services Building; • Supervised and inspected repair of the HVAC make-up water line and installation of an expansion tank at the Bakersfield Police Department; and • Completed preseason maintenance and filter replacements on all HVAC equipment for City facilities.

6. Rabobank and Convention Center Improvements: • Installed a mini-split air conditioning system in the Condors Coaches’ office; • Replaced two air conditioning compressors at Rabobank Arena; • Supervised the installation of four non-resetable Mass Flow Totalizing meters, three on boilers at the Rabobank Arena and one on a boiler at the Convention Center; • Supervised the annual inspection and leak repair of the 300-ton York chiller in the Convention Center; • Painted exhibit hall at Convention Center; and • Remodeled the old Flashco Boardroom at Rabobank.

7. Remodeling Projects: • Expanded the Bakersfield Police Department’s Communication Center and remodeled the room with new carpet, paint, ceiling tiles, counter tops, lighting systems, electrical system, and HVAC system; • Remodeled the old Internal Affairs Office and the 2nd floor west wing of the Police Department; • Remodeled Street Maintenance southwest facility and the office at Corporation Yard; and • Painted the interior of Water Resources Department.

8. Miscellaneous Improvements: • Installed anti-bird netting underneath the Chester Avenue pedestrian and railroad bridges; • Installed informational signs at City Hall South, City Hall Annex, Wastewater Treatment Plant 3, Aera Park, Mill Creek and South Mill Creek; and

163 4051 – General Services continued

• Re-roofed portions of City Hall South, Amtrak Station, Fire Station 1 and Fire Station 6.

9. Bakersfield Municipal Airport: • Awarded the second phase of the landscaping project to improve the exterior appearance of the Airport; • Completed construction of the Southwest Hangar Taxi-Lane Expansion Project. This Federal Aviation Administration (FAA) funded project extended and constructed taxi-lanes to facilitate new hangar development in this area of the airport; • Completed the reconstruction and remodeling of the conference and meeting room; • Upgraded and repaired two of the T-hangars; and, • Repaired and serviced ten expanding hangar doors.

FY 2011-12 ACTION PLAN

1. Continue to improve the City of Bakersfield’s Anti-Graffiti Program.

2. Re-wire one intersection and replace video detection cameras at 20 intersections.

3. Oversee the replacement of 750-KVA transformer at the Bakersfield Convention Center, two boilers at Rabobank Arena and the installation of one new boiler for the Administration offices at Rabobank.

4. Upgrade mast arm street name signs at 25 intersections to include block numbers and directional arrows as recommended by the FY 2007-08 Kern County Grand Jury.

5. Systematically replace all raised pavement markers in the quadrants sealed by street crews during yearly maintenance program.

6. Upgrade and replace the street name signs with metro-size signs on the East Brundage Lane, East Truxtun Avenue, Columbus Street, Jewetta Avenue and Ming Avenue corridors to meet MUTCD specifications.

7. Bakersfield Municipal Airport: • Replace the runway beacon with one that meets current standards; • Continue the next phase of the landscaping project along the Union Avenue airport frontage; and, • Paint the trim and support columns of the shadeports and hangars.

164 4051 – General Services continued

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted

Graffiti Removal Sites 19,972 20,700 21,000

Replacement of Lime-green Signs 220 220 250

Striping of City Streets (miles) 1,153 890 900

Replacement of Raised Pavement Markers NA* 5,000 10,000

Street Light Repair Requests NA** 1,916 2,100

*New project enacted in current fiscal year **Figures for FY 09-10 are unavailable

165 GENERAL SERVICES

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 5,198,575 $ 5,397,299 $ 5,403,299 $ 5,736,240 Operating 4,805,172 5,076,002 5,075,502 5,178,053 Capital 45,874 36,000 36,500 49,600

Total $ 10,049,621 $ 10,509,301 $ 10,515,301 $ 10,963,893

SOURCE OF FUNDS:

General Fund $ 7,591,305 $ 8,107,895 $ 8,107,895 $ 8,292,915 State Transportation 208,853 254,448 254,448 250,271 State Gas Tax 1,925,399 1,957,162 1,963,162 2,202,769 Aviation Fund 324,064 189,796 189,796 217,938

Total $ 10,049,621 $ 10,509,301 $ 10,515,301 $ 10,963,893

166

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 2010-11 ACCOMPLISHMENTS

1. Responded to December 2010 rain storm which had street crews working 24-hours in shifts for eight days. The flooding was declared both a federal and state disaster.

2. Resurfaced/reconstructed approximately 46 lane miles of streets.

3. Maintained a safe working environment for employees with consistent training sessions and safety meetings.

4. Sealed approximately 300 street miles with a surface penetration sealer.

5. Completed installation of curb, gutter, sidewalk repairs, and street reconstruction in the following areas: California Avenue to 4th Street from Chester Avenue to “M” Street and between Baker Street and Beale Avenue from Flower Street to Bernard Street.

6. Cleaned approximately 1,200 miles of City owned sewer lines.

7. Continued to maintain once-a month street sweeping throughout the city.

8. Constructed parking lot at the new Mesa Marin Sports complex. Installed 66” storm drain pipe as part of the storm drain system and drainage channel from the Mesa Marin Sports Complex parking lot to Highway 184.

9. Responded to emergency calls during and after normal working hours such as: sewer backups, debris in the roadway, plugged storm drains, oil spills, vehicle accidents, potholes, cave-ins, and storm emergencies.

10. Demolished and removed the partially constructed water feature at the City in the Hills Park to help make the park safer for the community.

167 4052 – Streets continued

FY 2011-12 ACTION PLAN

1. Update the existing street resurface/reconstruction list and prioritize street repairs.

2. Provide training for employees on traffic control safety procedures.

3. Review and evaluate the once-a-month sweeping program.

4. Retrofit five of the City’s existing 72 sewer and storm lift stations to help with growth and maintenance issues.

5. Inspect annually approximately 50 miles of the City’s 1,320 sewer and storm line miles.

6. Evaluate new technology in the streets, sewers, and storm drain industries both for efficiency and cost effectiveness.

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted

Residential Sweeping Cycle (days) 20 20 20

Lane Miles Resurfaced/Reconstructed 52 46 60

Sewer Lines Inspected (miles) 15 15 50

Sewer Maintenance Service - Emergency 229 300 200

168 STREETS

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 6,073,981 $ 6,361,181 $ 6,489,031 $ 6,825,157 Operating 8,278,580 8,892,962 8,327,962 8,766,286 Capital 13,606 12,000 12,000 42,000

Total $ 14,366,167 $ 15,266,143 $ 14,828,993 $ 15,633,443

SOURCE OF FUNDS:

General Fund $ 5,206,356 $ 4,852,083 $ 4,928,083 $ 5,078,175 State Gas Tax 1,742,834 2,500,000 1,200,000 2,500,000 Sewer Service-Plant 3 4,154,781 4,338,181 5,113,181 4,374,821 Refuse Fund 3,262,196 3,575,879 3,587,729 3,680,447

Total $ 14,366,167 $ 15,266,143 $ 14,828,993 $ 15,633,443

169

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 2010-11 ACCOMPLISHMENTS

1. Continued to reevaluate rental rates by extending useful lives of equipment whenever feasible. Consequently, departments experienced budgetary savings.

2. Replaced or repowered 20% of off-road equipment in compliance with California Air Resources Board Regulations.

3. Installed diesel particulate filters in older trucks as part of City’s commitment to cleaner air. By December 2011, all older trucks will be equipped with these filters.

4. Relocated the Police Department’s Emergency Operations Center (EOC) to City Hall South.

5. Installed new Motorola console equipment in remodeled Police Communications Center.

6. Purchased new portable radios for Fire Department that are highly visible and water resistant to reduce damages caused by water to electrical components and accidental loss while radios are used in hazardous conditions.

7. Continued to upgrade Police vehicle Mobile Data Computers with new replacements to improve users’ productivity through added portability and to reduce the amount of time needed to access and file reports from the field.

8. Replaced obsolete voicemail system offering automated attendant feature, which is currently used by Graffiti and Solid Waste Divisions.

170 4053 – Equipment continued

FY 2011-12 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. Include fuel efficiency in equipment specifications whenever feasible with the goal of saving on fuel costs.

3. Expand the use of compressed/liquified natural gas-powered heavy-duty vehicles to continue City’s commitment to cleaner air.

4. Continue to monitor and comply with California Air Resources Board revised regulations for off-road diesel emissions.

5. Replace infrastructure on last three City radio channels in order to meet Federal Communications Commission narrow banding requirement by December 2012.

6. Outfit approximately 30 new police cars with radios, sirens, light bars, and data equipment.

7. Install alarm monitoring equipment at the most critical City communications sites.

8. Assist City Police and Fire, in addition to Kern County personnel, in establishing the communications equipment requirements of the grant- funded Urban Area Security Initiative (UASI) vehicle, which will be used for mobile command and control during local emergencies.

9. Install permanent, licensed microwave radio equipment from Police tower to Plaza Towers and Fire Station 6.

10. Replace last two obsolete tape decks in the Council Chamber production room for video production.

171 4053 – Equipment continued

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted

Perform Preventative Maintenance and Routine Repairs of All Vehicles within 16,144 15,000 15,500 the Fleet

Broadcast/Rebroadcast City Council 737 740 740 Meetings (hours)

Telephone system reliability 100% 100% 100%

172 EQUIPMENT

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 4,639,826 $ 4,689,800 $ 4,699,800 $ 5,011,254 Operating 15,402,935 9,643,829 9,778,747 9,768,092 Capital 3,337,169 6,493,700 7,734,058 7,218,500

Total $ 23,379,930 $ 20,827,329 $ 22,212,605 $ 21,997,846

SOURCE OF FUNDS:

Equipment Fund $ 23,379,930 $ 20,827,329 $ 22,212,605 $ 21,997,846

Total $ 23,379,930 $ 20,827,329 $ 22,212,605 $ 21,997,846

173

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 2010-11 ACCOMPLISHMENTS

1. Completed construction of the Wastewater Treatment Plant No. 3 Expansion Project. Total project cost was $246,398,000.

2. Received $1,000,000 PG&E Self Generation Incentive Program Rebate for the Wastewater Treatment Plant No. 3 Expansion Project. The Plant will produce renewable energy which will offset electrical costs.

3. Completed construction of the one mega-watt photovoltaic system at Wastewater Treatment Plant No. 3. Costs of the project totaled $5,409,000. The American Recovery and Reinvestment Act’s Energy Efficient and Conservation Block Grant provided $3,040,700 of funding for the project. Future rebates from PG&E’s California Solar Initiative of $2,368,000 are expected to futher offset the remaining project costs. The project is expected to generate enough electricity to offset approximately $220,000 in annual electrical costs.

4. State Regional Water Quality Control Board accepted City’s proposal to install monitor wells at Wastewater Treatment Plant No. 2 to monitor nitrogen in groundwater and avoid costly expansion requirements.

5. Automated septage hauler receiving station at Plant No. 3 is able to accept septage discharge without a full-time attendant. Septage hauler discharge data for both plants is now available in real time. Consequently, customer billings have been automated for the Revenue Section.

174 4071– Wastewater continued

6. Wastewater Operators obtained higher State Certification, which increased their capability to operate the more complex Wastewater Treatment Plant No. 3.

7. Initiated 2005 Pre-treatment Streamlining Process as required by the Environmental Protection Agency.

8. Conducted a well-attended Mobile Washer Workshop to educate customers within their industry. Best practices for mobile washer, and rules and regulations were discussed. Kern County Environmental Health Services and City Code Enforcement also attended this workshop and provided relevant information to attendees as well.

FY 2011-12 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 quarterly 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. Begin construction of Plant No. 2 odor control and grease receiving station project.

4. Begin review of Wastewater Revenue Program to support continued funding of sewer operations, capital costs, and bonded debt.

5. Conduct annual sampling and inspection of all permitted industries and submit results to the CRWQCB.

6. Install additional monitoring wells at Wastewater Treatment Plant No. 2 to monitor nitrogen levels in the groundwater.

7. Continue mobile washer inspections and distribute Best Management Practices information packets during these inspections.

8. Continue restaurant inspections for proper grease and wastewater disposal.

175 4071– Wastewater continued

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted

Wastewater Treated (Million Gallons/Day) Plant No. 2 13.7 13.8 14.0

Plant No. 3 17.0 17.9 18.0

Permitted Industrial Dischargers 19 18 18

Parcels Served within Incorporated Area (on special assessment list) 89,589 90,838 91,000

176 WASTEWATER

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 2,966,294 $ 3,383,116 $ 3,383,116 $ 3,542,586 Operating 14,876,019 3,579,703 6,179,703 4,914,304 Capital 54,154 105,050 105,050 88,600

Total $ 17,896,467 $ 7,067,869 $ 9,667,869 $ 8,545,490

SOURCE OF FUNDS:

Sewer Service-Plant 2 $ 5,595,491 $ 2,210,997 $ 2,410,997 $ 2,416,646 Sewer Service-Plant 3 12,300,976 4,856,872 7,256,872 6,128,844

Total $ 17,896,467 $ 7,067,869 $ 9,667,869 $ 8,545,490

177

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 state mandates; and, establish and maintain environmental controls for closure of the former Bakersfield Landfill.

FY 2010-11 ACCOMPLISHMENTS

1. Continued to promote the curbside recycling program, adding about 100 homes per month. Over 9,000 homes are now part of the curbside recycling program.

2. Made significant progress toward the long term goal of combining all refuse service, billing, and contractor payment data to ensure accuracy of charges and payments.

3. Explored options to reduce construction costs for the Bakersfield Landfill Closure project which is mandated by State Regulatory Order. Obtained state approval for an option which significantly reduces the amount of earthmoving work required for the project. Consequently, this approved option saves money.

4. Made significant progress to upgrade the City’s land file within the City’s primary financial software to improve the efficiency of record keeping in several departments by reducing research time and efforts.

FY 2011-12 ACTION PLAN

1. Continue to promote the curbside recycling program.

2. Continue efforts to combine all refuse service, billing, and contractor payment data to ensure accuracy of charges and efficiency of payments.

3. Complete construction of the Bakersfield Landfill Cap by June 2012.

178 4081– Solidwaste continued

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Total Homes Served 95,720 96,440 97,440

Curbside Recycling Participants 8,100 9,105 10,100

Greenwaste Recycling (# vehicles admitted) 200,421 202,515 204,000

Greenwaste Processed (tons) 187,300 189,500 195,000

179 SOLID WASTE

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 7,721,967 $ 7,960,186 $ 7,983,336 $ 8,245,881 Operating 24,526,290 25,314,992 25,281,361 25,930,467 Capital 127,370 312,000 312,000 324,000

Total $ 32,375,627 $ 33,587,178 $ 33,576,697 $ 34,500,348

SOURCE OF FUNDS:

Refuse Fund $ 32,375,627 $ 33,587,178 $ 33,576,697 $ 34,500,348

Total $ 32,375,627 $ 33,587,178 $ 33,576,697 $ 34,500,348

180 WATER RESOURCES REMOVE THIS PAGE Water Resources FY 2011-2012 Organizational Chart

Water Resources Manager

Water Resources Director

181 Business Manager

Support Staff

Water Resources WaterSuperintendent perintendent

Agricultural Domestic Water Water DomestiWater

Stormwater Hydrographics Operations Stormwater O & M Contractor Water Resources

DEPARTMENT FUNCTION

The Water Resources Department oversees the divisions of Agricultural Water and Domestic Water operations for the City of Bakersfield. The Department delivers and conserves water for the benefit of all current and future citizens of Bakersfield. The Department provides for the regulation, distribution, water banking and record keeping operations on the Kern River. The Department is also involved with local flood control management and administers water sale contracts to agricultural districts and local water agencies.

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 site.

FY 2010-11 ACCOMPLISHMENTS

1. Initiated Environmental Impact Report process and held public scoping meeting for the Kern River Flow and Municipal Water Program (KRFMWP) to provide a year-round flow of water down the Kern River Channel.

2. Completed installation of 6,300 linear feet of 16 inch pipeline along the new Mohawk Street Extension as part of the West Side Parkway Phase I project.

3. Installed camera system and other security measures for the domestic water system pursuant to the Homeland Security Act.

4. Completed hydraulic analysis of the Kern River Channel funded with $200,000 of Federal Emergency Management Agency (FEMA) grant proceeds to certify existing Kern River levees. This analysis was a necessary part of the accreditation process for FEMA to certify our levees as adequate to meet the 100 year flood event.

182 FY 2011-12 SIGNIFICANT BUDGET CHANGES

1. Resources allocated for new Storm Water Drainage Basin Maintenance Program (SWDBMP) to provide maintenance on various drainage basins located throughout the City of Bakersfield as required.

2. No increase in monthly water rates on the City’s domestic water system. Balanced the Domestic Water Division’s budget based upon existing rates.

3. Resources allocated to extend new water mains to loop our domestic water system so that water can flow more efficiently. These extensions are necessary to ensure adequate water pressure throughout the existing system to meet the water supply needs of our customers within our total service area.

183 WATER RESOURCES

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2009-10 2010-11 2010-11 2011-12

Agricultural Water $ 4,619,847 $ 4,791,093 $ 4,921,093 $ 4,704,206 Domestic Water 21,724,331 16,817,851 16,862,851 17,053,555

Total $ 26,344,178 $ 21,608,944 $ 21,783,944 $ 21,757,761

SOURCE OF FUNDS:

Agricultural Water $ 4,619,847 $ 4,791,093 $ 4,921,093 $ 4,704,206 Domestic Water 21,724,331 16,817,851 16,862,851 17,053,555

Total $ 26,344,178 $ 21,608,944 $ 21,783,944 $ 21,757,761

FULL TIME EMPLOYEES:

Agricultural Water 22.00 23.00 23.00 23.00 Domestic Water 4.00 5.00 5.00 5.00

Total 26.00 28.00 28.00 28.00

184

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 2010-11 ACCOMPLISHMENTS

1. Completed rehabilitation and repairs on over eighty (80) storm water drainage recharge basins throughout the City of Bakersfield.

2. Installed fencing along the Cross Valley Canal near Aera Park to provide access for horseback riders to the Kern River Parkway Equestrian Trail.

3. 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.

4. Installed road base on Carrier Canal between Coffee Road and Mohawk Street to provide dust control and all weather vehicle access.

5. Replaced over 120 concrete canal panels within the River Canal between Coffee Road and Enos Lane.

FY 2011-12 ACTION PLAN

1. The thirty-five yearlong basic contracts to sell water to agricultural districts will expire December 31, 2011. These contracts fully paid for the purchase of City’s Kern River water rights and related assets. This water will be used for additional increased flows in the Kern River and related municipal uses.

2. Overhaul three (3) of six (6) Olcese Wells located in the 2,800 Acre Recharge Facility to improve efficiency.

3. 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.

185

4. Continue to monitor the Lake Isabella Dam safety remediation project with the United States Army Corps of Engineers.

5. Install four river control structures across the river channel to reduce scouring and degrading of the river bed between the 24th Street Bridge and Coffee Road.

6. Rehabilitate two (2) major Kern River Canal head gates located near Truxtun Extension and Coffee Road.

7. Complete one (1) mile of Kern River Levee improvements west of intersection of Ming/Allen Road to meet freeboard requirements and certify levee.

FY 09-10 FY 10-11 FY 11-12 SERVICE LEVEL INDICATORS Actual Projected Adopted

Rehabilitate Drainage Basins 79 88 110 Replace & Repair Canal & Basin Fencing (in feet) 1,696 1,500 2,000

186 AGRICULTURAL WATER

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 1,842,265 $ 1,914,790 $ 1,919,790 $ 2,038,843 Operating 2,777,582 2,876,303 3,001,303 2,640,563 Capital 24,800

Total $ 4,619,847 $ 4,791,093 $ 4,921,093 $ 4,704,206

SOURCE OF FUNDS:

Agricultural Water $ 4,619,847 $ 4,791,093 $ 4,921,093 $ 4,704,206

Total $ 4,619,847 $ 4,791,093 $ 4,921,093 $ 4,704,206

187

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 2010-11 ACCOMPLISHMENTS

1. Performed the one year inspection of the clear coat and interior rehabilitation of the 2 Million Gallon Water Storage Tank located along Truxtun Extension near Mohawk.

2. Completed replacements of over 300 leaking service connections on the system within the street right of way.

FY 2011-12 ACTION PLAN

1. Complete Draft Environmental Impact Report for the Kern River Flow and Municipal Water Program (KRFMWP). The plan will be available for review and public comment by early summer of 2012.

2. Continue implementation of security measures for the City’s Domestic Water System pursuant to the Homeland Security Act.

3 Complete and certify updated Urban Water Management Plan for both the wholesale and retail uses as required by the California Department of Water Resources.

4 Construct and equip three (3) water wells to increase production capacity to serve existing customers throughout the City’s domestic water system.

FY 09-10 FY 10-11 FY 11-12 SERVICE LEVEL INDICATORS Actual Projected Adopted

New Service Connections 954 520 600 Water Wells Constructed 4 1 3

188 DOMESTIC WATER

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 690,449 $ 757,037 $ 757,037 $ 745,826 Operating 21,022,535 16,040,814 16,040,814 16,287,729 Capital 11,347 20,000 65,000 20,000

Total $ 21,724,331 $ 16,817,851 $ 16,862,851 $ 17,053,555

SOURCE OF FUNDS:

Domestic Water $ 21,724,331 $ 16,817,851 $ 16,862,851 $ 17,053,555

Total $ 21,724,331 $ 16,817,851 $ 16,862,851 $ 17,053,555

189 THIS PAGE INTENTIONALLY LEFT BLANK

190 RECREATION AND PARKS REMOVE THIS PAGE Recreation and Parks FY 2011-2012 Organizational Chart Director

Assistant Director

Recreation Division Parks Division Administrative Services

191 Sports/Athletics Park/Streetscape Maintenance Financial Support Saunders & Silver Creek Services Community Center Urban Forestry/Trees MLK Community Planning/Projects Center Craftworkers Aquatics Repair & Maintenance RECREATION AND PARKS

DEPARTMENT FUNCTION

The Recreation and Parks Department develops and implements quality, value-based facilities and programs that encourage healthy lifestyles and celebrate the community’s diversity; Provides administration for the acquisition, construction and maintenance of parks, streetscapes, open space, and trails; and provide quality recreation, social, and cultural activities for youth, adults, and families throughout the City of Bakersfield.

The Department currently operates and maintains 56 City parks, along with the Kern River Parkway and Centennial Plaza, located throughout the City of Bakersfield.

DEPARTMENT GOAL

To provide the highest quality services, facilities, parks and programs possible.

FY 2010-2011 ACCOMPLISHMENTS

1. obtained over $140,000 in sponsorships and partnerships: tree plantings - $45,000; First Five Kern grant - $68,000; NRPA grant - $26,000; and San Joaquin Community Hospital- $7,000.

1. Fully implemented use of “MainStar” work order system.

2. The City was awarded the Tree City USA designation from the Arbor Day Foundation for the fourteenth consecutive year.

4. Completed several capital projects: Greystone Park; City in the Hills Park; Bakersfield Sport Village; Mesa Marin Sports Complex; and Kern River Upland restoration.

5. Acquired additional 20 acres for the Mesa Marin Sports Complex.

FY 2011-2012 ACTION PLAN

1. Engage in search for possible naming rights for Bakersfield Sports Village.

2. Engage in search for possible naming rights for Mesa Marin Sports Complex.

3. Attract at least 4 state/regional tournaments to Bakersfield Sports Village.

4. Attract at least 4 state/regional tournaments to Mesa Marin Sports Complex.

5. Continue efforts to build and enhance our pedestrian and bike pathways, particularly linking parks and City facilities to residential areas.

192 6. Aggressively pursue any local, state, and federal grants for the Department. Target: $100, 00.

7. Complete and process application for NRPA Gold Medal. Goal is to reach the final four.

8. Organize and work with local and state organizations to complete at least 3 tree planting events. Target: plant 200 trees.

9. Begin process to start “Citizens Helping in Parks” (C.H.I.P.) program.

FY 2011-2012 SIGNIFICANT BUDGET CHANGES

1. Movies in the Park series will be reinstated for summer 2011, made possible through a $7,000 sponsorship from San Joaquin Community Hospital.

2. The Department has identified more cost effective methods to deliver the Department’s brochure to the public. A savings of $14,000 is projected for FY 2011- 12.

3. Several park projects including Greystone Park, City in the Hills Park, Bakersfield Sports Village, Mesa Marin Sports Complex, Mill Creek at Central Park, and Kern River Upland Restoration will be completed by Fiscal Year End 2010-11. Maintenance and utility costs will materially increase in Fiscal Year 2011-12.

4. Siemon and Planz pools will remain closed for summer 2011 and 2012.

5. City support of the Beale Band Concerts and Fall Festival will remain eliminated from the budget.

193 RECREATION AND PARKS

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2009-10 2010-11 2010-11 2011-12

Administration $ 1,050,397 $ 1,108,549 $ 1,107,321 $ 1,092,594 Parks 11,373,697 11,961,055 11,992,875 12,779,771 Recreation 2,433,686 2,633,649 2,708,589 2,651,647

Total $ 14,857,780 $ 15,703,253 $ 15,808,785 $ 16,524,012

SOURCE OF FUNDS:

General Fund $ 14,828,570 $ 15,672,953 $ 15,778,485 $ 16,493,712 Amtrak Operating Fund 29,210 30,300 30,300 30,300

Total $ 14,857,780 $ 15,703,253 $ 15,808,785 $ 16,524,012

FULL TIME EMPLOYEES:

Administration 11.00 10.00 10.00 10.00 Parks 127.00 122.00 122.00 126.00 Recreation 13.00 11.00 11.00 11.00

Total 151.00 143.00 143.00 147.00

194 5041 – ADMINISTRATIVE SERVICES

DIVISION GOALS

Provide administrative support for the effective operation of the Recreation and Parks divisions; promote synergy between the divisions to enhance the services provided by each; establish and implement policies and procedures; monitor operating and capital improvement program budgets; and, provide excellent customer service in accepting reservations, activity enrollments and responding to complaints and inquiries.

FY 2010-2011 ACCOMPLISHMENTS

1. Secured a $26,000 sponsorship from NRPA through Wal-Mart for nutritional education programming, providing resources to expand summer and before/after school programs for children.

2. San Joaquin Community Hospital sponsored $7,000 for the Movies in the Park series. This will fund ten (10) family movies in 2011.

3. An agreement was entered into with AYSO to operate the Sports Village soccer fields.

4. Expanded the use of WebTrac, the self-served component that allows the public to register for programs and services via the Internet.

5. Continued to meet with various individuals and businesses that would be interested in major sponsorships of programs and facilities.

6. Continued to monitor services to ensure highest level of quality and service.

FY 2011-2012 ACTION PLAN

1. Aggressively pursue local, state and federal grants for the Department.

2. Continue to work toward obtaining sponsorships, partnerships and naming rights with community organizations, groups, and businesses.

3. Update and enhance department website and brochure to be more user-friendly for customers.

4. Update written cash handling policies and procedures for the Department.

5. Monitor maintenance and concession contracts at Mesa Marin and Sports Village.

195 ADMINISTRATION

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 948,652 $ 954,428 $ 954,428 $ 953,192 Operating 101,745 154,121 152,893 139,402 Capital

Total $ 1,050,397 $ 1,108,549 $ 1,107,321 $ 1,092,594

SOURCE OF FUNDS:

General Fund $ 1,050,397 $ 1,108,549 $ 1,107,321 $ 1,092,594

Total $ 1,050,397 $ 1,108,549 $ 1,107,321 $ 1,092,594

196 5031 – RECREATION

DIVISION GOALS

Provide quality recreational services for the Bakersfield community.

FY 2010-2011 ACCOMPLISHMENTS

1. The Department’s advertising expanded without additional budget increases. Additionally, the Department’s brochure publication was condensed in size to save cost without sacrificing any pertinent information.

2. Sponsorships/donations for recreation programs and services increased by more than 10%. Some of the sponsorships include San Joaquin Community Hospital's $7,000 contribution for the Movies in the Park series, Jim Burke Education Foundation's $500 contribution for after school programs at the Dr. Martin Luther King, Jr. Community Center, and contributions from miscellaneous donors totaling $1,100 for the Build-A-Bike program.

3. Two new sports facilities will open by the end of the fiscal year with grand opening programs and league kick offs in softball and soccer.

4. Obtained access to 501(c) 3 for grants, donations, and sponsorships to open new doors for financial partnerships.

FY 2011-2012 ACTION PLAN

1. Utilize First 5 Kern grant to provide 300 hundred swim lessons to prevent accidental drowning for the first of three years of the grant funded program.

2. Provide health and nutrition education programs for children ages 5-12 in economically disadvantaged areas of the community.

3. Apply for two new grants for recreation programs and services.

4. Increase partnerships for recreation programs and services by ten percent.

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted Sports (Total Attendance) 199,806 135,000 140,000 Silver Creek Community Center 130 110 100 (Average Daily Attendance) Martin Luther King Jr. Center 142 140 142 (Average Daily Attendance) Summer Aquatics 1,466 1,200 1,200 (Average Daily Attendance)

197

RECREATION

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 1,624,835 $ 1,646,094 $ 1,672,122 $ 1,700,725 Operating 774,435 976,955 1,025,867 940,322 Capital 34,416 10,600 10,600 10,600

Total $ 2,433,686 $ 2,633,649 $ 2,708,589 $ 2,651,647

SOURCE OF FUNDS:

General Fund $ 2,433,686 $ 2,633,649 $ 2,708,589 $ 2,651,647

Total $ 2,433,686 $ 2,633,649 $ 2,708,589 $ 2,651,647

198 5021 – PARKS

DIVISION GOALS

Develop operational management principles and practices that will lead to long term organizational sustainability while maintaining levels of services.

FY 2010-2011 ACCOMPLISHMENTS

1. Maxi-Com Version 4.1 upgrade was installed in July, 2010. New system allows for better control of water budget program and increases documentation abilities.

2. Parks staff worked with several user groups to develop and install new signage along the bike path. The new signs were designed to improve the flow and interaction between bike and pedestrian traffic on the Kern River Trail.

3. Parks staff coordinated several volunteer groups to plant trees within the city. Volunteers planted 108 trees donated trees. The trees and volunteer hours have a value of approximately $45,500.

4. All fifty-two (52) benches at The Park at River Walk now have memorial plaques.

5. A solar powered “Panel Aerator” was installed at The Park at River Walk in October to help control algae in the west pond of the park.

6. Generated new revenue opportunities by installing reservation card holders at 21 additional park sites. These new card holders allow rentals at previously unusable sites.

7. On Sunday, December 19th, Park Staff was called out to assist with flood control efforts across the city. Over the next four days, staff worked over 860 hours of overtime for a cost of approximately $23,000. In addition, there was $2,700 spent on supplies and gear for staff.

8. The new Lowell Park restroom was opened on January 10, 2011. This building comes equipped with self locking doors that are run by the Maxicom System. This allows for the bathrooms to be locked every night at 10 pm which is the first in the park system.

9. Parks Staff partnered with Downtown Business Association to improve Holiday tree lighting event held annually in November and December.

10. Westside Parkway Tree Transplanting project was a joint collaboration between the City of Taft and the City of Bakersfield. A total of fifty-one (51) semi-mature trees were slated to be cut down during the construction of the Westside Parkway interchange at Calloway crossing. The City of Taft paid for the

199 transplanting operation and in return, they received thirty-one (31) of the trees. The other twenty (20) trees were moved to Hageman to replace Redwoods that have been removed.

FY 2011-2012 ACTION PLAN

1. Update and present “Employee Orientation” to all staff.

2. Develop and manage the maintenance contract for Mesa Marin Sports Complex. Ensure fields are maintained in a safe and playable condition for all programs and rentals.

3. Manage maintenance contract with AYSO at Sports Village.

4. Continue water conservation efforts by connecting 3 additional parks to the Maxi Com irrigation control system.

5. Continue staff training and development program by certifying 2 additional staff in Back Flow Inspection and Playground Inspections.

6. Work with Solid Waste Department, Keep Bakersfield Beautiful, and other interested groups to promote “Litter: it’s beneath us”. Attend various meetings and public outreach events to promote program.

SERVICE LEVEL INDICATORS FY 09-10 FY 10-11 FY 11-12 Actual Projected Adopted

Maintenance District Acreage 641 680 694

Non-Maintenance District Acreage 341 425 426

Facility/Park Reservations 4,505 4,589 4,650

200 PARKS

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 7,069,633 $ 6,941,082 $ 6,971,082 $ 7,513,344 Operating 4,304,064 5,019,973 5,014,800 5,266,427 Capital 6,993

Total $ 11,373,697 $ 11,961,055 $ 11,992,875 $ 12,779,771

SOURCE OF FUNDS:

General Fund $ 11,344,487 $ 11,930,755 $ 11,962,575 $ 12,749,471 State Transportation 29,210 30,300 30,300 30,300

Total $ 11,373,697 $ 11,961,055 $ 11,992,875 $ 12,779,771

201 THIS PAGE INTENTIONALLY LEFT BLANK

202 DEVELOPMENT SERVICES REMOVE THIS PAGE Development Services

FY 2011-2012 Organizational Chart

Development Services Director (Vacant) 203

Planning Building Division Division

Current Advanced Permitting Construction Permitting & Code Planning Planning & Zoning Inspections Plan Checking Enforcement DEVELOPMENT SERVICES

DEPARTMENT FUNCTION

Development Services includes two divisions, Planning and Building. The Planning Division provides professional expertise and administrative support on all planning and zoning related issues for the City. The Division is responsible for a variety of services ranging from updating the City's General Plan and reviewing commercial/industrial development, to approving new subdivisions and issuing home occupation permits. The Building Division’s function is to promote health and safety in the construction and maintenance of buildings and structures, and the maintenance of property through the enforcement of uniform building construction codes, conservation standards, regulations, permitting and ordinances.

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 2010 - 11 ACCOMPLISHMENTS

1. Completed and obtained approval of Environmental Impact Reports (EIR) for SACO Ranch, Bakersfield Commons, Stockdale Ranch, and Crossroads projects (also includes approval of general plan amendments and zone changes, and annexation for Saco Ranch and Stockdale Ranch).

2. Completed adoption of new ordinance regulations related to development standards in Northeast Bakersfield that included outdoor lighting (dark sky preservation), architectural standards, residential setbacks, and landscaping.

3. Completed adoption of new ordinances and policies to address state-mandated water conservation regulations for landscaping in new developments.

4. Adopted the 2010 California Building Codes with the local amendments in timely manner to promote construction of safe, energy efficient and accessible buildings within the city.

FY 2010-11 SIGNIFICANT BUDGET CHANGES

1. Eliminated a total of four (4) positions due to retirements and/or resignations, (one in Planning and three in Building).

2. The adopted budget is $197,866 less (-2.8%) than the previous year as a result of the continuing slowdown in development activity.

204 DEVELOPMENT SERVICES

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2009-10 2010-11 2010-11 2011-12

Planning $ 2,550,160 $ 2,025,831 $ 2,025,831 $ 1,908,518 Building 5,261,524 5,111,265 5,186,520 5,020,711

Total $ 7,811,684 $ 7,137,096 $ 7,212,351 $ 6,929,229

SOURCE OF FUNDS:

General Fund $ 3,077,846 $ 3,159,225 $ 3,234,480 $ 3,033,921 Development Srvcs. Fund 4,733,838 3,977,871 3,977,871 3,895,308

Total $ 7,811,684 $ 7,137,096 $ 7,212,351 $ 6,929,229

FULL TIME EMPLOYEES:

Planning 23.00 20.00 20.00 19.00 Building 46.00 41.00 41.00 38.00

Total 69.00 61.00 61.00 57.00

205 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 divisions, all in a manner which is equitable to individual property owners and the public at large.

FY 2010-11 ACCOMPLISHMENTS

1. Completed and obtained approval of Environmental Impact Reports (EIR) for SACO Ranch, Bakersfield Commons, Stockdale Ranch, and Crossroads projects (also includes approval of general plan amendments and zone changes, and annexation for Saco Ranch and Stockdale Ranch).

2. Provided professional and technical support to Kern Council of Governments related to regional land use and transportation plans, and new climate change regulations.

3. Completed eight (8) annexations encompassing 3,303.28 acres (approximately 5.16 square miles).

4. Implemented changes regarding project analysis of greenhouse gas emissions as required by legislative changes to the California Environmental Quality Act (CEQA).

5. Completed adoption of new ordinance regulations related to development standards in Northeast Bakersfield that included outdoor lighting (dark sky preservation), architectural standards, residential setbacks, and landscaping.

6. Provided administrative support staff for the Metropolitan Bakersfield Habitat Plan Trust Group (MBHCP).

7. Completed adoption of new ordinances and policies to address state-mandated water conservation regulations for landscaping in new developments.

206

FY 2011-12 ACTION PLAN

1. Complete draft of the Metropolitan Bakersfield General Plan Update in coordination with Kern County. This will include preparation of a draft climate action plan and environmental impact report.

2. Continue efforts to secure funding for preparation of a new Habitat Conservation Plan. This also includes filing an application with the wildlife agencies for a time extension of the existing MBHCP related permits while this new plan is underway.

3. Continue to provide administrative support staff for the MBHCP Trust Group.

4. Coordinate with the Local Agency Formation Commission (LAFCo) and City Manager’s office regarding island annexations.

5. Assist the Water Department in the preparation of the Kern River Plan and Municipal Water Program EIR.

6. Continue partnership with Kern Council of Governments concerning conceptual planning around the proposed high speed rail station.

7. Monitor land use related activities associated with the high speed rail alignments and station location by the California High Speed Rail Authority.

FY 09-10 FY 10-11 FY 11-12 SERVICE LEVEL INDICATORS Actual Projected Adopted (by application type)

Concurrent (Gen Plan Amend/Zone Change) 4 4 4 Conditional Use Permits 37 25 30 General Plan Amendments 1 3 2 Home Occupations 479 475 500 Land Divisions 40 40 30 Site Plan Reviews 47 35 30 Zone Changes 2 2 2 Zone Modifications 11 8 8

207 PLANNING

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 1,936,547 $ 1,641,119 $ 1,641,119 $ 1,666,455 Operating 613,613 384,712 384,712 242,063 Capital

Total $ 2,550,160 $ 2,025,831 $ 2,025,831 $ 1,908,518

SOURCE OF FUNDS:

General Fund $ 1,164,907 $ 1,135,746 $ 1,135,746 $ 1,001,698 Development Srvcs. Fund 1,385,253 890,085 890,085 906,820

Total $ 2,550,160 $ 2,025,831 $ 2,025,831 $ 1,908,518

208 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 2010-11 ACCOMPLISHMENTS

1. Provided step-by-step approach handouts for homeowners and contractors to become familiar with new state code regulations.

2. Adopted the 2010 California Building Codes with the local amendments in a timely manner to promote construction of safe, energy efficient and accessible buildings within the city.

3. Provided 11 separate classes to contractors, developers, architects and engineers related to the new requirements of the 2010 California Building Codes.

FY 2011-12 ACTION PLAN

1. Continue to provide in-house weekly training program for the enforcement of new building codes, updated disabled access codes, and new Green Building Codes.

2. Continue to offer pre-design plan check review and pre-construction conferences for architects, engineers, contractors, and developers to assist and facilitate major construction projects.

3. Implement a user friendly comprehensive website illustrating and explaining major functions provided by the Building Division, including forms and informational handouts.

4. Develop and implement a web link for the public to acquire status updates of active Code Enforcement cases.

209 BUILDING

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 4,617,073 $ 4,362,768 $ 4,413,053 $ 4,339,509 Operating 642,534 748,497 773,467 681,202 Capital 1,917

Total $ 5,261,524 $ 5,111,265 $ 5,186,520 $ 5,020,711

SOURCE OF FUNDS:

General Fund $ 1,912,939 $ 2,023,479 $ 2,098,734 $ 2,032,223 Development Srvcs Fund 3,348,585 3,087,786 3,087,786 2,988,488

Total $ 5,261,524 $ 5,111,265 $ 5,186,520 $ 5,020,711

210 ECONOMIC AND COMMUNITY DEVELOPMENT REMOVE THIS PAGE Economic & Community Development

FY 2011-12 Organizational Chart

Economic Development Director

Convention & Visitors Bureau

Assistant Economic Development 211 Director

Business Manager & Administrative Staff

Economic Development Redevelopment Community Development

Community Development Block Grant Downtown Project Area

Old Town Kern Project Area Emergency Shelter Grant

Southeast Project Area HOME Investment Partnership Economic and Community Development

DEPARTMENT FUNCTION

Administer and oversee the usage of Federal, Redevelopment, loan and grant funds for programs and projects that stimulate economic development, community development and redevelopment of the City of Bakersfield. These department functions are achieved through the fostering of the local economy in the creation and retention of employment opportunities, elimination of slum and blight by providing housing programs which benefit very low-, low- and moderate-income citizens, and the provision of staff assistance to the Bakersfield Redevelopment Agency for transacting business and exercising authority in compliance with the State of California Redevelopment Law.

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 2010-11 ACCOMPLISHMENTS

1. The City of Bakersfield received a $1.8 million Section 108 Loan through the Department of Housing and Urban Development (HUD) funding 80.0 percent of the $2,250,000 in furnishings, fixtures and equipment in the renovation of the historic Padre Hotel. The Padre, which is located in the heart of Downtown Bakersfield, serves as a catalyst in the City’s effort to redevelop and revitalize the downtown. To qualify for the HUD Section 108 Loan, Padre Hotel, L.P. was required to create a minimum of 158 new full-time equivalent job positions. The Padre Hotel has completed its first year of operations and has exceeded the hiring requirements associated with the Section 108 loan.

2. The Bakersfield Redevelopment Agency received a $10.8 million State of California Infill Infrastructure grant to provide funding to assist with the costs of construction, rehabilitation, demolition, acquisition or other infrastructure improvements in the Mill Creek Area. Specifically, the 17th/18th Street Mill Creek Plaza, 20th Street Parking structure, “Q” Streets streetscape, interior street improvements for South Mill Creek and the Friendship Gardens in Central Park. These infrastructure improvements support higher-density affordable and mixed-income housing in locations designated as infill within the Mill Creek Qualifying Infill Area. Construction is underway on the South Mill Creek Streets project, while the Q Street Streetscape

212 Economic and Community Development continued

and Sister City Gardens Projects are expected to be under construction by late summer 2011.

3. In 2008, the Bakersfield Redevelopment Agency approved the sale of Agency purchased tax default properties located at 701 Union Avenue to AmCal Multi- Housing, Inc for the development of the Santa Fe Apartments. AmCal, with the assistance of HOME Investment Partnership funds approved by City Council in 2008, constructed 56 units of affordable rental housing on the site. The project features a community center, swimming pool, security fencing, and a commercial site which fronts Union Avenue. A Grand Opening Ceremony was held in March 2011. Occupancy of the multi-family units currently is at 97%.

4. Efforts to market South Mill Creek Commercial Village have increased during FY2010- 11. The site, located between California Avenue, “P” Street, 13th Street, and Mill Creek Linear Park, is strategically located near Maya Cinemas, McMurtrey Aquatic Center, Ice Sports Center, and the new Creekview Villas and City Place housing developments. A nationally recognized firm has been retained to help promote the site among prospective retail and commercial users.

5. Baker Street Village Phase 1 is under construction by the Housing Authority of the County of Kern. The Housing Authority received a federal grant to build the project, which includes twenty-four (24) three-bedroom townhomes with subterranean garages, and thirteen (13) one-bedroom loft style units at 1,130 square feet each above approximately 10,000 square feet of community and commercial space fronting Baker Street. Project completion is expected by December 2011.

6. In the fall of 2010, Economic and Community Development successfully completed implementation of the Neighborhood Stabilization (NSP) program. In March 2009, the City received nearly $9M of NSP funds via the Housing and Economic Recovery Act of 2008 (HERA) to ease impacts of abandoned, vacant, and foreclosed properties in low-, moderate- and middle-income (LMMI) neighborhoods in the City of Bakersfield. The City utilized $2.4M to provide downpayment assistance (and homebuyer counseling) for 56 units in LMMI areas, $1.6M for the purchase and rehabilitation of 19 foreclosed scattered-site residential properties, which are now owned and managed by the Housing Authority of the County of Kern, and $4.8M for the purchase and rehabilitation of the foreclosed 99-unit Pinewood Glen senior independent living facility by the Housing Authority.

7. On February 16, 2011, the City Council approved the Substantial Action Plan Amendment for round three of the Neighborhood Stabilization Program (NSP3), appropriated as part of the Wall Street Reform and Consumer Protection Act of 2010 (Dodd-Frank Act). The City anticipates receiving $3.3M of NSP3 funds to spend in three designated “NSP3 focused areas of greatest need.” The City anticipates receiving NSP3 funding from the U.S. Department of Housing and Urban Development (HUD) in April 2011.

8. The Bakersfield Redevelopment Agency approved the OPA with Southwest

213 Economic and Community Development continued

Consulting for the construction of 19th Street Senior Plaza which includes sixty-seven (67) units of affordable senior rental housing and a 132 space parking garage. The project site adjacent to the Mill Creek Linear Park between 18th and 19th Streets has been cleared and graded. The developer is seeking construction financing.

9. Congress approved and appropriated the Community Development Block Grant (CDBG-R) Program funding under the American Recovery and Reinvestment Act (ARRA) of 2009. Funds in the amount of $897,462 were used for the construction of street activities within low-income areas (70% area low-moderate income) that is predominantly residential. The project area was Chico Street between King and Owens streets, Owens Street between Chico Street to East 18th Street, Dolores Street between Beale Avenue to Gage Street and Eureka Street between King Street and Gage Street. The project was completed on September 19, 2010 and created a total of 6.35 full time equivalent jobs.

10. Efforts to spend the Homelessness Prevention and Rapid Rehousing Program funds have been successful. The program’s services are provided under a contract with Bethany Services. More than 60% of the funds have been spent, far ahead of the program requirements that 60% must be spent by August 2011. Total funds received were $1.37 million.

FY 2011-12 SIGNIFICANT BUDGET CHANGES

1. Begin phase out of Redevelopment activities depending on State action.

2. The Department of Housing and Urban Development (HUD) Community Development Block Grant (CDBG), HOME Investment Partnership (HOME) and Emergency Solutions Grant (ESG) entitlements for FY 2011-12 have not been released to date. Entitlements are budgeted at FY2010-11 levels and will be adjusted as needed when HUD releases the entitlement allocations, as staff anticipates the possibility of reductions in CDBG entitlements. The budget for FY 2011-12 is comprised of $3,634,857 for CDBG, $1,695,784 for the HOME Investment Partnership Program and $147,357 for the Emergency Solutions Grant. Staff is projecting program income in the amount of $7,000 for CDBG and $30,000 for HOME.

214 ECONOMIC & COMMUNITY DEVELOPMENT

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2009-10 2010-11 2010-11 2011-12

Community Development $ 9,495,703 $ 3,391,796 $ 2,792,744 $ 3,651,000 Economic Development 10,053,771 2,369,851 2,367,171 849,923 Convention & Visitors Bureau 634,687 599,387 605,528 622,319

Total $ 20,184,161 $ 6,361,034 $ 5,765,443 $ 5,123,242

SOURCE OF FUNDS:

General Fund $ 404,226 $ - $ (21,383) $ - Community Dev. Block Grant 3,036,926 1,596,012 1,166,012 1,925,216 HOME Program 1,414,119 1,795,784 1,772,596 1,725,784 B.E.G.I.N. 41,400 - - - Nat'l Stabilization Program 6,425,426 - (145,864) - ARRA HUD Stimulus Fund 361,902 - - - Capital Outlay Fund 16,000 - - - T.O.T. Fund 634,687 599,387 605,528 622,319 RDA-SEPA - Operating 2,036,448 534,489 (462,483) 110,698 RDA-SEPA - Housing 2,820,754 200,000 281,923 218,736 RDA-OTKP - Operating 458,454 246,254 175,006 209,190 RDA-OTKP - Housing 731,137 377,817 602,817 64,352 RDA-DTPA - Operating 59,078 380,991 95,991 54,512 RDA-DTPA - Housing 1,743,604 630,300 1,095,300 192,435 RDA-OTKP - Cal Home Prog. - - 600,000 -

Total $ 20,184,161 $ 6,361,034 $ 5,765,443 $ 5,123,242

FULL TIME EMPLOYEES:

Community Development 9.00 9.00 9.00 9.00 Economic Development 6.00 6.00 6.00 6.00 Convention & Visitors Bureau 5.00 4.00 4.00 4.00

Total 20.00 19.00 19.00 19.00

215

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.

FY2010-11 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. Provided services to 1,139 consumers and providers concerning information, training, and counseling on fair housing and compliance issues.

3. Funded and co-administered seven (7) Capital Improvement Program activities totaling close to $1.8 million.

4. Golden Empire Affordable Housing, Inc., II (GEAHI-II) has entered into an agreement with the City of Bakersfield for $600,000 in HOME funds and $492,218.70 in CHDO. The funds are being used for the development of a new 24 unit permanent supportive housing complex designated for chronically homeless individuals. The housing will consist of 24 - 412 sq. ft. one-bedroom units. GEAHI-II has selected a contractor, and construction began in January 2011.

5. The City of Bakersfield entered into an agreement for $2,181,630 in HOME Investment Partnership and Community Housing Development Organization funds with Columbus Haven, L.P. Columbus Haven is a non-profit developer under the Housing Authority of the County of Kern. The project located at 500 West Columbus consists of the development of a 56 unit affordable multi-family complex with a mixed-use approach that will serve both families and emancipated foster youth. The project once completed will feature: 20 one-bedroom units serving emancipated foster youth earning 30% of Average Median Income (AMI); 16 two- bedroom homes and 20 three-bedroom homes for families earning 50% to 60% of (AMI). Columbus Haven is currently requesting State of California tax credit funds to assist with the costs of design and project construction.

6. In November 2009, the City of Bakersfield entered into an agreement with the Housing Authority of the County of Kern to utilize Neighborhood Stabilization Program (NSP) funds to purchase, rehabilitate, and modernize the foreclosed and underperforming Castlewood Senior Apartments, located at 2221 South Real Road. The $4.8M, 99-unit project, renamed the Pinewood Glen Retirement Community, was completed in the fall of 2011 and is being operated as an independent living facility (inclusive of on-site food service) for low-, moderate- and middle-income

216 6570 - Community Development continued

seniors by the Housing Authority. The Housing Authority held a ribbon cutting ceremony on November 17, 2010, and anticipates full lease-up by the end of the 2011 calendar year.

7. Work has been completed on the Community House improvements project located in Central Park. The improvements involved a new covered walkway/breezeway, replacing the roof support pillars, replacing the air conditioning unit, and painting the building. The exterior improvements match the Mill Creek Linear Park design components.

FY 2011-12 ACTION PLAN

1. Prepare the annual funding application process for federal entitlements of the CDBG, HOME Investment Partnership and ESG programs.

2. Assistance to public services and facilities for six (6) non-profit organizations providing emergency shelter, transitional support and senior and/or youth activities.

3. Provide assistance as needed to the Bakersfield Board of Realtors for its Fair Housing Arts Contest.

4. 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.

5. Continue to provide funding for the Graffiti program in CDBG qualified low-income areas.

6. Provide financial assistance to multi-family projects located in Redevelopment areas with HOME Investment Partnership monies.

7. Implement programs and activities identified in the FY 2011-12 HUD Action Plan, including CDBG-funded CIP projects, housing activities, and public facilities.

8. Implement the development of a small park and parking area on a vacant Redevelopment Agency owned parcel located at 700 California. The park will offer green space to the housing developments at South Mill Creek and the 1.5 mile Mill Creek Linear Park. The park will offer shade trees, lighting, tables, trash containers, and parking.

9. Complete the replacement of the children’s playground equipment and safety surfacing at Central and Lowell parks that will comply with ADA standards of access. In addition, provide and install playground shade structures at Dr. Martin Luther King Jr., Park, and Jefferson parks.

10. Using CDBG funding complete the demolition of the antiquated restroom facility at Lowell Park that has been replaced with a new facility.

217 6570 - Community Development continued

11. Implement the rehabilitation of the Bakersfield Senior Center kitchen by providing CDBG funds for the replacement of appliances, new flooring, and paint.

FY 09-10 FY 10-11 FY 11-12 SERVICE LEVEL INDICATORS Actual Projected Adopted

Home Access Grant Program 14 20 15 Fair Housing Calls 655 682 682 Fair Housing Education and Outreach 464 489 457 Downpayment Assistance Programs (includes: 57 8 4 Parkview Cottages, NSP and Creekview Villas)

218 COMMUNITY DEVELOPMENT

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 647,274 $ 709,589 $ 709,589 $ 846,269 Operating 5,989,277 2,682,207 1,919,251 2,572,572 Capital 2,859,152 163,904 232,159

Total $ 9,495,703 $ 3,391,796 $ 2,792,744 $ 3,651,000

SOURCE OF FUNDS:

Comm. Dev. Block Grant $ 1,236,856 $ 1,596,012 $ 1,166,012 $ 1,925,216 HOME Program 1,414,119 1,795,784 1,772,596 1,725,784 B.E.G.I.N. 41,400 Nat'l Stabilization Program 6,425,426 (145,864) ARRA HUD Stimulus Fund 361,902 Capital Outlay Fund 16,000

Total $ 9,495,703 $ 3,391,796 $ 2,792,744 $ 3,651,000

219

6580 – Redevelopment and Economic Development

DIVISION GOAL

Plan and implement economic development activities which protect, improve and diversify the economy of Bakersfield.

FY 2010-11 ACCOMPLISHMENTS

1. Demolished two (2) Redevelopment Agency owned properties for future pocket park and parking for South Mill Creek.

2. The Parkview Cottages consists of 74 single-family housing units, ranging from 1,280 to 1,820 square feet. Each unit consists of two stories and a two/three car garage. A total of 46 units have been constructed and sold as affordable to eligible homebuyers. In June, 2010, staff negotiated an amendment to the disposition agreement requiring the developer/builder to construct two speculative homes at a time and continue to build out the development as the houses sell. With the modified schedule the project should achieve sell out in four years or less. Under the revision, two homes are complete and being marketed with two additional units under construction. Down payment assistance for this phase of the project will be provided in an amount not to exceed $35,000.

3. In February and March 2009, the City Council and Bakersfield Redevelopment Agency approved two Disposition and Development Agreements with Southwest Consulting for the construction of 36 upscale townhomes and 57 mid-rise apartments. Construction on the first fourteen (14) units of the Creekview Villas townhomes began in May 2010 and the Creekview Villas “hard hat” ceremony was held on July 15, 2010. Construction completion for Phase I of the Creekview Villas is estimated to be Summer 2011. Construction for Phase II of the Creekview Villas is estimated to begin as soon as the sale of the first (14) units has been completed. Staff also requested the Millcreek Courtyard project be deferred up to 36 months to allow additional time for repayment of the cash flow loan from the sales of the Creekview Villas townhomes.

4. In September 2008, the City Council and Bakersfield Redevelopment Agency approved a Disposition and Development Agreement (DDA) with Chelsea Investment Corporation for the construction of 70 mid-rise garden style affordable rental apartments. In June 2010, Chelsea Investment Corporation was successful in applying for and securing nine percent federal tax credits. Escrow closed in October 2010, and construction began on November 15, 2010. Project completion is estimated to be no later than January 2012.

5. Completed the rehabilitation of 56 units of affordable multi-family housing located at 1885 Madison Street. Tax Increment funds in the amount of $350,000 were used for exterior renovation and on-site improvements at the complex known as Madison Place.

220 6580 – Redevelopment and Economic Development continued

6. On May 10, 2010 the Bakersfield Redevelopment Agency entered into a Disposition and Development Agreement (DDA) with Clinica Sierra Vista to donate the property located at 1125 East California Avenue including installation of curb and gutter, handicap access ramp, installation of a right turn lane and alley improvements for the Clinica’s development of a 3,865 sq. ft. dental clinic on site. Construction of the dental clinic and street improvements has begun and anticipated completion is November 2011.

FY 2011-12 ACTION PLAN

1. Pursue all funding opportunities to protect, improve, and diversify the economy of Bakersfield.

2. Continue the implementation of the Baker Street Village mixed-use project in the Old Town Kern Pioneer Redevelopment Project Area.

3. Implement the development for the 19th Street Plaza project in Old Town Kern- Pioneer Redevelopment Project Area adjacent to the Mill Creek Linear Park.

4. Implementation of Prop IC projects including continued construction on the South Mill Creek Streets project in the Southeast Redevelopment Project Area, and the development of the 19th Street Parking Structure, Q Street Streetscape and Sister City Gardens Projects in the Old Town Kern Redevelopment Project Area.

FY 09-10 FY 10-11 FY 11-12 SERVICE LEVEL INDICATORS Actual Projected Adopted

Respond to requests for economic development information 375 435 250

Team Bakersfield project assistance provided 12 15 10 Downpayment Assistance (includes Parkview 3 17 4 Creekview Villas and CalHome)

221 ECONOMIC DEVELOPMENT

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 885,117 $ 763,043 $ 763,043 $ 686,260 Operating 7,712,153 1,606,808 2,259,439 163,663 Capital 1,456,501 - (655,311) -

Total $ 10,053,771 $ 2,369,851 $ 2,367,171 $ 849,923

SOURCE OF FUNDS:

General Fund $ 404,226 $ - $ (21,383) $ - Community Dev. Block Grant 1,800,070 - - - RDA-SEPA - Operating 2,036,448 534,489 (462,483) 110,698 RDA-SEPA - Housing 2,820,754 200,000 281,923 218,736 RDA-OTKP - Operating 458,454 246,254 175,006 209,190 RDA-OTKP - Housing 731,137 377,817 602,817 64,352 RDA-DTPA - Operating 59,078 380,991 95,991 54,512 RDA-DTPA - Housing 1,743,604 630,300 1,095,300 192,435 RDA-OTKP - Cal Home Prog. 600,000

Total $ 10,053,771 $ 2,369,851 $ 2,367,171 $ 849,923

222

6590 – Convention and Visitors Bureau

DIVISION GOAL

Promote Bakersfield as a convention and visitor destination to increase Transient Occupancy Tax (TOT) and Sales Tax revenues.

FY 2010-11 ACCOMPLISHMENTS

1. The CVB booked forty-nine events with an estimated economic impact of more than $24 million and estimated TOT revenues of $710,000.

2. Over 71,000 room nights have been booked, with over 91,000 attendees coming to Bakersfield.

3. The CVB web site, VisitBakersfield.com, had 49,000 visits of which 82% were first time visits. The CVB web site continues to be a page one result on Google for many relevant Bakersfield keyword searches.

4. Amgen Tour of California - The CVB served as the primary point of contact for the largest cycling event in the United States to come to Bakersfield. Bakersfield was featured on live, international television coverage with millions of people getting their first exposure to our city. Crowds viewing the finish at Bakersfield College were estimated at 15,000. It was a fine example of a public – private partnership. The Tour has plans to return to Bakersfield in 2012.

5. Our new Visitor’s Guide, the first in over three years, began distribution in the fourth quarter 2010 and can be found at many of Bakersfield’s hotels as well as on-line at our website. Over 15,000 copies have been distributed to date.

6. Editorial coverage – During this fiscal year staff has assisted journalists with five editorial pieces about Bakersfield with an estimated value of $11,000.

FY 2011-12 ACTION PLAN

1. Establish continuity in working relationships with meeting and event planners as well as maintain previously established contacts.

2. Create a revised Sales and Marketing Plan that reflects the current economic uncertainties.

3. Work with hoteliers to create solutions to economic challenges, including their funding of CVB staff attendance at critical trade shows. Offer more co-operative advertising opportunities to hoteliers in an effort to maximize and leverage all possible advertising and reallocate funds from advertising to trade show attendance.

223 6590 – Convention and Visitors Bureau continued

FY 09-10 FY10-11 FY 11-12 SERVICE LEVEL INDICATORS Actual Projected Adopted

Respond to requests for information 1,163 900 900

Attend trade shows to promote Bakersfield as a convention, sports and meeting destination (Trade show attendance was increased to gain more exposure in promoting Bakersfield. Contributions account was reduced to offset this increase. CVB’s total operating budget will not increase.) 8 5 12

Generate leads from groups considering Bakersfield as a convention destination 79 64 64

Book new meetings, events, or conventions that have not been held recently in Bakersfield (Definite Business) 39 18 15

Provide assistance for booking business not generated by the CVB (Assist Business) 41 6 6

224 CONVENTION AND VISITORS BUREAU

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2009-10 2010-11 2010-11 2011-12

Personnel $ 293,580 $ 317,302 $ 317,302 $ 330,518 Operating 339,687 281,085 287,226 291,801 Capital 1,420 1,000 1,000

Total $ 634,687 $ 599,387 $ 605,528 $ 622,319

SOURCE OF FUNDS:

T.O.T. Fund $ 634,687 $ 599,387 $ 605,528 $ 622,319

Total $ 634,687 $ 599,387 $ 605,528 $ 622,319

225 THIS PAGE INTENTIONALLY LEFT BLANK

226 NON-DEPARTMENTAL REMOVE THIS PAGE 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 for 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.

• Contingency - The Contingency fund is intended to cover unanticipated expenditures which the City Council decides to fund throughout the fiscal year.

227 NON-DEPARTMENTAL

Adopted Amended Adopted Actual Budget Budget Budget 2009-10 2010-11 2010-11 2011-12

Non-Departmental* $ 11,383,821 $ 6,816,259 $ 9,579,584 $ 18,507,750

Total $ 11,383,821 $ 6,816,259 $ 9,579,584 $ 18,507,750

SOURCE OF FUNDS:

General Fund $ 6,061,106 $ 5,975,059 $ 5,975,059 $ 17,921,350 Development Servcs. Fund - - - 340,900 T.O.T. Fund 105,160 103,700 103,700 108,000 Park Development (NOR) 469,662 - 1,813,325 - Redevelopment 3,247,893 737,500 737,500 137,500 Equipment Management - - 950,000 - Self-Insurance Fund 1,500,000 - - -

Total $ 11,383,821 $ 6,816,259 $ 9,579,584 $ 18,507,750

FULL TIME EMPLOYEES:

Non- Departmental 0.00 0.00 0.00 0.00

Total 0.00 0.00 0.00 0.00

(a) Does not include debt service or interfund transfers (b) Increase in 2011-12 non-departmental for General Fund is a result of three items: (1) Retiree medical increase of $4,282,300 to reach the full normal required contribution (2) Retiree medical one-time increase of $3,000,000 to catch up on prior year shortfalls (3) One-time set aside of $4,500,000 to help offset announced CalPERS rate increases over the next two fiscal years

228 ECONOMIC STIMULUS REMOVE THIS PAGE 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 various ARRA funded programs the City has received.

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.

229 American Recovery and Reinvestment Act of 2009 continued

Byrne JAG (Competitive) – ARRA provided $225 million nationwide in additional Edward Byrne Memorial Justice Assistance Grants to be awarded on a competitive basis.

COPS (Community Oriented Policing Services) – ARRA provided $1 billion nationwide to hire and train community policing professionals, acquire and deploy cutting-edge crime-fighting technologies, and develop and test innovative policing strategies. These funds cover the actual costs of an officer for three (3) years.

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.

230 CITY OF BAKERSFIELD ARRA FUNDING SUMMARY BY DEPARTMENT Project Fund Source Amount Operating Budget Economic Development Homeless Prevention Prog. 184 Homelessness Prevention $1,372,351 $1,372,351 Police Department Vehicular Equipment 183 Byrne JAG $420,000 Directed Policing 183 Byrne JAG 270,000 Administrative Services 183 Byrne JAG 70,000 Training 183 Byrne JAG 70,773 $830,773 Crime Analyst 183 Byrne JAG Competitive $163,941 Community Relations Spc. 183 Byrne JAG Competitive 147,044 Grant Training 183 Byrne JAG Competitive 4,724 $315,709 17 Police Officers 183 COPS Grant $5,062,124 $5,062,124 Opertating Sub Total: $7,580,957

Capital Improvements Budget Public Works WWTP #3 Solar Project EOK214 183 Energy Block Grant $3,040,700 $3,040,700 PVMT REHAB - Phase 1 TOK222 183 Highway Infrastructure $1,772,000 (Phase 1: Mt. Vernon Ave from SR178 to University Ave) PVMT REHAB - Phase 2 TOK223 183 Highway Infrastructure $1,850,000 (Phase 2: Ashe Road from White Lane to Ming Ave) PVMT REHAB - Phase 3 TOK224 183 Highway Infrastructure $2,041,000 (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) PVMT REHAB - Phase 4 TOK225 183 Highway Infrastructure $4,791,000 (Phase 4: Ming Ave from Gosford Road to New Stine Road) PVMT REHAB - Phase 5 TOK226 183 Highway Infrastructure $1,710,000 (Coffee Road from Friant Kern Canal to Riverlakes Drive; and Coffee Road from Olive Drive to Norris Road, (the northbound lanes only))

$12,164,000 PVMT REHAB - CDBG TOK227 183 CDBG $897,462 $897,462 CIP Sub Total: $16,102,162

ARRA TOTAL: $23,683,119

231 ARRA Project Status Update

Operating Budget

Economic Development:

Homelessness Prevention – The City of Bakersfield has contracted with Bethany Services/Bakersfield Homeless Center to provide both the Homeless Prevention and Rapid Rehousing components of this program. Bethany has established both programs, set up working relationships with numerous community organizations for referrals to the program services, and has served approximately 90 households and more than 2400 individuals since the program began. The City of Bakersfield is far ahead of the spending requirements of the program. While 60% of the funds must be spent by August 2011, Bakersfield passed that mark in February 2011. Bakersfield ranks favorably among other California HPRP grantees in the percentage of HPRP funds spent to date. In a November 8, 2010 status report issued by the U.S. Department of Housing and Urban Development, HUD ranked the 79 California cities and counties receiving HPRP funds by the amount of funds spent. Bakersfield ranked 12th. All HPRP funds must be spent by August 18, 2012.

Police Department:

Byrne JAG (Formula) – The Police Department has utilized these funds to purchase 10 police vehicles, provide support for the Police Activities League Safe Haven Program, provide POST mandatory and high priority training, and to support the efforts of the departments Directed Policing unit.

Byrne JAG (Competitive) – The Police Department has utilized these funds to hire 1 Community Relations Specialist and 1 Crime Analyst.

COPS (Community Oriented Policing Services) – The Police Department has received grant funding to cover the actual costs for 17 Police Officer positions for a three-year period. All 17 positions have been filled.

Capital Improvements Budget

Public Works:

Energy Block Grant – These funds are being used to support the construction of a 1 Megawatt Solar Project at the City’s Wastewater Treatment Plan #3. The project is 99% complete.

232 ARRA Project Status Update continued

Highway Infrastructure – The City utilized these funds for several pavement rehabilitation projects throughout the City. Below is an overview of the status of each:

Construction Completed: TOK222 (Phase 1: Mt. Vernon Ave from SR178 to University Ave)

TOK223 (Phase 2: Ashe Road from White Lane to Ming Ave)

TOK224 (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)

TOK225 (Phase 4: Ming Ave from Gosford Road to New Stine Road)

TOK226 (Phase 5: Coffee Road from Friant Kern Canal to Riverlakes Drive; and Coffee Road from Olive Drive to Norris Road (the northbound lanes only))

Community Development Block Grant (CDBG) – These funds were used for the construction of street activities within a low-income area (70% area low-moderate income) that is predominantly residential. Road construction provided 6.35 FTE jobs Project Area was Chico Street between King and Owens streets, Owens Street between Chico Street between Chico Street to East 18th Street, Dolores Street between Beale Avenue to Gage Street and Eureka Street between King Street and Gage Street. Project was completed on September 19, 2010.

233 CITY OF BAKERSFIELD FINANCIAL SUMMARY ARRA FEDERAL STIMULUS FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ - $ - $ - $ -

Revenues Intergovernmental 10,087,973 1,437,120 9,732,614 1,561,543

Total Revenues 10,087,973 1,437,120 9,732,614 1,561,543

Expenditures Personnel 345,189 1,437,120 1,519,730 1,561,543 Operating 440,834 1,077,013 Capital Outlay 337,930 82,071

Total Operating 1,123,953 1,437,120 2,678,814 1,561,543

Capital Improv. Projects 8,964,020 7,053,800

Total Expenditures 10,087,973 1,437,120 9,732,614 1,561,543

Fund Balance - June 30 $ - $ - $ - $ -

234 SPECIAL FUNDS REMOVE THIS PAGE Special Revenue Funds

These funds account for the proceeds of specific revenue sources that are legally restricted to expenditure for specific purposes.

• Community Development Block Grant Fund - Used to account for resources provided by the Federal Housing and Community Development Act of 1974 for the elimination of slums and blight, housing conservation, and improvements of community services.

• HOME Investment Partnership Program Fund - Used to account for resources provided by Federal Housing and Urban Development for a wide range of activities that buy, build and rehabilitate affordable housing opportunities for rent or home ownership for low-income citizens.

• Neighborhood Stabilization Program Fund – Used to account for resources provided by the Federal Housing and Urban Development to aid in purchase of foreclosed or abandoned homes and to rehabilitate, resell, or develop these homes in order to stabilize neighborhoods and stem the decline of house values of neighboring homes. The program is authorized under Title III of the Housing and Economic Recovery Act of 2008.

• Federal Transportation Fund - Used to account for resources provided by the Federal Intermodal Surface Transportation Efficiency Act (ISTEA) of 1991. These resources include four programs comprised of the Surface Transportation Program (STP), Congestion Mitigation and Air Quality (CMAQ), Transportation Enhancement Activity (TEA), and Highway Bridge Replacement and Rehabilitation (HBRR).

• Thomas Roads Improvement Program (TRIP) Fund - Used to account for the resources provided by the Federal SAFETEA-LU Section 1302 National Corridor Infrastructure Improvement Program promoted by Congressman Bill Thomas. These monies will provide significant federal funding for twelve (12) specific projects identified in the federal program award, including the North Beltway, West Beltway, State Route 178 and the Centennial Corridor projects.

• State (TDA) Transportation Fund - Used to account for the City's allocation of 1/4 percent of sales tax authorized by SB 325 Transportation Development Act (TDA) and State Grants for operation of an Amtrak Station.

• State Gas Tax Fund - Used to account for the City's share, based upon population, of state gasoline taxes. State law requires these gasoline taxes be used to maintain streets or for major street construction.

• Traffic Safety Fund - Used to account for the City's share of traffic fine resources which are transferred to the General Fund to assist in funding the cost of traffic safety and traffic control devices, and the cost of the red light enforcement program.

235 Special Revenue Funds continued

• CUPA/UASI – Certified Union Program Agency (CUPA) is used to account for fire prevention activities. City businesses pay fees for one or more activities, such as hazardous materials, fuel storage tanks, fire alarms, sprinklers, etc. The Urban Area Security Initiative (UASI) is used to account for program funds directed at improving homeland security capabilities within high-risk, high density urban areas. The Bakersfield Fire Department was designated the single point of contact as per the UASI grant guidelines.

• Supplemental Law Enforcement Safety Fund - Used to account for the City’s share, based upon population of the Supplemental Law Enforcement Block Grant commencing with the State’s 1996-97 fiscal year and other categorical public safety grants.

• Transient Occupancy Tax Fund - 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.

236 CITY OF BAKERSFIELD FINANCIAL SUMMARY COMMUNITY DEVELOPMENT BLOCK GRANT FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $154,922 $245,932 $221,162 $153,962

Revenues Intergovernmental Revenue 3,115,092 3,782,214 8,100,959 3,782,214 Charges for Services 83,880 Miscellaneous Revenue 161,247 169,800 169,800 175,868 Other Financing Sources 1,800,000

Total Revenues 5,160,219 3,952,014 8,270,759 3,958,082

Expenditures Personnel 513,205 571,648 571,648 648,461 Operating 2,565,121 494,364 3,198,448 1,044,596 Capital Outlay 100,000 100,000 232,159

Total Operating 3,078,326 1,166,012 3,870,096 1,925,216

Capital Improv. Projects 1,607,980 2,144,485 3,759,146 1,440,000

Total Expenditures 4,686,306 3,310,497 7,629,242 3,365,216

Transfers Transfers out (407,673) (708,717) (708,717) (592,866)

Fund Balance - June 30 $221,162 $178,732 $153,962 $153,962

237 CITY OF BAKERSFIELD FINANCIAL SUMMARY HOME INVESTMENT PARTNERSHIP PROGRAM FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ 2,450,892 $ (56,672) $ (56,672) $ -

Revenues Intergovernmental Revenue 246,927 1,695,784 7,986,302 1,695,784 Miscellaneous Revenue 86,039 100,000 100,000 30,000

Total Revenues 332,966 1,795,784 8,086,302 1,725,784

Expenditures Personnel 134,069 137,941 137,941 197,808 Operating 1,280,050 1,634,655 6,018,100 1,527,976

Total Operating 1,414,119 1,772,596 6,156,041 1,725,784

Capital Improv. Projects 1,426,411 (33,484) 1,873,589

Total Expenditures 2,840,530 1,739,112 8,029,630 1,725,784

Fund Balance - June 30 $ (56,672) $ - $ - $ -

238 CITY OF BAKERSFIELD FINANCIAL SUMMARY NEIGHBORHOOD STABILIZATION PROGRAM

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ - $ - $ - $ -

Revenues Intergovernmental Revenue 6,425,426 (145,864) 2,530,746

Total Revenues 6,425,426 (145,864) 2,530,746

Expenditures Personnel Operating 3,566,274 (209,768) 510,994 Capital Outlay 2,859,152 63,904 2,019,752

Total Expenditures 6,425,426 (145,864) 2,530,746

Fund Balance - June 30$ - $ - $ - $ -

239 CITY OF BAKERSFIELD FINANCIAL SUMMARY FEDERAL TRANSPORTATION FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ 491,799 $ - $ - $ -

Revenues Intergovernmental Revenue 5,051,100 2,264,547 9,890,293 4,564,739 Miscellaneous Revenue 885

Total Revenues 5,051,985 2,264,547 9,890,293 4,564,739

Capital Improv. Projects 5,042,596 2,264,547 9,890,293 4,564,739

Total Expenditures 5,042,596 2,264,547 9,890,293 4,564,739

Transfers Transfers out (501,188)

Fund Balance - June 30 $ - $ - $ - $ -

240 CITY OF BAKERSFIELD FINANCIAL SUMMARY THOMAS ROADS IMPROVEMENT PROGRAM (TRIP)

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ (469,222) $ 362,693 $ - $ -

Revenues Intergovernmental Revenue 51,773,317 33,669,328 182,112,450 21,734,115

Total Revenues 51,773,317 33,669,328 182,112,450 21,734,115

Expenditures Capital Improv. Projects 51,593,486 33,669,328 182,112,450 21,734,115

Total Expenditures 51,593,486 33,669,328 182,112,450 21,734,115

Transfers Transfers in 289,391

Fund Balance - June 30 $ - $ 362,693 $ - $ -

241 CITY OF BAKERSFIELD FINANCIAL SUMMARY STATE TRANSPORTATION FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ 338 $ - $ - $ -

Revenues Intergovernmental 449,786 284,248 389,916 280,071 Miscellaneous Revenue 1,051 500 500 500

Total Revenues 450,837 284,748 390,416 280,571

Expenditures Operating 274,063 284,748 298,748 280,571

Capital Improv. Projects 177,112 91,668

Total Expenditures 451,175 284,748 390,416 280,571

Fund Balance - June 30 $ - $ - $ - $ -

242 CITY OF BAKERSFIELD FINANCIAL SUMMARY GAS TAX FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ 8,396,624 $ 3,121,999 $ 7,054,556 $ 1,551,404

Revenues Intergovernmental Revenue 8,203,584 5,961,225 5,982,625 5,728,000 Charges for Services 60,000 Fines & Forfeits 2,128 1,000 Miscellaneous Revenue 144,656 77,614 95,114 50,000

Total Revenues 8,410,368 6,038,839 6,078,739 5,778,000

Expenditures Personnel 1,215,503 1,227,913 1,227,913 1,301,975 Operating 2,422,831 1,905,249 2,713,874 3,370,794 Capital Outlay 29,899 30,000 38,591 30,000

Total Operating 3,668,233 3,163,162 3,980,378 4,702,769

Capital Improv. Projects 6,084,203 4,486,172 7,601,513 2,337,752

Total Expenditures 9,752,436 7,649,334 11,581,891 7,040,521

Fund Balance - June 30 $ 7,054,556 $ 1,511,504 $ 1,551,404 $ 288,883

243 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRAFFIC SAFETY FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ 755,740 $ 1,194,964 $ 1,194,964 $ 762,140

Revenues Charges for Services 478,275 375,000 300,000 300,000 Fines and Forfeits 1,316,087 1,100,000 1,100,000 1,100,000 Miscellaneous Revenue 22,488 10,000 10,000

Total Revenues 1,816,850 1,475,000 1,410,000 1,410,000

Expenditures Operating 477,626 642,824 642,824 480,000

Total Expenditures 477,626 642,824 642,824 480,000

Transfers Transfers out (900,000) (1,200,000) (1,200,000) (1,500,000)

Fund Balance - June 30 $ 1,194,964 $ 827,140 $ 762,140 $ 192,140

244 CITY OF BAKERSFIELD FINANCIAL SUMMARY CUPA/UASI FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ - $ - $ -

Revenues Intergovernmental Revenue 811,936 811,936 Licenses and permits 231,000 181,000 181,000 Fines and Forfeits Charges for Services 626,000 650,136 621,885

Total Revenues 1,668,936 1,643,072 802,885

Expenditures Personnel 575,296 575,296 639,404 Operating 317,776 317,776 163,481 Capital Outlay 750,000 750,000

Total Expenditures 1,643,072 1,643,072 802,885

Fund Balance - June 30 $ 25,864 $ - $ -

245 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUPPLEMENTAL LAW ENFORCEMENT SAFETY FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ 632,064 $ 639,425 $ 639,425 $ 609,441

Revenues Intergovernmental 345,409 275,000 338,952 Fines and Forfeits 93,270 Miscellaneous Revenue (9,974) 5,000 5,000

Total Revenues 428,705 275,000 343,952 5,000

Expenditures Personnel 32,040 37,450 37,450 40,580 Operating 8,788 210,612 Capital Outlay 380,516 125,874

Total Expenditures 421,344 37,450 373,936 40,580

Fund Balance - June 30 $ 639,425 $ 876,975 $ 609,441 $ 573,861

246 CITY OF BAKERSFIELD FINANCIAL SUMMARY METROPOLITIAN MEDICAL RESPONSE SYSTEM

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ (712) $ 7,431 $ - $ -

Revenues Intergovernmental 118,405 94,438 254,665 Miscellaneous Revenue 712

Total Revenues 119,117 94,438 254,665

Expenditures Operating 43,270 67,000 97,111 Capital Outlay 75,135 34,869 157,554

Total Operating 118,405 101,869 254,665

Total Expenditures 118,405 101,869 254,665

Fund Balance - June 30 $ - $ - $ - $ -

247 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSIENT OCCUPANCY TAX

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ 1,567,575 $ 1,505,172 $ 1,582,980 $ 2,106,064

Revenues Taxes 6,493,702 5,963,000 6,275,000 6,450,000 Charges for Services 6,161,661 5,642,759 5,642,759 5,410,209 Miscellaneous Revenue 1,245,174 1,246,141 1,231,141 1,724,321

Total Revenues 13,900,537 12,851,900 13,148,900 13,584,530

Expenditures Personnel 3,673,098 3,747,414 3,747,414 3,460,590 Operating 3,710,012 3,647,244 3,724,306 3,591,062 Capital Outlay 15,572 1,000 1,746 Capital Leases 3,142,950 3,152,350 3,152,350 3,150,550

Total Expenditures 10,541,632 10,548,008 10,625,816 10,202,202

Transfers Transfers out (3,343,500) (2,000,000) (2,000,000) (3,500,000)

Fund Balance - June 30 $ 1,582,980 $ 1,809,064 $ 2,106,064 $ 1,988,392

Analysis of Fund Balance

Tax Receivable Reserve $ 600,000 $ 600,000 $ 500,000 $ 600,000 Capital Lease Reserve 300,000 Unreserved 982,980 1,209,064 1,606,064 1,088,392

Total $ 1,582,980 $ 1,809,064 $ 2,106,064 $ 1,988,392

248

Internal Service Funds

These funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit on a cost-reimbursement basis.

• Equipment Management Fund - Used to account for the cost of maintenance, purchase and replacement of vehicular equipment and other equipment including mowers, communications, copiers and computers used by all City departments. Such costs are billed to the departments via established rates, which are based upon actual maintenance and replacement costs.

• Self-Insurance Fund - Used to account for the cost of operating a self- insurance program as follows:

The City is self-insured for workers’ compensation for the first $500,000 of each accident or occurrence and is a member of California Public Entity Insurance Authority for excess coverage to protect against catastrophic losses. Funding for this program is provided by allocations from various City programs.

The City is self-insured for general and auto liability for the first $1,000,000 of each accident or occurrence and is a member of the Authority for California Cities for Excess Liability (ACCEL) for excess coverage in the amount of $32,000,000. Funding for this program is provided by allocation from the various City programs.

249 CITY OF BAKERSFIELD FINANCIAL SUMMARY EQUIPMENT MANAGEMENT FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ 24,712,311 $ 21,786,544 $ 22,003,549 $ 19,007,170

Revenues Intergovernmental Revenue 875,224 70,315 70,315 Charges for Services 20,196,789 20,140,037 20,140,037 20,696,800 Miscellaneous Revenue 952,996 700,000 550,000 768,500

Total Revenues 22,025,009 20,910,352 20,760,352 21,465,300

Expenditures Personnel 4,639,826 4,699,800 4,699,800 5,011,254 Operating 16,383,623 12,567,023 12,623,157 11,166,883 Capital Outlay 3,750,616 8,362,606 8,523,477 8,459,484

Total Operating 24,774,065 25,629,429 25,846,434 24,637,621

Capital Improv. Projects 109,706 26,400

Total Expenditures 24,883,771 25,629,429 25,846,434 24,664,021

Tranfers Transfers in 150,000 2,089,703 2,089,703 290,000

Transfers In 150,000 2,089,703 2,089,703 290,000

Fund Balance - June 30 $ 22,003,549 $ 19,157,170 $ 19,007,170 $ 16,098,449

250 CITY OF BAKERSFIELD FINANCIAL SUMMARY SELF INSURANCE FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ 9,025,727 $ 5,280,051 $ 5,351,393 $ 2,444,122

Revenues Charges for Services 7,943,337 7,744,759 7,744,759 8,520,485 Miscellaneous Revenue 1,559,887 757,000 557,000 557,000

Total Revenues 9,503,224 8,501,759 8,301,759 9,077,485

Expenditures Personnel 2,835,512 2,791,281 2,791,281 2,504,580 Operating 10,342,046 7,124,407 7,195,749 7,789,906

Total Expenditures 13,177,558 9,915,688 9,987,030 10,294,486

Transfers Transfers in 800,000 Transfers out (1,222,000) (1,222,000)

Transfers in/(out) (1,222,000) (1,222,000) 800,000

Fund Balance - June 30 $ 5,351,393 $ 2,644,122 $ 2,444,122 $ 2,027,121

251

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.

252 CITY OF BAKERSFIELD FINANCIAL SUMMARY ASSESSMENT DISTRICTS FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ 30,681,629 $ 17,173,795 $ 21,021,218 $ 17,208,775

Revenues Taxes and Assessments 7,620,503 7,751,853 7,751,853 7,765,531 Charges for Services 13,604 Miscellaneous Revenue 142,263

Total Revenues 7,776,370 7,751,853 7,751,853 7,765,531

Expenditures Operating 232,895 287,500 287,500 245,200 Debt Service 13,481,287 7,438,374 7,438,374 9,391,974

Total Operating 13,714,182 7,725,874 7,725,874 9,637,174

Capital Improv. Projects 3,722,599 3,838,422

Total Expenditures 17,436,781 7,725,874 11,564,296 9,637,174

Fund Balance - June 30$ 21,021,218 $ 17,199,774 $ 17,208,775 $ 15,337,132

253

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.

254 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ 21,444,829 $ 8,105,441 $ 14,381,536 $ 7,269,490

Revenues Intergovernmental 349,237 183,258 170,896 Charges for Service 116,581 Fines & Forfeits 49,434 112,155 112,155 Miscellaneous Revenue 581,583 200,000 50,000 50,000

Total Revenues 1,096,835 312,155 345,413 220,896

Expenditures Capital Improv. Projects 9,503,628 3,998,106 10,457,459 6,246,621

Total Expenditures 9,503,628 3,998,106 10,457,459 6,246,621

Tranfers Transfers in 1,343,500 3,000,000 3,000,000 3,970,000

Fund Balance - June 30 $ 14,381,536 $ 7,419,490 $ 7,269,490 $ 5,213,765

Analysis of Fund Balance

Facilities Reserve $5,000,000 $5,000,000 $5,000,000 $5,000,000 Unreserved 9,381,536 2,419,490 2,269,490 213,765

Total $14,381,536 $7,419,490 $7,269,490 $5,213,765

255 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY - UTILITY/ROAD FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ 21,441 $ 328,570 $ 7,424,373 $ 747,365

Revenues Intergovernmental 161,667 Charges for Service 138,412 80,000 Fines & Forfeits Miscellaneous Revenue 1,765,066 50,000 50,000

Total Revenues 2,065,145 130,000 50,000

Expenditures Capital Improv. Projects 824,805 5,061,205 12,157,008 6,000,000

Total Expenditures 824,805 5,061,205 12,157,008 6,000,000

Tranfers Transfers in 6,162,592 5,350,000 5,350,000 5,350,000

Fund Balance - June 30 $ 7,424,373 $ 617,365 $ 747,365 $ 147,365

256 CITY OF BAKERSFIELD FINANCIAL SUMMARY RECREATION FACILITIES FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ - $ - $ - $ -

Revenues Intergovernmental 1,479,469 1,063,736

Total Revenues 1,479,469 1,063,736

Expenditures Capital Improv. Projects 1,479,469 1,063,736

Total Expenditures 1,479,469 1,063,736

Fund Balance - June 30 $ - $ - $ - $ -

257 CITY OF BAKERSFIELD FINANCIAL SUMMARY PARK IMPROVEMENT FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ 12,534,434 $ 4,517,158 $ 10,676,808 $ 3,331,557

Revenues Assessments 1,943,178 3,440,525 5,181,336 520,000 Miscellaneous Revenue 263,242 100,000 100,000 100,000

Total Revenues 2,206,420 3,540,525 5,281,336 620,000

Expenditures Operating 469,662 1,202,325 4,474,336 Debt Service 1,222,527

Total Operating 469,662 1,202,325 5,696,863

Capital Improv. Projects 3,594,384 2,603,601 6,929,724 232,000

Total Expenditures 4,064,046 3,805,926 12,626,587 232,000

Fund Balance - June 30 $ 10,676,808 $ 4,251,757 $ 3,331,557 $ 3,719,557

258 CITY OF BAKERSFIELD FINANCIAL SUMMARY TDF TRIP LOCAL MATCH

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ 17,509,078 $ 2,694,653 $ 21,949,667 $ 4,075,979

Revenues Charges for Service 87,812 Miscellaneous 369,374 1,100,000 960,000 10,000

Total Revenues 457,186 1,100,000 960,000 10,000

Expenditures Personnel 789,459 826,388 826,388 882,612 Operating 365,754 438,352 438,352 395,243

Total Operating 1,155,213 1,264,740 1,264,740 1,277,855

Capital Improv. Projects 10,616,914 12,313,934 31,568,948 6,615,885

Total Expenditures 11,772,127 13,578,674 32,833,688 7,893,740

Transfers Transfers In 15,755,530 14,000,000 14,000,000 5,000,000

Fund Balance - June 30$ 21,949,667 $ 4,215,979 $ 4,075,979 $ 1,192,239

259

Debt Service Fund

• 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.

260 CITY OF BAKERSFIELD FINANCIAL SUMMARY MUNICIPAL IMPROVEMENT DEBT SERVICE FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ - $ - $ - $ -

Revenues Miscellaneous 79,131 79,655 79,655 80,956

Total Revenues 79,131 79,655 79,655 80,956

Expenditures Debt Service 486,804 788,372 788,372 673,822

Total Expenditures 486,804 788,372 788,372 673,822

Transfers Transfers In 407,673 708,717 708,717 592,866

Fund Balance - June 30 $ - $ - $ - $ -

261 CITY OF BAKERSFIELD

SCHEDULE OF LONG-TERM DEBT OUTSTANDING

June 30, 2011

Principal Interest Total General Fund- Compensated Absences - Accrued- Sick Leave and Vacation - Estimate $ 5,700,000 $ - $ 5,700,000

Transient Occupancy Tax Fund- Convention Center - Arena Projects Series 2006A - Refunding COP 19,375,000 5,555,425 24,930,425 Series 2006B - Refunding COP 7,245,000 2,338,016 9,583,016

Community Development Block Grant Fund- HUD Section 108 Loans, 2003 ($4.1 m) 2,995,000 1,063,923 4,058,923 HUD Section 108 Loans, 2003 ($0.8 m) 602,000 235,384 837,384 HUD Section 108 Loans, 2003 ($1.0 m) 773,000 308,625 1,081,625 HUD Section 108 Loans, 2009 ($1.8 m) 1,570,000 253,168 1,823,168

Wastewater Treatment Fund: State Water Resources Loan 7,521,262 1,504,288 9,025,550 Sewer Revenue Bonds, 2007A 187,650,000 128,945,938 316,595,938 Sewer Revenue Bonds, 2007B 43,730,000 37,167,660 80,897,660

Domestic Water Fund- KCWA Water Rights 43,602,435 43,602,435

Bakersfield Redevelopment Agency: Property Tax Abatement Contracts: Bentley Partnership 29,936 29,936 Specialty Trim and Awning 2,633 2,633

California Housing Finance Authority: Downtown Park Cottages Loan, 2002 393,923 17,781 411,704 Citywalk Project 549,947 30,291 580,238 The Village @ Baker Street 748,807 68,720 817,527 Creek View Village 2,163,669 97,845 2,261,514

Centennial Garden Reimb. 1997 13,200,000 13,200,000 RDA - 2006 Arena COPS Series A 19,375,000 5,555,425 24,930,425 RDA - 2006 Arena COPS Series B 7,245,000 2,338,076 9,583,076 HUD Section 108 Loans, Millcreek South 3,614,000 1,796,029 5,410,029 HUD Section 108 Loans, Fire Station 5 1,482,000 754,512 2,236,512 Inter-Agency Loan (Lakeshore Pines) - RDA Reimbursement to City 3,785,665 520,240 4,305,905 RDA-Tax Allocation Bond Series 2009A 2,040,000 1,777,500 3,817,500 RDA-Tax Allocation Bond Series 2009B 1,210,000 1,014,999 2,224,999

Special Assessment Districts (23) 65,185,000 27,682,710 92,867,710

262 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT MATURITIES

FISCAL YEAR 2011-12

Principal Interest Fiscal Charges Total Transient Occupancy Tax Fund- Convention Center - Arena Projects 1,910,000 1,240,550 3,150,550

Community Development Block Grant Fund- HUD Section 108 Loans, 2003 407,000 259,822 7,000 673,822

Wastewater Treatment Fund: State Water Resources Loan 752,126 150,429 902,555 Sewer Revenue Bonds, 2007A 2,930,000 9,209,244 9,650 12,148,894 Sewer Revenue Bonds, 2007B 1,749,200 123,000 1,872,200

Domestic Water Fund- KCWA Water Rights 1,474,026 1,474,026 Mainline Extenstion Reimbursement 150,000 150,000

Bakersfield Redevelopment Agency: Property Tax Abatement Contracts: Bentley Partnership 15,000 15,000 Specialty Trim and Awning 1,500 1,500

California Housing Finance Authority: Downtown Park Cottages Loan, 2002 193,697 11,796 205,493 Citywalk Project 272,518 19,122 291,640 The Village @ Baker Street 141,041 22,464 163,505 Creek View Village 1,065,847 64,910 1,130,757

Centennial Garden Reimb. 1997 1,700,000 1,700,000 RDA - 2006 Arena COPS Series A 1,395,000 876,550 3,500 2,275,050 RDA - 2006 Arena COPS Series B 515,000 357,000 3,500 875,500 HUD Section 108 Loans, Millcreek South 140,000 172,318 312,318 HUD Section 108 Loans, Fire Station 6 62,000 79,140 141,140 I Bank - Millcreek 231,115 293,674 28,675 553,464 RDA Reimbursement to City 702,032 204,424 906,456 RDA 2009 Tab - Series A 50,000 151,125 3,150 204,275 RDA 2009 Tab - Series B 30,000 86,638 3,150 119,788

Special Assessment Districts (23) 3,865,000 3,539,574 18,400 7,422,974

Total Debt Service 18,002,902 18,487,980 200,025 36,690,907

263 THIS PAGE INTENTIONALLY LEFT BLANK

264 ENTERPRISE FUNDS REMOVE THIS PAGE 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.

265 CITY OF BAKERSFIELD FINANCIAL SUMMARY WASTEWATER TREATMENT FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ 124,495,674 $ 42,271,333 $ 80,552,928 $ 45,920,509

Revenues Intergovernmental Revenue 539,060 539,060 Charges for Services 28,201,476 28,537,050 29,017,000 29,335,950 Fines & Forfeits 1,027,639 Miscellaneous Revenue 4,221,380 1,870,000 2,087,646 1,403,500 Other Financing Sources 331,063

Total Revenues 33,781,558 30,946,110 31,643,706 30,739,450

Expenditures Personnel 4,771,468 5,369,685 5,372,685 5,517,741 Operating 17,221,091 9,291,315 9,304,151 7,286,970 Capital Outlay 58,689 117,050 117,050 115,600 Debt Service 11,722,360 14,077,525 14,077,525 14,923,649

Total Operating 33,773,608 28,855,575 28,871,411 27,843,960

Capital Improv. Projects 47,800,696 5,572,809 44,082,214 1,645,000

Total Expenditures 81,574,304 34,428,384 72,953,625 29,488,960

Transfers Transfers in 12,000,000 13,000,000 13,000,000 18,000,000 Transfers out (8,150,000) (6,325,500) (6,322,500) (13,000,000)

Transfers in 3,850,000 6,674,500 6,677,500 5,000,000

Fund Balance - June 30 $ 80,552,928 $ 45,463,559 $ 45,920,509 $ 52,170,999

Analysis of Fund Balance

Debt Service Reserve $ 10,000,000 $ 14,045,000 $ 14,045,000 $ 16,000,000 Capital Reserve 6,000,000 6,000,000 6,000,000 6,000,000 Unreserved 64,552,928 25,418,559 25,875,509 30,170,999

Total $ 80,552,928 $ 45,463,559 $ 45,920,509 $ 52,170,999

266 CITY OF BAKERSFIELD FINANCIAL SUMMARY SEWER CONNECTION FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ 1,105,591 $ 4,083,818 $ 4,083,818 $ 1,635,818

Revenues Taxes 105,748 50,000 90,000 50,000 Charges for Services 6,837,321 4,246,000 4,197,000 4,252,800 Miscellaneous Revenue 35,158 40,000 40,000 40,000

Total Revenues 6,978,227 4,336,000 4,327,000 4,342,800

Transfers Transfers Out (4,000,000) (6,775,000) (6,775,000) (5,000,000)

Fund Balance - June 30 $ 4,083,818 $ 1,644,818 $ 1,635,818 $ 978,618

267 CITY OF BAKERSFIELD FINANCIAL SUMMARY REFUSE SERVICE FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ 11,180,920 $ 14,608,638 $ 15,644,052 $ 12,970,904

Revenues Intergovernmental Revenue 1,629,514 1,493,650 1,605,650 1,510,000 Charges for Services 37,960,669 35,478,600 36,074,900 36,065,000 Miscellaneous Revenue 668,664 333,000 354,000 334,000

Total Revenues 40,258,847 37,305,250 38,034,550 37,909,000

Expenditures Personnel 9,485,631 9,779,317 9,779,317 10,170,987 Operating 26,022,554 27,073,109 27,124,430 27,680,808 Capital Outlay 129,638 312,000 411,963 329,000

Total Operating 35,637,823 37,164,426 37,315,710 38,180,795

Capital Improv. Projects 157,892 515,655 1,399,785 527,000

Total Expenditures 35,795,715 37,680,081 38,715,495 38,707,795

Transfers Transfers out (1,992,203) (1,992,203) (29,000)

Fund Balance - June 30 $ 15,644,052 $ 12,241,604 $ 12,970,904 $ 12,143,109

Analysis of Fund Balance

Cart Replacement Reserve $ 4,712,000 $ 5,344,000 $ 5,344,000 $ 5,344,000 Unreserved 10,932,052 6,897,604 7,626,904 6,799,109

Total $ 15,644,052 $ 12,241,604 $ 12,970,904 $ 12,143,109

268 CITY OF BAKERSFIELD FINANCIAL SUMMARY LANDFILL CLOSURE FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ 5,186,345 $ 1,462,356 $ 4,926,779 $ 1,502,356

Revenues Intergovernmental Revenue 2,342,512 Miscellaneous Revenue 108,687 75,000 40,000 25,000

Total Revenues 108,687 75,000 2,382,512 25,000

Expenditures Capital Improv. Projects 368,253 5,806,935

Total Expenditures 368,253 5,806,935

Fund Balance - June 30$ 4,926,779 $ 1,537,356 $ 1,502,356 $ 1,527,356

269 CITY OF BAKERSFIELD FINANCIAL SUMMARY AGRICULTURAL WATER FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ 5,343,579 $ 5,045,963 $ 5,816,597 $ 4,273,945

Revenues Intergovernmental 158,300 349,625 614,121 Charges for Services 5,129,876 5,012,000 4,717,200 5,230,000 Miscellaneous Revenue 177,426 68,000 40,000 40,000

Total Revenues 5,465,602 5,429,625 5,371,321 5,270,000

Expenditures Personnel 1,842,265 1,919,790 1,919,790 2,038,843 Operating 2,777,582 3,001,303 3,054,989 2,640,563 Capital Outlay 24,800

Total Operating 4,619,847 4,921,093 4,974,779 4,704,206

Capital Improv. Projects 372,737 957,750 1,939,194 475,000

Total Expenditures 4,992,584 5,878,843 6,913,973 5,179,206

Tranfers Transfers out (25,000)

Fund Balance - June 30 $ 5,816,597 $ 4,596,745 $ 4,273,945 $ 4,339,739

270 CITY OF BAKERSFIELD FINANCIAL SUMMARY DOMESTIC WATER FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ 28,338,651 $ 10,087,356 $ 25,012,718 $ 10,473,465

Revenues Charges for Services 21,907,150 23,176,000 23,128,200 22,951,200 Miscellaneous Revenue 755,249 454,000 425,000 369,800

Total Revenues 22,662,399 23,630,000 23,553,200 23,321,000

Expenditures Personnel 690,449 757,037 757,037 745,826 Operating 21,022,535 16,040,814 16,093,827 16,287,729 Capital 11,347 65,000 65,000 20,000 Debt Service 1,070,096 914,240 914,240 1,624,026

Total Operating 22,794,427 17,777,091 17,830,104 18,677,581

Capital Improv. Projects 3,193,905 5,390,000 20,262,349 4,320,000

Total Expenditures 25,988,332 23,167,091 38,092,453 22,997,581

Fund Balance - June 30$ 25,012,718 $ 10,550,265 $ 10,473,465 $ 10,796,884

271 CITY OF BAKERSFIELD FINANCIAL SUMMARY AIRPARK FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ 634,155 $ 249,798 $ 520,635 $ 215,902

Revenues Intergovernmental Revenues 10,747 155,350 1,457,548 29,475 Charges for Services 258,353 247,500 250,000 247,500 Miscellaneous Revenue 12,025 5,500 3,900 3,500

Total Revenues 281,125 408,350 1,711,448 280,475

Expenditures Personnel 59,184 61,690 61,690 69,722 Operating 264,880 128,106 132,306 148,216

Total Operating 324,064 189,796 193,996 217,938

Capital Improv. Projects 70,581 253,350 1,822,185 60,500

Total Expenditures 394,645 443,146 2,016,181 278,438

Fund Balance - June 30 $ 520,635 $ 215,002 $ 215,902 $ 217,939

272 CITY OF BAKERSFIELD FINANCIAL SUMMARY OFFSTREET PARKING FUND

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ 79,384 $ 42,190 $ 42,190 $ 9,173

Revenues Charges for Services 63,383 68,000 68,000 68,000 Miscellaneous Revenue 1,178 800 200 200

Total Revenues 64,561 68,800 68,200 68,200

Expenditures Personnel 59,790 59,998 59,998 Operating 41,965 41,219 41,219 53,540

Total Expenditures 101,755 101,217 101,217 53,540

Fund Balance - June 30 $ 42,190 $ 9,773 $ 9,173 $ 23,833

273 THIS PAGE INTENTIONALLY LEFT BLANK

274 REDEVELOPMENT FUNDS REMOVE THIS PAGE 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.

275 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND DOWNTOWN PROJECT AREA

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ 1,060,343 $ 569,403 $ 766,733 $ 84,652

Revenues Taxes 2,583,715 2,214,800 2,304,424 2,300,000 Intergovernmental Revenue 317 500 500 300 Miscellaneous Revenue 36,523 15,000 10,000 10,000

Total Revenues 2,620,555 2,230,300 2,314,924 2,310,300

Expenditures Personnel 201,652 201,652 838 Operating 931,965 55,339 240,669 89,674

Total Operating 931,965 256,991 442,321 90,512

Capital Improv. Projects 552,700 564,700

Total Expenditures 931,965 809,691 1,007,021 90,512

Transfers Transfers Out (1,982,200) (1,989,984) (1,989,984) (2,301,250)

Fund Balance - June 30 $ 766,733 $ 28 $ 84,652 $ 3,190

276 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND OLD TOWN KERN-PIONEER

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ 2,120,294 $ 457,096 $ 3,228,386 $ 22,875

Revenues Taxes 2,267,534 1,912,025 1,933,900 1,988,000 Intergovernmental Revenue 14,187 12,000 12,800 12,800 Miscellaneous Revenue 27,712 5,000 5,000 6,000 Other Financing Sources 2,118,704

Total Revenues 4,428,137 1,929,025 1,951,700 2,006,800

Expenditures Personnel 270,053 180,287 180,287 170,384 Operating 949,152 236,219 496,823 80,306 Capital Outlay 44,937 6,791 Debt Service 1,474,451 1,474,451

Total Operating 1,264,142 1,890,957 2,158,352 250,690

Capital Improv. Projects 514,853 (980,197) 1,523,698

Total Expenditures 1,778,995 910,760 3,682,050 250,690

Transfers Transfers Out (1,541,050) (1,475,161) (1,475,161) (1,482,200)

Fund Balance - June 30 $ 3,228,386 $ 200 $ 22,875 $ 296,785

277 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND SOUTHEAST PROJECT AREA

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ 5,367,151 $ 280,269 $ 2,693,638 $ 130,000

Revenues Taxes 3,237,429 2,718,040 2,972,839 2,911,000 Intergovernmental Revenue 431,836 45,000 231,100 54,500 Charges for Services 4,050 Miscellaneous Revenue 100,677 50,000 20,000 20,000 Other Financing Sources 1,240,000

Total Revenues 5,013,992 2,813,040 3,223,939 2,985,500

Expenditures Personnel 216,166 338,287 338,287 53,815 Operating 1,978,036 620,925 116,883 Capital Outlay 1,411,564 172,324 Debt Service 325,744 325,744

Total Operating 3,605,766 664,031 1,457,280 170,698

Capital Improv. Projects 2,252,293 175,182 1,971,902

Total Expenditures 5,858,059 839,213 3,429,182 170,698

Transfers Transfers Out (1,829,446) (2,254,095) (2,358,395) (2,732,143)

Fund Balance - June 30 $ 2,693,638 $ 1 $ 130,000 $ 212,659

278 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND DOWNTOWN PROJECT AREA

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ 1,932,774 $ 504,882 $ 783,920 $ -

Revenues

Miscellaneous Revenue 20,243 20,000 15,818 10,000

Total Revenues 20,243 20,000 15,818 10,000

Expenditures Personnel 178,135 Operating 1,743,604 1,095,300 1,374,338 14,300

Total Expenditures 1,743,604 1,095,300 1,374,338 192,435

Transfers Transfers In 780,000 574,600 574,600 586,250 Transfers Out (205,493) (205,493)

Transfers In / Out 574,507 574,600 574,600 380,757

Fund Balance - June 30 $ 783,920 $ 4,182 $ - $ 198,322

279 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND OLD TOWN KERN-PIONEER

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ 3,215,931 $ 456,791 $ 2,958,864 $ 3,074

Revenues Intergovernmental Revenues 600,000 600,000 Miscellaneous 69,070 20,000 20,000 20,000

Total Revenues 69,070 620,000 620,000 20,000

Expenditures Personnel 42,817 42,817 64,352 Operating 731,137 1,160,000 3,662,073

Total Expenditures 731,137 1,202,817 3,704,890 64,352

Transfers Transfers In 580,000 479,100 479,100 480,000 Transfers Out (175,000) (350,000) (350,000) (350,000)

Transfers In / Out 405,000 129,100 129,100 130,000

Fund Balance - June 30 $ 2,958,864 $ 3,074 $ 3,074 $ 88,722

280 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND SOUTHEAST PROJECT AREA

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ 4,262,537 $ 84,415 $ 5,868,583 $ 42,415

Revenues Miscellaneous 105,000 611,885 550,000 50,000 Other Financing Sources 3,500,000 950,000 950,000

Total Revenues 3,605,000 1,561,885 1,500,000 50,000

Expenditures Personnel 218,736 Operating 2,820,754 281,923 6,066,091

Total Operating 2,820,754 281,923 6,066,091 218,736

Capital Improv. Projects 1,113,077 1,113,077

Total Expenditures 2,820,754 1,395,000 7,179,168 218,736

Transfers Transfers In 950,300 630,700 735,000 735,000 Transfers Out (128,500) (882,000) (882,000) (475,500)

Transfers In / Out 821,800 (251,300) (147,000) 259,500

Fund Balance - June 30 $ 5,868,583 $ - $ 42,415 $ 133,179

281 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND DOWNTOWN PROJECT AREA

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ 8,409 $ 8,409 $ 8,409 $ -

Revenues Charges for Services 3,142,950 3,152,350 3,152,350 3,150,550

Total Revenues 3,142,950 3,152,350 3,152,350 3,150,550

Expenditures Operating Debt Service 4,550,643 4,576,143 4,576,143 5,071,043

Total Expenditures 4,550,643 4,576,143 4,576,143 5,071,043

Transfers Transfers In 1,407,693 1,415,384 1,415,384 1,920,493

Fund Balance - June 30 $ 8,409 $ - $ - $ -

282 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND OLD TOWN KERN-PIONEER

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ - $ - $ - $ -

Expenditures Debt Service 1,136,050 1,346,061 1,346,061 1,352,200

Total Expenditures 1,136,050 1,346,061 1,346,061 1,352,200

Transfers Transfers In 1,136,050 1,346,061 1,346,061 1,352,200

Fund Balance - June 30 $ - $ - $ - $ -

283 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND SOUTHEAST PROJECT AREA

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1$ - $ - $ - $ -

Expenditures Debt Service 1,007,646 2,505,395 2,505,395 2,472,643

Total Expenditures 1,007,646 2,505,395 2,505,395 2,472,643

Transfers Transfers In 1,007,646 2,505,395 2,505,395 2,472,643

Fund Balance - June 30 $ - $ - $ - $ -

284 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY MILL CREEK I-BANK LOAN / PROP 1C GRANT / MILL CREEK OLD TOWN KERN-PIONEER

Amended Revised Adopted Actual Budget Estimates Budget 2009-10 2010-11 2010-11 2011-12

Fund Balance - July 1 $ - $ (77,541) $ - $ -

Revenues Intergovernmental Revenue 10,847,200 10,847,200 Miscellaneous Revenue 538 Other Financing Sources 2,920,110 73,591 145,906

Total Revenues 2,920,648 10,920,791 10,993,106

Expenditures Capital Improv. Projects 2,920,648 10,842,711 10,993,106

Total Expenditures 2,920,648 10,842,711 10,993,106

Fund Balance - June 30 $ - $ 539 $ - $ -

285 THIS PAGE INTENTIONALLY LEFT BLANK

286 CAPITAL IMPROVEMENTS REMOVE THIS PAGE 287 Honorable Mayor and City Council FY 2011-2016 Adopted CIP - Letter of Transmittal July 1, 2011 Page 2

Capital Improvement Program Budget Highlights

This memorandum highlights Capital Improvement Projects with a project budget of $100,000 or greater. Individual Capital Improvement Program Project Worksheets provide additional information for all Capital Improvement Projects.

Thomas Roads Improvement Program (TRIP) Projects:

TRIP projects comprise almost 60 percent of the total FY 11/12 Capital Improvement budget. The amount budgeted for TRIP projects totals $34,350,000. This is comprised of $21,734,115 in federal funds, $6,615,885 in traffic impact fee revenue as the source of the local match for the federal funds, and $6,000,000 in additional PG&E surcharge revenues that were designated for road projects by the City Council. The FY 11/12 Capital Improvement budget for TRIP projects are as follows:

• 24th Street Widening (Design) - $1,570,000 • 24th Street Widening (Right-of-Way) - $12,500,000 • Hageman Flyover (Environmental / Preliminary Engineering) - $800,000 • Morning Drive / SR-178 Interchange (Design) - $1,400,000 • Oak & 24th Street Intersection Improvements (Design) - $1,570,000 • Oak & 24th Street Intersection Improvements (Right-of-Way) - $1,450,000 • Rosedale Widening (Environmental / Preliminary Engineering) - $3,560,000 • SR 178 Widening (Design) - $2,500,000 • Westside Parkway (Construction) – All Phases - $9,000,000

Community Development Block Grant Fund (CDBG):

Fire Projects – CDBG funding is budgeted in the amount of $120,000 to paint the exterior and to install new windows at Fire Station No. 1.

Public Works Projects – CDBG funding is budgeted for two Public Works projects as follows: • Curb & Gutter, California Avenue and P Street Area – This $500,000 project will install curbs and gutters needed in this area to resolve pavement failures caused by standing water. • Curb & Gutter, Oleander Area – This $500,000 project will install curbs and gutters needed in this area to resolve pavement failures caused by standing water.

Parks Projects – CDBG funding is budgeted in the amount of $320,000 to construct a spray park at Central Park.

288 Honorable Mayor and City Council FY 2011-2016 Adopted CIP - Letter of Transmittal July 1, 2011 Page 3

Bridge Rehabilitation:

Gas Tax funds of $372,000 are budgeted for FY 2011-12 for the second of a two- phase project to repair the Oak Street bridge. This phase will replace the rest of the expansion joint gaskets and seal the bridge deck.

The State of California inspection report for the bridge at Beale Avenue over the Union Pacific Railroad recommends reconstruction of the railings and other improvements to meet current standards. The project budget of $100,000 is funded 88.53 percent with federal funds and 11.47 percent with Gas Tax funds.

Facility Improvements:

Facility Improvements, funded with Capital Outlay funds, include:

• Rabobank Arena / Convention Center Improvements will replace the stage lighting dimmer in the theater ($190,000) and re-roof the stage house at the Convention Center ($149,000). • City Hall South improvements will reroof the east wing of City Hall South. The north and west wings were recently reroofed. Many areas of the roof and flashing are deteriorating and water is ponding in several areas. Extensive temporary patching has been done to address several leaks.

Park Improvements:

The Beale Park Playground Rehabilitation and the Saunders Park Playground Rehabilitation Projects remove and replace existing playground equipment. Much of the existing play equipment is original to the parks and was installed in the late 1960’s. This project updates the play equipment. The funding source for the $232,000 Beale Park project is park development fees. The funding source for the $266,000 Saunders Park project is Capital Outlay funds.

Public Safety Improvements:

Capital Improvement Projects include:

• Assistance to Firefighters Grant, Training Props ($213,621) – This project is funded 80 percent by the Federal Emergency Management Agency (FEMA) with the local match requirement of 20 percent funded with Capital Outlay funds. The Live-Fire Simulators allow firefighting personnel to safely train for flammable liquid fire and vehicle fire scenarios.

289 Honorable Mayor and City Council FY 2011-2016 Adopted CIP - Letter of Transmittal July 1, 2011 Page 4

• Fire Department Self-Contained Breathing Apparatus Replacement ($1,200,000) – These units provide breathing oxygen necessary for carrying out interior firefighting and hazardous materials operations. Current units are experiencing increased repair issues, use outdated 1997 technology, and will be out of compliance with the National Fire Protection Association in January, 2013. Project funding source is Capital Outlay funds. • Microwave Radio Replacement ($130,000) – Existing microwave radio equipment is temporary, unlicensed equipment subject to interference. The new microwave equipment will transport multiple satellite radio receiver signals from Police Headquarters to both Plaza Towers and Fire Station No. 6. Project funding source is Capital Outlay funds.

Reconstruction of Various Streets:

The budget includes a Pavement Rehabilitation Project at various locations that directly ties to Council goals for the street maintenance program with funding from the following sources: Federal Transportation funds in the amount of $2,769,218 and Gas Tax funds, as the source of the local match, in the amount of $590,782. These projects will rehabilitate pavement on Truxtun Avenue from Mohawk Street to Oak Street, Harris Road from Ashe Road to Summer Springs Drive, as well as on Panama Lane from South H Street to SR99.

Resurfacing Funds for Public Works Streets Division:

The CIP budget includes Capital Outlay funds in the amount of $3,500,000 and Gas Tax (Proposition 42) funds in the amount of $848,841 for the Streets Division to continue street resurfacing/reconstruction work. This project also ties to Council goals for the street maintenance program.

Sewer Projects:

Capital Projects funded by Sewer Enterprise funds include:

• Miscellaneous Improvements ($250,000 for Wastewater Treatment Plant No. 2 and $100,000 for Wastewater Treatment Plant No. 3) – Continuous year- round treatment of wastewater causes wastewater treatment facilities to wear down. Funds are necessary to do periodic capital improvements to make the facilities functional and safe. • Sewer Improvement on Mt. Vernon Avenue from East 3rd Street to Henley ($760,000) - This existing concrete line was constructed in 1954 and is in poor condition with deterioration showing exposed aggregates in the top of the pipe. The project will rehabilitate the existing pipe, extending its useful life.

290 Honorable Mayor and City Council FY 2011-2016 Adopted CIP - Letter of Transmittal July 1, 2011 Page 5

• Sewer Stub Investigation ($100,000) - Project will investigate sewer line stubs to determine whether stubs were properly plugged. An action plan for correcting improperly constructed plugs will be developed. • Study, Storm Drain System ($150,000) - This project will evaluate the City’s existing storm sewer system for potential repairs and / or upgrades. Separate construction projects will be brought forward in future budgets upon completion of the report. • Wastewater Plant No. 2 Monitoring Well Installation ($110,000) - Ground water monitor wells at Wastewater Treatment Plant 2 are required by the Regional Water Quality Control Board. Additional wells must be installed to meet new wastewater discharge requirements. This is the final phase of the monitor well installation project. Four wells will be installed for a total of eight wells. • Wastewater Revenue Program Review ($175,000) - Project will review current wastewater rate structure to support funding of sewer operational, capital costs and bonded debt. The last Revenue Program was prepared in June 2001. With the recent expansion of Treatment Plant No. 3, the current Revenue Program should be updated.

Solid Waste Projects:

Significant Capital Improvement Projects budgeted with Refuse Collection funds include:

• Upgrade to the existing compost product screening station to remove small glass pieces – $300,000. Per Agreement No. 08-087 with Kern County, 30 percent of this project’s cost will be funded by the County. • Replacement of the HVAC system at the Solid Waste Division - $187,000. The current HVAC system is over 30 years old and is unreliable and inefficient.

Street Improvements:

Significant street improvements for FY 2011/12 include:

• Parkway Improvements on Stockdale Highway ($229,000) – Part of the Stockdale Highway street improvements included a sound wall between McDonald Way and Stine Road. This project will enhance this major arterial with landscaping and sidewalk improvements that will complement the new median island construction. This project is 88.53 percent federally-funded with the local match requirement of 11.47 percent budgeted within the Gas Tax Fund.

291 Honorable Mayor and City Council FY 2011-2016 Adopted CIP - Letter of Transmittal July 1, 2011 Page 6

• Street Improvements on Allen Road at Brimhall Road ($676,000) – This project will add additional lanes on Allen Road and Brimhall Road. Project will be funded by traffic impact fees. • Street Improvements on Buena Vista Road from Campus Park Drive to White Lane ($581,000) – This project will add an additional southbound lane to Buena Vista Road. Project will be funded by traffic impact fees.

Traffic Signal Coordination:

Capital Improvement Projects for traffic signal coordination include Traffic Operations Center Upgrade, Signal Synchronization / Communication at various locations, and Traffic Signal Interconnect. These projects expand the City’s signal communication network by improving signal timing. Improved signal timing improves air quality by reducing traffic congestion and traffic emissions. Federal Congestion Management Air Quality (CMAQ) funds 88.53 percent of each project’s costs with the local match requirement of 11.47 percent funded by the Gas Tax Fund.

Specific Traffic Signal Coordination projects include:

• Traffic Operations Center ($393,750) – Project includes relocating and upgrading the City Operations Center and communication network. • Signal Synchronization / Communication Projects at: o Chester Avenue from Truxtun Avenue to Columbus Street - $234,910. o Coffee Road from Truxtun Avenue to Hageman Road - $333,060. o Gosford Road from Stockdale Highway to White Lane - $295,300. • Traffic Signal Interconnect ($172,500) – Interconnect will be installed on White Lane, from Gosford Road to Ashe Road.

Traffic Signals:

There are two new traffic signal projects in the CIP. The budget includes federal funds with the match from Transportation Development funds to install a new traffic signal at the intersection of Panama Lane and Reliance Drive. $185,030 of the project’s cost will be federally funded with a local match of $23,970. In addition, Traffic Development funds will be used to install a new traffic signal at the intersection of Olive Drive and Old Farm Road. $209,000 is included in the budget for this signal project.

292 Honorable Mayor and City Council FY 2011-2016 Adopted CIP - Letter of Transmittal July 1, 2011 Page 7

Water Resources Projects:

Significant projects for the Water Resources Department include:

• Kern River Head Gate Improvements ($100,000) – Original head gates were constructed in 1962 and are in need of major reconstruction. Project is funded with Agricultural Water funds. • Pump Stations Upgrades ($250,000) – This project upgrades the City’s older well pump and motors as part of a multi-year project. Project is funded with Domestic Water funds. • River Grade Control Structures ($550,000) – Significant scouring and degrading of the river at 24th Street Bridge and Highway 99 has exposed existing pipeline utilities and pile caps at Coffee Road Weir. Project is funded 50 percent with Agricultural Water funds and 50 percent with Domestic Water funds. • Service Connection Replacement Program ($460,000) – Project includes scheduled replacement of older service connections. Project is funded with Domestic Water funds. • Water Main Extensions ($1,100,000) – New water main extensions are required to loop our domestic water system so water can flow more efficiently. Project is funded with Domestic Water funds. • Water Well Column Extensions ($200,000) – Over the years the water level in our local groundwater basin has been dropping due to lack of water being recharged in the Kern River. Fifteen of the City's water wells are in danger of not being able to pump water because the groundwater levels are near the bottom of pumps, which are located in the wells deep below the ground. This project will lower the pumps in the wells to ensure that they are well below the current groundwater levels. Project is funded with Domestic Water funds. • Wellhead Facilities Upgrade ($1,990,000) – Several projects are required to improve water production and treatment operations at various well sites within the system. Project is funded with Domestic Water funds.

Other Capital Improvement Projects:

Significant Capital Improvement Projects outside the above-referenced categories include:

• Pavement Management System ($200,000) - This project replaces the 15 year old current pavement management system which is now outdated because of new technology. Funding source for this project is Gas Tax funds.

293 Honorable Mayor and City Council FY 2011-2016 Adopted CIP - Letter of Transmittal July 1, 2011 Page 8

• Narrow Banding of Communication Equipment ($225,000) – This is the final year of a multi-year project to replace old broadband infrastructure equipment (receivers, comparators, and repeaters) to comply with the FCC required narrow band capacity. The conversion must be completed by December 2012. A total of 15 City channels are impacted including Police, Fire, Public Works, and the Water Departments. Funding source for this project is Capital Outlay funds.

Summary

Staff is pleased to present the Capital Improvement Program budget five-year plan for 2011-2016, and the adopted FY 2011-12 Capital Improvement Program budget. The projects contained within these budgets represent a wide range of improvements to our infrastructure that will ensure the sustainability of our City facilities, enhance the aesthetics of our community, and provide safety to our residents. 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 all staff involved in preparation, managing, and monitoring of the City of Bakersfield’s Capital Improvement Program.

294 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. In addition to property taxes and sales taxes, the CIP 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.

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 planning period.

295 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 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 2011-2016 CAPITAL IMPROVEMENT PROGRAM

The Capital Improvement Program and five-year budget for the City of Bakersfield for fiscal years 2011-2016 was adopted on June 29, 2011. 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 four broad initiatives: • Enhancing the City’s transportation network; • Support of new growth and development;

296 Capital Improvement Program Overview continued

• Maintenance and construction of new City facilities; and, • Implementation of these initiatives without impacting previously approved capital projects.

Enhancing the City’s Transportation Network

The City Council has continued its commitment to maintain and reconstruct streets and roads in the FY 2011-12 CIP. Approximately $15.2 million is budgeted to address citywide street maintenance/reconstruction issues. The amount budgeted is composed of federal transportation funds of $2,769,218 (T2K218); a local match of $590,782 from the City’s share of state gasoline taxes as accounted for within the Gas Tax Fund (T2K218); $3.5 million of one-time Capital Outlay Funds (T2K204); and, $848,841 of Prop 42 funds (T2K204). In addition, the Operating Budget includes $7.5 million for street materials and operating costs.

Operating Budget Impact – Approximately $7.5 million has been budgeted in the City’s Operating Budget for street materials and operating costs associated with these projects.

TRAFFIC SIGNAL COORDINATION – Five projects to expand the City’s signal communication network will be funded 88.53 percent with federal Congestion Management Air Quality (CMAQ) funds and 11.47 percent with Gas Tax funds.

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 – Two new traffic signal projects are included in the CIP. The signal at the intersection of Panama Road and Reliance Drive will be funded predominantly with federal funds with the match from Transportation Development funds. The signal at the intersection of Olive Drive and Old Farm Road will be funded with Transportation Development funds.

Operating Budget Impact – Each signal will create additional operating and maintenance costs in the amount of $2,700 for FY 2011-12.

TRIP - The Thomas Roads Improvement Program (TRIP), a division within 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. Other than the Westside Parkway discussed below, the TRIP projects are still in the environmental and design

297 Capital Improvement Program Overview continued

phases and so have no impacts themselves to the FY 2011-12 operating budget. However, State Route 178 (23rd and 24th Streets) between the Kern River and M Street was relinquished by Caltrans to the City this past June to allow for the upcoming TRIP widening project for this roadway. This relinquishment results in the City now being responsible to maintain about two miles of roadway and nine traffic signals which were formerly the responsibility of Caltrans.

T9WP00 - WESTSIDE PARKWAY – The City and KernCOG have been working with the California Transportation Commission (CTC) regarding the phasing of and funding for the construction of the Westside Parkway, and how that phasing/funding is identified in the State Transportation Improvement Program (STIP). $9,000,000 is budgeted in the FY 2011-12 CIP for the Westside Parkway project. These funds are to ensure completion of the segments of the project from Truxtun Avenue to Allen Road.

Operating Budget Impact – Phase 1 of the Westside Parkway Project, Mohawk Street from Truxtun Avenue to Rosedale Highway, was completed June 30, 2011. Phase 1 includes 1.5 miles of new asphalt six-lane arterial street, four new bridge structures and three new traffic signals. Most of the Westside Parkway Project is currently planned to ultimately become part of the State of California highway system shortly after its completion, at which time the State (Caltrans) would assume the responsibility to maintain the facility. However, most of the Mohawk Street improvements constructed with Phase 1 will not be taken over by the State and will continue to be the maintenance responsibility of the City.

There will be no other impacts on the Operating Budget until FY 2012-13 when the initial freeway portion of the Project is anticipated to be completed. At that time, 6.2 miles of new concrete 6-lane freeway and 15 associated traffic signals and a number of bridge structures will become the City’s responsibility to maintain. However, as these roadway facilities will be new, initial maintenance costs should be low, thereby having minimal impacts on the Operating Budget until such time as Caltrans takes over the facility. At that time, the State will then be responsible for the facility’s maintenance costs.

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.

T1K214 - STREET IMPROVEMENT AT ALLEN ROAD AND BRIMHALL ROAD; T1K224 – STREET IMPROVEMENT AT BUENA VISTA ROAD FROM CAMPUS PARK DRIVE TO WHITE LANE – These two projects will add additional lanes because of increased traffic volumes.

298 Capital Improvement Program Overview continued

Operating Budget Impact – Impact to Operating Budget will be minimal. There will be additional lane lines for General Services’ staff to periodically refresh. Streets Section will have additional pavement surface to maintain; however, the impact will be several years away

Domestic Water Infrastructure Water Improvements:

• E6J007 – WATER MAIN EXTENSIONS – New water main extensions are required to ensure adequate water pressure throughout the system and to loop the system so water will flow more efficiently.

• E1J102 – WELLHEAD FACILITIES UPGRADE – Several projects are required to install granular activated carbon (GAC) treatment facilities at various well sites to improve water production and treatment operations within the system.

• E5J102 – PUMP STATION UPGRADES – This project will upgrade several older oil-lubricated well pumps and motors to new energy efficient water lubricated pumps. The elimination of food-grade oil in these pumps will reduce unwanted bacteriological growth in the wells.

Operating Budget Impact – Additional operating costs for these projects will be minor. Installation of additional domestic water infrastructure will not significantly change operation and maintenance costs for the domestic water system because the City’s Operation and Maintenance Contractor (California Water Service Co.) charges a monthly flat fee, per contract, of $11.59 per connection.

Maintenance and Construction of City Facilities

Investment in City facilities is a goal of the 2011-16 CIP.

P2C301 – SPLASH PAD AT CENTRAL PARK – This project will replace a public swimming pool that was removed from Central Park several years ago. The spray park requires no staffing and allows for an extended season as opposed to swimming pool operations.

Operating Budget Impact – Annual operating costs for this Spray Park feature is estimated at $18,000. These costs will be funded by the General Fund.

T9K119 – REPAIR OF OAK STREET BRIDGE – This project is necessary to maintain the bridge structure. The first phase will replace the major expansion joint gaskets and repair some damaged concrete. The second phase will replace the rest of the expansion joint gaskets and seal the bridge deck.

299 Capital Improvement Program Overview continued

Operating Budget Impact – Construction of this project will improve the existing street. It will not increase expenditures in the Operating Budget. Without the project, city staff from the Streets Division would be called out to do some minor repairs from time to time. The project will minimize that work by the Streets Section.

E2K206 – SEWER REHABILITATION, MT VERNON AVENUE FROM EAST 3RD STREET TO HENLEY – This project will rehabilitate a portion of the sewer lines that has deteriorated.

Operating Budget Impact - This project will rehabilitate this sewer line before it becomes a maintenance problem. It will not increase expenditures in the Operating Budget. However, deferral of this project could negatively impact the Operating Budget as maintenance issues are addressed.

P3H213 – FIRE DEPARTMENT SELF-CONTAINED BREATHING APPARATUS (SCBA) REPLACEMENT – This project will replace SCBAs for the Fire Department. Current SCBAs experience increased repair issues and use outdated technology.

Operating Budget Impact – Nominal positive impact on Operating budget since there will be a decrease in repair costs with replacement of the units.

CIP Projects Recently Completed or Soon to be Completed:

The following address the impacts on the Operating Budget of several major projects that have been previously or will be completed in FY 2011-12.

P8C227 – CITY IN THE HILLS PARK – This 9-acre park is located in the Northeast at City Hills Drive and Vineland. This park will include tennis courts, basketball courts, sand-volleyball courts, children’s playground, picnic facilities, shade structure, safety lighting, outdoor exercise equipment, and a perimeter walking path. Construction is scheduled to be completed in September 2011.

Operating Budget Impact - Annual operating costs for this Park is estimated at $200,000. These costs will be funded by a combination of General Fund dollars and Consolidated Maintenance District property assessments.

P7C727 – GREYSTONE PARK – This 8-acre park is located in the Southwest at Mountain Vista and Harris Road, adjacent to Fire Station #14. Amenities include a splash pad, basketball courts, restroom, playground, reservable covered picnic area, energy saving LED walkway, and a parking lot off of Maintain Vista. This Park was completed in June 2011.

300 Capital Improvement Program Overview continued

Operating Budget Impact - Annual operating costs for this Parks are estimated at $201,000. These costs will be funded by a combination of General Fund dollars and Consolidated Maintenance District property assessments.

E0K214 – WASTEWATER TREATMENT PLANT NO. 3 SOLAR PROJECT – The one- megawatt photovoltaic system at Wastewater Treatment Plant No. 3 is anticipated to become operational in September 2011. This project was funded 54% with a U.S. Department of Energy American Recovery and Reinvestment Act (ARRA) grant and 46% with rebates from PG&E’s California Solar Initiative.

Operating Budget Impact – This project will yield an annual electrical savings of $220,000 annually. This savings has been incorporated into the electrical operating budget for FY 2011-12.

P9K119 – LANDSCAPE IMPROVEMENTS, BAKERSFIELD MUNICIPAL AIRPORT – This project consists of landscape improvements on two parcels fronting on South Union Avenue. This project is scheduled to be completed in November 2011.

Operating Budget Impact – Annual costs to maintain the installed landscaping will be funded with General Aviation funds. Annual costs are estimated at $3,600.

P0C120 – Mill Creek Linear Park Sister City Gardens Phase A – This project will construct new landscape improvements adjacent to the Mill Creek Linear Park walking path, located on the southeast corner of the intersection of the path with 18th Street in downtown Bakersfield. The project will include decorative stamped concrete pavement, decorative lighting, shade structures, decorative water fountain pool with stone and tile veneer, trellis work, landscaping, and irrigation. Landscaping was chosen to reflect the type of landscape which reflects the Sister City region that is being represented at the sites. This project is scheduled to be completed April 2012. Operating Budget Impact – Because of the unique amenities for the Sister City Gardens Project, determining the Operating Budget impact of this Project is difficult to estimate at this time. However, the General Fund will provide the funding source for the operating costs.

FINANCIAL SUMMARIES

The following pages contain financial summaries and additional information pertaining to the adopted 2011-2016 Capital Improvement Program Five-Year Plan. Information contained in the following tables are: • Summary by Department; • Funding Summary; and,

301 Capital Improvement Program Overview continued

• 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 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 2011-2016 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.

302 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 C.I.P. SUMMARY BY FUND

Thomas Roads Grant Sewer Enterprise Fund Funding $21,734,115 $1,645,000 2.9% 37.7%

Refuse Collection Fund $527,000 0.9% Transportation Park Improvement Fund Development Fund

303 $232,000 0.4% $8,105,855 14.0%

Other $86,900 0.2% Agricultural and Gas Tax Fund Domestic Water Funds $2,337,752 4.0% $4,795,000 8.3% Community Development Block Capital Outlay Fund Federal Transportation Grant $1,440,000 2.5% $12,246,621 21.2% Fund $4,564,739 7.9%

TOTAL: $57,714,982 304 305 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2011-2016 SUMMARY BY DEPARTMENT

Department FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Total

Fire $ 1,665,621 $ - $ - $ - $ - $ 1,665,621 Public Works 50,436,361 262,200,704 130,743,000 5,006,001 443,131,000 891,517,066 Recreation and Parks 818,000 818,000 Water Resources 4,795,000 2,785,000 2,785,000 1,705,000 1,705,000 13,775,000 Total $ 57,714,982 $ 264,985,704 $ 133,528,000 $ 6,711,001 $ 444,836,000 $ 907,775,687 306 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2011-2016 FUNDING SUMMARY

Source Fund Funding Source Description FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Total

AWF 431 Agricultural Water Fund $ 475,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 875,000 CDBG 111 Community Development Block Grant 1,440,000 1,440,000 COF 311/316/317 Capital Outlay Fund 12,246,621 2,088,700 125,000 240,000 125,000 14,825,321 DWF 441 Domestic Water Fund 4,320,000 2,685,000 2,685,000 1,605,000 1,605,000 12,900,000 EMF 511 Equipment Management Fund 26,400 26,400 FTF 121 Federal Transportation Fund 4,564,739 4,564,739 GAF 451 General Aviation Fund 60,500 40,000 100,500 307 GTF 151 Gas Tax Fund 2,337,752 209,000 2,546,752 PIF 321 Park Improvement Fund 232,000 232,000 RCF 421 Refuse Collection Fund 527,000 527,000 SEF 411/412 Sewer Enterprise Fund 1,645,000 1,211,000 15,034,000 2,293,000 350,000 20,533,000 TDF 331/335 Transportation Development Fund 8,105,855 43,378,072 107,430,598 1,805,609 232,516,162 393,236,296 TRIP 122/123/124 Thomas Roads Improvement Fund 21,734,115 215,482,932 7,944,402 667,392 210,139,838 455,968,679 Total $ 57,714,982 $ 264,985,704 $ 133,528,000 $ 6,711,001 $ 444,836,000 $907,775,687

North Bakersfield Recreation and Parks District $ - $ - CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS (TRIP PROJECTS REPORTED UNDER SEPARATE SECTION)

Proj. Project Title Ward Source Fund FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Total

Current Year Proposed Projects:

P2K207 AIRPORT-PNT SHADPRT/HNGRS 1 GAF 451 $ 40,000 $ 40,000 $ - $ - $ - $ 80,000 P2K206 AIRPORT-REPLACE BEACON 1 GAF 451 20,500 20,500 T2K220 BDG RAILING BEALE/UPRR 2 GTF 151 11,470 11,470 T2K220 BDG RAILING BEALE/UPRR 2 ISTEA 121 88,530 88,530 P2K218 BIKE PATH CALLOWAY WEIR 3 GTF 151 7,111 7,111 P2K218 BIKE PATH CALLOWAY WEIR 3 ISTEA 121 54,889 54,889

308 P2K208 CONV CTR DIMMER PANEL 2 COF 311 190,000 190,000 P2K215 CONV CTR REROOF STAGE HSE 2 COF 311 149,000 149,000 T2K200 CURB & GUTTER - CALIF & P 1 CDBG 111 500,000 500,000 T2K201 CURB & GUTTER - OLEANDER 2 CDBG 111 500,000 500,000 P2K201 GLASS REMOVAL SCREEN 1 RCF 421 300,000 300,000 P2K203 GRINDER STATION COVER 1 RCF 421 40,000 40,000 Q2K201 M/W RADIO REPL PLZTW&FS6 1, 2, 7 COF 311 130,000 130,000 T2K214 MEDIAN MAIN PLAZA 4 GTF 151 66,100 66,100 T2K224 MISC CONCRETE CONSTRUCTIO CITYWI GTF 151 25,000 25,000 Q0K103 NARROWBAND RADIO CHANNELS VARIOUCOF 311 225,000 225,000 T2K212 PARKWAY IMP STOCKDALE HWY 1 GTF 151 27,480 27,480 T2K212 PARKWAY IMP STOCKDALE HWY 1 ISTEA 121 201,520 201,520 Q2K203 PAVEMENT MANAGEMNT SYSTEM N/A GTF 151 200,000 200,000 E2K201 PLANT 2 MISC IMPROVEMENTS 1 SEF 411 250,000 250,000 250,000 250,000 250,000 1,250,000 E2K214 PLANT 3 MISC IMPROVEMENTS 6 SEF 412 100,000 100,000 100,000 100,000 100,000 500,000 T2K218 PVMTREHAB FY11-12 RSTP 2,6,7 GTF 151 590,782 590,782 T2K218 PVMTREHAB FY11-12 RSTP 2,6,7 ISTEA 121 2,769,218 2,769,218 T9K119 REPAIR OF OAK ST BRIDGE 2 GTF 151 372,000 372,000 P2K211 REPL COOLING TOWER - CHS 2 COF 311 80,000 80,000 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS (TRIP PROJECTS REPORTED UNDER SEPARATE SECTION)

Proj. Project Title Ward Source Fund FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Total

Current Year Proposed Projects (Continued):

T1K215 REPLC FAILD/DAMAGE ST LTS VARIOUCOF 311$ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000 P2K217 REPLCE A/C - BLDG "A" 2 RCF 421 187,000 187,000 P2K214 REPLCE OVRHD DRS AT FLEET 2 EMF 511 26,400 26,400 P2K213 REROOF CITY HALL SOUTH 2 COF 311 121,000 121,000 T2K204 RESURFACING STREETS DIV VARIOUCOF 311 3,500,000 3,500,000 T2K204 RESURFACING STREETS DIV VARIOUGTF 151 848,841 848,841

309 E2K202 SEWER STUB INVESTIGATION 4, 5 SEF 412 100,000 100,000 T2K205 SIG MOD MISCELLANEOUS VARIOUGTF 151 25,000 25,000 T2K213 SIG NEW OLIVE DR/OLD FARM 4 TDF 331 209,000 209,000 T2K206 SIG NEW PANAMA/RELIANCE 6 ISTEA 121 185,030 185,030 T2K206 SIG NEW PANAMA/RELIANCE 6 TDF 331 23,970 23,970 T2K209 SIGNAL SYNCH/COMM CHESTER 2 GTF 151 26,945 26,945 T2K209 SIGNAL SYNCH/COMM CHESTER 2 ISTEA 121 207,965 207,965 T2K210 SIGNAL SYNCH/COMM COFFEE 4 GTF 151 38,202 38,202 T2K210 SIGNAL SYNCH/COMM COFFEE 4 ISTEA 121 294,858 294,858 T2K211 SIGNAL SYNCH/COMM GOSFORD 5 GTF 151 33,871 33,871 T2K211 SIGNAL SYNCH/COMM GOSFORD 5 ISTEA 121 261,429 261,429 T1K214 ST IMP ALLEN @ BRIMHALL 4 TDF 331 676,000 676,000 T1K224 ST IMP BV-CMPS PRK TO WHI 5 TDF 331 581,000 581,000 TZK208 ST LIGHTS - TRACT 2548 5 COF 311 15,000 275,000 290,000 E2K209 STUDY: STORM DRAIN SYSTEM CITYWI SEF 411 75,000 75,000 E2K209 STUDY: STORM DRAIN SYSTEM CITYWI SEF 412 75,000 75,000 E2K206 SWRRHB MT VERNON 3RD HEN 1 SEF 411 760,000 760,000 T2K207 TOC UPGRADE N/A GTF 151 45,164 45,164 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS (TRIP PROJECTS REPORTED UNDER SEPARATE SECTION)

Proj. Project Title Ward Source Fund FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Total

Current Year Proposed Projects (Continued):

T2K207 TOC UPGRADE N/A ISTEA 121 348,586 348,586 T2K208 TR SIG INTERC WHITE LN 5, 6 GTF 151$ 19,786 $ - $ - $ - $ - $ 19,786 T2K208 TR SIG INTERC WHITE LN 5, 6 ISTEA 121 152,714 152,714 E2K205 WW REV PROGRAM REVIEW 1-7 SEF 412 175,000 175,000 E2K203 WWTP2 MONIT WELL INSTALL 1 SEF 411 110,000 110,000

310 Total Current Year Proposed Projects $ 16,086,361 $ 690,000 $ 375,000 $ 375,000 $ 375,000 $ 17,901,361

Future Year Proposed Projects:

P0K212 ARENA/ ICE CTR-COMPRSSORS 2 COF 311 $ - $ - $ - $ 75,000 $ - $ 75,000 PZK108 AUTO HVAC CNTRL SYS 2 COF 311 435,000 435,000 T3K041 BRG CONST, HOSKING AT 99 7 TDF 331 2,000,000 2,000,000 PZK203 CHN ELEVATOR REHAB 2 COF 311 140,000 140,000 PZK200 EMER GENRATR@ 1600 TRXTUN 2 COF 311 300,000 300,000 TZK207 PAINT DECORATIVE LIGHTS 2 COF 311 27,700 27,700 P0K211 RABO ARENA/CC MISC IMPROV 2 COF 311 100,000 100,000 100,000 100,000 400,000 P1K203 RECOAT CHN VISITOR PARKNG 2 COF 311 40,000 40,000 PZK201 REPLCE HVAC AT CHN 2 COF 311 350,000 350,000 PZK202 RE-ROOF CITY HALL ANNEX 2 COF 311 176,000 176,000 PZK204 RE-ROOF CITY HALL NORTH 2 COF 311 260,000 260,000 E9K107 SEWER LIFT REHAB 24TH/OAK 3 SEF 411 1,943,000 1,943,000 EZK203 SEWR LIFT STA HAGEMAN/JEW 4 SEF 412 255,000 255,000 EZK204 SEWR LIFT STA OLIVE/CALLO 4 SEF 412 255,000 255,000 TZK204 SIG NEW ARROW/SILLECT 3 GTF 151 209,000 209,000 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS (TRIP PROJECTS REPORTED UNDER SEPARATE SECTION)

Proj. Project Title Ward Source Fund FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Total

Future Year Proposed Projects (Continued):

TZK215 ST IMP BERKSHIRE E STINE 7 TDF 331$ - $ 74,000 $ - $ - $ - $ 74,000 T1K216 ST IMP COFFEE/GOESLING 4 TDF 331 207,000 207,000 TZK216 ST IMP HOSKING W/OF WIBLE 7 TDF 331 201,000 650,000 851,000 TZK217 ST IMP HOSKING/MON/UNION 7 TDF 331 100,000 167,000 591,000 858,000 T7K140 ST IMP HOSKING/WBL/HGH 7 TDF 331 187,000 291,000 250,000 728,000 TZK218 ST IMPR OLD RIVER RD 5 TDF 331 577,000 577,000 T7K115 ST IMPROV STINE 6, 7 TDF 331 100,000 400,000 660,000 1,160,000 EZK208 SWRRHB BRUNDAGE, A TO CHE 1,2 SEF 411 129,000 129,000 311 EZK201 SWRRHB CALIF, P TO UNION 1,2 SEF 411 684,000 684,000 EZK205 SWRRHB MING, CASTR TO CHS 1,7 SEF 411 222,000 222,000 EZK200 WWTP#4 LAND AQUISITION UNKNOSEF 412 14,000,000 14,000,000

Total Future Year Proposed Projects $ - $ 4,095,700 $ 16,993,000 $ 3,666,000 $ 1,601,000 $ 26,355,700

Total Current & Future Year Proposed Projects $ 16,086,361 $ 4,785,700 $ 17,368,000 $ 4,041,000 $ 1,976,000 $ 44,257,061 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT

PUBLIC WORKS: TRIP

Proj. Project Title Ward Source Fund FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Total

Current Year Proposed Projects:

TRRH32 24TH STREET WIDENING - DESIGN 2 TDF 335$ 180,079 $ 4,588 $ - $ - $ - $ 184,667 TRRH32 24TH STREET WIDENING - DESIGN 2 TRIP 124 1,389,921 35,412 1,425,333 TRRH34 24TH STREET WIDENING - ROW 2 TDF 335 1,433,750 1,433,750 TRRH34 24TH STREET WIDENING - ROW 2 TRIP 124 11,066,250 11,066,250 TRCC30 HAGEMAN FLYOVER - ENVIRO 2, 4 TDF 335 800,000 800,000 TRSR12 MORNING DR/SR-178 DESIGN 3 TDF 335 160,580 14,338 174,918 312 TRSR12 MORNING DR/SR-178 DESIGN 3 TRIP 122 1,239,420 110,663 1,350,083 TRRH24 OAK & 24TH ST INT - ROW` 2 TDF 335 166,315 166,315 TRRH24 OAK & 24TH ST INT - ROW` 2 TRIP 124 1,283,685 1,283,685 TRRH22 OAK & 24TH ST INT - DESIGN 2 TDF 335 180,079 4,588 184,667 TRRH22 OAK & 24TH ST INT - DESIGN 2 TRIP 124 1,389,921 35,412 1,425,333 TRRH10 ROSEDALE WIDENING - ENVIR 4 TDF 335 408,332 6,882 415,214 TRRH10 ROSEDALE WIDENING - ENVIR 4 TRIP 124 3,151,668 53,118 3,204,786 TRSR30 SR178 WIDENING 3 TDF 335 286,750 286,750 TRSR30 SR178 WIDENING 3 TRIP 122 2,213,250 2,213,250 T9WP00 WESTSIDE PKWY ALL PHASES 2,4,5 GTF 316 6,000,000 6,000,000 T9WP00 WESTSIDE PKWY ALL PHASES 2,4,5 TDF 335 3,000,000 3,000,000

Total Current Year Proposed Projects $ 34,350,000 $ 265,001 $ - $ - $ - $ 34,615,001

Future Year Proposed Projects:

TRRH37 24TH ST WIDENING - CONST 2 TDF 335 $ - $ - $ 13,972,030 $ - $ - $ 13,972,030 TRRH37 24TH ST WIDENING - CONST 2 TRIP 124 1,127,970 1,127,970 TRCC17 CENTENNIAL CORR - CONST 2 TDF 125 110,341,838 110,341,838 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS: TRIP

Proj. Project Title Ward Source Fund FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Total

Future Year Proposed Projects (Continued):

TRCC17 CENTENNIAL CORR - CONST 2 TDF 126 $ - $ - $ - $ - $ 99,798,000 $ 99,798,000 TRCC17 CENTENNIAL CORR - CONST 2 TDF 335 230,810,162 230,810,162 TRCC12 CENTENNIAL CORR - DESIGN 2 GTF 125 27,023,783 531,180 531,180 28,086,143 TRCC12 CENTENNIAL CORR - DESIGN 2 TDF 335 3,501,218 68,820 68,820 3,638,858 TRCC14 CENTENNIAL CORR - ROW 2 TDF 125 128,368,500 128,368,500 TRCC14 CENTENNIAL CORR - ROW 2 TDF 335 16,631,500 16,631,500 TRCC37 HAGEMAN FLYOVER CONST 2,4 TDF 335 54,855,000 80,000 125,000 55,060,000 313 TRCC32 HAGEMAN FLYOVER DESIGN 2,4 TDF 335 4,815,000 4,815,000 TRCC34 HAGEMAN FLYOVER ROW 2,4 TDF 335 3,300,000 3,300,000 TRSR17 MORNING DR/SR-178 CONST 3 TDF 335 5,211,969 9,176 9,176 5,230,321 TRSR17 MORNING DR/SR-178 CONST 3 TRIP 122 40,228,033 70,824 70,824 40,369,681 TRRH27 OAK & 24TH ST INT - CONST 2 TDF 335 1,376,400 1,376,400 TRRH27 OAK & 24TH ST INT - CONST 2 TRIP 124 10,623,600 10,623,600 TRRH17 ROSEDALE WIDENING - CONST 4 TDF 335 5,665,572 59,613 5,725,185 TRRH17 ROSEDALE WIDENING - CONST 4 TRIP 124 6,214,428 65,388 6,279,816 TRRH14 ROSEDALE WIDENING ROW 4 TDF 335 476,005 476,005 TRRH14 ROSEDALE WIDENING ROW 4 TRIP 124 3,673,995 3,673,995 TRSR32 SR 178 WIDENING - DESIGN 3 TDF 335 415,214 415,214 TRSR32 SR 178 WIDENING - DESIGN 3 TRIP 122 3,204,786 3,204,786 TRSR37 SR178 WIDENING CONST 3 TDF 335 30,860,000 80,000 80,000 31,020,000 TRSR34 SR178 WIDENING ROW 3 TDF 335 6,174,370 6,174,370 TRSR34 SR178 WIDENING ROW 3 TRIP 122 2,125,630 2,125,630

Total Future Year Proposed Projects $ - $ 257,150,003 $ 113,375,000 $ 965,001 $ 441,155,000 $ 812,645,004

Total Current & Future Year Proposed Projects $ 34,350,000 $ 257,415,004 $ 113,375,000 $ 965,001 $ 441,155,000 $ 847,260,005 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT RECREATION AND PARKS

Proj. Project Title Ward Source Fund FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Total

P2C303 BEALE PLGRND REHAB 2 PIF 321$ 232,000 $ - $ - $ - $ - $ 232,000 P2C302 SAUNDERS PLGRND REHAB 1 COF 311 266,000 266,000 P2C301 SPLASH PAD @ CENTRL PRK 2 CDBG 111 320,000 320,000 Total $ 818,000 $ - $ - $ - $ - $ 818,000 314 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT WATER RESOURCES

Proj. Project Title Ward Source Fund FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Total

E6J002 CANAL/STORM DRAIN FENCING CITYWI AWF 431$ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 300,000 E2J201 KR HEADGATE IMPROVEMENTS 2 AWF 431 100,000 100,000 E5J102 PUMP STATION UPGRADES 4,6 DWF 441 250,000 250,000 250,000 250,000 250,000 1,250,000 E1J104 RIVER CONTROL STRUCTURES 2 AWF 431 275,000 275,000 E1J104 RIVER CONTROL STRUCTURES 2 DWF 441 275,000 275,000 P6J001 ROAD BASE CITYWI AWF 431 40,000 40,000 40,000 40,000 40,000 200,000 E9J102 SERV CONNECTION REPL PROG 4,5,6 DWF 441 460,000 460,000 460,000 460,000 460,000 2,300,000 E2J204 SHOWER EYEWASH STATIONS 4,5,6 DWF 441 45,000 45,000 45,000 45,000 45,000 225,000 E6J007 WATER MAIN EXTENSIONS 4,5,6 DWF 441 1,100,000 450,000 450,000 450,000 450,000 2,900,000 315 E2J202 WELL COLUMN EXTENSIONS 4,5,6 DWF 441 200,000 200,000 E1J102 WELLHEAD FACIL UPGRADES 4,6 DWF 441 1,990,000.00 1,080,000.00 1,080,000.00 4,150,000.00 EZJ200 BACK-UP GENERATORS 4,5,6 DWF 441 - 400,000 400,000 400,000 400,000 1,600,000 Total $ 4,795,000 $ 2,785,000 $ 2,785,000 $ 1,705,000 $ 1,705,000 $ 13,775,000 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT

FIRE

Proj. Project Title Ward Source Fund FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Total

P0H111 AFG GRANT-TRAINING PROPS COF 311$ 213,621 $ - $ - $ - $ - $ 213,621 P3H213 FIRE DEPT SCBA REPLACEMT COF 311 1,200,000 1,200,000 P0H211 FIRE STA 1 HEADQUARTERS 1 CDBG 111 120,000 120,000 P0H200 FIRE STA ROOF REPAIRS COF 311 60,000 60,000 P0H007 STA 7 BATHRM REHAB 6 COF 311 72,000 72,000 Total $ 1,665,621 $ - $ - $ - $ - $ 1,665,621 316 APPENDICES REMOVE THIS PAGE Appendices

The appendices section of the budget document includes the City Council Goals & Guiding Principles updated in May 2011. This document is the basis in the development of citywide department goals and objectives to be implemented during fiscal year 2011-12.

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 ...... 318 City Budget Process ...... 355 Operating Budget ...... 357 Basis of Accounting and Budgeting ...... 358 Investment Policy ...... 360 Budget Amendment Process ...... 361

LIST OF EXHIBITS

City Council Ward Boundaries Map ...... 329 Miscellaneous Statistics ...... 330 Miscellaneous Statistics Graphs ...... 331 Governmental Activities Tax Revenue by Source ...... 332 Principal Property Taxpayers ...... 333 Assessed Value of Taxable Property (Table) ...... 334 Assessed Value of Taxable Property (Graphs) ...... 335 Sales Tax Revenue Payers by Industry ...... 336 Demographic and Economic Statistics ...... 337 Property Value and Construction ...... 338 Operating Indicators by Function ...... 339 Capital Asset Statistics by Function ...... 340 Personnel Complement by Division ...... 341 Salary Schedule ...... 343 Budget Calendar ...... 356

317 CITY OF BAKERSFIELD

Adopted May 2011

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. Plan for funding to replace ARRA grant funded officers when the current grant funding expires.

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, Police enforcement and available technology. 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.

6. Reduce Part 1 and quality of life crimes through directed policing practices and strategies that utilize crime analysis to identify crime trends and heavy calls for service locations. Utilizing the resources of Crime Prevention, proactively work with neighborhoods, commercial areas and schools to make individuals and property less attractive to the criminal element.

7. Continue to work closely with the Kern County Department of Human Services Child Protective Services in a partnership to effectively investigate allegations involving child victims of physical abuse, sexual abuse, and neglect.

8. Complete the Communications Center remodel, utilizing dedicated funding sources (Target Completion Date: 2011).

318 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 ).

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 and older 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 and older streets using recurring state road funds and pursue a plan through Kern COG using 10% of state road funds allocated for Bakersfield for rehabilitation of local streets and roads.

3. Pursue all new revenue sources from the 2006 state transportation bond. Identify, through Kern COG, 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 Thomas Roads Improvement Program including:

a. Construction of Westside Parkway Phases 1 2, 4, and 6a (Completion 2012).

b. Completion of environmental, land acquisition and design work for State Route 178 and Morning Drive Interchange (begin construction); State Route 178 widening (begin construction early 2013); Rosedale Highway widening (begin construction early 2014); 24th Street Improvements (begin construction mid 2014); Hageman Flyover project (begin construction early 2013); and Centennial Corridor project (begin construction summer 2015).

3. Pursue the prudent acquisition of needed properties on designated transportation corridors from willing sellers with available funds designated for transportation purposes.

319

GOAL 2.3: IMPLEMENT THE CONSTRUCTION OF THE WESTSIDE PARKWAY AS PROMPTLY AS POSSIBLE.

Target Actions to Meet Goal:

1. Construction of Westside Parkway Phase I, Mohawk Extension (Target Completion Date: Summer 2011).

2. Westside Parkway construction from Mohawk to Allen Road, Phase 2 (Target Completion Date: December 2012).

3. Westside Parkway construction, Truxtun Tie-In, Phase 4 (Target Completion Date: December 2012).

4. Westside Parkway construction, preliminary work (utility relocations), Phase 6a, to prepare for Phase 6b, the Allen Road Interchange.

5. Encourage completion of the Westside Parkway by accessing state and other funds.

GOAL 2.4 PURSUE THE REMAINING LAND ACQUISITION AND CONSTRUCTION FUNDING FOR THE SR 99/HOSKING ROAD INTERCHANGE

1. Set aside $2 million within the Transportation Development Fund in FY13/14 for the purchase of remaining right of way.

2. Pursue all opportunities for State and funding for construction of the interchange.

GOAL 2.5: 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 Parkway. • Uplands of the Kern River Parkway Project will add 1.5 miles of pedestrian paths connecting directly to the Parkway (Target Completion Date: June 2011.)

3. Work with local bicycle organizations to identify new bicycle facilities. Encourage installation of bicycle parking areas in the downtown and in private developments. Plan for inclusion of wider bicycle lanes on new and existing streets as the locations may allow.

4. Retrofit existing neighborhoods to be more pedestrian friendly and provide for pedestrian friendly thoroughfares in new developments.

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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. Encourage commercial development that includes plazas, pocket parks and water features.

2. 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.

3. Expand the downtown street light design and streetscape design, and incorporate benches, refuse containers, tables and chairs and explore the use of solar lighting.

4. Coordinate the development and construction of the Federal Courthouse with GSA (Target Completion Date: March 2012).

5. Pursue creation of identifiable districts within the downtown - arts, education, theater, government, finance, etc.

6. Encourage quality downtown housing developments which bring families to the downtown area.

7. Pursue property acquisition in the downtown from willing sellers for projects that fulfill stated downtown planning objectives.

8. Ensure that the future freeway system provides ample and easy access to the downtown area.

9. 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.

10. Improve Q Street corridor from 24th Street to California Avenue to encourage new redevelopment opportunities (Target Completion Date: 2012).

11. Encourage mixed use development south of the Mill Creek project along the California Avenue corridor and surrounding area to further expand redevelopment opportunities.

GOAL 3.2: PURSUE DEVELOPMENT OF THE MILL CREEK PROJECT.

Target Actions to Meet Goal:

1. 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.

321

2. 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: Phase II – 2012).

3. 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.

4. Implement $10.8 million Proposition 1C projects for Mill Creek: (Target Completion Date: Dec 2012).

a. Sister City Friendship Gardens in the linear park along Mill Creek at 18th Street b. Mill Creek Plaza at 17th Street c. Q Street streetscape improvements from California Avenue to 24th Street d. South Mill Creek Village interior streets located on “R”, “S, 13th, and 14th streets between railroad tracks and California Avenue.

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 2011).

3. Implement affordable housing development in the Southeast, Old Town Kern Redevelopment areas.

4. Complete housing and mixed-use developer projects associated with Mill Creek project. A total of 286 residential units will be under development including the following:

a. 19th Street Plaza - 67 Senior apartment units and parking structure. (Target Completion Date: 2011) b. Creekview Villas - 36 upscale townhome. Phase 1: 14 units (Target Completion Date - Phase 1: 2011) c. Mill Creek Courtyard - 57 units (Target Completion Date: Dec 2012) d. South Mill Creek Apartments (Chelsea) - 70 units (Target Completion Date: Spring 2012) e. 20th Street Senior Apartments - 56 units (Target Completion Date: Dec 2013)

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:

322

1. Update Metropolitan Bakersfield General Plan including planning for infrastructure and delivery of public services, as well as compliance with climate change legislation, other environmental laws, and smart growth principles.

2. Facilitate annexations where staff is sensitive to the areas and where support starts with the neighbors. Provide information to explain financial incentives or other benefits of annexation, including water and sewer service, which encourage urban areas in the County to be annexed into the City.

3. Work with major corporations/homebuilders and land owners to facilitate master planned additions to Bakersfield including the use of development agreements.

4. Encourage the use of development agreements which provide for cohesive design and transportation elements and standards to unify master planned communities.

5. Develop strategies to reduce consumption of prime agricultural land for urban development.

6. Plan for development of City facilities such as fire stations, police stations, parks, and water facilities such as wells and pumps, etc., with other governmental agencies and organizations and locate such facilities in a manner which will provide economies of scale, reduce costs, and maximize the public benefit of City facilities and other related public facilities.

7. Encourage and promote the economic viability of the Municipal Airport, including an update of the Master Plan for the facility .

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. Complete the Environmental Impact Report process to provide a year-around flow of water in the Kern River Channel through Bakersfield.

4. Participate in hearings through the State Water Resources Control Board to obtain rights to unappropriated Kern River water.

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.

323 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 THE CITY.

Target Actions to Meet Goal:

1. Encourage and support redevelopment and neighborhood improvements in Southeast Bakersfield and on Q Street between 24th and California Avenue as part of the Mill Creek project by providing streetlights, street repairs, and median island landscaping and streetscapes. (Target Completion Date: Phase I - 2011)

2. Develop policies for specific incentives for residential in-fill in blighted areas. Encourage and promote in-fill projects and redevelopment in the older areas within the city.

3. Continue program to improve existing median islands with landscaping and reduce water use by using decorative rock features in accordance with City standards throughout the city.

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.

2. Encourage business retention and expansion through programs which collaborate with local organizations such as trade unions, vocational training centers, schools and universities to provide technical assistance, employee training resources and other 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 Projecdt areas and the Incentive Area.

5. Promote Bakersfield development site opportunities through collaboration with local and national commercial and industrial brokers and site selectors.

324 6. 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.

7. Enhance the Economic Development website and update the database of demographic and economic information for Bakersfield.

8. Collaborate with local and regional economic development organizations to cooperatively promote local job creation and retention.

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. Promote and encourage community gardens.

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 multi-purpose stadium.

2. Pursue National Recreation and Park Association (NRPA) Accreditation to enhance, promote and foster community image. (Complete; next review date 2013.)

3. Continue the operation of existing city swimming pools in a safe and cost effective manner.

GOAL 6.3: CONSTRUCT NEW RECREATIONAL AND CULTURAL FACILITIES.

Target Actions to Meet Goal:

1. Complete design for 200+ acre Bakersfield Sports Village to address soccer, baseball, aquatic facilities and related needs on Taft Highway. Awarded bid for phase one development of eight lighted soccer fields. (Target Completion Date: July 2011).

325

2. Complete design and begin construction of improvements to City recreational facility (Mesa Marin) Sports Complex adjacent to City in the Hills development in northeast Bakersfield. (Target Completion Date: Summer 2011).

GOAL 6.4 : TO BE PROACTIVE IN THE REDUCTION OF SOLID WASTE WITHIN THE CITY THROUGH THE PROMOTION AND IMPLEMENTATION OF RECYCLING PROGRAMS AND OTHER WASTE MANAGEMENT STRATEGIES THAT ARE EFFICIENT, COST EFFECTIVE, CONSISTENT WITH COUNCIL GOALS, AND MEET APPLICABLE STATE REQUIREMENTS, IF ANY.

Target Actions to Meet Goal:

1. Work with Kern County and local refuse haulers to improve and enhance recycling efforts in an efficient and cost effective manner.

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 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.

326 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 foster a “cut-as-you-go” policy, implementing spending offsets to cover the expenses of new programs whenever possible.

• To recognize that pension costs are a large percentage of the General Fund and to therefore pursue fiscal policies which prudently govern such costs.

• To encourage utilization of local vendors wherever possible and continue an investment policy that provides opportunities for City funds to be invested locally if all other conditions such as rate of return are the same.

• To attract and foster a qualified workforce by creating an environment that encourages employees to achieve and provide quality customer service.

• To maintain positive and effective labor and employee relations through enhanced employee reward and recognition programs, involving all staff in implementing the goals and objectives of the City.

• Continue 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 the public through improved response to citizen complaints and inquiries through use of constituent tracking software and available technology.

• 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.

327 • Adhere to City Statement of Water Resources Policy in preserving the quality and quantity of City‘s Kern River water supplies and water rights of the water resources available to the City.

• Maintain, replace and protect the City’s infrastructure (i.e. streets, storm drains, sewer lines, canal crossings, buildings, 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.

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08/28/2009 Prepared by the City of Bakersfield, CA Geographical Information Service division of Management Information SHAFTER RD SHAFTERServices. RD SUNSET BLVD BAKERSFIELD The City of Bakersfield makes no warranty, representation, / or guarantee regarding the accuracy of this map. This 2 0 1 1 map is intended for display purposes only and does not 0 0.8 1.6 replace official recorded documents. WARD BOUNDARIES Miles KR A© CITY OF BAKERSFIELD MISCELLANEOUS STATISTICS

DATE OF INCORPORATION 1898

CHARTER ADOPTED 1915

FORM OF GOVERNMENT COUNCIL-MANAGER

POPULATION (2010) 347,483

CITY EMPLOYEES/1,000 4.15

AREA (1/1/11) 143.6 sq. mi.

MILES OF STREETS (1/1/11) 1,246

MILES OF STORM DRAINS (1/1/11) 262

NUMBER OF TRAFFIC SIGNALS (1/1/11) 361

MILES OF SANITARY SEWERS (1/1/11) 1,060

NUMBER OF PARKS AND ACREAGE (1/1/11) 55 PARKS (488 ac.)

Prepared by the City Manager’s Office

330 CITY OF BAKERSFIELD FISCAL YEAR 2011-12

City Square Miles

175 131.02 136.38 137.62 143.6 150 131.02 125 100 75 50 25 0 Square Miles 2006 2007 2008 2009 2010 End of Calendar Year

Annual Population Growth

400,000 311,824 323,213 328,692 333,719 347,483 350,000 300,000 250,000 200,000 150,000

Population 100,000 50,000 2006 2007 2008 2009 2010 End of Calendar Year

City Employees per 1,000 Population

6 5.17 4.99 4.32 4.15 5 4.44 4 3 2 1 Employees 0 2006 2007 2008 2009 2010 End of Calendar Year

331 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 GOVERNMENTAL ACTIVITIES TAX REVENUES BY SOURCE LAST SIX FISCAL YEARS Transient Utility Fiscal General Sales and Use Business In-Lieu and Occupancy Franchise Total Taxes Year Property Taxes Taxes License Taxes Other Taxes Taxes Taxes

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 2009 70,869,285 * 56,615,428 7,144,718 3,899,841 5,487,871 3,136,192 147,153,335 2010 57,185,433 * 50,664,333 6,493,702 3,173,514 9,288,614 ** 1,910,719 128,716,315

332 Source: City of Bakersfield FY 2010 Comprehensive Annual Financial Report Note: * Includes VLF Triple Flip tax revenue. ** Includes PG & E Utility Surcharge revenues. CITY OF BAKERSFIELD FISCAL YEAR 2011-12 PRINCIPAL PROPERTY TAXPAYERS CURRENT YEAR AND NINE YEARS AGO Assessed Valuation % of Total Assessed Valuation % of Total Taxpayer Rank Rank 2001 AV 2009 AV

Nestle Holdings Inc $ 68,292,723 3 0.66% $ 199,822,301 1 0.89% Bakersfield Mall LLC 123,562,068 1 1.19% 148,547,602 3 0.66% Chevron USA Inc. 156,149,426 2 0.70% California Water Service Company 0.00% 88,885,268 4 0.40% Donahue Schriber Realty Group LLP 83,272,732 5 0.37% BLC Glenwood Gardens LLP 80,925,397 6 0.36% Castle & Cook Comm. Inc. 93,372,162 2 0.90% 0.00% Bright House Networks, LLC 63,859,637 7 0.28% 333 State Farm Insurance Company 56,153,702 4 0.57% 58,489,580 9 0.24% Kaiser Foundation Health Plan Inc. 61,664,084 8 0.28% Meany Partners 55,008,772 10 0.25% Bear Mountain Limited 54,791,127 5 0.53% Texaco Exploration & Prod, Inc. 24,908,398 7 0.24% Albertsons Inc. 18,849,799 9 0.18% Sun Easton Corporation 27,605,960 6 0.27% TGM Cambridge Village, Inc. 18,651,298 10 0.18% Wal Mart Stores, Inc. 23,661,441 8 0.23% Total taxable assessed value of ten (10) $ 509,848,678 4.90% $ 996,624,799 4.45% largest taxpayers Total taxable assessed value of other taxpayers 9,885,257,385 95.10% 21,423,961,928 95.55% Total taxable assessed value of all taxpayers $ 10,395,106,063 100.00%$ 22,420,586,727 100.00%

Source: City of Bakersfield FY 2010 Comprehensive Annual Financial Report

The ten largest taxpayers comprise 4.45% of the City's 2009-10 overall taxable assessed value of $22.42 billion. CITY OF BAKERSFIELD FISCAL YEAR 2011-12 ASSESSED VALUE OF TAXABLE PROPERTY LAST SIX FISCAL YEARS Secured Less: Tax Total Taxable Fiscal Residential Commercial Other Unsecured Exempt Real Assessed Year Property Property Property Value

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 2009 17,705,933 3,785,022 3,495,239 751,790 957,674 24,780,310 2010 15,577,372 4,030,198 3,311,171 878,216 1,080,957 22,716,000 334 Source: City of Bakersfield FY 2010 Comprehensive Annual Financial Report Note: Amounts expressed in thousands. CITY OF BAKERSFIELD FISCAL YEAR 2011-12 ASSESSED VALUE OF TAXABLE PROPERTY (JUNE 30, 2010)

The City of Bakersfield's FY 2010 assessed value is $22.71 billion, down 8.33% over the 2009 value of $24.7 billion and up 8.45% over the 2007 level of $20.9 billion.

CITY OF BAKERSFIELD Assessed Value

$30,000,000 $24,654,064

$24,780,310 $20,945,571 $25,000,000 $22,716,000

$20,000,000 $16,888,874 $14,259,160 $15,000,000

Billions $10,000,000

$5,000,000

$0 2005 2006 2007 2008 2009 2010 Fiscal Year Ending

In 2010, Residential Secured Property accounted for 65.3% ($15.6 billion) of total taxable assessed value. Commercial Secured property accounted for 17.2% ($4.1 billion) and Other Secured property was 13.9% ($3.3 billion) of total taxable assessed value in the City. In FY 2009-10, Unsecured property accounted for 3.6% of the total assessed value. Tax exempt real property totaled $1,080,957.

Assessed Value by Class 2010 ($ billions)

Other Unsecured Secured $0.87 $3.31 3.6% 13.9% Residential Secured $15.6 Commercial 65.3% Secured $4.1 17.2%

335 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALES TAX REVENUE PAYERS BY INDUSTRY (JUNE 30, 2010)

Number of Percent of % of Total Category Tax Liability Filers Total Liability

Department Stores 27 0.37%$ 7,489,728 16.72% New Car Dealers 45 0.62% 4,738,847 10.58% Service Stations 123 1.69% 4,102,019 9.16% Eating/Drinking Places without Alcohol 463 6.35% 2,586,286 5.77% Eating/Drinking Places with Alcohol 302 4.14% 2,234,268 4.99% Building Materials 30 0.41% 2,231,128 4.98% Heavy Industrial Equipment & Misc Machinery 157 2.15% 1,980,440 4.42% Grocery Stores 115 1.58% 1,766,608 3.94% Petroleum, Petroleum Products, Oil Well, Refining, and Service Station Equipment 39 0.53% 1,529,155 3.41% Full Time Specialty Stores 47 0.64% 1,399,391 3.12% 336 All Other 5,944 81.51% 14,730,739 32.89% 7,292 7,292 100.00%$ 44,788,609 100.00%

Source: City of Bakersfield FY 2010 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. CITY OF BAKERSFIELD FISCAL YEAR 2011-12 DEMOGRAPHIC AND ECONOMIC STATISTICS LAST SIX FISCAL YEARS

Education Level Fiscal Personal Per Capita Elementary Estimated Median Age in Years of Year Population (1) Income (2) Personal School Unemployment (3) Formal Schooling Ending (millions) Income (2) Enrollment (5) Rate (%) (6) (3) (4)

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 70.1% 27,403 8.0% 2008 328,692 22,183 27,713 30.0 70.2% 27,085 9.5% 2009 333,719 24,174 29,940 30.3 71.5% 27,263 14.7% 2010 338,952 ‐‐‐‐‐15.8% 337 Source: City of Bakersfield FY 2010 Comprehensive Annual Financial Report 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) CITY OF BAKERSFIELD FISCAL YEAR 2011-12 PROPERTY VALUE AND CONSTRUCTION LAST TEN FISCAL YEARS Fiscal Commercial Construction Residential Construction Other Construction Total Construction Year No. of Units Value No. of Units Value Value No. of Units Value Ending

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 2,075 480,004 338 2009 95 60,840 1,090 237,091 93,314 1,185 391,245 2010 77 10,162 418 88,651 44,196 495 143,009 Source: City of Bakersfield FY 2010 Comprehensive Annual Financial Report Note: Property value reported in thousands. CITY OF BAKERSFIELD FISCAL YEAR 2011-12 OPERATING INDICATORS BY FUNCTION

Fiscal Year Ending Function 2004 2005 2006 2007 2008 2009 2010 Police Physical arrests 14,380 14,567 16,677 18,210 17,272 18,531 17,023 Parking violations 10,139 9,992 10,572 9,146 11,094 7,985 5,522 Traffic violations 32,475 22,833 - 17,950 10,681 11,365 12,018

Fire Number of calls answered 23,101 24,348 25,735 22,505 27,390 28,605 26,885 Inspections 2,555 3,610 3,906 5,996 3,616 2,444 2,896

Highway and Streets Street resurfacing (miles) 18 22 73 55 76 84 49

339 Sanitation Refuse collected (tons/day) 80,246 85,332 91,110 101,800 94,750 100,750 112,000 Recyclables collected (tons/day) 28,032 31,155 34,588 33,100 35,300 39,200 42,000

Culture and Recreation Athletic field permits issued 3,036 3,396 3,528 2,463 6,902 6,849 6,219 Community center admissions 61,216 59,962 89,478 124,465 301,198 323,661 379,286

Water New connections 1,518 2,056 2,109 1,862 2,542 1,293 954 Water main breaks 15 42 43 87 35 14 5 Average daily consumption (mgd) 31.69 31.79 32.14 31.89 38.03 41,542.00 36,370 Wastewater Average daily sewage treatment (mgd) 30.05 29.95 30.54 31.12 31.18 31.49 31.49 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 CAPITAL ASSET STATISTICS BY FUNCTION

Fiscal Year Ending Function 2004 2005 2006 2007 2008 2009 2010 Land Area 117.42 118.51 120.85 135.48 139.91 143.46 144.40 Public Safety Police Stations/Substations 444444 4 Fire Stations 13 13 13 13 13 13 14 Sanitation Collection trucks 38 42 44 55 56 57 57 Highways and Streets Streets (miles) 983 1,028 1,069 1,178 1,236 1,242 1,379

340 Streetlights 12,756 13,316 14,101 14,965 15,474 15,809 15,923 Traffic Signals 280 293 302 314 326 343 359 Culture and Recreation Parks acreage 398 432 432 447 454 484 494 Parks 45 46 46 48 49 55 55 Swimming Pools 766666 4 Tennis courts 11 11 11 11 11 11 11 Community centers 333333 3 Water Water mains (miles) - 409 589 710 842 926 940 Fire hydrants 8,365 8,518 9,040 9,600 9,765 10,041 10,220 Sewers Sanitary sewers (miles) 889 921 962 1,028 1,055 1,059 1,059 Storm sewers (miles) 173 189 204 244 259 261 262 Maximum treatment capacity 35 41 41 41 41 41 57 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 PERSONNEL COMPLEMENT BY DIVISION

Authorized Authorized Authorized Authorized Change Authorized Division FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2011-12

Mayor 1.00 1.00 1.00 1.00 0.00 1.00 Total Legislative 1.00 1.00 1.00 1.00 0.00 1.00 City Manager 8.00 8.00 8.00 6.00 0.00 6.00 City Clerk 7.00 7.00 6.00 7.00 0.00 7.00 Human Resources 13.00 13.00 10.00 9.00 0.00 9.00 Risk Management 4.00 4.00 3.00 3.00 0.00 3.00 Information Technology 37.00 37.00 31.00 30.00 0.00 30.00 Total Executive 69.00 69.00 58.00 55.00 0.00 55.00 Administration 5.00 5.00 5.00 5.00 0.00 5.00 Accounting and Reporting 16.00 16.00 15.00 14.00 0.00 14.00 Treasury 10.00 10.00 9.00 9.00 0.00 9.00 341 Purchasing 4.00 4.00 3.00 3.00 0.00 3.00 Total Financial Services 35.00 35.00 32.00 31.00 0.00 31.00 Legal Counsel 13.00 13.00 11.00 10.00 0.00 10.00 Total City Attorney 13.00 13.00 11.00 10.00 0.00 10.00 Administration 137.00 137.00 122.00 124.00 (2.00) 122.00 Operations 295.00 295.00 261.00 277.00 3.00 (a) 280.00 Investigations 85.00 85.00 88.00 84.00 0.00 84.00 Total Police Services 517.00 517.00 471.00 485.00 1.00 486.00 Administration 10.00 10.00 8.00 8.00 0.00 8.00 Fire Safety 22.00 20.00 14.00 14.00 0.00 14.00 Fire Suppression 180.00 180.00 178.00 173.00 0.00 (b) 173.00 Total Fire Services 212.00 210.00 200.00 195.00 0.00 195.00 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 PERSONNEL COMPLEMENT BY DIVISION

Authorized Authorized Authorized Authorized Change Authorized Division FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2011-12

Administration 10.00 10.00 10.00 9.00 0.00 9.00 TRIP 7.00 7.00 5.00 5.00 0.00 5.00 Engineering 63.00 61.00 50.00 48.00 (3.00) 45.00 General Services 75.00 75.00 68.00 68.00 1.00 69.00 Streets 98.00 98.00 87.00 87.00 2.00 89.00 Equipment 61.00 61.00 56.00 53.00 0.00 53.00 Wastewater 32.00 32.00 31.00 37.00 0.00 37.00 Solid Waste 110.00 110.00 102.00 102.00 102.00 Total Public Works 456.00 454.00 409.00 409.00 0.00 409.00 Agricultural Water 23.00 23.00 22.00 23.00 0.00 23.00 Domestic Water 2.00 4.00 4.00 5.00 0.00 5.00

342 Total Water Resources 25.00 27.00 26.00 28.00 0.00 28.00

Rabobank Arena 4.00 4.00 4.00 4.00 0.00 (c) 4.00 Total Rabobank Arena 4.00 4.00 4.00 4.00 0.00 4.00 Administration 12.00 12.00 11.00 10.00 0.00 10.00 Parks 144.00 144.00 127.00 122.00 4.00 126.00 Recreation 14.00 14.00 13.00 11.00 0.00 11.00 Total Recreation & Parks 170.00 170.00 151.00 143.00 4.00 147.00 Planning 29.00 29.00 23.00 20.00 (1.00) 19.00 Building 65.00 62.00 46.00 41.00 (3.00) 38.00 Total Development Services 94.00 91.00 69.00 61.00 (4.00) 57.00 Community Development 9.00 9.00 9.00 9.00 0.00 9.00 Economic Development 8.00 8.00 6.00 6.00 0.00 6.00 Convention & Visitors Bureau 5.00 5.00 5.00 4.00 0.00 4.00 Total ED/CD 22.00 22.00 20.00 19.00 0.00 19.00 Total Personnel 1,618.00 1,613.00 1,452.00 1,441.00 1.00 1,442.00 Notes: (a) The three added positions represent the net of an increase of five Safety positions and the elimination of two Civilian positions. (b) Council decided to eliminate five Fire Services Positions after the printing of the 2010-11 Budget Document. (c) Remaining City employees that did not become employees of SMG. CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE

# POSITION TITLE GRADE STEP (HOURLY RATE) OT 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 30 14.689 15.422 16.197 17.009 17.856 A 26059 ACCOUNTING CLERK I - TEMP 735 14.689 A 26060 ACCOUNTING CLERK II 55 16.233 17.045 17.901 18.793 19.734 A 26070 ACCOUNTING CLERK II - CGCC 55 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 28010 ADMINISTRATIVE AIDE 180 21.491 22.567 23.701 24.881 26.126 A 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 89320 ADMINISTRATIVE ANALYST III M04 29.835 31.327 32.895 34.539 36.266 D 22010 ADMINISTRATIVE ASSISTANT I 180 21.491 22.567 23.701 24.881 26.126 A 22019 ADMINISTRATIVE ASSISTANT I-TEMP 780 21.491 A 22020 ADMINISTRATIVE ASSISTANT II 215 23.032 24.189 25.395 26.663 27.995 A 26430 ADMINISTRATIVE TECHNICIAN 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 59020 AIRPORT SUPERVISOR G30 29.835 31.327 32.895 34.539 36.266 C 27200 ANIMAL CONTROL OFFICER 10 13.399 14.066 14.769 15.510 16.291 A 27209 ANIMAL CONTROL OFFICER - TEMP 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 88122 ASSISTANT FIRE CHIEF-SUPPRESS M03 36.885 38.730 40.667 42.703 44.834 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

343 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE

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 27070 ASSOCIATE PLANNER-COMM DEV 360 29.909 31.409 32.979 34.628 36.363 A 27240 ASST CODE ENFORCEMENT OFFICER 60 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 I - TEMP 954 9.500 A 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 13088 AUDITORIUM MAINTAINER I TEMP-T 710 10.388 A 13081 AUDITORIUM MAINTAINER I-T STEP 710 10.388 A 13089 AUDITORIUM MAINTAINER I-TEMP 735 14.689 A 13120 AUDITORIUM MAINTAINER II 50 16.124 16.925 17.768 18.651 19.589 A 57400 AUDITORIUM STAGE MANAGER G25 28.084 29.489 30.963 32.515 34.140 C 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 SPEC G40 32.268 33.884 35.581 37.357 39.229 C 57100 BOX OFFICE MANAGER - CGCC G15 25.428 26.702 28.039 29.445 30.913 C 57090 BOX OFFICE SUPERVISOR G15 25.428 26.702 28.039 29.445 30.913 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 13060 BUILDING MAINTAINER I 10 13.399 14.066 14.769 15.510 16.291 A 13069 BUILDING MAINTAINER I - TEMP 727 11.904 A 13061 BUILDING MAINTAINER I T-STEP 705 9.471 A 13068 BUILDING MAINTAINER I TEMP-T 705 9.471 A 13100 BUILDING MAINTAINER II 30 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 60 17.440 18.313 19.233 20.197 21.206 A

344 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE

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 13340 CANAL TENDER I 50 16.124 16.925 17.768 18.651 19.589 A 13341 CANAL TENDER I T STEP 715 12.641 A 13349 CANAL TENDER I TEMP 742 16.124 A 13348 CANAL TENDER I TEMP-T 715 12.641 A 13350 CANAL TENDER II 90 18.136 19.040 19.986 21.000 22.041 A 90069 CASHIER 900 8.000 A 26120 CASHIER-RECEPTIONIST 15 14.025 14.731 15.464 16.235 17.052 A 26129 CASHIER-RECEPTIONIST-TEMP 730 12.460 A 57270 CHIEF CODE ENFORCEMENT OFFICER 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 90289 CLASS B DRIVER - TEMP 972 12.500 A 90239 CLERICAL AIDE/RECEPTIONIST 900 8.000 A 26180 CLERK STENO I 15 14.025 14.731 15.464 16.235 17.052 A 26210 CLERK STENO II 35 15.177 15.929 16.726 17.573 18.442 A 26220 CLERK TYPIST I 5 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 25 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 - TEMP 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 - TEM 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 SUPV 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 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 SPECIALIST 92 18.310 19.231 20.194 21.209 22.261 A

345 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE

89100 COMMUNITY SERVICES MANAGER M69 54.347 57.066 59.923 62.919 66.066 D 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 88030 CONVENTION CTR 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 26170 DATA ENTRY CLERK 30 14.689 15.422 16.197 17.009 17.856 A 26179 DATA ENTRY CLERK - TEMP 735 14.689 A 88240 DEPUTY CITY ATTORNEY I M15 38.675 40.608 42.640 44.775 47.013 D 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 70 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 28.633 30.086 31.611 33.209 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 58200 DIRECTOR OF ENVIRONMENTAL SVS G60 37.771 39.661 41.645 43.731 45.915 C 88040 DIRECTOR OF OPERATIONS - PARKS 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 50 16.124 16.925 17.768 18.651 19.589 A 25189 ENGINEERING AIDE I - TEMP 742 16.124 A 25210 ENGINEERING AIDE II 90 18.136 19.040 19.986 21.000 22.041 A

346 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE

25220 ENGINEERING AIDE III 115 19.925 20.912 21.962 23.062 24.208 A 88390 ENGINEERING SERVICES MANAGER M48 49.680 52.165 54.775 57.514 60.390 D 25270 ENGINEERING TECHNICIAN I 265 25.202 26.467 27.787 29.179 30.633 A 55300 ENGINEERING TECHNICIAN II G40 32.268 33.884 35.581 37.357 39.229 C 90359 EVENT ATTENDANT 960 13.399 A 57000 EVENTS SUPERVISOR G15 25.428 26.702 28.039 29.445 30.913 C 13500 FACILITY WORKER 10 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 41260 FEMALE INVESTIGATOR I P10 24.214 25.435 26.720 28.072 29.493 A 41300 FEMALE INVESTIGATOR II P15 25.435 26.720 28.072 29.493 30.989 A 41150 FEMALE INVESTIGATOR III P20 25.941 27.255 28.634 30.086 31.610 A 89350 FINANCE DIRECTOR M63 54.259 56.970 59.821 62.812 65.953 D 26080 FINANCIAL INVESTIGATOR 70 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 88130 FIRE BATTALION CHIEF - DAYS M21 38.848 40.790 42.835 44.979 47.221 D 88132 FIRE BATTALION CHIEF-SUPPRESS M01 27.745 29.137 30.593 32.127 33.730 D 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 45 16.086 16.888 17.736 18.625 19.554 A 26269 FIRE DISPATCHER I - TEMP 740 16.086 A 26290 FIRE DISPATCHER II 75 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 21479 FIRE INSPECTOR-TEMPORARY 135 20.621 21.653 22.734 23.874 25.066 A 68440 FIRE MARSHAL/TRAINING OFFICER F70 40.855 42.900 45.046 47.302 49.659 A 88440 FIRE MARSHAL/TRAINING OFFICER M36 40.750 42.787 44.933 47.181 49.535 D 27040 FIRE PLANS EXAMINER 325 28.694 30.145 31.672 33.280 34.958 A 21480 FIRE PREVENTION INSP/PETROLEUM 135 20.621 21.653 22.734 23.874 25.066 A 21470 FIRE PREVENTION/ENVIRON OFFR 250 24.072 25.280 26.566 27.917 29.312 A 32200 FIREFIGHTER - DAYS F25 24.028 25.252 26.533 27.875 29.287 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 - SUPPRESS 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 14040 FLEET SERVICE WORKER I 50 16.124 16.925 17.768 18.651 19.589 A 14060 FLEET SERVICE WORKER I 50 16.124 16.925 17.768 18.651 19.589 A 14069 FLEET SERVICE WORKER I - TEMP 742 16.124 A

347 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE

14061 FLEET SERVICE WORKER I T-STEP 715 12.641 A 14068 FLEET SERVICE WORKER I-TEMP-T 715 12.641 A 14050 FLEET SERVICE WORKER II 90 18.136 19.040 19.986 21.000 22.041 A 14460 FLEET SERVICE WORKER II 90 18.136 19.040 19.986 21.000 22.041 A 14049 FLEET SERVICE WORKER TEMP 50 16.124 16.925 17.768 18.651 19.589 A 14048 FLEET SERVICE WORKER TEMP-T 715 12.641 A 22130 FLEET SERVICES SYSTEMS ANALYST 145 20.821 21.864 22.960 24.106 25.313 A 88400 FLEET SUPERINTENDENT M18 40.251 42.269 44.383 46.599 48.935 D 21510 GENERAL SERVICES COORDINATOR 115 19.925 20.912 21.962 23.062 24.208 A 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 97 18.861 19.803 20.787 21.837 22.921 A 25009 GIS TECHNICIAN - TEMP 882 18.861 A 25230 GRAPHICS TECHNICIAN 150 20.850 21.903 22.985 24.136 25.345 A 57200 HAZARDOUS MATERIALS COORD G45 32.910 34.555 36.285 38.100 40.008 C 27230 HAZARDOUS MATERIALS SPECIALIST 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 13240 HEAVY EQUIP OPR - WASTE WATER 183 21.731 22.807 23.952 25.159 26.407 A 13230 HEAVY EQUIP OPR-SW & RECYCLING 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 85 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 TEMP 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 70 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 26400 HUMAN RESOURCES TECHNICIAN 215 23.032 24.189 25.395 26.663 27.995 A 26409 HUMAN RESOURCES TECHNICIAN-TEM 785 23.032 A 56990 HYDROGRAPHIC SUPERVISOR G45 32.910 34.555 36.285 38.100 40.008 C 14350 INDUSTRIAL WASTE INSPECTOR 165 21.351 22.419 23.540 24.714 25.954 A 24350 INDUSTRIAL WASTE INSPECTOR 210 22.912 24.072 25.280 26.566 27.917 A 14359 INDUSTRIAL WASTE INSPECTOR-TEM 165 21.351 22.419 23.540 24.714 25.954 A 24359 INDUSTRIAL WASTE INSPECTOR-TEM 782 22.912 A 89930 INSURANCE COORDINATOR M06 36.458 38.277 40.190 42.206 44.314 D 58110 INTERNAL AUDITOR G45 32.910 34.555 36.285 38.100 40.008 C 13490 LABORER 1 9.596 10.077 10.582 11.113 11.669 A 13499 LABORER - TEMP 840 9.596 A 52080 LAW OFFICE ADMINISTRATOR G10 22.646 23.778 24.969 26.218 27.529 C 26300 LEGAL SEC - MUNICIPAL LAW 95 18.729 19.666 20.655 21.682 22.759 A

348 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE

26310 LEGAL SECRETARY 95 18.729 19.666 20.655 21.682 22.759 A 26319 LEGAL SECRETARY - TEMP 765 18.729 A 90449 LIFEGUARD I 905 5.356 A 90459 LIFEGUARD II 915 5.460 A 13190 LIGHT EQUIPMENT OPERATOR-WATER 94 18.588 19.517 20.486 21.523 22.591 A 13180 LIGHT EQUIPMENT OPR - PARKS 94 18.588 19.517 20.486 21.523 22.591 A 13170 LIGHT EQUIPMENT OPR - STREETS 94 18.588 19.517 20.486 21.523 22.591 A 13179 LIGHT EQUIPMENT OPR-STREETS-TE 762 18.588 A 13580 MACHINIST 245 24.087 25.290 26.554 27.874 29.274 A 14200 MAINT CRAFTWORKER I 201 21.924 23.026 24.168 25.382 26.647 A 13080 MAINTAINER - CGCC 30 14.689 15.422 16.197 17.009 17.856 A 13090 MAINTAINER - CGCC 30 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 14320 MAINTENANCE MECHANIC 150 20.850 21.903 22.985 24.136 25.345 A 90269 MAINTENANCE WORKER-EQUIPMENT 939 8.060 A 90249 MAINTENANCE WORKER-GENERAL 939 8.060 A 90279 MAINTENANCE WORKER-PARKS 939 8.060 A 90259 MAINTENANCE WORKER-STREETS 939 8.060 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 26140 MICROGRAPHIC TECHNICIAN 25 14.492 15.218 15.985 16.779 17.619 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 52100 OFFICE ADM-PUBLIC RELATIONS G25 28.084 29.489 30.963 32.515 34.140 C 25089 OFFICE SYSTEMS SUPP ASST-TEMP 757 16.727 A 90153 OFFICIAL I 972 12.500 A 90673 OFFICIAL I (ADULT) 872 0.000 A 90703 OFFICIAL I (YOUTH) 951 9.000 A 90163 OFFICIAL II 981 15.000 A 90683 OFFICIAL II (ADULT) 878 15.142 A 90713 OFFICIAL II (YOUTH) 860 13.399 A 90693 OFFICIAL III (ADULT) 981 15.000 A 90723 OFFICIAL III (YOUTH) 866 16.124 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 13300 PARK MAINTAINER 50 16.124 16.925 17.768 18.651 19.589 A 13320 PARK MAINTAINER II 90 18.136 19.040 19.986 21.000 22.041 A 13308 PARK MAINTAINER TEMP-T 715 12.641 A 13301 PARK MAINTAINER-T 715 12.641 A

349 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE

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 50 16.124 16.925 17.768 18.651 19.589 A 88310 PERMIT AND PLAN CHECK MANAGER M18 40.251 42.269 44.383 46.599 48.935 D 11111 PLACE HOLDER F01 16.312 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 SPEC 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 14489 PLANT MAINTENANCE WORKER-TEMP 738 14.461 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 75 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 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 60 17.440 18.313 19.233 20.197 21.206 A 21459 POLICE SERVICE TECHNICIAN-TEMP 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 90609 POOL MANAGER I 930 6.760 A 90619 POOL MANAGER II 933 7.020 A 90629 POOL MANAGER III 936 7.280 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 60 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

350 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE

25090 PROGRAMMER ANALYST 290 25.815 27.109 28.461 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 59710 PUBLIC INFORMATION OFFICER G30 29.835 31.327 32.895 34.539 36.266 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 26420 RECEPTIONIST 15 14.025 14.731 15.464 16.235 17.052 A 57910 RECORDS SUPERVISOR G45 32.910 34.555 36.285 38.100 40.008 C 90639 RECREATION COORDINATOR I 942 8.112 A 90649 RECREATION COORDINATOR II 945 8.500 A 90659 RECREATION COORDINATOR III 948 9.085 A 90669 RECREATION COORDINATOR IV 954 9.500 A 90089 RECREATION LEADER I 803 0.000 A 90109 RECREATION LEADER II 906 5.460 A 90129 RECREATION LEADER III 912 5.720 A 26020 RECREATION SPECIALIST 180 21.491 22.567 23.701 24.881 26.126 A 88590 RECREATION SUPERINTENDENT M18 40.251 42.269 44.383 46.599 48.935 D 27100 REHABILITATION SPECIALIST 265 25.202 26.467 27.787 29.179 30.633 A 26390 REVENUE PROGRAM AIDE 65 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 13390 SANITATION WORKER I 50 16.124 16.925 17.768 18.651 19.589 A 13391 SANITATION WORKER I - T STEP 715 12.641 A 13398 SANITATION WORKER I TEMP-T 715 12.641 A 13420 SANITATION WORKER II 90 18.136 19.040 19.986 21.000 22.041 A 13429 SANITATION WORKER II-TEMP 760 16.757 A 13439 SANITATION WORKER III TEMP 770 19.925 A 90143 SCOREKEEPER 900 8.000 A 90733 SCOREKEEPER I 805 0.000 A 90743 SCOREKEEPER II 821 0.000 A 90753 SCOREKEEPER III 833 0.000 A 26450 SECRETARY I 55 16.233 17.045 17.901 18.793 19.734 A 26459 SECRETARY I - TEMP 745 16.233 A 26490 SECRETARY II 70 17.838 18.730 19.669 20.650 21.676 A 26500 SECRETARY II - CGCC 70 17.838 18.730 19.669 20.650 21.676 A 26499 SECRETARY II - TEMP 752 17.838 A 25139 SENIOR OFFICE SYS ANALYST-TEMP 792 23.528 A 41170 SENIOR POLICE LAB TECHNICIAN P20 25.941 27.255 28.634 30.086 31.610 A 41270 SENIOR POLICE OFFICER P15 25.435 26.720 28.072 29.493 30.989 A

351 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE

26460 SENIOR POLICE RECORDS CLERK 70 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 56100 SENIOR REAL PROPERTY AGENT G40 32.268 33.884 35.581 37.357 39.229 C 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 T 715 12.641 A 13700 SERVICE MAINTENANCE WORKER 50 16.124 16.925 17.768 18.651 19.589 A 13701 SERVICE MAINTENANCE WORKER-T 715 12.641 A 13440 SEWER MAINTAINER I 50 16.124 16.925 17.768 18.651 19.589 A 13449 SEWER MAINTAINER I - TEMP 742 16.124 A 13441 SEWER MAINTAINER I T-STEP 715 12.641 A 13448 SEWER MAINTAINER I TEMP-T 715 12.641 A 13460 SEWER MAINTAINER II 97 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 13430 SOLID WASTE EQUIPMENT OPERATOR 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 13640 SPRAY RIG OPR/PEST CONTROL ADV 105 19.039 19.989 20.990 22.041 23.143 A 57410 STAGE MANAGER - CGCC G25 28.084 29.489 30.963 32.515 34.140 C 14440 STAGE TECHNICIAN - CGCC 150 20.850 21.903 22.985 24.136 25.345 A 90509 STAGEHAND I 963 11.627 A 90519 STAGEHAND II 972 12.500 A 90529 STAGEHAND III 975 13.412 A 13140 STREET MAINTAINER 50 16.124 16.925 17.768 18.651 19.589 A 13141 STREET MAINTAINER T-STEP 715 12.641 A 13148 STREET MAINTAINER TEMP-T 715 12.641 A 13149 STREET MAINTAINER-TEMP 742 16.124 A 88640 STREET MAINTENANCE SUPT M18 40.251 42.269 44.383 46.599 48.935 D 90389 STUDENT HELP 900 8.000 A 90439 STUDENT INTERN 927 6.448 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 57210 SUPERVISOR I - RECREATION G15 25.428 26.702 28.039 29.445 30.913 C 57119 SUPERVISOR I - TEMP 600 25.428 C 57460 SUPERVISOR I - TREES G15 25.428 26.702 28.039 29.445 30.913 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 57220 SUPERVISOR II - RECYCLING G30 29.835 31.327 32.895 34.539 36.266 C

352 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE

57850 SUPERVISOR II - WASTEWATER G30 29.835 31.327 32.895 34.539 36.266 C 57710 SUPERVISOR III - WASTEWATER G45 32.910 34.555 36.285 38.100 40.008 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 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 90099 SWIM INSTRUCTOR 939 8.060 A 90469 SWIM INSTRUCTOR I 918 5.668 A 90479 SWIM INSTRUCTOR II 921 5.980 A 57160 TECHNOLOGY SERVICES SUPERVISOR G25 28.084 29.489 30.963 32.515 34.140 C 90329 TICKET SELLER 930 6.760 A 14480 TRADES ASSISTANT FIRE HYDRANT 90 18.136 19.040 19.986 21.000 22.041 A 14471 TRADES ASSISTANT T-STEP 720 13.876 A 14479 TRADES MAINT WORKER - TEMP 877 18.136 A 14478 TRADES MAINT WORKER TEMP-T 720 13.876 A 14470 TRADES MAINTENANCE WORKER 90 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 14080 TRAFFIC PAINTER I 50 16.124 16.925 17.768 18.651 19.589 A 14081 TRAFFIC PAINTER I T-STEP 715 12.641 A 14088 TRAFFIC PAINTER I TEMP-T 715 12.641 A 14089 TRAFFIC PAINTER I-TEMP 50 16.124 16.925 17.768 18.651 19.589 A 14190 TRAFFIC PAINTER II 90 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 40 15.447 16.219 17.033 17.881 18.779 A 26259 TRANSCRIBING TYPIST-TEMP 737 15.447 A 90209 TRANSPORTATION OFFICER I 942 8.112 A 90219 TRANSPORTATION OFFICER II 942 8.112 A 90229 TRANSPORTATION OFFICER III 971 13.502 A 13610 TREE MAINTAINER I 50 16.124 16.925 17.768 18.651 19.589 A 13618 TREE MAINTAINER I TEMP-T 715 12.641 A 13611 TREE MAINTAINER I-T STEP 715 12.641 A 13620 TREE MAINTAINER II 97 18.861 19.803 20.787 21.837 22.921 A 13630 TREE MAINTAINER III 115 19.925 20.912 21.962 23.062 24.208 A 57500 URBAN FORESTER G45 32.910 34.555 36.285 38.100 40.008 C 88580 UTILITIES MANAGER M48 49.680 52.165 54.775 57.514 60.390 D 13480 UTILITY WORKER 30 14.689 15.422 16.197 17.009 17.856 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 65 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

353 CITY OF BAKERSFIELD FISCAL YEAR 2011-12 SALARY SCHEDULE

14430 W W TREATMENT PLANT OPR III 229 23.486 24.674 25.913 27.229 28.613 A 90349 WARDROBE 957 9.250 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 SUPERINTENDENT M18 40.251 42.269 44.383 46.599 48.935 D 57450 WATER SUPERVISOR I G15 25.428 26.702 28.039 29.445 30.913 C 57170 WATER SUPERVISOR II G30 29.835 31.327 32.895 34.539 36.266 C 25050 WEBMASTER 220 23.103 24.256 25.468 26.741 28.081 A 13510 WELDER I 200 21.916 23.018 24.167 25.379 26.654 A 13520 WELDER II 245 24.087 25.290 26.554 27.874 29.274 A

354 City Budget Process

The City Budget Process as adopted by Policy Resolution No. 81-97 is intended to provide guidelines for the preparation of the annual City budget whereby the City Manager provides to the full City Council an overview of the City’s fiscal position and the proposed budget for the upcoming fiscal year. Subsequently, each department head presents an oral presentation of his/her department’s proposed activities, programs and financial requirements. The City Council considers and reviews the budget information as presented by the City Manager and departments and adopts the budget no later than June 30th of each year. The Council may at any time refer specific budget issues to the Budget and Finance Committee as necessary.

355 FY 2011-12 Budget Calendar JANUARY 24 FY 2011-12 Budget Instructions, CIP forms, and Salary Projection Report distributed to departments. Departments to prepare CIP Worksheets (project scope, justifications, cost, estimates, funding sources, priority, etc.) FEBRUARY 4 Last date to enter Salary Projection changes. Revenue projections for all funds (excluding enterprise) due to Finance. 11 Internal Service Requests are due. MARCH 4 Department CIP and Operating Budgets are due, including transmittal memo with Department Head signature. Goals and Objectives and Organizational Charts are due. 14-25 Budget review meetings scheduled with departments. APRIL 11 Manager Recommended budget available to departments. 18 First review of department budget presentations. 25 Final review of department budget presentations. MAY 4 FY 2011-12 Proposed Budget distributed to City Council. City Manager’s Budget Overview presentation to Council. 18 Department Budget Presentations/Council Workshop: General Government, Finance, City Attorney, Public Works, Economic and Community Development, Rabobank Arena and Convention Center. JUNE 2 CIP Budget to Planning Commission. 8 Department Budget Presentations/Council Workshop: Recreation and Parks, Fire, Police, Development Services, Water Resources. Proposed FY 2011-12 Operating, Redevelopment Agency, and Capital Improvement Plan Budgets and Appropriations Limit. 29 City Council Adoption of FY 2011-12 Operating, Redevelopment Agency (RDA), and Capital Improvement Program (CIP) Budgets and Appropriations Limit.

356 Operating Budget

The City of Bakersfield's Operating Budget is a planning document that mirrors the City Council's established goals and policies. By providing service delivery based on City Council Goals and Guiding Principles, City departments ensure that the activities they undertake are those that are articulated by the City Council, and are important to the community.

Since the Operating Budget implements Council Goals and Policies, it is only natural that the budget document highlights specific program service objectives and action statements that demonstrate how those goals and policies will be realized. Annually, City departments develop action plans that target progress toward or successful completion of Council goals.

While funding for departmental budgets is prepared using a line-item budget – a budget that focuses on what is to be purchased – overall decisions and long- range planning efforts are concentrated at the program level. This essentially means that the City Council is looking at service delivery from the perspective of providing viable, quality programs to the citizens of Bakersfield.

Structure of the Operating Budget

Within each department category is a hierarchy of what constitutes the Operating Budget. This hierarchy, which is detailed below, provides a basis for how programs are structured and service is delivered to the community.

Goal – Represents a long-term condition or end result. It describes a vision or philosophy about major social and environmental concerns of the community.

Significant Budget Changes – Represents a major departure from historical practice or treatment of a program or line item within a department’s budget.

Action Plan – Qualitatively or quantitatively identifies the service to be provided. Action plans are specific in nature and directly correlate to achieving the results of the department or division goal.

Service Level Indicators – Describe in specific and measurable terms the results a program (within a particular division) is expected to achieve within a given time frame. Service level indicators are derived from the Action Plan.

Expenditure Line Items – The smallest expenditure detail in department budgets.

357 Basis of Accounting and Budgeting

All governmental fund types, Agency Funds and the Discretely Presented Component Unit are accounted for using the modified-accrual basis of accounting. Under the modified-accrual basis, revenues are recognized when they become measurable and available as net current assets. Taxpayer- assessed gross receipts and sales taxes are considered “measurable” when in the hands of intermediary collecting governments and are, therefore, recognized as revenue at that time. Property taxes are recognized as revenue in the fiscal year during which they are levied, adjusted for amounts considered to be collectible more than 60 days beyond the fiscal year-end or ultimately uncollectible.

Those revenues susceptible to accrual are property taxes, franchise taxes, special assessments, licenses, interest revenue and charges for services. Sales taxes collected and held by the state at year end on behalf of the government also are recognized as revenue. Fines and permits are not susceptible to accrual because generally they are not measurable until received in cash.

Expenditures are generally recognized under the modified-accrual basis of accounting when the related fund liability is incurred. An exception is interest on general long-term debt which is not accrued but is recorded when due. Proceeds from issuance of long- term debt are recognized as other financing sources when received, and repayments are recognized as expenditures when due.

All proprietary fund types and Pension Trust Funds are accounted for using the accrual basis of accounting. The revenues of these funds are recognized when they are earned, and their expenses are recognized when they are incurred. Unbilled service revenues, which are not significant, are not recognized as revenues.

Budgets and Budgetary Accounting

The procedures established by the City Council in adopting the budgetary data reflected in the financial statements are as follows:

1. Prior to June 1, the City Manager submits to the City Council a proposed operating budget for the fiscal year commencing the following July 1. The operating budget includes proposed expenditures and the means of financing them.

2. Public hearings are conducted to obtain taxpayer comments.

358 Basis of Accounting and Budgeting continued

3. Prior to July 1, the budget is legally enacted through passage of a resolution.

4. Budgets are adopted for all governmental fund types and are prepared on a basis consistent with generally accepted accounting principles.

5. The City Manager is authorized to transfer budgeted amounts between departments within any fund and approve reductions of budgeted amounts. Since expenditures may not exceed budgeted appropriations at the fund level, any revisions that alter the total appropriations of any fund are to be approved by the City Council. Projects budgeted within the fiscal year but not yet completed can be reappropriated the following fiscal year with City Manager approval. All other unencumbered appropriations lapse at year-end. Encumbered amounts are reappropriated in the ensuing fiscal year budget.

359 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 of return.

The ultimate goal is to enhance the economic status of the City of Bakersfield while protecting the safety of its financial assets.

360 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 to capital improvement subprograms for funded projects within a fund. 3. Transfer appropriations from one funded capital improvement project to another funded capital improvement project within a fund. 4. Transfer appropriations from one department operating subprogram to another department operating subprogram within a fund. 5. Transfer appropriations from one operating object group to another operating object group within a fund. C. Department Head (or designee) authorization is required in order to: 1. Transfer appropriations from one operating subprogram to another operating subprogram (within a department), within the same object group and fund. 2. Transfer of appropriations from one object account to another object account within the same object group and subprogram and fund is permitted, but is discouraged. D. Appropriations carried forward from the prior year are to be used only for the purpose originally intended. Therefore, the transfer of carried forward appropriations to current budget appropriation is not permitted.

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362 GLOSSARY REMOVE THIS PAGE 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.

363 Glossary continued

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.

- 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 re-certification of the budget.

BUDGET CALENDAR − A timetable showing when particular tasks must be completed in order for the council to approve the spending plan before the beginning of the next fiscal year.

BUDGET DOCUMENT – The instrument used by the budget-making authority to present a comprehensive financial program to the City Council. Once adopted by the City Council, it becomes the City’s Annual Operating Budget. The operating budget provides for direct services and support functions of the City (e.g., Police, Fire, Public Works, etc.). The capital budget (Capital Improvement Program) provides for improvements to the City’s infrastructure and facilities, and utilizes long-term financing instruments. (See also Adopted Budget, Annual Operating Budget, Balanced Budget, Capital Improvement Program Budget, Operating Budget.)

BUDGET HEARING – A public meeting to allow citizens to comment on the proposed budget.

BUDGET MANUAL − A booklet prepared by the budget office that includes, at a minimum, the budget calendar, the forms departments need to prepare their budget requests, and a description of the budget process.

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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.

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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 non-cash accounting items.

365 Glossary continued

CITY COUNCIL – The legisative (governing) body of the City. (A list of current Councilmembers and their respective wards is available on the first page of this document.)

CITY MANAGER – An official appointed and employed by an elected council to direct the administration of a city government on a day-to-day basis.

COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) − Usually referred to by its abbreviation, this report summarizes financial data for the previous fiscal year in a standardized format. The CAFR is organized by fund and contains two basic types of information: (1) a balance sheet that compares assets with liabilities and fund balance and (2) an operating statement that compares revenues with expenditures.

CONSUMER PRICE INDEX (CPI) – A statistical description of price levels provided by the UNITED STATES Department of Labor. The index is 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.

366 Glossary continued

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.

- 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.

367 Glossary continued

ENTITLEMENTS – Payments to which local governmental units are entitled, pursuant to an allocation formula determined by the agency providing the monies, usually the state or federal government.

EQUIPMENT MANAGEMENT FUND – Used to account for the cost of operating and maintaining a maintenance facility for vehicular, telecommunications and computer equipment used by other City departments.

EXPENDITURE – Use of funds for payment of current operating expenses, payment of bonds, and payment of major purchases. Expenditures are budgeted by function: personnel (salaries and benefits), operating, capital, non- departmental, and debt services.

EXPENSE – Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest or other charges.

- F -

FTE – Full-Time Equivalent. A measure of the total quantity of all employees. The FTE converts all employee work activity into a number equivalent to work activity hours performed by full-time employees. This serves as a standard measure among departments. A standard 40-hour per week full-time employee is equivalent to 1 FTE. (e.g., if a seasonal employee is calculated at 25%, the FTE is calculated at 0.25.)

FEDERAL AND STATE GRANTS AND CONTRIBUTIONS – Revenue received from the federal and state governments under an administrative agreement to provide financial assistance for programs such as low-cost housing, youth programs, health-related programs, or other federal and state-supported projects.

FEES – Monies paid to the government for expenses incurred for providing special services.

FINANCING – Furnishing the necessary funds to operate or conduct a program or business. Funds can be raised internally, borrowed, or received from a grant.

FINES AND PENALTIES – Revenue derived primarily from Municipal Court fines, forfeits, and penalties.

FISCAL POLICY – A government’s policies with respect to revenues, spending and debt management as these relate to government services, programs and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming, or government budgets and their funding.

368 Glossary continued

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.

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.)

369 Glossary continued

GOVERNMENTAL FUNDS – An accounting entity used to account for operations that rely mostly on current assets and current liabilities. Governmental funds include the General Fund, special revenue funds, enterprise funds and redevelopment funds.

GRANT – A grant is contributions or gifts of cash or other assets from another organization or governmental entity for use in a specific purpose, activity, or facility.

- H -

HUD – United States Department of Housing & Urban Development. A federal agency that is charged with increasing homeownership, supporting community development, and improving access to affordable housing. HUD administers the CDBG (Community Development Block Grant) program.

- I -

INDIRECT COSTS – Those elements of cost necessary in the production of a good or service that are not directly traceable to the product or service.

INFRASTRUCTURE – The physical assets or foundation of the City, including buildings, parks, streets, and water and sewer systems.

INTEREST EARNINGS – Revenue derived from the proper management of the City’s assets, through investment of public funds being held until expended or distributed to other units of government.

INTERGOVERNMENTAL REVENUE – Revenue received from federal, state, and other local government sources in the form of grants, shared revenues, and payments in-lieu of taxes.

INTERNAL SERVICE FUND – A fund used to account for the centralized financing of goods or services provided by one department or agency to other government departments or agencies, or to other governments, on a cost- reimbursement basis. Internal service funds belong to the “proprietary” group of funds. The City of Bakersfield uses internal service funds for the central administration of insurance and equipment replacement.

- L -

LAWS – A binding custom or practice of a community: a rule of conduct or action prescribed or formally recognized as binding or enforced by a controlling authority.

370 Glossary continued

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.

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).

371 Glossary continued

- 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. 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 with refuse service and street sweeping.

RESERVE – A portion of fund equity legally restricted for a specific purpose or not available for appropriation and subsequent spending. It is normally set aside in funds for emergencies or unforeseen expenditures not otherwise budgeted.

RESOLUTION − A legislative enactment that has less legal formality than an ordinance and has a lower legal status.

372 Glossary continued

RESOURCES – Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances.

REVENUE – Money received from taxes, fees, permits, licenses, interest, inter- governmental sources, and other sources.

RISK MANAGEMENT FUND – Provides a self-funded program for general liability and workers’ compensation insurance.

- S -

SERVICE – A specific deliverable provided to the public. It has a specific budget, as well as performance measures to determine the benefits received. A service is ultimately aligned to one of the Council’s seven goals.

SERVICE LEVEL INDICATORS – The service level indicators describe in specific and measurable terms the results a program (within a particular division) is expected to achieve within a given time frame. Service level indicators are derived from the action plan.

SIGNIFICANT BUDGET CHANGES – A significant budget change represents a major departure from historical practice or treatment of a program or line item within a department’s budget.

SPECIAL ASSESSMENTS – Compulsory charges levied by a government to finance current or permanent public services to a particular group of persons or properties.

SPECIAL REVENUE FUND – An accounting entity to record revenue that is legally destined for a specific purpose and the expenditure of the dedicated revenue.

SPHERE OF INFLUENCE (SOI) – A plan, adopted by Kern Local Agency Formation Commission (LAFCo), for the probable physical boundaries and service area of the City.

- T -

TAX INCREMENT FINANCING – Use of taxes collected within a specifically designated area for repayment of tax increment debt and major infrastructure expenditures.

TAXES – Compulsory assessments levied by a government for the purpose of financing services performed for the common benefit of the citizens. Taxes do not include specific charges made against particular persons or property for

373 Glossary continued

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.

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