City of Bakersfield, CA FY 2017-18 Proposed Budget About the Cover

The FY 2017-18 cover features four photographs capturing various staff activities and projects occurring within the City over the past year.

Top Left: Employees from the Public Works Department install a new bike lane sign within the City. Over the past several years, the City has increased the number of bike lanes and signage in response to City Council Goals. In FY 2016-17, the City was awarded $1.2 million to develop a bike share program and for the installation of an additional 20 miles of bike lanes.

Top Middle: Bakersfield Fire Department firefighters engage a heavily involved residential structure fire in central Bakersfield. The Bakersfield Fire Department staff totals 240 sworn, support, and reserve personnel operating from 14 Fire Stations located throughout the City. The Bakersfield Fire Department responds to over 30,000 calls for service each year and maintains an Insurance Services Office (ISO) Class 2 rating, residing in the top 1.5 percent of Fire Departments nationwide.

Top Right: Bakersfield Police Department officers, led by the Department’s Bomb Squad Unit, hosted over 20 blind and visually impaired children as part of the 2nd annual Easter Egg Hunt held on April 6, 2017. The children, ages three through 13, searched for the eggs, which were outfitted with audible beepers that assisted the children in locating them. Officers served as guides, as well as provided tours of patrol vehicles among other activities.

Bottom: A new fountain within the recently rehabilitated Centennial Plaza welcomed nearly 600,000 attendees to Rabobank Arena, Convention Center and Theater in FY 2016-17. The fountain was installed as part of project to rehabilitate the plaza to provide a better user experience. The rehabilitation included the construction of the new fountain, replacement of broken memorial bricks and tiles, enhanced lighting and new decorative banners.

Photography Credits: - Bakersfield Fire Department - Gilbert Vega - Bakersfield Police Department, Community Relations Unit THIS PAGE INTENTIONALLY LEFT BLANK CITY OF BAKERSFIELD PROPOSED BUDGET

FY 2017-18

MAYOR

Karen K. Goh

CITY COUNCILMEMBERS

Willie Rivera Councilmember, Ward 1 Andrae Gonzales Councilmember, Ward 2 Ken Weir Councilmember, Ward 3 Bob Smith Councilmember, Ward 4 Vacant Councilmember, Ward 5 Jacquie Sullivan Councilmember, Ward 6 Chris Parlier Councilmember, Ward 7

Submitted by

Alan Tandy City Manager CITY OF BAKERSFIELD EXECUTIVE STAFF

Alan Tandy City Manager Virginia Gennaro City Attorney Art Chianello Water Resources Manager Doug Greener Fire Chief Dianne Hoover Recreation and Parks Director Jacqui Kitchen Community Development Director Lyle Martin Police Chief Nick Fidler Public Works Director Nelson Smith Finance Director Steve Teglia Assistant City Manager Chris Huot Assistant City Manager

I TABLE OF CONTENTS

BUDGET MESSAGE...... iv

BUDGET SUMMARIES...... 1 General Background...... 1 Exhibits Resources and Appropriations - General Fund...... 2 General Fund Budget Charts...... 3 Resources and Appropriations - Operating Budget - All Funds...... 4 Operating Budget - All Funds Charts...... 5 Operating Fund Distribution...... 6 Operating Fund Distribution Charts...... 7 Resources and Appropriations - All Funds...... 8 Resources - All Funds Chart...... 9 Appropriations by Function - All Funds Chart...... 9 Departmental Appropriations by Fund...... 10 General Fund - Appropriations by Department...... 12 Financial Summary - All Funds...... 14 Estimated Balances - June 30, 2017...... 17 Interfund Transfers - Summary...... 19 Interfund Transfers - Detail...... 20

REVENUES...... 21 Exhibits Property/Sales Tax Revenues Graphs...... 23 General Fund - Revenue by Source...... 26 Estimated Revenue by Fund...... 28

LEGISLATIVE...... 29

EXECUTIVE...... 36 City Manager...... 40 City Clerk...... 44 Human Resources...... 47 Risk Management...... 51 Information Technology...... 55

FINANCIAL SERVICES...... 59 Administrative Services...... 62 Accounting and Reporting...... 64 Treasury...... 66 Purchasing...... 68 Successor Agency...... 70

CITY ATTORNEY...... 72

POLICE...... 77

I Table of Contents (Continued)

Headquarters and Support Services...... 81 Operations...... 97 Investigations...... 106 Animal Control...... 112

FIRE SERVICES...... 115 Fire Administration...... 118 Fire Safety...... 122 Fire Suppression...... 125

PUBLIC WORKS...... 129 Administrative Services...... 132 Thomas Roads Improvement Program (TRIP)...... 134 Engineering...... 137 General Services...... 142 Streets...... 146 Equipment...... 149 Wastewater...... 152 Solid Water...... 155

WATER RESOURCES...... 157 Agricultural Water...... 161 Domestic Water...... 164

RECREATION AND PARKS...... 167 Administrative Services...... 171 Parks...... 174 Recreation...... 177

COMMUNITY DEVELOPMENT...... 180 Planning...... 183 Building...... 193

NON-DEPARTMENTAL...... 196

SPECIAL FUNDS...... 198 Special Revenue Funds...... 198 Internal Service Funds...... 211 Fiduciary Funds...... 214 Capital Improvement Program Funds...... 216 Capital Outlay Fund - Local TRIP ...... 218 Major Bridge & Throughfare Districts ...... 224 Debt Service Funds...... 225 Schedule of Long-Term Debt Outstanding...... 227 Schedule of Long-Term Debt Maturities...... 228

ENTERPRISE FUNDS...... 229

II Table of Contents (Continued)

SUCCESSOR AGENCY...... 237

CAPITAL IMPROVEMENT PROGRAM...... 240

APPENDICES...... 268 City Council Goals and Guiding Principles...... 269 Operating Budget...... 285 Basis of Accounting...... 286 Investment Policy...... 288 Budget Amendment Process...... 289 Exhibits City Council Ward Boundaries Map...... 290 Miscellaneous Statistics...... 291 Miscellaneous Statistics Graphs...... 292 Governmental Activities Tax Revenue by Source...... 293 Principal Property Taxpayers...... 294 Assessed Value of Taxable Property...... 295 Sales Tax Revenue Payers by Industry...... 296 Demographic and Economic Statistics...... 297 Property Value and Construction...... 298 Operating Indicators by Function...... 299 Capital Asset Statistics by Function...... 300 Personnel Complement by Division...... 301 Salary Schedule...... 303

GLOSSARY...... 314

III THIS PAGE INTENTIONALLY LEFT BLANK BUDGET MESSAGE FROM CITY MANAGER Alan Tandy· City Manager

May 10, 2017

TO: HONORABLE MAYOR AND CITY COUNCIL

FROM: ALAN TANDY, CITY MANAGER

SUBJECT: FISCAL YEAR 2017-18 PROPOSED BUDGET

I am pleased to submit the FY 2017-18 Proposed Budget for your review.

The FY 2017-18 Proposed Budget has been developed under very evolving economic and legislative circumstances at the local, state and federal level. As outlined further in this document, these circumstances may result in the need to modify this budget proposal as the fiscal year progresses. Notwithstanding these evolving circumstances, the Proposed Budget continues to reflect a focus on implementation of the City Council goals and priorities.

At the local level, attention continues to be focused on the health of the oil industry. Over the past twelve months, there have been small, incremental signs that the industry is stabilizing at a rate that allows producers to begin to increase production. This is good news, as local oil production and exploration drives sales of equipment within the City, which translates to increased sales tax revenue. Additionally, as production and exploration increases, jobs are added and discretionary spending on items such as vehicles occurs. Sales tax receipts from the holiday season were positive, as compared to the two prior quarters, which came in at -10 percent. Although the recent indicators seem to suggest there may be some stability in the local economy, we remain cautious, as it remains to be seen if this is the start of a trend or if this current uptick is temporary. More information on the trends within the local oil industry are summarized below. Other local economic indicators, such as new single-family residential permits continue to show stability year-over-year, which is reflective of the request to add a Solid

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IV Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 Waste position to sustain acceptable levels of refuse collection services for these new housing developments.

Over the past several months, activities at the state level have resulted in two significant actions that will continue to affect the City’s budget for the foreseeable future. In late 2016, the California Public Employees’ Retirement System (CalPERS) Board lowered expectations of profits earned on its investment portfolio in response to consecutive years of poor investment returns. This, in turn, placed its members, including the City, in in the position of making up the difference. In FY 2017-18, the City is projecting a $2.4 million increase in City-paid CalPERS costs across all employee plans. The year-over-year increase is estimated to jump to $6.5 million in FY 2018-19. These increases will have a substantial impact on the General Fund and will have a contradictory affect to any new revenue growth that may be experienced locally. Until CalPERS can align its investment projections with reality, there will be concerns that these costs will continue to rise. Staff continuously monitors CalPERS activities in order to revise budgetary projections as needed.

More recently, the state legislature passed a new transportation funding package that will allocate an average of $8 million to the City over a 10-year period. These funds are exclusively earmarked for local street rehabilitation work. The new revenues will be implemented in November 2017 and will begin to be remitted to the City soon after that. This funding will supplement the $23 million in local funding sources that is budgeted for local roads maintenance within this budget proposal. Because of the timing of when the City will receive this new source of revenue, staff will propose to allocate this new funding during the mid-year budget update in January 2018.

At the federal level, the new presidential administration recently unveiled its blueprint for the next federal budget cycle. Unfortunately, the proposal includes the elimination of Community Development Block Grant (CDBG) and HOME programs. The City currently receives $4.3 million annually from these sources that provide resources to variety of different infrastructure projects and services that benefit low and moderate-income residents of the City. A reduction or elimination of these programs will have a substantial impact on the City’s budget. This includes the potential elimination of funding for three police officer positions that are budgeted for downtown patrol. The federal appropriations process is not expected to conclude for some time, so any adjustments that are needed will likely not occur until after the City’s budget is adopted in June.

V Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 The FY 2017-18 Capital Improvement Program (CIP) Budget is proposed at $74 million, which reflects a relatively equivalent year-over-year capital program. The most notable increases come from the appropriation of federal earmarks associated with the Thomas Roads Improvement Program (TRIP) projects that remain in the design, right-of-way acquisition or construction phases. These federal funds have been programmed in several fiscal year based on the status of each individual project. Outside of the inclusion of the federal TRIP earmarks, the CIP budget reflects a modest plan to make improvements to the local street system, parks, first responder facilities, utility facilities and Rabobank Arena. Much of the discretionary CIP funding is allocated toward local match requirements on state or federal grants, where the City is able to leverage outside funding sources for a variety of improvements. The remainder of the discretionary funding is allocated toward vital projects that ensure taxpayer-funded facilities and infrastructure meet expected standards. As it remains a top priority of the City Council, the CIP includes non-TRIP local street funding that exceeds current year levels. Staff continues to actively pursue grant opportunities for City transportation, housing, parks, water resources-related infrastructure improvements, equipment and capital projects.

Budget Overview and Highlights

Personnel Complement: The FY 2017-18 Proposed Budget includes the addition of four positions. Each of these positions is funded through non-General Fund sources. These positions include: Department Quantity Position Funding Source Police (3) Police Officer Community Development Block Grant Public Works (1) Solid Waste Refuse Fund Equipment Operator

The three Police Officer positions are funded by CDBG funds and will be assigned to the downtown area for enhanced patrol and enforcement. The use of CDBG funds for this specific purpose was most recently utilized in FY 2014-15. The Budget and Finance Committee reviewed and recommended these additions as part of the FY 2017-18 HUD Action Plan process. The public hearing to consider the FY 2017-18 HUD Action Plan is expected to be held during the May 10, 2017 City Council meeting.

The Solid Waste Equipment Operator position will assist the Solid Waste Division in continuing to provide exceptional service to residential customers. The new position is needed in response to new residential development that have been

VI Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 added to City-serviced routes since the last position was added in FY 2014-15. As of January 2017, 1,472 homes have been added since the last position was approved. Continuing growth on City-operated routes is averaging over 50 new homes per month. One driver and truck can service approximately 1,575 homes. Currently, in order to service these additional homes, the division is utilizing staff from the Green Waste Facility and utilizing overtime. The addition of this new position will alleviate the need to pull resources from other areas within the division.

The following table provides authorized staffing levels by department for the previous four fiscal years and the proposed complement for next fiscal year:

Personnel Complement History since FY 2013-14

FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 Proposed Percent Change Department Authorized Authorized Authorized Authorized Changes FY 2017-18 Proposed 16-17 to 17-18 Legislative 1 1 1 1 0 1 0.0% Executive 58 59 66 64 0 64 0.0% Financial Services 32 32 32 32 0 32 0.0% City Attorney 10 10 10 10 0 10 0.0% Police Services 528 551 552 552 3 555 0.5% Fire Services 198 199 199 199 0 199 0.0% Public Works 422 431 423 418 1 419 0.2% Water Resources 28 28 28 29 0 29 0.0% Rabobank Arena/Visit Bakersfield 8 8 8 7 0 7 0.0% Recreation & Parks 149 150 150 146 0 146 0.0% Community Development 61 65 65 63 0 63 0.0% Totals 1,495 1,534 1,534 1,521 4 1,525 0.3%

The following table provides Citywide authorized staffing levels since FY 2008-09 and the proposed complement for next fiscal year.

Citywide Complement by Fiscal Year 1650 1613 1600 1534 1534 1521 1525 1550 1495 1500 1474 1452 1441 1442 1450 1400 1350

VII Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 The proposed full time complement reflects a current employee per 1,000 resident number of 4.01, as compared to 5.4 in 2000 and 4.15 in 2010.

Cost-of-Living Adjustment (COLA) and Labor Negotiations: x The Police group’s MOU expired as of June 30, 2016. Negotiation meetings have been ongoing.

x The Fire group’s MOU expired as of June 30, 2015. The group agreed to remain status quo for the current time. Negotiation meetings have not commenced.

x The SEIU Blue and White Collar Collective Bargaining Unit group’s MOU expired as of December 31, 2016. Negotiation meetings have been ongoing.

No cost of living adjustments have factored into the development of the FY 2017- 18 proposed budget.

Factors Affecting the Local Oil Industry: Since late 2014, the local oil industry has been significantly affected by global oil supply issues, which drove local oil prices to under $25 per barrel in January 2016. This resulted in a nearly 35 percent decrease – 4,500 jobs - in oil sector employment within Kern County. Subsequently, both oil-related and discretionary retail purchases dropped drastically, negatively affecting the City’s General Fund. This required substantial budgetary adjustments over the last two years, including a loss of 13 full time General Fund positions in FY 2016-17 and a reduction in discretionary capital projects.

Local Oil Prices 2007- Present 140 120 100 80 60 40 20 0 ay-07 ay-12 an-16 an-11 ep-08 ep-09 Jan-08 Jan-07 Jan-09 Jan-13 Jan-14 Jan-15 J Jan-17 Jan-10 J Jan-12 Sep-07 S S Sep-12 Sep-13 Sep-14 Sep-15 Sep-16 Sep-10 Sep-11 May-08 M May-09 May-13 May-14 May-15 May-16 May-10 May-11 M California Midway-Sunset First Purchase Price $/bbl California Kern River First Purchase Price $/bbl

VIII Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 Since January 2016, there has been a modest recovery in local oil prices, which currently sit between $45 and $50 per barrel. This increase has resulted in some producers reactivating oil exploration operations. The recent increase in oil activity is one of the reasons we believe the 4th quarter sales tax receipts trended slightly positive. The health of the local oil industry is dependent on many factors, including global supply and demand, as well as the state’s regulatory environment. Although the recent data suggests the worst is in the immediate past, it is too soon to suggest the local oil economy is in full recovery mode. Staff will continue to monitor data as the fiscal year progresses.

State and Federal Legislative Actions Affecting Budgetary Outlook: Since January 2017, there has been multiple proposals at the state and federal level which may or will have a significant impact on the City’s budget – both in FY 2017-18 and beyond. These proposals, outlined in further detail below, will likely require adjustments to this budget at a point in time to be determined.

Road Repair and Accountability Act of 2017 (RMRA) – In early April 2017, the state legislature approved a transportation package that includes additional excise taxes on vehicle fuel, as well as new and increased vehicle registration fees. This new revenue is, in part, allocated directly to cities for the purpose of improving the pavement conditions of local streets throughout the state. The Governor is expected to sign this legislation in the near future. The new revenues begin to be assessed in November 2017. Therefore, the City is expected to receive a partial year of funding from these new sources in FY 2017-18, which is estimated to be approximately $2.6 million. This funding will not be available until after November 2017. In addition, the legislation requires the City to produce certain budget and reporting documents in order to receive the funding. Due to the timelines associated with when the City will begin to receive the funding, as well as staff needing further clarification from the State on the reporting guidelines, this funding is not included within the FY 2017-18 Proposed Budget. Staff anticipates bringing an item to the Council during the mid-year budget update to allocate the RMRA funding for FY 2017-18.

Moving forward, the first full year of funding under the RMRA will be FY 2018-19. Allocations to local streets and roads and other transportation programs will increase substantially in FY 2018-19. The state estimates that RMRA funds available to the City in FY 2018-19 is $6.9 million.

Federal Housing and Urban Development Entitlement Funding – In early March 2017, President Trump unveiled his 2018 proposed federal budget blueprint. The blueprint includes a proposed $6.2 billion or 13.2 percent decrease to the

IX Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 Department of Housing and Urban Development (HUD) budget. To achieve these reductions, the President has proposed to eliminate funding for the CDBG and the HOME Investment Partnerships Program. Combined, the City receives approximately $4.3 million in annual entitlements from these programs, which is now in jeopardy to be eliminated. This funding provides resources for programs, services and projects that directly benefit low and moderate-income residents within the City. In addition, eight full time positions are fully or partially funded through these entitlements to administer the programs. Over many years, the City has utilized these funds to installed hundreds of miles of curb, gutter and sidewalk, construct affordable housing units, improve City parks, provide fair housing services, support services for senior citizens and partner with local non-profits serving low and moderate-income residents.

Although the President’s blueprint is only a proposed plan, it does provide a reference for the President’s priorities. Many steps within the federal appropriations process will have to take place before any of these cuts are finalized.

Currently, the $4.3 million estimated entitlement is budgeted within this proposal as recommended by the Budget and Finance Committee. However, even a partial reduction in CDBG and HOME funds will have a profound impact on the City’s budget as it is proposed today. Staff will be closely monitoring the federal budget process as the President’s plan is considered and reviewed by Congress. Staff anticipates further adjustments will be necessary once the federal process concludes.

Community Oriented Policing Services (COPS) – Similar to the proposed reductions to HUD programs, the President has proposed to eliminate all future COPS grant funding. This grant program has enabled the City to hire additional police officers it otherwise would not be able to fund. The City has been a recipient of this grant three times totaling $7 million since 2003. Although this funding is not allocated to the City on an annual basis, it has been strategically utilized to further expand the City’s sworn complement. Elimination of this funding source will not require any adjustment to the proposed budget, but may limit the ability to increase the sworn complement in the future.

Local Street Maintenance and Projects: In support of Council Goals for local street maintenance, resurfacing and road construction projects, the FY 2017-18 Proposed Budget includes local funding in the amount of $23.9 million for Non-TRIP related road maintenance and projects.

X Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 This includes funding from the following local funding sources:

x General Fund: $14,453,739 x Capital Outlay Fund: $2,526,602 x Gas Tax Fund: $4,185,024 x Transportation Development Fund: $2,795,700

The Gas Tax Fund amount for non-TRIP related road maintenance and projects does not include additional anticipated local funding to be provided to the City as part of the Road Repair and Accountability Act of 2017. These funds will be appropriated as part of a mid-year budget action due to the new revenues not materializes until after November 2017.

In addition, $1.48 million in CDBG funds are budgeted to continue curb, gutter and other street improvement projects in eligible project areas. These areas include:

x Union Avenue/Brundage Lane (Ward 1) x Oleander (Ward 2) x La France/El Toro (Ward 1) x Old Town Kern (Ward 2)

Recreational Activities and Projects: The FY 2017-18 Proposed Budget continues to allocate funding toward recreation and parks projects to meet the demand for these facilities.

The proposed CIP budget includes an additional $335,000 in Park Improvement Funds for Phase II of Mesa Marin Sports Complex and $1.35 million in Park Improvement Funds for Phase IV of the State Farm Sports Village.

In addition to the large sports complex projects, the FY 2017-18 CIP includes funding for the following notable Recreation and Parks projects:

x Installation of shade structures, picnic area and accessibility improvements at Lowell and Stiern Parks (CDBG funds) x Installation of shade structures and accessibility improvements at Jastro Park (Park Improvement Funds)

Master Fee Schedule Update: Earlier this year, the Finance Department and City Manager’s Office staff met with all City departments to initiate a comprehensive update of the master fee

XI Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 schedule. Over the past several years, some fees have been increased by a small percentage, but have not kept pace with actual costs to process and execute certain permitting and licensing activities. In these cases, the General Fund is absorbing or subsidizing the costs to provide these services. This update cycle will focus on moving toward full cost recovery for fees for services, as allowed by State law. The FY 2017-18 proposed budget was developed with the assumption fees will be adjusted to closer reflect full cost recovery. A public hearing will be held in the near future for the City Council to consider the new fees.

Minimum Wage Increase: From January 1, 2017, to January 1, 2022, the minimum wage within California will increase annually for employers employing 26 or more employees, including the City. These changes in state law will result in the minimum wage to be increased to $15 per hour by 2022. Each year, staff will be reviewing position classifications to ensure compliance with the law and to alleviate any compaction issues that arise due to the mandatory increases. This change is expected to have an approximately $55,000 increase to the organization in calendar year 2017.

Sewer, Refuse and Domestic Water Rates: Refuse, sewer and domestic water services operate independently of the City’s General Fund and costs to provide those services continue to increase incrementally. The application of user rates across all customer groups to provide the respective service is governed by Proposition 218, which requires the user rates reflect a proportionate share of costs to providing the service. The proposed rate increases for FY 2017-18 are essential to fund operational and capital costs and to ensure sufficient reserves to meet long-term needs. The new rates, if adopted, will go into effect on July 1, 2017. For most customers, these user rates are collected as part of the annual property tax collection process.

The following is a summary of the proposed changes to rates:

x Refuse Rates – Under staff’s proposal, the residential refuse rates are proposed to increase by 2 percent from $195.72 to $200 per year (rounded to the nearest dollar). The proposed rate increase will cover all residential hauling fees by the City. The residential fee includes the following services: tan trash container, green waste container, blue recycling container, bulky item collection, curbside motor oil collection, a free Green waste drop off, and street sweeping. Additionally,Commercial refuse rates are proposed to increase by 2 percent for all customer classes, with the exception of the Organic Composting Gate Fee. This rate increase is necessary to cover all the anticipated expenses in the next fiscal year. Proposition 218 notices

XII Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 have been mailed to affected users and a public hearing before the City Council has been set for June 7, 2017.

x Sewer Rates - Staff proposes no change to the user rate for residential sewer rates. The residential rate for FY 2017-18 is $215. Additionally, commercial base rates collected on the property tax roll will not experience any increase. Some commercial users will experience increased costs resulting from the continuation of the phase-in (year four of five) of the change in sewage characteristics previously approved by the City Council in June 2014. This change redistributed costs to treat wastewater from a volume basis to a strength basis. The increases apply to commercial users that exceed baseline water usage in the prior calendar year. Proposition 218 notices have been mailed to affected users and a public hearing before the City Council has been set for June 7, 2017. The new commercial surcharge rates, if adopted, will go into effect on July 1, 2017.

Sewer connection fees are currently being evaluated to determine if the one-time fee to buy into the City’s treatment system needs to be increased. This evaluation is ongoing and if it is determined an increase is necessary, staff will distribute the proper notices and bring forth an item to the City Council for consideration. The connection fee applies only to new developments or individual property owners wishing to connect to the City’s treatment system.

x Domestic Water Rates – Staff is proposing no rate increase for domestic water users at this time. However, the State Water Resources Control Board (SWRCB) is expected to adopt drinking water standards, or a maximum contaminant level for Trichloropropane (TCP) later this year. If this occurs, it will impose a multi-million dollar capital cost on the City and result in increased annual operating costs. To meet the proposed standards, the City will be responsible for installing and maintaining treatment filters on City wells, as well as annual testing and reporting requirements. Simultaneously, the City is engaged in litigation with the parties responsible for the TCP contamination. It is possible, but not certain, that some of the treatment costs will be recovered from this action. Should the SWRCB implement the new regulations as expected, a rate increase will be necessary. The exact amount of such an increase will become clearer as the SWRCB plan is finalized and the litigation moves forward. Initial information indicates the increase will likely be considered significant in comparison to past rate changes.

XIII Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 Other Miscellaneous Items of Note: x City Council contingency amount of $25,000 has been budgeted for unexpected items that may evolve going into next fiscal year.

x An amount of $37,000 has been budgeted to continue the City’s support of the Bakersfield Symphony Orchestra and the Beale Park Band.

The State Budget, CalPERS, Active Employee Medical and Retiree Medical:

The State Budget: The Governor’s FY 2017-18 State Budget proposal was unveiled on January 10th. The Governor’s proposal notes the past four state budgets have significantly expanded state government spending. However, state revenues, which had surged during several years of the economic recovery, are now beginning to lag expectations. Across the board, each of the state’s “big three” revenues - the income, sales, and corporation taxes - are showing weakness. As a result, the Governor has proposed a series of reductions to various areas of the state budget to bring the overall budget back into balance for FY 2017-18. At this time, staff is not aware of any plans to take funds from local governments to balance the budget, but staff will be closely monitoring the next state budget update due in mid-May for further adjustments that may be necessary.

Further detailed discussion regarding new state transportation funding is outlined earlier in this document.

Pension and Retiree Medical Costs: In early 2013, CalPERS approved new policies that began to impact rates the City pays in FY 2015-16. The new policies were to increase employer-paid rates by about $2 million per year until 2021. However, more recently, CalPERS has revised its investment projections and made changes to the employer rate structure, which affects how much the City must contribute to CalPERS. In FY 2017-18, the City has been notified CalPERS rate changes will result in an estimated $2.4 million increase. In FY 2018-19, CalPERS is projecting the City’s pension contribution will increase by $6.5 million. These unanticipated cost increases create significant challenges in addressing other needs within the organization. The increases are reflected in the increases in costs within most departments. Staff has budgeted $500,000 as a partial set aside for future anticipated increases.

The following table provides citywide CalPERS actuals for the past three fiscal years, as well as projections for the current and next six fiscal years. The projections include two estimates, based on two projected annual CalPERS discount rates

XIV Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 (i.e. the projected return on CalPERS investments):

Employee Healthcare: Once again, this year healthcare premiums across most plans have increased. The aggregated increase for active healthcare plans is approximately $281,000 for FY 2017-18. The City currently pays for 80 percent of the monthly premium costs for all labor groups. The increases are reflected within each department’s respective budget.

Retiree Medical: The City provides post-employment retiree medical benefits to eligible retired employees. The City utilizes an actuary to determine the City's Annual Required Contributions (ARC) to an Irrevocable Trust Fund to pre-fund the future anticipated costs of these benefits. Full time City employees hired after February 22, 2006 are not eligible to participate in the retiree health subsidy program.

XV Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017

The City’s ARC for retiree healthcare attributable to the General Fund is calculated to be $5,786,700 for FY 2017-18. This amount is fully budgeted within this proposal.

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 proposed total appropriations for both operating and capital expenditures for FY 2017-18 is $494,350,000. The total appropriations in FY 2017-18 for all City funds reflects an increase of $32,852,960 or 7.12 percent as compared to the FY 2016-17 Adopted Budget. The increase is generally attributable to increases in federal transportation funding being appropriated within the Capital Improvement Program, as well as increases to CalPERS employer paid rates.

The total appropriated for the operating budget is $419,817,854, which reflects a decrease of $12,398,654, or 3.04 percent increase, as compared to the FY 2016- 17 Adopted Budget. The increase is generally attributable to increases to CalPERS employer paid rates

The total appropriated for the CIP Budget is $74,532,146 which reflects an increase of $20,454,306, or 37.8 percent, as compared to the FY 2016-17 Adopted CIP Budget. The increase is generally a result of the timing in which certain federal earmark funds are budgeted for TRIP projects. For TRIP projects that have federal earmark funding remaining, the federal funding is budgeted as the projects reach certain phases or milestones. In FY 2017-18, this funding proposed to be appropriated totals $17.5 million, whereas no federal earmark funding was allocated in the FY 2016-17 CIP budget. In addition, the City will receive $8.7 million in non-TRIP related federal transportation funds in FY 2017-18, as compared to $6.2 million in FY 2016-17. These two items account for the majority of the overall increase to the CIP budget.

General Fund Expenditures: General Fund appropriations total $201,435,000, which reflects an increase of $5,460,000 or 2.79 percent as compared to the FY 2016-17 Adopted Budget. The

XVI Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 increase is chiefly due to increases in CalPERS employer paid costs and the City’s healthcare 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.

Property Tax: Secured property tax revenue is projected at 5 percent growth for FY 2017-18, compared to the FY 2016-17 revised secured property tax revenue estimates of 5 percent, as projected by Kern County.

Sales and Use Tax: Sales tax revenue is projected to show no growth in FY 2017-18, as compared to a revised -10 percent decrease for FY 2016-17.

Resources for the General Fund total $201,435,000, which reflects an increase of $5,460,000 or 2.79 percent as compared to the FY 2016-17 Adopted Budget. The General Fund revenue sources derived from taxes include: $77,483,500 in property taxes, $63,708,100 in sales and use taxes, and $11,150,000 in other taxes. The remainder of the resources for the General Fund is comprised of $29,303,400 in other revenue sources, $19,200,000 in beginning fund balance, and $550,000 in transfers.

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 2017-18 Proposed Budget to the FY 2016-17 Adopted Budget.

Police: The operating budget for the Police Department is $89,017,942, which represents a .62 percent increase, as compared to the FY 2016-17 Adopted Budget. Three CDBG-funded police officer positions are proposed to be added in FY 2017-18. If approved, the Department’s sworn complement will increase to 407 positions, which will be a new record high for the Department. The Department budget

XVII Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 does includes $40,000 allocated within the Animal Control Division budget to continue the successful low cost spay and neuter voucher program.

Fire: The proposed operating budget for the Fire Department is $38,933,944, which is a 3.28 percent increase, as compared to the FY 2016-17 Adopted Budget. Increases to the Department’s budget generally coincide with increases associated with CalPERS employer paid rates. No staffing changes are proposed for the Department.

Public Works: The operating budget for the Public Works Department is $114,889,282, which is a 4.26 percent increase, as compared to the FY 2016-17 Adopted Budget. Funding for this department comes from various sources, including the General Fund, Development Services Fund, Transportation Development Fund, Equipment Management Fund, enterprise funds, and other special revenue funds. The most significant increases to the Department’s operating budget include the increases associated with CalPERS employer paid rates, the addition of one Solid Waste Equipment Operator position within the refuse fund and overall operating increases within the refuse fund.

Recreation and Parks: The operating budget for the Recreation and Parks Department is $19,063,077, which is a 2.75 percent increase as compared to the FY 2016-17 Adopted Budget. The most significant increase to the Department’s operating budget include the increases associated with CalPERS employer paid rates. No staffing changes are proposed for the Department.

Rabobank Arena, Theater and Convention Center: The City contracts with AEG to manage the Rabobank Arena, Theater and Convention Center, the San Joaquin Community Hospital Ice Sports Center and the Bright House Networks Amphitheater. As part of the management agreement, AEG guarantees the City’s net loss for the facilities will not exceed $415,718 annually. The Bakersfield Condors hosted regular season games in the Arena during the franchise’s inaugural season in the American Hockey League. In addition, the Arena will continue to host the CIF Boys State Wrestling Championships through 2020. The Amphitheater Concert Series continues to increase in popularity and the 4th of July celebration continues to be popular among residents.

XVIII Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 Visit Bakersfield: The budget for the Visit Bakersfield is $714,375, which represents a 3.70 percent increase, as compared to the FY 2016-17 Adopted Budget. Visit Bakersfield is entirely funded from Transient Occupancy Tax revenues. The most significant increase to the Department’s operating budget include the increases associated with CalPERS employer paid rates. No staffing changes are proposed for Visit Bakersfield. The Visit Bakersfield Board of Directors approved the proposed budget during its April 19, 2017 meeting.

Community Development: The operating budget for the Community Development Department is $10,499,977, which is a 1.65 percent increase as compared to the FY 2016-17 Adopted Budget. Funding for the Community Development Department includes the General Fund, Development Services Fund and Housing and Urban Development (HUD) funds. The most significant increase to the Department’s operating budget include the increases associated with CalPERS employer paid rates. No staffing changes are proposed for the Department. Staff will continue to monitor the federal budget process, as preliminary documents show the President’s intention to eliminate CDBG and HOME funding. These funding sources fully or partially fund five existing positions within the Department.

Mayor’s Office: The operating budget for the Mayor’s Office is $165,906, which is a -2.04 percent decrease as compared to the FY 2016-17 Adopted Budget. The decrease in the Mayor’s Office budget is generally due to changes elective medical coverage by staff. Most other line items remain consistent with the current year’s appropriations.

City Council: The operating budget for the City Council is $253,265, which is a -5.14 percent decrease as compared to the FY 2016-17 Adopted Budget. The decrease is generally due to changes elective medical coverage by staff. Most other line items remain consistent with the current year’s appropriations.

Executive: The operating budget for the Executive Department (City Manager’s Office, Human Resources, Technology Services, City Clerk and Risk Management) is $21,717,488, which is a 4.39 percent increase as compared to the FY 2016-17 Adopted Budget. Funding for this department comes from various sources, including the General Fund, Equipment Management Fund, and Self-Insurance Fund. The most significant increase to the Department’s operating budget

XIX Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 include the increases associated with CalPERS employer paid rates and increases in technology usage. No staffing changes are proposed for the Department.

The equipment fund reflects an increase of 18.87 percent due partially to the addition of new software systems implemented over the past year including pavement management system, SCADA system for the Streets Division, animal care center management system, new time card software and video management system licensing. The bulk of the increase is due to equipment replacement needs, specifically within the Police Department.

There are no significant changes within the self-insurance fund.

City Attorney: The operating budget for the City Attorney’s Office is $3,654,426, which is a 3.05 percent increase as compared to the FY 2016-17 Adopted Budget. The most significant increase to the Department’s operating budget include the increases associated with CalPERS employer paid rates and increases to tort legal services funded within the self-insurance fund due to an increase in legal services per the amended agreement with outside counsel. No staffing changes are proposed for the Department.

Financial Services: The operating budget for the Finance Department is $3,696,000, which is a -8.40 decrease as compared to the FY 2016-17 Adopted Budget. The Finance Department’s budget also includes accounting services provided to, and funded by, the Thomas Roads Improvement Program (TRIP), Off Street Parking Fund, Equipment Management Fund, Refuse Fund, Wastewater Fund and Assessment District Funds. The General Fund budget reflects a slight increase compared to the FY 2016-17 Adopted Budget because of a combination of a rise in salaries and benefits and operating costs. The Equipment Fund decrease from the prior year is a reduction in the number of planned copier replacements based upon an evaluation of anticipated needs for the next fiscal year. The Assessment District Funds decrease is a combined result of some districts closing from the natural course of business and the consolidation refinancing of 12 districts, which was completed about three years ago.

Selected Fund Summaries

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.

XX Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017

Water Resources – The operating budget for the Water Resources Department is $25,024,456, which is a -1.39 percent decrease as compared to the FY 2016-17 Adopted Budget. No staffing changes are proposed for the Department.

x Agricultural Water Fund – The operating budget for the Agricultural Water Division is $4,079,341, which is a -12.22 percent decrease as compared to the FY 2016-17 Adopted Budget. The decrease is due to reductions in both salary and benefits related items and various operating line item reductions that will be realized during the next fiscal year.

x Domestic Water Fund – The operating budget for the Domestic Water Division is $20,945,115, which is a 1.04 percent increase as compared to the FY 2016-17 Adopted Budget. Increases in the City’s operation and maintenance agreement with California Water Service Company, treated water costs and salary and benefits account for the notable increases within this fund.

Refuse Fund – The operating budget for the Refuse Fund is $48,093,422, which is a 5.38 percent increase as compared to the FY 2016-17 Adopted Budget. Several factors have resulted in the approximately $2.4 million increase. The City’s agreement with private haulers will increase by 2.1 percent or $422,000. Internal fleet rates will increase due to a change where rates now account for full cost recovery of future replacement costs of refuse vehicles. Increases are also due to rising costs associated with CalPERS employer paid rates, increases in new and replacement residential carts and commercial bins, and increase in electricity costs for the Green Waste Facility.

The budget for the Solid Waste Division includes a proposal to increase residential refuse rates by 2 percent from $195.72 to $200 per year (rounded to the nearest dollar). The proposed rate increase will cover all residential hauling fees by the City. The residential fee includes tan trash container, green waste container, blue recycling container, bulky item collection, curbside motor oil collection, a free green waste drop off and street sweeping.

Sewer Fund – Operating funds budgeted within the Sewer Fund for FY 2017-18 total $15,476,752, which represents a 3 percent increase compared to the FY 2016-17 Adopted Budget. As part of the sewer budget, staff is not proposing a rate increase for residential sewer rates (currently $215 annually). Some commercial users will experience increased costs resulting from the continuation of the phase-in (year four of five) of the change in sewage characteristics

XXI Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 previously approved by the City Council in June 2014. This change redistributed costs to treat wastewater from a volume basis to a strength basis. Sewer connection fees are currently being evaluated to determine if the one-time fee to buy into the City’s treatment system needs to be increased. These fees are paid upon application for a building permit or permit to connect an existing building to the City sewer system.

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

Equipment Management 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 budgeted for approximately $7.5 million in vehicle and equipment replacement. Determination of equipment identified for replacement is developed through an extensive analysis by the Fleet Division, in consultation with the individual departments and the Budget Team. The budget includes the replacement of 38 police vehicles and three fire vehicles, including two light engines.

Technology Services Division – The TS Division is responsible for the acquisition, replacement, maintenance and operations of the City’s entire communications infrastructure, including computers, phones, cell phones, radios and other network-based equipment. The IT Division has budgeted approximately $1.3 million to replace network and computer equipment in FY 2017-18. The largest component of replacement equipment include 102 workstations and 100 mobile data computers for the Police Department. The 102 Police workstations comprise 55 percent of all the workstations scheduled to be replaced citywide in FY 2017-18. Of the 100 mobile data computers proposed for replacement, 87 were deferred from FY 2016-17.

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 that reflects changes in the workers’ compensation program due to adverse loss development, as well as increasing industry loss trends and related court

XXII Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 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 FY 2017-18, the Risk Management Division’s budget is $10,390,836, which represents a 2.21 percent increase, as compared to the FY 2016-17 Adopted Budget. The Risk Management Division continues to allocate $12,000 to for citywide programs to improve safety in the workplace.

The Risk Management Division also coordinates the recently established wellness committee. The City was awarded the 2015 Cities for Workforce Health grant by the League of California Cities. The City was one of five agencies selected for this grant. The grant provided the City an opportunity to conduct an evaluation of the City’s existing wellness program and subsequently identify recommendations to improve employee health. Through the assistance of consultants, the City is working to establish a sustainable wellness program. This process will continue in 2017.

Special Revenue Funds: Special Revenue Funds account for the proceeds of specific revenue sources that are restricted to expenditures for specific purposes. Examples are CDBG, Gas Tax, Federal Transportation Funds and the Transient Occupancy Tax Fund.

Housing and Urban Development Entitlements – 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 entitlement of CDBG funds and HOME Investment Partnership funds is budgeted in the amount of $3,253,214 and $1,081,081 respectively, which reflects no change when compared to the FY 2016-17 entitlements.

CDBG funds are budgeted for the following infrastructure and facilities projects for FY 2017-18:

x Home Access Rehabilitation x Union-Brundage Area Drainage Improvements x Baker St/Old Town Kern, Gutter and Sidewalks x La France/El Toro Area Curb, Gutter and Sidewalks x Oleander Area Curb, Gutter and Sidewalks x Stiern Park Playground Shade Structure x Lowell Park ADA Improvements and Shade Structure

XXIII Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017

In addition to the aforementioned projects, CDBG contributions are proposed to the following organizations and programs:

x Fair Housing Program Services - $100,000 x Bakersfield Senior Center - $85,000 x Bakersfield Police Department - $302,982

As outlined previously within this document, the CDBG and HOME programs may be subject to budget cuts or elimination by the federal government. Staff will continue to monitor the federal budget appropriations process to determine, what, if any adjustments may be necessary as the fiscal year progresses.

Transient Occupancy Tax Fund – The Transient Occupancy Tax Fund was established in July 1998 to account for the general revenues provided by a 12 percent room tax and the operation and debt related to the Rabobank Arena. This includes the contract with AEG for management 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 proposed budget includes Visit Bakersfield staffed by City employees who report to the City Manager’s Office. Any available Transient Lodging Tax funds, after taking into account the City’s long-term commitments for Rabobank Arena, Ice Sports Center, and Visit Bakersfield are transferred to the City’s Capital Improvement Program budget for projects.

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. Proposed CIP projects for FY 2017-18 continue to be focused on TRIP and road projects. Limited discretionary capital funding is proposed to be allocated to local street maintenance (non-TRIP), parks and critical facilities-related projects.

The following is intended to provide a summary of the major projects proposed within the FY 2017-18 CIP. Further information on all proposed capital projects is located within the Capital Improvement Program section of the Proposed Budget Document.

XXIV Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 Thomas Roads Improvement Program

Centennial Corridor – $36.6 million is budgeted within various funds for the construction phases of the Centennial Corridor project. Funding is included for the necessary cash flow as called for under the long-term financing plan for the project. In addition, funds are proposed to be allocated for various construction activities of the mainline connection, including sound walls and local streets. Funding sources for this project include federal earmark funds, Transportation Development Funds, Sewer Enterprise Funds, Gas Tax Funds and Utility Surcharge Funds.

Truxtun Avenue Operational Improvement Project – This project will make operational improvements along Truxtun Avenue, from Empire Drive to Elm Street. This includes the widening of Truxtun Avenue from four to six lanes. Initial funding for the construction of this project was previously programmed in FY 2016-17. Additional $2,655,900 of Federal CMAQ funds are proposed to be programmed in FY 2017-18 for construction of the project.

Brighton Park Sound Wall – This proposed project will construct a wall of varying height on top of a dirt berm to be located just east of Allen Road between the Westside Parkway and the recharge basins south of the freeway. This $986,000 project is proposed to be funded by County Local TRIP funds.

Community Development Block Grant

CDBG projects totaling $1.75 million are proposed for FY 2017-18.

Right-of-way within four CDBG-eligible areas are proposed to be improved during FY 2017-18. The primary goal of these projects is to improve both drainage and pedestrian accessibility by installing sidewalk, curb and gutter, handicap ramps, and cross-gutters where needed. The four project sites include Brundage Lane, within the Union Avenue, 4th Street and Kern Island Canal areas, California Avenue, Verde Street, Chester Avenue and ‘A’ Streets areas, Flower Street, Kentucky Street, Beale Avenue, and Virginia Street area and the South ‘H’ Street, El Toro Drive, Belle Terrace, and Ming Avenue areas.

In addition, two CDBG parks projects will provide for shade structures and accessibility improvements at Stiern and Lowell Parks.

XXV Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 Intermodal Surface Transportation Efficiency Act Fund

Pavement Rehabilitation (Regional Surface Transportation Program) – As part of the ongoing federal pavement rehabilitation program, staff has proposed several projects will rehabilitate pavement along local road segments. The amounts budgeted for these projects are funded primarily by federal funds and require a local match. Proposed project highlights include:

‘A’ Street from Brundage Lane to California Avenue – This $1.5 million project will rehabilitate the pavement along this road segment and improve the overall rideability of the road for both passenger and commercial vehicles. Funding for this project is comprised of $1,287,328 in federal funding, with Capital Outlay funds providing a $272,672 local match.

Auburn Street from Oswell Street to Fairfax Road – This $938,000 project will rehabilitate the pavement along this road segment and improve the overall rideability of the road for both passenger and commercial vehicles. Funding for this project is comprised of $773,273 in federal funding, with Capital Outlay funds providing a $164,727 local match.

White Lane from Union Avenue to Cottonwood Road – This $1,052,000 project will rehabilitate the pavement along this road segment and improve the overall rideability of the road for both passenger and commercial vehicles. Funding for this project is comprised of $866,976 in federal funding, with Gas Tax funds providing an $185,024 local match.

The above-mentioned pavement rehabilitation projects will also include improvements to the curb return access ramps to meet current ADA standards. Additionally, staff will review all road segments for potential bike lane modifications.

Manor Street Bridge Rehabilitation – This project was previously funded in FY 2009- 10 based on preliminary estimates for the scope of work. After various studies, project analysis, and oversight from Cal Trans, a more accurate construction estimate, nearing $9 million, has been developed. Currently, $5 million is budgeted for this project. The remaining $4,030,000 consists of $3,567,759 in federal funding, with Capital Outlay funds providing a $462,241 local match.

XXVI Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 throughout Northwest and Southwest Bakersfield. A total of $335,600 is proposed for these projects. Funding for these projects includes $302,040 of federal funds, with $33,560 of Capital Outlay funds providing the local match.

Capital Outlay Fund

Police Firing Range Remodel - This project will upgrade the Bakersfield Police Department firing range located at Truxtun Avenue just west of Oak Street with modernized infrastructure and facilities. Staff is currently working toward finalizing design of the facility. The funding for this project will come from seized asset trust and Capital Outlay Funds.

Local match requirement for federal projects - local match requirements for $1.4 million are budgeted for federally funded projects previously summarized within the ISTEA section of this transmittal.

Resurfacing Various Streets – This $1 million proposed project will continue the City Council priority goal to fund street rehabilitation and resurfacing. Funds will be used to repave and resurface asphalt pavement on city streets. City staff will perform construction. An additional $4 million is budgeted within the Gas Tax Fund for this project.

Ice Chiller Replacement at Rabobank Arena – This project will replace the ice chiller at the Rabobank Arena. Replacement of the ice chiller at the Arena is critical to ensure that ice-related events such as Condors games and Disney on Ice are not affected. Emergency repairs completed in FY 2013-14 were estimated to last five to seven years; however, since the repairs were made, the chiller has had two major leaks and several minor leaks. Additionally, the existing system utilizes R22 refrigerant, which will be phased out by the Environmental Protection Agency in 2020. As a result, the cost of R22 is anticipated to triple in the next few years and will be difficult to acquire. If still available, the cost to replenish R22 refrigerant for the entire system will exceed $100,000 in the next three years. Due to high demand, there is currently a three- year waiting list to have the chiller system replaced. Because of the critical nature of this project, staff proposes to budget $1 million for the project.

XXVII Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 the pixels within the video boards. This results in dark squares appearing on the board where it would otherwise contain graphics, resulting in a poor customer experience.

Fire Station No. 2 Bathroom and Locker Room Facilities Rehabilitation – This $140,000 project will modernize the existing bathroom at Fire Station No. 2 as well as revamp the locker room area. Constructed in 1906, the facility is the oldest active Fire Station operated by the City. The previous remodel of the bathroom facilities occurred in 1985.

ADA Transition Plan – This multi-phase project is consistent with the City’s ADA Transition Plan, and will fund priority ADA improvements as identified throughout the fiscal year. A total of $25,000 in funding for ADA improvements is proposed for FY 2017-18.

Median Improvements on California Avenue from Oak Street to ‘G’ Street – With California Avenue scheduled for reconstruction in the current fiscal year, this project presents the opportunity to rehabilitate the green asphalt surface of the California Avenue median island and enhance the aesthetics of the corridor. $284,000 is proposed for FY 2017-18.

Community Development Building Rehabilitation – This $25,000 project provides the final funding needed to complete the rehabilitation of the Community Development building located at 1715 Chester Ave. Previous year capital funding allowed for the remodel of the first floor lobby and permit counter areas. The project will allow for the completion of the first floor conference room and auxiliary spaces. This room will be utilized by staff for meetings, hearings and other gatherings. Currently, the conference room space within the building is limited to other floors not immediately accessible by the public.

Re-Epoxy Kennel ‘E’ – City of Bakersfield Animal Care Facility – The concrete for the kennels in Kennel ‘E’ at the CBACC is lifting and crackling, making it difficult to sanitize the area. This project consists of coating the kennel floor and walls with an antimicrobial epoxy, which reduces the animals’ exposure to disease, meets the Target Zero audit recommendation, and allows staff to easily sanitize the kennels daily. Kennel ‘E’ was not epoxied during the facility upgrade project in 2013. Proposed funding for this project totals $38,000.

Park Improvement Fund

Park development projects continue to focus on the two regional sports

XXVIII Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 complexes.

Sports Village Phase IV - $1.3 million is budgeted for the continuation of the build out of the Bakersfield Sports Village. Phase IV will include will include four regulation football fields, two parking lots and extension of Play Fair Drive.

Mesa Marin Sports Complex Phase II – An additional $335,000 is proposed to continue the expansion of the regional park in northeast Bakersfield. Phase II is currently under construction and will include a new wet playground, as well as additional picnic areas and walking paths. The additional funding will be utilized for future amenities to be identified.

Transportation Development Fund

Street Improvements on Stine Road – This $1.1 million, multi-year project will widen Stine Road between Ryzona Drive and Hosking Avenue/McCutchen Road, improving the overall flow of vehicle and pedestrian traffic. This road widening will also improve the flow of traffic to Ridgeview High School. Funds for design and right-of-way have been budgeted in previous years. Staff is currently working with PG&E regarding rule 20A – undergrounding of utilities within the project area.

Street Improvements on College Avenue West of Fairfax Road – This $618,000 project will fund widening of the roadway on College Avenue and construction of street improvements. Street improvements will alleviate flooding and erosion of soil occurring during rain events on the north side of College Avenue, adjacent to East Niles Water District, and will facilitate a safe walk-path for pedestrians. In accordance with a previous agreement with the City, East Niles Water District has relocated its water tank facilities to accommodate future street widening done by the City.

Sewer Funds (Plants Nos. 2 And 3)

The CIP projects proposed for the Wastewater Division continue to focus on preventative maintenance for the complex treatment plants’ infrastructure with a focus on preventative maintenance.

Wastewater Treatment Plant No. 2

XXIX Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 on two recirculation pumps. $240,000 of funding is requested for FY 2017-18 to rehabilitate two transfer pumps and two recirculation pumps during FY 2017-18. The remaining two transfer pumps are proposed to be rehabilitated during FY 2018-19.

Wastewater Treatment Plant No. 3

Replace Digester Mixer Pump – Additional funding of $460,000 is requested to replace obsolete mixing pumps. The current budget includes $402,700 of funding for this project. Existing pumps are fifteen years old and replacement parts are no longer available. Current cost estimates exceed available funding because pump drawings indicate that intake and discharge locations for new pumps are not compatible with the existing pumps. In order to install new pumps, piping needs to be extensively reconfigured, a new equipment pedestal built, and electrical modifications will also need to be made.

Primary Clarifier Rehabilitation – Rehabilitation of clarifiers 1-4 was completed in FY 2015-16. This $500,000 proposed project will rehabilitate primary clarifiers 6 and 8. Rehabilitation of the clarifiers includes: repairing, replacing, and recoating concrete and metal surfaces; rebuilding the clarifier drives; replacing skimmer arms; and regrading the launder channels. Rehabilitation of primary clarifiers 5 and 7 will be proposed in FY 2018-19.

Sanitary Sewer and Storm Improvements

Storm Lift Station at Tevis Ranch Sump – The Tevis Ranch sump is interconnected to four sumps within the same area, most of which do not percolate well. Through an agreement with Kern Delta, the City will install a pump station and outlet structure (outlet structure completed in FY 2016-17) to drain storm runoff form the Tevis Ranch sump into the Buena Vista Canal. Design of this lift station has been completed. The $535,000 of proposed funding is for project construction.

Storm Lift Station Rehabilitation at the Police Pistol Range – This proposed project will provide the storm drain lift station at the Police pistol range with new submersible pumps, discharge pipes, outlet structure, and updates to lighting and safety walkway. Retrofitting this aging lift station will improve performance and eliminate costly maintenance issues. This project was selected to receive funding through the California Office of Emergency Services for back-up generators; however, the actual lift station rehabilitation is not eligible for grant funding. Therefore, staff proposes to fund this project through sewer enterprise funds. This storm lift station is critical to downtown drainage. Proposed funding for

XXX Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 FY 2017-18 of $106,000 will fund design of the project. The Five-Year CIP Plan includes $770,000 of proposed funding for FY 2018-19.

Storm Lift Station on Talisman Drive – This proposed project will install a pump station at the sump on Kristina Court, south of Talisman Drive. Currently, the sump has poor percolation, causing lack of proper storm water drainage, causing storm water to back-up into the street and flood the area. Remedies, repairs, and maintenance to this sump require excessive staff time; for this reason, staff proposes to convert the sump into a detention basin with a pump station that will direct the storm water to a sump with better percolation. Installation of the pump station will properly drain the sump and alleviate flooding. Proposed funding for FY 2017-18 of $105,000 will fund design of the project. The construction phase includes $871,000 of proposed funding for FY 2018-19.

Refuse Collection Fund

Two projects, totaling $350,000, are proposed for FY 2017-18 within the Refuse Collection Fund. Projects are as follows:

Compost Screening System – Compost made from green waste has been screened and sold to farmers at the Green Waste Facility since 1995. State regulations from 2015 require higher compost screening standards to be phased in by 2018. The current screen system must be expanded to meet the new standard. This $300,000 proposed project will economically repurpose an existing screen machine and add new pre-screen and post- screen machinery to expand the system. Under the County Green Waste Agreement, Kern County will provide funding for approximately 55% of the project.

Green Waste Facility Pavement Resurfacing – The pavement at the main public unloading zone at the Green Waste Facility is deteriorating after 20 years of use. Resurfacing the pavement at this time will eliminate the need for a complete reconstruction in the future. Kern County, through the County Green Waste Agreement, will provide about 55 percent of this project’s proposed budget of $50,000.

Agricultural and Domestic Water Funds

XXXI Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 increases in staffing levels since the facility opened. The $700,000 project provides for a new building approximately 2,348 square and the reconstruction of the existing Spanish clay roof tiles, and would provide ADA upgrades to the existing buildings.

Parking Garage Fund

Automation Improvements to Parking Garage – Currently, the Eye Street entrance to the parking garage can only be accessed by long-term users. Improvements to both the gate and ticketing mechanisms are required to allow daily users the ability to enter the parking garage from the Eye Street entrance. Proposed funding for this project totals $43,500 in FY 2017-18.

Equipment Management Fund

Backup Generator, Beach Park and Pistol Range – The City Manager’s Office submitted a grant application with the California Office of Emergency Services for two backup generators for these two storm drain lift stations. The $415,000 requested for FY 2017-18 includes $311,500 of grant funding with the remaining $103,500 local match requirement funded by the Sewer Enterprise Fund. These two lift stations are critical to downtown drainage issues during storm events.

Bikeway/Pedestrian Fund (TDA Article 3)

Bakersfield College Area Bike Lane/Routes – This $107,450 project will provide much needed bike lanes/routes adjacent to Bakersfield College. Installation of new bike lanes will benefit seven schools surrounding the Bakersfield College Campus. This project is 100 percent funded through a competitive TDA grant that is administered by Kern COG.

Summary

The FY 2017-18 Proposed Budget reflects the continued commitment to address City Council Goals while simultaneously balancing the ever-changing economic landscape at the local, state and federal levels. The proposed budget is essentially a hold-the-line budget that allows departments to maintain existing staffing and programs. Departments have done their best to prepare a budget within our current financial constraints that can provide needed services to the public. Staff will continue to be challenged to maintain service levels to meet community growth, public demands and expectations. Pending state and

XXXII Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017 federal budget actions will likely affect the budget after it is adopted and will likely require further adjustments.

Acknowledgements

The development of the budget takes a great amount of staff time and effort, and must be completed within a defined period. I appreciate the contribution made by all department heads, division managers, business managers and budget managers.

Thanks go to the Budget Team for their valuable input and feedback during the process. Assistant City Manager Chris Huot led this year’s effort and was assisted by Finance Director Nelson Smith, Assistant Finance Director Sandra Jimenez, Accounting Supervisor Randy McKeegan, Assistant City Manager Steve Teglia, Management Assistant Caleb Blaschke, Assistant Police Chief Greg Terry, Assistant Public Works Director Ted Wright, and Human Resources Manager Lisa McGranahan.

Finally, my continued appreciation to the Mayor and City Council for your leadership and direction in the budget process and throughout the year.

XXXIII

About the Award

The Government Finance Officers Association has awarded its prestigious Distinguished Budget Presentation Award to the City for its Fiscal Year 2016-17 Adopted Budget Document.

The award recognizes the City for preparing its budget document in a manner consistent with the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA’s best practices on budgeting. This is the 17th consecutive year the City has received the award.

Documents submitted to the GFOA's Budget Awards Program are reviewed by selected members of the GFOA professional staff and by outside reviewers with experience in public-sector budgeting. Each budget document is evaluated separately by three reviewers and ranked on 27 specific criteria.

City staff will prepare and submit the FY 2017-18 Adopted Budget Document to Government Finance Officers Association for this award upon adoption of the budget in June.

XXXIV Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017

XXXV Honorable Mayor and City Council FY 2017-18 Proposed Budget - Letter of Transmittal May 10, 2017

XXXVI THIS PAGE INTENTIONALLY LEFT BLANK BUDGET SUMMARIES Budget Summaries

LIST OF EXHIBITS

Resources and Appropriations – General Fund...... 2 General Fund Budget Chart...... 3 Resources and Appropriations – Operating Budget – All Funds...... 4 Operating Budget – All Funds Charts...... 5 Operating Fund Distribution...... 6 Operating Fund Distribution Charts...... 7 Resources and Appropriations – All Funds...... 8 Resources – All Funds Chart...... 9 Appropriations – All Funds Chart...... 9 Departmental Appropriations by Fund...... 10 General Fund – Appropriations by Department...... 12 Financial Summary – All Funds...... 14 Estimated Balances – June 30, 2017...... 17 Interfund Transfers – Summary...... 19 Interfund Transfers – Detail...... 20

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

1 RESOURCES AND APPROPRIATIONS GENERAL FUND

Adopted Adopted Proposed Sources by Type 2015-16 2016-17 2017-18

Resources Property Tax $ 68,946,500 $ 73,826,200 $ 77,483,500 Sales Tax 72,413,000 66,848,000 63,708,100 Other Taxes 10,675,000 10,650,000 11,150,000

Total Taxes $ 152,034,500 $ 151,324,200 $ 152,341,600

Licenses and Permits $ 3,246,240 $ 2,754,365 $ 3,181,560 Intergovernmental Revenue 1,307,116 1,619,775 1,507,190 Charges for Service 20,980,955 21,192,690 22,758,095 Fines and Forfiets 845,000 2,117,000 796,000 Miscellaneous Revenues 1,156,489 916,970 1,100,555

Total Other Revenues $ 27,535,800 $ 28,600,800 $ 29,343,400

Beginning Balance 19,650,000 15,500,000 19,200,000

Transfers In 952,918 550,000 550,000

TOTAL RESOURCES $ 200,173,218 $ 195,975,000 $ 201,435,000

Appropriations Police $ 87,246,327 $ 87,101,763 $ 87,681,092 Fire 36,311,034 36,421,378 37,531,526

Total Public Safety $ 123,557,361 $ 123,523,141 $ 125,212,618

Public Works $ 26,956,664 $ 26,125,561 $ 26,401,419 Recreation and Parks 18,991,657 18,522,464 19,030,677 Community Development 7,731,166 7,628,301 7,530,437 General Government 13,282,493 13,108,849 13,343,826 Non-Departmental 9,543,000 6,995,807 9,845,146

Total Operations $ 76,504,980 $ 72,380,982 $ 76,151,505

Contingencies 50,000 25,000 25,000

Transfers Out 60,877 45,877 45,877

TOTAL APPROPRIATIONS $ 200,173,218 $ 195,975,000 $ 201,435,000

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

2 CITY OF BAKERSFIELD

GENERAL FUND BUDGET

$201,435,000

* Percentages may not equal 100% due to rounding. 3 CITY OF BAKERSFIELD

RESOURCES AND APPROPRIATIONS OPERATING BUDGET - ALL FUNDS

Actual Adopted Proposed Sources by Type 2015-16 2016-17 2017-18

Resources Capital Project Funds $ 15,419,118 $ 13,563,415 $ 13,835,840 Economic Stimulus - - - Special Revenue Funds 24,147,410 24,617,515 25,342,969 General Operating Funds 200,173,218 195,975,000 201,435,000 Successor Agency Funds* 11,921,868 10,421,894 10,274,816 Improvement Districts 7,442,319 5,750,650 5,703,073 Internal Service Funds 36,882,636 36,754,535 38,930,882 Enterprise Funds 121,440,058 119,683,145 123,650,218 Debt Service Funds 742,742 653,046 645,056

Total $ 418,169,369 $ 407,419,200 $ 419,817,854

Appropriations General Government $ 28,913,137 $ 28,821,367 $ 29,487,085 Police 88,643,393 88,461,335 89,017,942 Fire 37,560,332 37,697,202 38,933,944 Public Works 109,958,196 110,187,933 114,889,282 Water Resources 25,467,809 25,376,290 25,024,456 Recreation and Parks 26,295,608 26,682,040 27,323,170 Community Development 10,076,699 10,329,060 10,499,977 Non-Departmental & Transfers 91,254,195 79,863,973 84,641,998

Total $ 418,169,369 $ 407,419,200 $ 419,817,854

* Formerly Redevelopment Agency Funds

4 CITY OF BAKERSFIELD

OPERATING BUDGET - ALL FUNDS

$419,817,854

* Percentages may not equal 100% due to rounding. 5 CITY OF BAKERSFIELD

OPERATING FUND DISTRIBUTION

Adopted Adopted Proposed Expenditures 2015-16 2016-17 2017-18

All Funds Personnel $ 191,903,147 $ 193,336,835 $ 200,755,742 Operating 175,777,629 172,551,105 172,533,143 Capital 9,415,627 8,509,065 10,033,969 Fiscal Transfers 41,072,966 33,022,195 36,495,000

Total All Funds $ 418,169,369 $ 407,419,200 $ 419,817,854

General Fund Personnel $ 157,853,515 $ 158,572,430 $ 163,254,430 Operating 41,945,726 37,165,143 37,904,228 Capital 313,100 191,550 230,465 Fiscal Transfers 60,877 45,877 45,877

Total General Fund $ 200,173,218 $ 195,975,000 $ 201,435,000

6 CITY OF BAKERSFIELD

OPERATING FUND DISTRIBUTION

$419,817,854

* Percentages may not equal 100% due to rounding. 7 CITY OF BAKERSFIELD

RESOURCES AND APPROPRIATIONS ALL FUNDS

Actual Adopted Proposed Revenues and Resources by Type 2015-16 2016-17 2017-18

Taxes and Assessments $ 193,933,154 $ 189,587,080 $ 190,732,231 Licenses and Permits 3,457,240 2,976,790 3,505,900 Inter-Governmental & Enterprise 95,597,595 25,413,097 45,574,350 Charges for Service 173,388,442 170,436,639 178,294,520 Fines and Forfeits 1,975,000 3,242,000 2,411,000 Miscellaneous Revenue 6,296,956 5,238,436 4,783,403 Other Financing Sources 448,000 - - TOTAL REVENUES $ 475,096,387 $ 396,894,042 $ 425,301,404

Fund Balance 46,428,370 31,580,803 32,553,596 Transfers In 64,828,300 33,022,195 36,495,000 TOTAL RESOURCES $ 586,353,057 $ 461,497,040 $ 494,350,000

Actual Adopted Proposed Appropriations by Function 2015-16 2016-17 2017-18

Police $ 88,643,393 $ 88,461,335 $ 89,017,942 Fire 37,560,332 37,697,202 39,073,944

TOTAL PUBLIC SAFETY $ 126,203,725 $ 126,158,537 $ 128,091,886

Public Works $ 256,827,021 $ 161,004,691 $ 184,405,718 Water Resources 27,517,809 26,376,290 27,014,456 Rabobank/Recreation and Parks/CVB 30,146,608 28,943,122 30,161,380 Community Development 10,076,699 10,329,060 10,524,977 General Government 28,913,137 28,821,367 29,509,585 Non-Departmental 79,617,327 69,727,079 74,442,182 Successor Agency* 11,636,868 10,136,894 10,199,816

TOTAL APPROPRIATIONS $ 570,939,194 $ 461,497,040 $ 494,350,000

* Formerly Redevelopment Agency Funds 8 CITY OF BAKERSFIELD RESOURCES - ALL FUNDS $494,350,000

APPROPRIATIONS - ALL FUNDS $494,350,000

9 CITY OF BAKERSFIELD

DEPARTMENTAL APPROPRIATIONS BY FUND

Rabobank/CVB Non- General Water & Recreation Community Departmental Government Police Fire Public Works Resources and Parks Development Includes Transfers Total Agricultural Water $-$-$-$-$ 4,079,341 $-$-$ 278,614 $ 4,357,955 Airpark - - - 252,758 - - - - 252,758 Assessment Districts 49,500 ------5,653,573 5,703,073 Capital Outlay ------Capital Outlay-Local TRIP ------1,050,000 1,050,000 Capital Outlay-Utility/Road ------Community Dev. Block Grant ------1,852,459 500,324 2,352,783 CUPA - - 1,402,418 - - - - - 1,402,418 Domestic Water - - - - 20,945,115 - - 1,796,341 22,741,456 Equipment Management 3,438,923 - - 23,416,123 - - - - 26,855,046 Facility Replacement Reserve ------Gax Tax ------General Fund 13,343,826 87,681,092 37,531,526 26,401,419 - 19,030,677 7,530,437 9,916,023 201,435,000

10 Home Investment Partnership ------1,117,081 - 1,117,081 Municipal Improvment Debt ------645,056 645,056 Park Improvement ------200,000 200,000 Parking Lots/Structures 144,500 ------144,500 Public Financing Authority ------Refuse Collection 51,000 - - 48,042,422 - - - 1,145,072 49,238,494 Self Insurance 12,075,836 ------12,075,836 Sewer Connections ------6,000,000 6,000,000 State Transportation - - - 522,468 - 32,400 - - 554,868 Supp. Law Enforcement - 583,850 ------583,850 Traffic Safety - 753,000 - - - - - 550,000 1,303,000 Transient Occupancy Taxes - - - - - 8,260,093 - 9,768,876 18,028,969 Transporation Development ------11,500,000 11,500,000 TDF TRIP Local Match 291,500 - - 794,340 - - - - 1,085,840 Wastewater Treatment Plant 17,000 - - 15,459,752 - - - 25,438,303 40,915,055 Successor Agency 40,000 ------10,199,816 10,239,816 Successor Housing Agency 35,000 ------35,000 Total Operating $ 29,487,085 $ 89,017,942 $ 38,933,944 $ 114,889,282 $ 25,024,456 $ 27,323,170 $ 10,499,977 $ 84,641,998 $ 419,817,854 CITY OF BAKERSFIELD

DEPARTMENTAL APPROPRIATIONS BY FUND

Rabobank/CVB Non- General Water & Recreation Community Departmental Government Police Fire Public Works Resources and Parks Development Includes Transfers Total

Capital Improvement Agriculture Water - - - - 640,000 - - - 640,000 Airpark - - - 355,000 - - - - 355,000 Assessment Districts - - - - - 52,000 - - 52,000 Capital Outlay - - 140,000 5,815,162 - 700,000 25,000 - 6,680,162 Capital Outlay-Local TRIP - - - 1,021,333 - - - - 1,021,333 Community Dev. Block Grant - - - 1,484,480 - 271,210 - - 1,755,690 COF Utility/Road Funds - - - 5,500,000 - - - - 5,500,000 Domestic Water - - - - 1,350,000 - - - 1,350,000 Equipment Management - - - 450,000 - - - - 450,000 11 Federal Transportation - - - 8,737,505 - - - - 8,737,505 Gas Tax - - - 7,285,024 - - - - 7,285,024 Park Improvement - - - - - 1,815,000 - - 1,815,000 Parking Lots/Structure 22,500 - - 45,500 - - - - 68,000 Refuse Collection - - - 350,000 - - - - 350,000 State Transportation ------Transportation Development - - - 2,795,700 - - - - 2,795,700 TDF TRIP Local Match - - - 11,600,000 - - - - 11,600,000 TRIP - - - 17,529,732 - - - - 17,529,732 Wastewater Treatment Plant - - - 6,547,000 - - - - 6,547,000 Successor Agency ------Total Capital Improvements $ 22,500 $-$ 140,000 $ 69,516,436 $ 1,990,000 $ 2,838,210 $ 25,000 $-$ 74,532,146

Total City of Bakersfield $ 29,509,585 $ 89,017,942 $ 39,073,944 $ 184,405,718 $ 27,014,456 $ 30,161,380 $ 10,524,977 $ 84,641,998 $ 494,350,000 CITY OF BAKERSFIELD

GENERAL FUND - APPROPRIATIONS BY DEPARTMENT

Amended Actual Adopted Budget Budget Proposed Department 2015-16 2016-17 2016-17 2017-18 Mayor $ 149,998 $ 169,363 $ 169,363 $ 165,906 City Council 278,481 266,993 266,993 253,265 TOTAL LEGISLATIVE $ 428,479 $ 436,356 $ 436,356 $ 419,171

City Manager $ 1,109,333 $ 1,073,626 $ 1,073,626 $ 1,119,314 City Clerk 755,523 866,602 866,602 832,960 Human Resources 1,208,920 1,321,318 1,321,318 1,285,606 Information Technology 4,215,149 4,567,230 4,567,230 4,749,849 Risk Management - - - - TOTAL EXECUTIVE $ 7,288,925 $ 7,828,776 $ 7,828,776 $ 7,987,729

12 Finance Administration $ 517,211 $ 523,200 $ 523,200 $ 536,550 Accounting 1,255,049 1,212,900 1,212,900 1,238,549 Treasury 824,117 857,150 857,150 866,196 Purchasing 314,473 319,250 319,250 326,205 TOTAL FINANCIAL SERVICES $ 2,910,850 $ 2,912,500 $ 2,912,500 $ 2,967,500

City Attorney $ 1,582,375 $ 1,931,217 $ 1,931,217 $ 1,969,426 TOTAL CITY ATTORNEY $ 1,582,375 $ 1,931,217 $ 1,931,217 $ 1,969,426

Police Administration $ 13,492,438 $ 12,692,221 $ 14,222,977 $ 13,091,737 Police Operations 53,110,101 56,347,282 56,088,107 56,505,512 Police Investigations 15,609,025 15,943,162 15,949,662 15,951,674 Animal Control 2,017,045 2,119,098 2,124,727 2,132,169 TOTAL POLICE SERVICES $ 84,228,609 $ 87,101,763 $ 88,385,473 $ 87,681,092 CITY OF BAKERSFIELD

GENERAL FUND - APPROPRIATIONS BY DEPARTMENT

Amended Actual Adopted Budget Budget Proposed Department 2015-16 2016-17 2016-17 2017-18

Fire Administration $ 1,581,844 $ 1,502,217 $ 1,502,217 $ 1,436,750 Fire Safety 1,310,359 1,298,588 1,298,588 1,316,738 Fire Suppression 32,859,637 33,620,573 33,620,573 34,778,038 TOTAL FIRE SERVICES $ 35,751,840 $ 36,421,378 $ 36,421,378 $ 37,531,526

Public Works Administration $ 592,278 $ 514,020 $ 514,020 $ 520,445 Engineering 5,577,513 5,642,851 5,642,851 5,650,616 General Services 11,628,926 11,967,138 11,967,138 12,104,307 Streets 8,186,380 8,001,552 8,001,552 8,126,051 TOTAL PUBLIC WORKS $ 25,985,097 $ 26,125,561 $ 26,125,561 $ 26,401,419 13 Recreation and Parks Administration $ 1,053,009 $ 1,052,291 $ 1,052,291 $ 1,084,899 Parks 14,178,000 14,633,832 14,675,832 15,075,887 Recreation 2,898,843 2,836,341 2,886,341 2,869,891 TOTAL RECREATION AND PARKS $ 18,129,852 $ 18,522,464 $ 18,614,464 $ 19,030,677

Planning $ 1,907,167 $ 1,966,551 $ 1,966,551 $ 1,977,177 Building 5,373,827 5,661,750 5,713,175 5,553,260 TOTAL COMMUNITY DEVELOPMENT $ 7,280,994 $ 7,628,301 $ 7,679,726 $ 7,530,437 TOTAL BY DEPARTMENT $ 183,587,021 $ 188,908,316 $ 190,335,451 $ 191,518,977

Non-Departmental $ 6,591,804 $ 6,995,807 $ 6,995,807 $ 9,845,146 Debt Service - - - - Contingencies 30,000 25,000 25,000 25,000 Transfer out 80,877 45,877 45,877 45,877 TOTAL GENERAL FUND $ 190,259,702 $ 195,975,000 $ 198,986,581 $ 201,435,000 CITY OF BAKERSFIELD

FINANCIAL SUMMARY - ALL FUNDS

Estimated Estimated Balance Revenues Transfers Budget Appropriations Proposed Fund Group 7/1/2017 In Out Operating C.I.P. 6/30/2018

Governmental Funds General Operating $ 32,059,145 $ 181,785,000 $ 550,000 $ 45,877 $ 201,389,123 $ $ 12,959,145 Special Revenue 4,325,473 60,026,251 - 7,598,304 17,744,665 35,307,951 3,700,804 Debt Service - 83,380 561,676 - 645,056 - - Capital Project 13,399,664 20,704,200 17,800,000 11,500,000 2,335,840 29,412,195 8,655,829

Proprietary Funds Enterprise 87,932,087 115,518,167 12,000,000 13,817,111 109,833,107 9,310,000 82,490,036 14 Internal Service 19,545,621 34,786,375 2,049,616 - 38,930,882 450,000 17,000,730

Fiduciary Funds Improvement Districts 10,608,538 5,691,923 - - 5,703,073 52,000 10,545,388 Successor Agency 1,187,413 6,706,108 3,533,708 3,533,708 6,741,108 - 1,152,413

Total $ 169,057,941 $ 425,301,404 $ 36,495,000 $ 36,495,000 $ 383,322,854 $ 74,532,146 $ 136,504,345 CITY OF BAKERSFIELD

FINANCIAL SUMMARY - ALL FUNDS

Estimated Estimated Balance Revenues Transfers Budget Appropriations Proposed Fund Group 7/1/2017 In Out Operating C.I.P. 6/30/2018

General Operating Funds General $ 19,200,000 $ 181,685,000 $ 550,000 $ 45,877 $ 201,389,123 $ $ Cash Basis 12,859,145 100,000 - - - - 12,959,145

Special Revenue Funds Community Development 545,150 4,101,516 - 500,324 1,852,459 1,755,690 538,193 Home Investment Partnership 164,154 1,117,081 - - 1,117,081 - 164,154 Neighborhood Stabilization 277,715 - - - - - 277,715 15 Federal Transportation - 8,737,505 - - - 8,737,505 - TRIP 242,941 17,286,791 - - - 17,529,732 State Transportation - 554,868 - - 554,868 - Gas Tax (217,043) 7,515,000 - - - 7,285,024 12,933 Traffic Safety 470,604 1,392,500 - 550,000 753,000 - 560,104 CUPA/UASI 406,951 1,383,140 - - 1,402,418 - 387,673 Supplemental Law Enforcement 815,401 587,850 - - 583,850 - 819,401 Transient Occupancy Tax 1,619,600 17,350,000 - 6,547,980 11,480,989 - 940,631

Debt Service Funds Municipal Improvement Debt - 83,380 561,676 - 645,056 - -

Capital Project Funds Capital Outlay 3,950,255 435,000 6,300,000 - 6,680,162 4,005,093 Capital Outlay-Local TRIP 3,127,982 3,000 - - 1,050,000 1,021,333 1,059,649 Capital Outlay-Utility/Road Fund 373,018 5,551,000 - - - 5,500,000 424,018 Park Improvements 756,921 1,575,000 - - 200,000 1,815,000 316,921 CITY OF BAKERSFIELD

FINANCIAL SUMMARY - ALL FUNDS

Estimated Estimated Balance Revenues Transfers Budget Appropriations Proposed Fund Group 7/1/2017 In Out Operating C.I.P. 6/30/2018 Transportation Development (TDF) 3,242,659 13,040,000 - 11,500,000 - 2,795,700 1,986,959 TDF TRIP Local Match 1,879,307 100,000 11,500,000 - 1,085,840 11,600,000 793,467 Major Bridge & Thoroughfare 69,522 200 - - - - 69,722

Enterprise Funds Wastewater Treatment $ 40,412,616 $ 32,573,963 $ 12,000,000 $ 6,132,310 $ 34,782,745 $ 6,547,000 $ 37,524,524 Sewer Connections 3,574,032 3,728,600 - 6,000,000 - - 1,302,632 Refuse Collection 14,729,320 49,107,394 - 1,145,072 48,093,422 350,000 14,248,220

16 Agricultural Water 4,879,384 5,256,529 - 278,614 4,079,341 640,000 5,137,958 Domestic Water 23,843,461 24,098,681 - 261,115 22,480,341 1,350,000 23,850,686 Airpark 382,436 602,000 - - 252,758 355,000 376,678 Offstreet Parking 110,838 151,000 - 144,500 68,000 49,338

Internal Service Funds Equipment Management 20,169,504 24,361,118 2,049,616 - 26,855,046 450,000 19,275,192 Self-Insurance (623,883) 10,425,257 - - 12,075,836 - (2,274,462)

Improvement District Funds Assessment Districts 10,608,538 5,691,923 - - 5,703,073 52,000 10,545,388

Successor Agency Funds Successor Agency $ 357,921 $ 6,706,108 $ 3,533,708 $ 3,533,708 $ 6,706,108 $-$ 357,921 Successor Housing Agency 829,492 - - - 35,000 - 794,492

Total $ 169,057,941 $ 425,301,404 $ 36,495,000 $ 36,495,000 $ 383,322,854 $ 74,532,146 $ 136,504,345 CITY OF BAKERSFIELD FISCAL YEAR 2017-18 ESTIMATED BALANCES - JUNE 30, 2018

Fund Title Total Unreserved Reserved Comment Cash Basis Reserve $ 12,959,145 $-$ 12,959,145 Cash required prior to tax receipts Community Development 538,193 538,193 - Home Investment Partnership 164,154 164,154 - Neighborhood Stabilization 277,715 - - TRIP - - - State Transportation - - - Gas Tax 12,933 12,933 - CUPA/UASI 387,673 387,673 - Supplemental Law Enforcement 819,401 819,401 -

17 Transient Occupancy Tax 940,631 40,631 900,000 Capital Lease Reserve Capital Outlay 4,005,093 757,898 3,247,195 Facilities Reserve Capital Outlay-Local Trip 1,059,649 - - Capital Outlay - Utility/Road Fund 424,018 424,018 - Park Improvement 316,921 316,921 - Transportation Development 1,986,959 1,986,959 - TDF TRIP Local Match 793,467 793,467 - Major Bridge & Thoroughfare 69,722 - - Wastewater Treatment 37,524,524 17,324,524 20,200,000 Rate Stabilization/Debt/Capital Sewer Connections 1,302,632 1,302,632 - Refuse 14,248,220 8,894,220 5,354,000 Cart Replacement Reserves Agriculture Water 5,137,958 5,137,958 - Domestic Water 23,850,686 23,850,686 - Airpark 376,678 376,678 - Offstreet Parking 49,338 49,338 - CITY OF BAKERSFIELD FISCAL YEAR 2017-18 ESTIMATED BALANCES - JUNE 30, 2018

Fund Title Total Unreserved Reserved Comment Accumulated Depr. @ 06/30/16, Equipment Management 19,275,192 998,563 18,276,629 $55,986,595 Self Insurance (2,274,462) (2,274,462) - Assessment Districts 10,545,388 5,748,067 4,797,321 Reserve for Debt Service Successor Agency 357,921 - 333,000 Reserve for Debt Service Successor Agency Housing 794,492 794,492 - Total $ 136,504,345 $ 69,005,048 $ 66,067,290 18 CITY OF BAKERSFIELD INTERFUND TRANSFERS - SUMMARY Proposed 2017-18

Fund Title Transfers In Transfers Out

General $ 550,000 $ 45,877 Community Development - 500,324 Home Investment Partnership - - State Gas Tax - - Traffic Safety/O.T.S - 550,000 Transient Occupancy Tax - 6,547,980 Municipal Improvement Debt 561,676 - Capital Outlay 6,300,000 - Transportation Development - 11,500,000 TDF TRIP Local Match 11,500,000 - Wastewater Treatment 12,000,000 6,132,310 Sewer Connections - 6,000,000 Refuse Collection - 1,145,072 Agricultural Water - 278,614 Domestic Water - 261,115 Equipment 2,049,616 -

Successor Agency: Operating - 3,533,708 Debt 3,533,708 -

TOTAL TRANSFERS $ 36,495,000 $ 36,495,000

19 CITY OF BAKERSFIELD INTERFUND TRANSFERS - DETAIL OF SELECTED ITEMS Proposed 2017-18

Fund Title Transfers In Transfers Out

Municipal Debt - 15,475 Capital Outlay 6,300,000 Equipment - 232,505 Transient Occupancy Tax Fund 6,547,980 General $ 45,877 $- Community Development 500,324 - Municipal Debt - - Transient Occupancy Tax $ 15,475 - Municipal Debt Fund 561,676 - Sewer Plant #2 6,000,000 - Sewer Connection 6,000,000 - Transient Occupancy Tax - - Sewer Plant #3 Total 12,000,000 -

Sewer Plant #2 - Sewer Connections - Sewer Plant #3 Total -

Transient Occupancy Tax 232,505 - Sewer Plant #2 109,448 - Sewer Plant #3 22,862 - Refuse 1,145,072 - Agriculture Water 278,614 - Domestic Water 261,115 - Equipment Fund Total $ 2,049,616 -

20 REVENUES 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 FY 2017-18 are:

1) Secured property tax revenues are expected to increase 5 percent based on Kern County assessed valuation projections; 2) Sales tax revenues are expected to show no growth compared to the current year revised estimate of no growth; 3) License and Permit revenues are expected to slightly increase as compared to current year revised estimates; and 4) Transient Occupancy Tax revenues are expected to remain unchanged when compared to current year revised estimates.

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

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

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

Sales Tax Revenues - The sales tax rate is generally 7.25 percent statewide. The City’s sales tax revenue is realized from the 1 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 percent is distributed based on “point of sale” while the ½ cent for public safety is distributed 95 percent to counties and 5 percent to cities. The 1 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

21 costs incurred.

Motor Vehicle-In-Lieu Revenues - As to the portion of the remaining VLF revenue formerly distributed to local governments, SB89 of 2011 eliminates, effective July 1, 2011, Vehicle License Fee (VLF) revenue allocated under California Revenue and Taxation Code 11005 to cities. As a part of the Legislature’s efforts to solve the state’s chronic budget problems, the bill shifted all city VLF revenues to fund law enforcement grants that previously had been paid by a temporary state tax and – prior to that – by the state general fund. The City expects minimal VLF revenues in 2017-18 and in subsequent years unless and until there is a change in law.

Charges for Service - A service charge is a fee imposed upon the user of a service provided by the City. Generally a service charge can be levied when the service can be measured and sold in marketable units and the user can be identified. The rationale is that certain services are primarily for the benefit of an individual rather than the general public. Individuals benefiting from a service should pay for all or a part of the cost of that service. Fees charged are limited to the cost required to provide the service as prescribed by Article XIIIB of the State Constitution. These fees are often determined by cities through a cost accounting analysis of the specific service. Service charges differ from license and permit fees in that the latter are designed to reimburse the City for costs related to its regulatory activities.

Some of the charges for service included in this revenue source are: ! Maintenance district services - Reimbursements for costs of operating and maintaining all public improvements which benefit a specific area; ! Interdepartmental charges - Account for the financing of services provided by the General Fund to another City department on a cost-reimbursement basis; and, ! Arena charges - Revenues received from the use of the Rabobank Arena.

Transient Occupancy Tax - The Transient Occupancy Tax is imposed for the privilege of occupying a room or rooms in a hotel, motel, or other lodging facility, unless such occupancy is for a period of thirty (30) days or more. The City of Bakersfield has a transient lodging tax rate of 12 percent, which was increased from 10 percent in the 1993-94 fiscal year. The use of revenues is unrestricted

22 City of Bakersfield Property Tax Revenues $77,483,500

Sales Tax Revenue $63,708,100

23 Transient Occupancy Tax $9,000,000

License and Permit Revenues $3,181,560

24 Motor Vehicle - In - Lieu Revenues $170,000

Charges for Services $22,758,095

25 CITY OF BAKERSFIELD

GENERAL FUND - REVENUE BY SOURCE

Actual Amended Budget Revised Estimates Proposed Revenues 2015-16 2016-17 2016-17 2017-18

Taxes Property Taxes Current year secured $ 40,332,482 $ 40,846,200 $ 42,174,800 $ 43,473,500 Current year unsecured 4,133,844 3,800,000 4,118,000 4,000,000 Property tax in-lieu 28,152,135 28,995,000 29,697,700 30,000,000 Delinquent and other taxes 300,260 185,000 (21,800) 10,000 TOTAL PROPERTY TAXES $ 72,918,721 $ 73,826,200 $ 75,968,700 $ 77,483,500

Sales and Use Tax Sales and use tax $ 58,734,065 $ 66,848,000 $ 63,708,100 $ 63,708,100

26 Sales tax in-lieu 12,052,727 - - - TOTAL SALES AND USE TAX $ 70,786,792 $ 66,848,000 $ 63,708,100 $ 63,708,100

Other Taxes Utility franchise tax $ 6,117,694 $ 6,150,000 $ 6,182,960 $ 6,150,000 Business license tax 3,904,569 3,600,000 4,000,000 4,100,000 Real property transfer tax 1,176,713 900,000 900,000 900,000 TOTAL OTHER TAXES $ 11,198,976 $ 10,650,000 $ 11,082,960 $ 11,150,000 TOTAL TAXES $ 154,904,489 $ 151,324,200 $ 150,759,760 $ 152,341,600

Licenses and Permits Development permits $ 2,279,080 $ 2,147,640 $ 2,424,100 $ 2,483,980 Alarm permits 337,357 290,000 364,900 402,950 Dog licenses 211,304 220,000 200,000 200,000 Other licenses and permits 151,984 96,725 93,225 94,630 TOTAL LICENSES AND PERMITS $ 2,979,725 $ 2,754,365 $ 3,082,225 $ 3,181,560 CITY OF BAKERSFIELD

GENERAL FUND - REVENUE BY SOURCE

Actual Amended Budget Revised Estimates Proposed Revenues 2015-16 2016-17 2016-17 2017-18

Intergovernmental State motor vehicle in-lieu tax $ 149,089 $ 150,000 $ 170,000 $ 170,000 State Homeowners subvention 364,788 350,000 380,800 375,000 Grants 3,239,276 2,468,241 3,021,371 962,190 TOTAL INTERGOVERNMENTAL $ 3,753,153 $ 2,968,241 $ 3,572,171 $ 1,507,190 Charges for Service Maintenance district services $ 6,327,378 $ 6,000,000 $ 6,350,000 $ 6,485,000 Interdepartmental charges 3,787,159 3,765,000 3,765,000 4,155,000 Development fees 4,571,752 4,451,440 4,225,112 4,627,855 Fire charges 5,123,435 5,200,000 5,514,500 5,800,000 27 Police charges 872,946 718,500 741,770 716,040 Recreation fees 996,392 894,250 810,450 807,200 Other charges 179,893 163,500 173,600 167,000 TOTAL CHARGES FOR SERVICE $ 21,858,955 $ 21,192,690 $ 21,580,432 $ 22,758,095 Fines and Forfeits Court fines and assest forfeitures $ 1,230,466 $ 2,117,000 $ 2,356,935 $ 796,000 TOTAL FINES AND FORFEITURES $ 1,230,466 $ 2,117,000 $ 2,356,935 $ 796,000

Miscellaneous Interest income $ 1,583,866 $ 102,500 $ 158,400 $ 102,500 Contributions 35,928 78,669 149,276 35,000 Blue Cross premium refund 62,735 - - - Other reimbursements 477,990 - 185,750 - Other revenues 1,601,633 814,470 1,461,726 963,055 TOTAL MISCELLANEOUS $ 3,762,152 $ 995,639 $ 1,955,152 $ 1,100,555 TOTAL REVENUES $ 188,488,940 $ 181,352,135 $ 183,306,675 $ 181,685,000 CITY OF BAKERSFIELD

ESTIMATED REVENUE BY FUND Inter- Other Taxes and Licenses and Governmental Charges for Fines and Miscellaneous Financing Fund Title Assessments Permits Revenue Service Forfeits Revenue Sources Total General $ 152,341,600 $ 3,181,560 $ 1,507,190 $ 22,758,095 $ 796,000 $ 1,100,555 $-$ 181,685,000 Cash Basis Reserve - - - - - 100,000 - 100,000 Community Development - - 3,925,648 - - 175,868 - 4,101,516 Home Investment Partnership - - 1,087,081 - - 30,000 - 1,117,081 Federal Transportation - - 8,737,505 - - - - 8,737,505 TRIP - - 17,286,791 - - - - 17,286,791 State Transportation - - 553,868 - - 1,000 - 554,868 Gas Tax - - 7,450,000 - 15,000 50,000 - 7,515,000 Traffic Safety - - - 190,000 1,200,000 2,500 - 1,392,500 CUPA/UASI - 324,340 - 1,053,500 - 5,300 - 1,383,140 Supplemental Law Enforcement - - 583,850 - - 4,000 - 587,850 Transient Occupancy Tax 9,000,000 - - 7,130,000 - 1,220,000 - 17,350,000 Municipal Improvement Debt - - - - - 83,380 - 83,380

28 Capital Outlay - - - - 400,000 35,000 - 435,000 Capital Outlay-Local TRIP - - - - - 3,000 - 3,000 Capital Outlay-Utility/Road Fund 5,550,000 - - - - 1,000 - 5,551,000 Park Improvement 1,525,000 - - - - 50,000 - 1,575,000 Transportation Development 13,000,000 - - - - 40,000 - 13,040,000 TDF TRIP Local Match - - - - - 100,000 - 100,000 Major Bridge & Thoroughfare - - - - - 200 - 200 Wastewater treatment - - - 32,114,463 - 459,500 - 32,573,963 Sewer Connections 50,000 - - 3,653,600 - 25,000 - 3,728,600 Refuse - - 3,851,167 44,995,927 - 260,300 - 49,107,394 Agriculture Water - - - 5,231,529 - 25,000 - 5,256,529 Domestic Water - - - 23,826,681 - 272,000 - 24,098,681 Airpark - - 280,000 319,700 - 2,300 - 602,000 Offstreet Parking - - - 148,500 - 2,500 - 151,000 Equipment Management - - 311,250 23,899,868 - 150,000 - 24,361,118 Self Insurance - - - 9,840,257 - 585,000 - 10,425,257 Assessment Districts 5,691,923 ------5,691,923 Successor Agency Funds: Successor Agency 3,573,708 - - 3,132,400 - - 6,706,108 Successor Housing ------

Total $ 190,732,231 $ 3,505,900 $ 45,574,350 $ 178,294,520 $ 2,411,000 $ 4,783,403 $ $ 425,301,404 LEGISLATIVE

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29 Legislative

DEPARTMENT GOAL

To serve as the legislative and policy making body of the City; enact ordinances, resolutions and orders necessary for governing the affairs of the City; and promote the economic, cultural and governmental well being of the City of Bakersfield.

FY 2016-17 ACCOMPLISHMENTS

1. Continued recognition of special efforts accomplished by members of the public and organizations for the betterment of the community.

2. Appointed citizens to City boards and commissions.

3. Continued to make the necessary budgetary actions to mitigate the negative impacts of the downturn in the local oil economy.

30 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 2016-17 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 represented City at conferences and meetings.

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

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

7. Strengthened the City’s position in local and state legislative arenas through representation at League of California Cities and Big 10 Cities meetings, and at other state, regional and local public hearings.

31 1011 – Mayor and 1051 – City Council continued

FY 2017-18 ACTION PLAN

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

2. Provide Council direction to staff through Council committees.

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. Work toward equitable representation and resource allocations relative to the State of California.

8. Communicate with state and local government officials on equitable resource allocations on important budget and other issues such as transportation and including high-speed rail.

9. Represent the City of Bakersfield on the Local Agency Formation Commission and Kern Council of Governments.

SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY 17-18 Actual Projected Proposed Approved City Budgets 1 1 1

Council Meetings Held 18 18 18

Proclamations Issued 108 100 100

32 LEGISLATIVE

Adopted Amended Actual Budget Budget Proposed DIVISIONS: 2015-16 2016-17 2016-17 2017-18

Mayor $ 149,998 $ 169,363 $ 169,363 $ 165,906 City Council 278,481 266,993 266,993 253,265

Total $ 428,479 $ 436,356 $ 436,356 $ 419,171

SOURCE OF FUNDS:

General Fund $ 428,479 $ 436,356 $ 436,356 $ 419,171

Total $ 428,479 $ 436,356 $ 436,356 $ 419,171

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

33 MAYOR

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 131,827 $ 135,380 $ 135,380 $ 137,256 Operating 18,171 33,983 33,983 28,650 Capital - - - -

Total $ 149,998 $ 169,363 $ 169,363 $ 165,906

SOURCE OF FUNDS:

General Fund $ 149,998 $ 169,363 $ 169,363 $ 165,906

Total $ 149,998 $ 169,363 $ 169,363 $ 165,906

34 CITY COUNCIL

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 154,531 $ 156,497 $ 156,497 $ 140,000 Operating 123,950 110,496 110,496 113,265 Capital - - - -

Total $ 278,481 $ 266,993 $ 266,993 $ 253,265

SOURCE OF FUNDS:

General Fund $ 278,481 $ 266,993 $ 266,993 $ 253,265

Total $ 278,481 $ 266,993 $ 266,993 $ 253,265

35 THIS PAGE INTENTIONALLY LEFT BLANK EXECUTIVE

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36 Executive

DEPARTMENT GOAL

To provide professional leadership in the management of the City and execution of City Council policies; to provide effective municipal services through the coordination and direction of all City activities, finances and personnel; to act as liaison between the City and other governmental agencies, citizens, business and community groups and the media; and to provide administrative support to the City Council and City departments in matters relating to maintenance of City Council records, elections and personnel.

FY 2016-17 ACCOMPLISHMENTS

1. Human Resources collaborated with both Technology Services and Finance departments to continue the implementation of the new timekeeping system for payroll (City Council Goal 7.2).

2. Human Resources completed nearly 80 recruitments in support of varying City departments and divisions.

3. The City Clerk’s Office conducted the November 8, 2016 Runoff Election for the Office of Mayor, and the General Municipal Election for Councilmembers for Wards 2, 5 and 6.

4. The City Clerk’s Office implemented NovusAgenda Public Portal for the Planning Commission meetings in support of the City Council’s Guiding Principle to continue enhancement of the public communications process and reduce paper usage (City Council Goal 7.1).

5. The Risk Management Division partnered with the Human Resources Division to conduct a Health and Wellness Fair for City employees in November 2016, which featured approximately 50 local vendors (City Council Goal 7.1).

6. Technology Services replaced expensive and older direct connect phone circuits at City Fire stations with newer technology at a much lower operating cost (City Council Goals 1.3, 7.1).

37 1331 – City Manager continued

7. Technology Services worked in cooperation with Kern County Information Technology Services (ITS) department and Federal Engineering, a consultant hired by Kern County to research and assist in the design and bidding process for a new possibly shared trunked radio/microwave system (City Council Goals 1.2, 1.3, 7.1).

8. The City Manager’s Office coordinated efforts related to high-speed rail and the implementation of the State Groundwater Management Act via staffing the Kern River Groundwater Sustainability Agency (City Council Goals 4.1, 4.2, 6.1).

9. The City Manager’s Office led two grant application efforts that resulted in the City being awarded $1.2 million to establish a bike share program and $311,000 for two generators at storm water pump stations (City Council Goals 2.5, 7.1)

10.Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2015-16 Final Budget (City Council Goal 7.1).

FY 2017-18 SIGNIFICANT BUDGET CHANGES

1. The Technology Services Division will be replacing over 100 mobile data computers and 102 workstations for Bakersfield Police Department staff, which consists of equipment that was deferred due to budgetary constraints during FY 2016-17. This equipment purchase and associated cost is essential to continue to provide the necessary technology to the Bakersfield Police Department for daily operations. Funds have been collected within the Equipment Management Fund for these purchases.

FY 2017-18 ACTION PLAN

The Executive Department will continue to work on a variety of significant projects which affect the majority of the organization. Some of the major projects Executive staff will oversee in FY 2017-18 include the ongoing assessment of the local economy and the budgetary implications of pending state and federal actions, implementation of the Sustainable Groundwater Management Act, discussion with High Speed Rail regarding alternative alignments through the City, coordination of the remaining TRIP projects, issues, employee safety and recognition programs, radio network evaluation, island annexations and continuing to implement projects resulting from the ADA Transition Plan update.

38 EXECUTIVE

Adopted Amended Actual Budget Budget Proposed DIVISIONS: 2015-16 2016-17 2016-17 2017-18

City Manager $ 1,109,333 $ 1,073,626 $ 1,073,626 $ 1,119,314 City Clerk 755,523 866,602 866,602 832,960 Human Resources 1,208,920 1,321,318 1,321,318 1,285,606 Risk Management 13,674,748 10,166,040 10,203,558 10,390,836 Information Technology 6,613,506 7,376,208 7,419,208 8,088,772

Total $ 23,362,030 $ 20,803,794 $ 20,884,312 $ 21,717,488

SOURCE OF FUNDS:

General Fund $ 7,288,925 $ 7,828,776 $ 7,828,776 $ 7,987,729 Equuipment Management 2,398,357 2,808,978 2,851,978 3,338,923 Self Insurance 13,674,748 10,166,040 10,203,558 10,390,836

Total $ 23,362,030 $ 20,803,794 $ 20,884,312 $ 21,717,488

FULL TIME EMPLOYEES:

City Manager 7.00 7.00 7.00 7.00 City Clerk 8.00 7.00 7.00 7.00 Human Resources 10.00 10.00 10.00 10.00 Risk Management 3.00 3.00 3.00 3.00 Information Technology 38.00 37.00 37.00 37.00

Total 66.00 64.00 64.00 64.00

39 1331 – City Manager continued

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 2016-17 ACCOMPLISHMENTS

1. Prepared and distributed the proposed and final operating budgets for fiscal year 2017-18 (City Council Goal 7.1).

2. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2016-17 Final Budget (City Council Goal 7.1).

3. Coordinated efforts to ensure equitable distribution to the City of Bakersfield of road funds from state and federal revenues. As lead agency for the Thomas Roads Improvement Program (TRIP), and working with the other coordinating agencies, made progress toward the implementation of those local and regional transportation projects (City Council Goal 2.2).

4. Staffed the following Council Committees: Budget and Finance; Community Services; Legislative and Litigation; Planning and Development; Safe Neighborhood and Community Relations; and Joint City/Count Standing Committee to Combat Gang Violence.

5. Occupied two seats on the Oversight Board for the Successor Agency to the former Bakersfield Redevelopment Agency.

6. As the local governing body designee, processed applications to determine public convenience or necessity for liquor licenses (City Council Goal 4.1).

40 1331 – City Manager continued

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

8. Led City efforts to work with the High Speed Rail Authority (City Council Goal 6.1).

9. Led efforts to apply for and received grant funding for a variety of programs and services that align with City Council Goals, including additional bicycling facilities and storm water pump station generators (City Council Goals 2.5, 7.1)

10. Led City efforts to implement requirements under the Sustainable Groundwater Management Act (City Council Goal 4.2)

11. Coordinated efforts between the State Water Resources Control Board and the City as it relates to the enactment of Senate Bill 88 (City Council Goal 4.2)

12. Continued to work with local school districts to ensure new education facilities include the necessary public right-of-way infrastructure improvements to allow for safe student, staff and visitor access to these sites (City Council Goal 4.1, 6.1).

FY 2017-18 ACTION PLAN

1. Continue to monitor local economy and recommend adjustments to the City’s budget as deemed necessary (City Council Goal 7.1).

2. Continue delivering the remaining Thomas Road Improvements Program projects, including the Centennial Corridor Project and 24th Street Widening Project (City Council Goal 2.2).

3. Continue actions to implement the City Council goals.

4. Continue to implement findings from Americans with Disabilities Act (ADA) Transition and Self Evaluation Plans (City Council Goal 6.1).

5. Work with labor groups on new contracts (City Council Goal 7.1)

6. Continue to monitor the state and federal budget processes for any legislative action that may affect program or services provided by the City (City Council Goal 7.1).

41 1331 – City Manager continued

7. Continue coordinating efforts related to high-speed rail and groundwater sustainability issues (City Council Goals 4.1, 4.2, 6.1).

8. Review, analyze, and coordinate efforts to seek support for legislation beneficial to Bakersfield on issues of federal, state and local concern (City Council Goal 7.1).

9. Oversee and monitor City utility franchises (City Council Goal 7.1).

10. Prepare and distribute the proposed and final operating budgets for Fiscal Year 2017-18 (City Council Goal 7.1).

11. Qualify the Fiscal Year 2017-18 Final Budget for the Government Finance Officers Association Distinguished Budget Presentation Award (City Council Goal 7.1).

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

13. Review and prepare agenda materials for City Council meetings

14. Staff City Council Committees: Budget and Finance; Community Services; Legislative and Litigation; Metro Bakersfield Animal Control Committee; Personnel; Planning and Development; Safe Neighborhood and Community Relations; and Joint City/Count Standing Committee to Combat Gang Violence.

15. Continue to work with the Local Agency Formation Commission on processing annexations and developing polices where applicable (City Council Goal 4.1).

16. Process applications to determine public convenience or necessity for liquor licenses (City Council Goal 5.1).

SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY 17-18 Actual Projected Proposed Annexation Growth – Population (annual) 2 12 1960 Annexation Growth – Square Miles (annual) 1.6 0.096 1.22 General Information Memoranda 52 52 52 Agenda Highlights Memoranda 18 18 18 Staffed Council Committee Meetings 24 24 24

42 CITY MANAGER

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 1,082,049 $ 1,044,838 $ 1,044,838 $ 1,085,405 Operating 27,284 28,788 28,788 33,909 Capital - - - -

Total $ 1,109,333 $ 1,073,626 $ 1,073,626 $ 1,119,314

SOURCE OF FUNDS:

General Fund $ 1,109,333 $ 1,073,626 $ 1,073,626 $ 1,119,314

Total $ 1,109,333 $ 1,073,626 $ 1,073,626 $ 1,119,314

43 1341 City Clerk

DIVISION GOAL

To maintain a complete and accurate record of City Council proceedings preserve official City records conduct municipal elections provide administrative assistance to the City Council, Bakersfield Foundation, Kern River Groundwater Sustainability Agency, Oversight Board, and Youth Commission and, SURYLGHSURPSWDQGFRXUWHRXVVHUYLFHWRFLWL]HQV·UHTXHVWVIRUDVVLVWDQFH

FY 201617 ACCOMPLISHMENTS

1. Conducted the November 8, 2016 Runoff Election for the Office of Mayor, and the General Municipal Election for Councilmembers for Wards 2, 5 and 6.

2. Conducted the June 6, 2017 Special Municipal Election to fill the City Council Ward 5 vacancy.

3. Organized and performed the Installation and Valediction Ceremony and reception for the City Council.

4. &RQGXFWHGWKH0D\RU·V2IILFLDO6ZHDULQJin Ceremony and reception.

5. Implemented NovusAgenda Public Portal for the Planning Commission meetings in support of the City Council·V Guiding Principle to continue enhancement to the public communications process.

6. Organized Scholastic Student Recognition Day and held reception.

7. Revised the records retention VFKHGXOHIRUWKH&LW\&OHUN·V2IILFH

8. Prepared the Administrative Record for the Superior Court regarding Citizens Against 24th Street Widening Project v. City of Bakersfield.

9. Prepared the Administrative Record for the Superior Court regarding Kern River Flow and Municipal Water Program.

10. Conducted Teen Government Day 2016.

44 1341 ² City Clerk continued

FY 201718 ACTION PLAN

1. Facilitate the development and implementation of the NovusAgenda electronic agenda management system for other City boards and commissions (City Council Guiding Principles).

2. Implement NovusAgenda Minutes Module, Term Tracking and Reports modules in order to fully utilize software system and provide most effective and efficient use.

3. Organize Scholastic Student Recognition Day and hold reception.

4. Conduct Teen Government Day 2017.

5. Conduct the Swearingin Ceremony for the newly elected City Councilmember for Ward 5.

SERVICE LEVEL INDICATORS FY 1516 FY 1617 FY 1718 Actual Projected Proposed

Prepare and Post Council Agenda 38 35 35

Council and Mayoral Elections 1 2 1

Documents Processed 1714 1936 2188

Outgoing U.S. Mail Processed 269,160 269,000 268,500

Records Requests and Subpoenas 857 900 945

45 CITY CLERK

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 572,499 $ 622,371 $ 622,371 $ 585,375 Operating 183,024 244,231 244,231 247,585 Capital - - - -

Total $ 755,523 $ 866,602 $ 866,602 $ 832,960

SOURCE OF FUNDS:

General Fund $ 755,523 $ 866,602 $ 866,602 $ 832,960

Total $ 755,523 $ 866,602 $ 866,602 $ 832,960

1351 HUMAN RESOURCES

DIVISION GOAL

Align Human Resources with key department goals in order to optimize talent, performance, and productivity within the City. This strategic collaboration aims to provide continuous development of our employees and ongoing process improvements that more effectively respond to the needs of the citizens of Bakersfield.

FY 201617 ACCOMPLISHMENTS

1. Collaborated with both Technology Services and Finance departments to continue the implementation of the new timekeeping system for payroll (City Council Goals 7.2).

2. Reviewed and submitted nine updates to City Job Specifications, including ADA analysis for any physical requirements.

3. Partnered with &LW\ 0DQDJHU·V 2IILFH WR UHYLHZ update and draft new Administrative Rules and Regulations.

4. Designed, assessed and delivered Citywide training programs, including Supervisor Development Training and Interview rater training.

5. Expanded efforts in reviewing, communicating and educating City employees regarding health and welfare benefits. This includes Citywide benefit communication visits to departments and divisions to solicit timely enrollments as well as the fostering of education and understanding regarding available benefits.

6. Increased focus on retention strategies by the involvement of staff in EIT (Employee Incentive Team) Wellness programs and succession planning guidance to departments and divisions.

7. Introduced and executed an employee StrengthsFinder coaching program for the development of City employees.

8. Monitored local, State and Federal legal changes/updates in order to ensure City compliance.

47 1351Human Resources continued

9. Completed nearly 80 recruitments in support of varying City departments and divisions.

201718 ACTION PLAN

1. Continue to focus on improving Police recruitment strategies by coordinating with neighboring agencies for PELLETB test score dates and acceptance as well as enhancing advertising efforts (City Council Goals 1.2).

2. Continue to offer the Supervisor Level I Training throughout the City. Also, begin the development of Supervisor Level II training materials.

3. Continue to identify potential improvements in the execution of benefits and payrollrelated interfaces by streamlining processes and improving current practices.

4. Continue to support the labor negotiation process with City bargaining units by participating on the City negotiation team.

5. Enhance current engagement levels with departments and divisions in their execution of handling union grievances, employment concerns, Skelly hearings, DFEH complaints, legal actions and other personnel matters.

6. Provide active oversight of the annual Healthcare Open Enrollment process in order to realize additional opportunities for improved communication with employees and retirees, education for preventive care and effective use of benefits for that purpose, and maximizing tools and resources to assist in the administration of health and welfare use by active and retired City employees and their families (City Council Goals 7.1).

7. Provide oversight and support to Employee Incentive efforts including the development of new and/or costneutral activities and programs (City Council Goals 7.1).

8. Continue to offer and deliver professional StrengthsFinder coaching and development to city employees.

9. Continue to remain appraised of changes in the legal environment with respect to employee management and the handling of all employee related concerns.

48 1351Human Resources continued

10. Continue to recruit top talent for all City department and divisions.

11. &RQWLQXH WKH SDUWQHUVKLS ZLWK WKH 5LVN GLYLVLRQ DQG WKH &LW\ $WWRUQH\·V office in the handling of complex employee and employmentrelated matters.

49 HUMAN RESOURCES

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 964,472 $ 1,017,963 $ 1,017,963 $ 1,007,070 Operating 244,448 303,355 303,355 278,536 Capital - - - -

Total $ 1,208,920 $ 1,321,318 $ 1,321,318 $ 1,285,606

SOURCE OF FUNDS:

General Fund $ 1,208,920 $ 1,321,318 $ 1,321,318 $ 1,285,606

Total $ 1,208,920 $ 1,321,318 $ 1,321,318 $ 1,285,606

50 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 wellbeing 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 20162017 ACCOMPLISHMENTS

1. The City of Bakersfield was awarded the 2015 Cities for Workforce Health grant by the League of California Cities, in partnership with Kaiser Permanente and Keenan and Associates. The grant provided the City an RSSRUWXQLW\ WR FRQGXFW DQ HYDOXDWLRQ RI WKH &LW\·s existing wellness program and subsequently identify recommendations to improve employee health. Through the assistance of consultants, the City is working to establish a sustainable wellness program that meets the needs of our employees (City Council Goal 7.1).

2. Facilitated replacements of the &LW\·V Automated External Defibrillators (AED) that were reaching end of life operation. The City has 22 AEDs available in select buildings and all pools and recreational centers. Cardiopulmonary Resuscitation (CPR) and AED training was provided to over 80 City employees from multiple departments/divisions (City Council Goal 7.1)

3. Provided several Cal/OSHA regulatory safety training opportunities for staff, including a Respiratory Protection Administrator Training Course taught by University of California, San Diego (City Council Goal 7.1).

4. Partnering with the Human Resources Division, Risk Management conducted a Health and Wellness Fair in November 2016, which featured approximately 50 local vendors in the field of safety, health, and fitness (City Council Goal 7.1).

5. In conjunction with management from the Bakersfield Fire Department, Risk Management provided Normalization of Deviance training as part of the ongoing Supervisor Safety Academy. The study of the normalization of

51 1361 ² Risk Management continued

deviance examines complacency in regards to safety related situations. Over 70 supervisors/managers attended this training which was intended to bring awareness to complacency in the workplace and its resulting consequences (City Council Goal 7.1).

6. &RQWLQXHG WR SURPRWH DQG HQKDQFH WKH &LW\·V VDIHW\ FXOWXUH E\ participating in an employee safety awareness program in June, known as National Safety Month (City Council Goal 7.1).

7. Risk Management was tasked with assisting General Services with finding a cost effective way to provide certification through the International Municipal Signal Association (IMSA) for WKH &LW\·V VHUYLFH PDLQWHQDQFH workers and traffic signal technicians for work zone traffic safety (City Council Goals 7.1).

8. Continue to maintain and offer incentives for employees utilizing alternate forms of transportation to and from work through the Employer Trip Reduction Implementation Plan (eTRIP) (City Council Goal 7.1).

9. Continued to aggressively pursue recoveries from individuals who caused damage to City property (City Council Goal 7.1).

FY 20172018 ACTION PLAN

1. Continue to emphasize the safety program and health initiatives in an effort to reduce losses and injuries associated with thH ZRUNHUV· compensation program (City Council Goal 7.1).

2. Continue to provide safety training opportunities to staff, highlighting OSHA compliance standards. Work closely with Departments/Divisions to review and develop training programs that are task specific and provide guidance to reinforce and enhance the City safety culture (City Council Goal 7.1).

3. Launch an online safety training resource site, Target Solutions, which will be available to all staff and provides over 1,200 online safety courses and certifications focused at public entity employees. This service is provided without a fee through our excess insurance carrier, CSAC. The system allows Supervisors to assign and track safety training courses for their staff, which will improve and enhance the safety program for the City, with an anticipated reduction of losses while promoting a greater awareness for safety in the workplace (City Council Goal 7.1).

52 1361 ² Risk Management continued

4. Explore cost savings programs with ZRUNHUV· FRPSHQVDWLRQ WKLUG SDUW\ administrator and excess insurance carrier. Identify claims where RSSRUWXQLWLHV H[LVW WR PLQLPL]H ORQJ WHUP GHEW RI &LW\·V ZRUNHUV· compensation program (City Council Goal 7.1).

5. Risk Management is working closely with the Wellness Committee to sustain a Wellness Program (City Council Guiding Principles and City Council Goal 7.1).

53 RISK MANAGEMENT

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 2,852,304 $ 2,803,964 $ 2,803,964 $ 2,826,211 Operating 10,822,444 7,362,076 7,399,594 7,564,625 Capital - - - -

Total $ 13,674,748 $ 10,166,040 $ 10,203,558 $ 10,390,836

SOURCE OF FUNDS:

Self Insurance $ 13,674,748 $ 10,166,040 $ 10,203,558 $ 10,390,836

Total $ 13,674,748 $ 10,166,040 $ 10,203,558 $ 10,390,836

54 1371 ² Technology Services

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 201617 ACCOMPLISHMENTS

1. Replaced expensive and older direct connect phone circuits at the Fire stations with newer technology at a much lower operating cost (City Council Goals 1.3, 7.1).

2. Implemented an Animal Shelter Management System to increase efficiency and record keeping by stream lining processes and providing enhanced services to the public (City Council Goals 1.2, 7.1).

3. Worked in cooperation with the Groundwater Sustainability Agreement (GSA) in the support and development of the final GSA boundary and necessary mapping components (City Council Goal 4.2).

4. Worked in cooperation with Waste Water and third party technology vendor to upgrade and migrate the sewer lift stations to a modern cellular SCADA system (City Council Goal 4.2).

5. Implemented modern call center within the phone system, for Technology Services help desk to improve service to City departments (City Council Goal 7.1).

6. Working in cooperation with Solid Waste to implement a call center to better service the high volume of calls they received from the public (City Council Goal 7.1).

7. Implemented or improved upon Auto Attendants for many departments within the new phone system to provide better customer service to the public (City Council Goals 1.2, 7.1).

8. Worked in cooperation with Bakersfield Fire Department, Kern County Fire Department and Kern County Fire Technology Services to research

55 1371 ² Technology Services Continued

Electronic Patient Care Records (ePCR) systems to meet a state reporting mandate (City Council Goal 1.3).

9. Worked in cooperation with Kern County Information Technology Services (ITS) department and Federal Engineering, a consultant hired by Kern County to research and assist in the design and bidding process for a new possibly shared trunked radio / microwave system (City Council Goals 1.2, 1.3, 7.1).

10. Transition fire stations from expensive analog leased data lines to high speed wireless links to provide quicker access to data and systems and reduce ongoing costs (City Council Goals 1.3, 7.1).

11. Added a secondary internet connection to provide bandwidth and greater resiliency / redundancy to the systems that rely on these connections, specifically Police MDC units and citizen access to city websites and services (City Council Goals 1.2, 6.1).

12. Worked with departments on upgrading and bringing surveillance cameras that needed replacement into the video management systems (VMS), to promote and implement a funded replacement schedule and higher video retention with a centralized access system (City Council Goals 1.2, 7.1).

FY 201718 ACTION PLAN

1. Continue working in cooperation with County of Kern and other agencies in evaluating designs for a public safety digitally trunked radio system (City Council Goals 1.2, 1.3).

2. Continue to identify and replace analog phone circuits with newer technology where it is beneficial and costs savings may be actualized (City Council Goals 1.2, 1.3, 7.1).

3. Continue to work with City departments to utilize services within the phone system to provide better customer service to both citizens and other departments and or improve departmental productivity.

4. Continue implementation of high speed wireless radio data links for outlying City facilities to improve data and system access and lower ongoing costs (City Council Goals 1.2, 1.3, 7.1).

5. Continue to bring new surveillance cameras and those needing replacements into the VMS system (City Council Goals 1.2, 7.1).

56 1371 ² Technology Services Continued

6. Work with Kern County ITS for the use of space and utilities to house and collocate some City technology systems to provide better resiliency and redundancy of critical City systems. (City Council Goals 1.2, 1.3, 7).

57 INFORMATION TECHNOLOGY

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 3,377,250 $ 3,663,735 $ 3,663,735 $ 3,810,083 Operating 2,419,880 2,757,358 2,757,358 2,953,160 Capital 816,376 955,115 998,115 1,325,529

Total $ 6,613,506 $ 7,376,208 $ 7,419,208 $ 8,088,772

SOURCE OF FUNDS:

General Fund $ 4,215,149 $ 4,567,230 $ 4,567,230 $ 4,749,849 Equuipment Management 2,398,357 2,808,978 2,851,978 3,338,923

Total $ 6,613,506 $ 7,376,208 $ 7,419,208 $ 8,088,772

58 THIS PAGE INTENTIONALLY LEFT BLANK FINANCIAL SERVICES Financial Services

Finance Director

Assistant Finance Director

Treasurer Property Manager

Treasury Accounting Purchasing Supervisor Supervisors Officer 59

Financial Accountants Buyers Property Agents Investigators

Accounting Accounting Accounting Clerks Clerks Clerk Financial Services

DEPARTMENT GOAL

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.

60 FINANCIAL SERVICES

Adopted Amended Actual Budget Budget Proposed DIVISIONS: 2015-16 2016-17 2016-17 2017-18

Finance Administration $ 1,053,184 $ 1,021,967 $ 1,021,967 $ 877,550 Accounting 1,446,108 1,406,633 1,406,633 1,451,049 Treasury 824,117 857,150 857,150 866,196 Purchasing 378,858 464,250 464,250 426,205 Sucessor Agency 54,031 285,000 285,000 75,000

Total $ 3,756,298 $ 4,035,000 $ 4,035,000 $ 3,696,000

SOURCE OF FUNDS:

General Fund 2,910,850 2,912,500 2,912,500 2,967,500 TDF TRIP Local Match 401,366 407,767 407,767 291,500 Sewer Service-Plant 3 - 16,434 16,434 17,000 Refuse Fund - 49,299 49,299 51,000 Offstreet Parking 191,059 128,000 128,000 144,500 Equipment Management Fund 64,385 145,000 145,000 100,000 Assessment Districts 28,728 91,000 91,000 49,500 Successor Agency 54,031 285,000 285,000 75,000 "COF-Local TRIP" 105,879 - - -

Total $ 3,756,298 $ 4,035,000 $ 4,035,000 $ 3,696,000

FULL TIME EMPLOYEES:

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

Total 32.00 32.00 32.00 32.00

61 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 2016-17 ACCOMPLISHMENTS

1. Acquired a total of 150 residential and commercial properties necessary for the designated transportation corridors of the current Thomas Roads Improvement Projects (City Council Goal 2.2).

2. Acquired 18 residential and commercial properties for City (non-TRIP) transportation projects, utility services, and Parks throughout the City. In addition, the Finance department sold two surplus properties (City Council Goals 2.3, 6.3, 7.1).

3. The City has over $58 million on deposit in an irrevocable trust to fund the long-term Retiree Medical program. As of the last actuarial date the total long term liability for this Post Employment Benefit (OPEB) was approximately $130 million; thus the City is near a 43% funded status, which is well above the norm when compared to the vast majority of cities across California and the nation (City Council Goal 7.1).

FY 2017-18 ACTION PLAN

1. Acquire commercial and residential properties necessary to complete Thomas Roads Improvement Projects planned for the upcoming year (City Council Goal 2.2).

62 ADMINISTRATION

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 878,929 $ 886,240 $ 886,240 $ 781,099 Operating 68,376 135,727 135,727 96,451 Capital - - - -

Total $ 947,305 $ 1,021,967 $ 1,021,967 $ 877,550

SOURCE OF FUNDS:

General Fund $ 517,211 $ 523,200 $ 523,200 $ 536,550 TDF TRIP Local Match 401,366 407,767 407,767 291,500 Assessment Districts 28,728 91,000 91,000 49,500 COF - Local TRIP 105,879 - - -

Total $ 1,053,184 $ 1,021,967 $ 1,021,967 $ 877,550

63 1992 - Accounting and Reporting

DIVISION GOAL

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

FY 2016-17 ACCOMPLISHMENTS

1. Received over $120,000 in rebate revenue related to electronic payment program (E-Payables) and associated Purchasing Card system in conjunction with Bank of America (City Council Goal 7.1).

2. Received GFOA Certificate of Achievement for Excellence in Financial Reporting for the 35th consecutive year (City Council Goal 7.1).

FY 2017-18 ACTION PLAN

1. Prepare Comprehensive Annual Financial Report for fiscal year ending June 30th in conformance with generally accepted accounting principles by December 31st in order to qualify for special recognition programs at the national level (City Council Goal 7.1).

64 ACCOUNTING AND REPORTING

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 1,175,986 $ 1,212,455 $ 1,212,455 $ 1,237,170 Operating 270,122 194,178 194,178 213,879 Capital - - - -

Total $ 1,446,108 $ 1,406,633 $ 1,406,633 $ 1,451,049

SOURCE OF FUNDS:

General Fund $ 1,255,049 $ 1,212,900 $ 1,212,900 $ 1,238,549 Sewer Service-Plant 3 - 16,434 16,434 17,000 Refuse Fund - 49,299 49,299 51,000 Offstreet Parking 191,059 128,000 128,000 144,500

Total $ 1,446,108 $ 1,406,633 $ 1,406,633 $ 1,451,049

65 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 2016-17 ACCOMPLISHMENTS

1. Utilized the new City website to post new business listings in a PDF format on the first of each month for the public’s viewing. This resulted in a savings of paper and printer resources and a reduction in staff time (City Council Goal 7.1).

2. The Food Vending Vehicle Permit was modified, streamlined and simplified to create two separate permits for private property and public right-of-way. This simplification better serves the business owners by offering a permit for a longer period of time and one that better fits their needs. This modified process reduced staff processing time and paperwork requirements (City Council Goal 7.1).

3. Worked with the City of Bakersfield Animal Care Center (CBACC) and Technology Services (TS) to implement the new pet software, Chameleon. The efficiency of the new software has resulted in faster processing of dog licenses (City Council Goal 7.1).

4. The business tax delinquency rate was reduced and a record number of businesses were licensed resulting in increased revenues (City Council Goal 7.1). FY 2017-18 ACTION PLAN

1. Treasury will further expand its customer service by offering multiple payment methods through the implementation of an online program for residents to renew their dog licenses (City Council Goal 7.1).

2. Treasury will begin discussions on the process of implementing convenience fees on all credit card transactions. This will improve the financial impact of doing business and allow us to offer various methods of revenue collection (City Council Goal 7.1).

66 TREASURY

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 711,904 $ 741,537 $ 741,537 $ 730,387 Operating 112,213 115,613 115,613 135,809 Capital - - - -

Total $ 824,117 $ 857,150 $ 857,150 $ 866,196

SOURCE OF FUNDS:

General Fund $ 824,117 $ 857,150 $ 857,150 $ 866,196

Total $ 824,117 $ 857,150 $ 857,150 $ 866,196

67 1995 - Purchasing

DIVISION GOAL

Administer the provisions of the City Charter and Municipal Code relating to the procurement of materials and services at the best value to the requesting department.

FY 2016-17 ACCOMPLISHMENTS

1. Provided potential vendors free use of the online bidding registry and the ability to download bid documents. This free service encourages vendor participation and is both open and transparent (City Council Goal 7.1).

2. Solicited bids utilizing the Council approved local vendor preference policy whenever possible (City Council Goal 7.1).

3. Issued Annual Contracts to streamline operation and maintain sources for products and services at favorable prices (City Council Goal 7.1).

4. Promoted the recently adopted addition to the City Municipal Code which allows “piggyback” purchases from cooperative contracts entered into by other governmental agencies when in the best interest of the City (City Council Goal 7.1).

FY 2017-18 ACTION PLAN

Review Procurement Policy and Procedures to insure full legal compliance (City Council Goal 7.1).

68 PURCHASING

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 298,676 $ 302,825 $ 302,825 $ 310,820 Operating 52,446 66,425 66,425 60,385 Capital 27,736 95,000 95,000 55,000

Total $ 378,858 $ 464,250 $ 464,250 $ 426,205

SOURCE OF FUNDS:

General Fund $ 314,473 $ 319,250 $ 319,250 $ 326,205 Equipment Management Fund 64,385 145,000 145,000 100,000

Total $ 378,858 $ 464,250 $ 464,250 $ 426,205

69 1997 Successor Agency

Due to the California Supreme Court ruling of December 29, 2011, the Bakersfield Redevelopment Agency was dissolved as of February 1, 2012.

The City took on the designation as the Successor Agency to the Redevelopment Agency as allowed under State Assembly Bill 26 and is responsible for the Administrative closeout functions of the former Redevelopment Agency. In addition, the Successor Agency is responsible for the expeditious wind down of the outstanding obligations of the former redevelopment project areas. The City, acting as the Successor Agency, does not have the ability to enter into new contracts to provide financial assistance or start new redevelopment projects or programs.

This Administrative Budget for the Successor Agency is prepared and accounted for under the purview of the Finance Department and is authorized pursuant to Health and Safety Code Section 24171(b).

70 SUCCESSOR AGENCY

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $-$-$-$- Operating 54,031 285,000 285,000 75,000 Capital - - - -

Total $ 54,031 $ 285,000 $ 285,000 $ 75,000

SOURCE OF FUNDS:

Successor Agency 54,031 285,000 285,000 75,000

Total $ 54,031 $ 285,000 $ 285,000 $ 75,000

71 THIS PAGE INTENTIONALLY LEFT BLANK CITY ATTORNEY

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e D

72 City Attorney

DEPARTMENT GOAL

To represent, support and provide legal advice to the Mayor and City Council, department heads and staff members of the various City departments to aggressively defend its client in litigation to initiate litigation at the direction of the City Council to render timely legal advice to City boards, commissions and committees to research and provide information on legal issues to prepare legal documents, including ordinances, resolutions and contracts and, to review and prepare amendments to the City Charter and Bakersfield Municipal Code to maintain consistency with current state and federal laws.

FY 201617 ACCOMPLISHMENTS

Litigation:

1. Disposed of twentyfour state litigation matters, eleven with no settlement monies being paid, one state motion of sXPPDU\MXGJPHQWLQ&LW\·VIDYRU

2. Disposed of five federal litigation matters, one with no settlement monies being paid, one motion of summary judgment LQWKH&LW\·VIDYRU

3. Using inhouse counsel, closed over a dozen marijuana dispensaries.

4. Using inhouse counsel, collected $93,453 in past due assessment taxes and filed one lawsuit concerning the City in the Hills assessment district.

5. Navigated staff/City Council through an initiation process to put a citizen initiated petition on the 2018 ballot.

6. Monitored and coordinated with outside counsel in TRIP litigation matters.

7. Provided legal counsel to Kern River Groundwater Sustainability Agency.

8. Represented the Police Department in over 196 Pitchess cases.

9. Worked with Code Enforcement to obtain 59 abatement warrants in the 2016 calendar year (City Council Goals 6.1).

73 1211 ± City Attorney continued

Municipal:

1. Drafted and finalized ordinances on subjects including food vending vehicles, youth commission, senior refuse rebate, and coordinated routine municipal code cleanups (City Council Goals 1.3, 4.2, 5.1).

2. Drafted and finalized several resolutions including one for the Kern River Flow and Municipal Water Program EIR and wireless communication facilities (City Council Goals 4.2, 6.1, 7.1).

3. Drafted and reviewed agreements for City departments and divisions such as those relating to Quiet Zone renewal, Groundwater Sustainability Plan, replacement of slide at McMurtrey Aquatics Center and grants for the Bakersfield Police Department (City Council Goals 1.3, 4.1).

4. Implemented and helped coordinate a fireworks administrative citation process which resulted in the collection of $33,600 in administrative fines.

5. Advised City departments on various legal issues such as SB 88, Prop 218, and marijuana enforcement.

6. Represented City in CalOsha and various Municipal Code appeal hearings as well as the Civil Service Commissions in discipline hearings.

7. Presented public seminars for the Bakersfield Police Department Crime Free MultiHousing Program and to the Governmental Review Council of Chamber of Commerce and Professional Development Conference (City Council Goals 1.2).

FY 201718 SIGNIFICANT BUDGET CHANGES

1. No significant budget changes generally, our budget remains the same.

FY 201718 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.

74 CITY ATTORNEY

Adopted Amended Actual Budget Budget Proposed DIVISIONS: 2015-16 2016-17 2016-17 2017-18

City Attorney $ 3,122,510 $ 3,546,217 $ 3,546,217 $ 3,654,426

Total $ 3,122,510 $ 3,546,217 $ 3,546,217 $ 3,654,426

SOURCE OF FUNDS:

General Fund $ 1,582,375 $ 1,931,217 $ 1,931,217 $ 1,969,426 Self Insurance 1,540,135 1,615,000 1,615,000 1,685,000

Total $ 3,122,510 $ 3,546,217 $ 3,546,217 $ 3,654,426

FULL TIME EMPLOYEES:

Legal Council 10.00 10.00 10.00 10.00

Total 10.00 10.00 10.00 10.00

75 LEGAL COUNCIL

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 1,290,473 $ 1,332,970 $ 1,332,970 $ 1,372,930 Operating 1,832,037 2,213,247 2,213,247 2,281,496 Capital - - - -

Total $ 3,122,510 $ 3,546,217 $ 3,546,217 $ 3,654,426

SOURCE OF FUNDS:

General Fund $ 1,582,375 $ 1,931,217 $ 1,931,217 $ 1,969,426 Self Insurance 1,540,135 1,615,000 1,615,000 1,685,000

Total $ 3,122,510 $ 3,546,217 $ 3,546,217 $ 3,654,426

76 THIS PAGE INTENTIONALLY LEFT BLANK POLICE SERVICES Police Services

Chief of Police

Public Information Internal Affairs Officer

Homeland Security

Assistant Chief of Police

Support Services Investigations Business West Captain East Captain Captain Captain Manager

ANIMAL BOMB CHAPLAINS CDT CONTROL

PEER CRY HONOR SRO- SUPPORT WOLF GUARD K9

TELESTAFF- SEU SWAT IT TRU

SEU Traffic Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant 77

Crime Scene Burglary- Narcotics- Com Center Training Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Unit Financial Vice

Robbery- Patrol Patrol Patrol Patrol Traffic Community General-Court Crime Patrol Officers- Patrol Officers- Patrol Officers- Academy Homicide- SEU Officers Officers- Officers- Officers- Officers- Officers- Relations Unit Comp-Pawn PST'S PST'S PST'S Forensic Comp Analysis PST'S PST'S PST'S PST'S PST'S

Auto Acc-Theft- Patrol Patrol Patrol Patrol Traffic Property Patrol Officers- Patrol Officers- Patrol Officers- Range V.C.A.T. Veh Burg- H.I.D.T.A. Graffiti Officers- Officers- Officers- Officers- Officers- Room PST'S PST'S PST'S Warrants PST'S PST'S PST'S PST'S PST'S

Special FBI Gang Records Reserves SAR Victims Task Force

PAL Police Department

DEPARTMENT GOAL

Provide public safety and effective law enforcement services to the City of Bakersfield.

To provide for the safety and welfare of the citizens of Bakersfield through maintenance of effective law enforcement systems, including: Community Oriented Policing, Crime Prevention, Patrol, Traffic Enforcement, Criminal Investigations, Vice and Narcotics Enforcement and Community Relations.

FY 2016-17 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 real time crime analysis research (City Council Goals 1.1, 1.2).

2. Every employee of the Bakersfield Police Department attended Police Community Relations Training presented by 21st Century Research & Evaluation, Inc and scheduled de-escalation training for all sworn personnel (City Council Goals 1.1, 1.2).

3. Continued to pursue State and Federal grants to increase police officer compliment. The Department has secured two grants to increase community partnerships and reduce violent crime. The grants were obtained through the Board of State Community Corrections and JAG Byrne (City Council Goals 1.1, 1.2).

4. Foot Beat Unit changed to the Street Impact Team and works with Public Works, businesses and the public to address reoccurring and/or quality of life issues, by coordinating services for homeless with Kern County Mental Health (Council Goals 1.1, 1.2).

5. The Department’s School Resource Officer program staffed with 2 officers serving 79 schools & 8 districts. They mentor students and parents on attendance and address school traffic safety enforcement (City Council Goals 1.1, 1.2).

78 6. Crime Analysis Unit starts community outreach through the If I Were a Thief Program and Auto Club Events in an effort to expand the Community Policing Model (City Council Goal 1.1).

7. Worked with local law enforcement agencies, local social service agencies, non-profit and faith based organizations to address gang violence and reduce gang related crime through prevention, intervention and suppression activities. The Bakersfield Safe Streets Partnership (BSSP) and the Cops, Clergy and Community (CCC) programs continue to be tools to reduce gang violence. Provided regular reports to the Safe Neighborhoods and Community Relations Committee (City Council Goal 1.2).

8. Continued efforts to reduce Part 1 crimes by ensuring timely and accurate data, through the expanded training of crime analysts to assist in crime analysis and crime trend identification, analysis of physical evidence and utilization of all available internal and external resources to work proactively with members of the community (City Council Goals 1.1, 1.2).

79 POLICE SERVICES

Adopted Amended Actual Budget Budget Proposed DIVISIONS: 2015-16 2016-17 2016-17 2017-18

Police Administration $ 13,647,314 $ 13,206,423 $ 14,918,545 $ 13,609,642 Police Operations 54,195,821 57,192,652 56,921,477 57,324,457 Police Investigations 15,609,025 15,943,162 15,949,662 15,951,674 Animal Control 2,017,045 2,119,098 2,124,727 2,132,169

Total $ 85,469,205 $ 88,461,335 $ 89,914,411 $ 89,017,942

SOURCE OF FUNDS:

General Fund $ 84,228,609 $ 87,101,763 $ 88,385,473 $ 87,681,092 Supp Law Enforcement 599,116 577,572 746,938 583,850 Traffic Safety Fund 641,480 782,000 782,000 753,000

Total $ 85,469,205 $ 88,461,335 $ 89,914,411 $ 89,017,942

FULL TIME EMPLOYEES:

Administrative Svcs. 132.00 132.00 132.00 132.00 Operations 314.00 314.00 314.00 317.00 Investigations 97.00 97.00 97.00 97.00 Animal Control 9.00 9.00 9.00 9.00 Total 552.00 552.00 552.00 555.00

80 2011 - Headquarters

DIVISION GOAL

Provide direct assistance and support to the Chief of Police; investigation of personnel complaints; investigate Government Code claims for damages against the Police Department; provide investigative assistance to the City Attorney’s Office; disseminate information to the media and relate information developed through public inquiries.

FY 2016-17 ACCOMPLISHMENTS

Internal Affairs Section:

1. Investigated 55 citizen complaints (City Council Goal 1.2).

2. Conducted 25 internal affairs investigations (City Council Goal 1.2).

3. Responded to 26 citizen inquiries (City Council Goal 1.2).

4. Processed 240 permits to conduct business within the City of Bakersfield (City Council Goal 1.2).

5. Provided assistance to the City Attorney’s Office in response to 194 Pitchess Motions (City Council Goal 1.2).

6. Provided investigative assistance on 90 claims against the City of Bakersfield (City Council Goal 1.2).

7. Investigated four officer-involved shootings and four critical incidents (City Council Goal 1.2).

8. Reviewed 848 officer use of force reports (City Council Goal 1.2).

9. Provided training in litigation cases to all patrol shifts (City Council Goal 1.2).

10. Provided training to all patrol shifts (City council Goal 1.2).

11. Continued to work closely with the City Attorney’s Office and other law offices contracted by the City regarding high liability legal matters and personnel issues (City Council Goal 1.2).

81 FY 2017-18 ACTION PLAN

1. Identify the most common types of citizen complaints and inquiries from the public, and then provide training to all Bakersfield Police Department personnel in an effort to identify and reduce those complaints (City Council Goals 1.1, 1.2).

2. Provide training to all new officers in the mini-academy and all newly promoted sergeants during supervisory school (City Council Goals 1.1, 1.2).

3. Compile all use of force statistics and provide them to the Department of Justice pursuant to federal requirements (City Council Goal 1.1, 1.2).

4. Continue to be accessible to the public for any questions, concerns or formal complaints (City Council Goals 1.1, 1.2).

5. Recieve, investigate, process and monitor all investigative requests from the City Attorney’s Office to ensure they are completed in a timely manner (City Council Goals 1.1, 1.2).

6. Complete all personnel complaint investigations within 90 days of their acceptance (City Council Goal 1.1).

7. Complete all investigative services requested by the City Attorney’s Office and Risk Management within five business days (City Council Goal 1.1).

8. Continue to provide assistance to the City Attorney’s Office in response to Pitchess Motions (City Council Goal 1.1).

9. Continue to provide training to the Operations Division and Investigations Division regarding Officer Involved Shooting and Critical Incident investigations (City Council Goals 1.1, 1.2).

10. Continue to utilize the early intervention warning system available in Blue Team and seek to develop a procedure for responding to threshold alert warnings regarding the use of force by officers (City Council Goal 1.1).

82 SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY 17-18

Actual Projected Proposed

Citizen Complaints 70 55 60

Internal Affairs Investigations 21 25 25

Citizens Inquiries 12 26 15

Pitchess Motions 131 194 175

Claims 87 90 100

Permits 237 240 245

Audits 70 0 50

O.I.S. Investigations 10 4 3

Critical Incident Investigations 1 4 2

83 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, Property Room and Training Section.

Planning Research and Training

FY 2016-17 ACCOMPLISHMENTS

1. The Bakersfield Law Enforcement Training Academy graduated 18 police officers October 14, 2016 (City Council Goal 1.2).

2. Provided training, covering Workplace Violence/Active Shooter, to a variety of different public entities, such as: churches, AT&T, schools, medical facilities and businesses (City Council Goal 1.2.).

3. In collaboration with Human Resources, coordinated testing for Police Officer Trainee / Lateral / Academy Graduate recruitments (City Council Goal 1.2).

4. Accomplished 86 background investigations to date for Police Department applicants (City Council Goal 1.2).

5. In collaboration with Human Resources, coordinated and administered the entry level testing (Pellet B) six times.

6. Training staff coordinated and presented 156 POST certified training courses, including individual sessions of AO School, with over 3,385 attendees by both our Department and outside agencies, totaling 942 hours of training to date (City Council Goal 1.2).

7. The Planning, Research and Training Section continued administration and management of all Department vehicles and equipment (City Council Goal 1.1).

8. Continued recruiting efforts by attending numerous job fairs in the area, as well as, out of town; visited several colleges, military installations, Kern High School District’s Regional Occupational Center Criminal Justice Academy, police academies; created a recruiting poster; updated recruitment brochures and developed advertising using multi-media (City Council Goal 1.1, 1.2).

84 9. The BPD Firearms Training Facility continued to administer quarterly qualifications for all sworn personnel, Bakersfield Police Reserve Unit, Kern High School Police personnel, and yearly qualification to retired peace officers (City Council Goal 1.2).

10. The BPD Firearms Training Facility trained academy graduates and laterals during their mini-academy (City Council Goal 1.2).

11. The BPD Firearms Training Facility provided active shooter training to the local U.S. Immigration and Customs Enforcement (ICE) agents (City Council Goal 1.2).

12. The BPD Firearms Training Facility provided range demonstrations and tours for Leadership Bakersfield, Youth Leadership Bakersfield and media (City Council Goal 1.1).

13. The BPD Firearms Training Facility coordinated with Force Options Staff to provide training to sworn officers using the Force Option Simulator (City Council Goal 1.1).

14. The Reserve Unit volunteered over 853 total hours which included patrol, assignments at local community events, festivals and parades, range qualifications, training, meetings, administrative work and other miscellaneous duties (City Council Goal 1.1).

15. BPAL continued to meet its goal of keeping all youth programs free of charge for participating youth by hosting numerous Communitywide fundraising events. (City Council Goal 1.2).

Communications Center:

1. Processed 762,997 total telephone calls, including 9-1-1 calls totaling 254,369 in 2016. Overall call volume decreased in 2016 by 1.19% over last year’s total of 772,213. 9-1-1 call volume also decreased by 2.30% over last year’s volume of 260,345 (City Council Goals 1.1, 1.2).

2. Answered 89% of all 9-1-1 calls in 20 seconds or less (City Council Goals 1.1, 1.2).

3. The Communications Center processed 301,630 incidents in the Computer Aided Dispatch (CAD) system in 2016. The total number of priority one calls, (those deemed to be an emergency call), was 23,467 (City Council Goals 1.1, 1.2).

85 4. The average hold time for a priority one call prior to dispatch continued to improve in 2016. The average time for 2016 was 00:00:42 (City Council Goals 1.1, 1.2).

Information Systems Project Section:

1. Continued to work closely with the TS Division to sustain systems utilized by the Police Department (City Council Goals 1.1, 1.2).

2. Oversaw the continuing research for new Radio Communications Platform for the Police Department as part of a City-wide search for a replacement for all Radio Communications platforms (City Council Goals 1.1, 1.2).

3. Continued to support the Mobile Data Computer/Mobile Report Entry (MDC/MRE) software for use by field units (City Council Goals 1.1, 1.2).

4. Worked with Versaterm (Records Management Vendor) on enabling we access to our Records Management System (City Council Goals 1.1, 1.2).

5. Worked with the Fleet Services Division to complete the installation of external antennas to the Operations Fleet of 275 Police Interceptors to support GPS tracking of fleet to decrease response times (City Council Goals 1.1, 1.2).

6. Administered Telestaff timekeeping/payroll system & Leverage Camera system (City Council Goals 1.1, 1.2).

7. Provided ongoing training for Police Department staff on data systems including: ARETIS, Accurint, Coplink, Cogent, CalPhoto, CJIS, Crimeview, and Telestaff (City Council Goals 1.1, 1.2).

8. Oversaw the Technology Sustainment Committee consisting of Department employees representing all police divisions and the City TS Department (City Council Goals 1.1, 1.2).

9. Oversaw the Versaterm Sustainment Committee to develop staff expertise with regard to the Records Management System (City Council Goals 1.1, 1.2).

10. Oversaw creation of new Police Department website as part of citywide move to Civica as new website developer (City Council Goals 1.1, 1.2).

86 Community Relations Unit:

1. Continued to provide successful community awareness programs and events. A total of 950 programs were conducted for approximately 71,000 community members (City Council Goals 1.1, 1.2).

2. Three more Community Liaison Police Officer (CLO) positions were added to the unit, bringing the total number of CLO positions to four. A full complement of six Community Relations Specialists has been maintained (City Council Goal 1.1).

3. Neighborhood Watch – 40 new Neighborhood Watch groups, with 800 people, were established (City Council Goals 1.1, 1.2).

4. Crime Free Multi-Housing –Two eight (8) hour trainings were held during this time frame (City Council Goals 1.1, 1.2).

5. Retail Crimes Partnership – This networking group has a membership of 60. Members include Community Relations staff, BPD detectives, law enforcement officers from throughout the Central Valley, and retail loss prevention officers. This group meets monthly for training and collaboration (City Council Goals 1.1, 1.2).

6. Children’s Programs – 250 different children’s programs were conducted to over 22,000 in attendance. These programs include McGruff the Puppet, Safe Escape, 9-1-1 Simulator, Bullying and Internet Safety (City Council Goals 1.1, 1.2).

7. Community Relations has allotted one afternoon a month for Child ID walk-in service. A total of 700 Child IDs were provided during various events in the City (City Council Goals 1.1, 1.2).

8. 240 child restraint systems were installed (City Council Goals 1.1, 1.2).

9. Law Enforcement Explorers – BPD Explorer Post #521 maintained an average of 65 young people who donated over 11,000 volunteer hours to the Department and the community (City Council Goals 1.1, 1.2).

10. Citizen Volunteer Unit – A total of 33 individuals make up the Bakersfield Citizen Volunteer Unit. A total of 3,500 hours have been donated (City Council Goals 1.1, 1.2).

11. Social Media – Facebook and Twitter continue to be a great public relations tool for the Bakersfield Police Department. The BPD Facebook page has over 37,100 likes, Twitter has over 2,500 followers and the Next Door Application has the ability to now reach over 28,000 citizens (City Council Goals 1.1, 1.2).

87 12. Social Development Programs – The girl’s social development program, A Road to Success, continues at the Police Activities League. There are currently ten young women participating in this program. The goal of this program to assist young women in becoming leaders with strong communications skills, positive attitudes, and a willingness to succeed by establishing positive relationships through mentorship. A Boy’s Social Development Program is also being started following the same structure and topics (City Council Goals 1.1, 1.2).

13. Large-scale community events organized by the Community Relations Unit:

x National Night Out/Bakersfield Police Department’s 100 Year Celebration x Safe Halloween x Family to Family Christmas Basket Food Distribution (increased from 450 baskets to 500)(City Council Goals 1.1, 1.2)

14. Community Relations staff members continue to work with the following groups:

x 34th Street Partnership x Adolescent Issues Committee x Bakersfield Chamber of Commerce x Bakersfield Homeless Shelter x Bakersfield Safe Streets Partnership x Bike Bakersfield x Community Action Partnership of Kern x Domestic Violence Advisory Council (DVAC) x Downtown Business Association x Downtown Business Development Corporation x East Bakersfield Collaborative x Greenfield Healthy Enriched Lives Produce Success (H.E.L.P.S.) x Group Home Coalition x Kern Coalition Against Human Trafficking x Kern County Network for Children x Kern County Safe Surrender Coalition x Kern Senior Network x Old Town Kern x South East Neighborhood Partnership x Voluntary Organizations Active in Disaster (VOAD) (City Council Goals 1.1, 1.2)

88 Records Section:

1. Processed 55,325 General Offense reports, and 28,438 Arrest Bookings (City Council Goals 1.1, 1.2).

2. Handled 10,282 on-line reports from citizens (City Council Goals 1.1, 1.2).

3. Processed 1,071 court ordered sex, arson, drug and gang registrants (City Council Goals 1.1, 1.2).

4. Processed 2,505 impounded vehicle releases (City Council Goal 1.2).

5. Processed 26,838 subpoenas for court appearance and Records personnel responded to 413 subpoenas for records (City Council Goal 1.2).

6. Processed 53,812 report releases, 4,991 Public Record Act requests, 4,657 telephone requests for information (City Council Goal 1.2).

7. Provided two 8 hour CLETS certification courses for Records personnel (City Council Goals 1.1, 1.2).

Property Room:

1. 267 firearms were released to the rightful owner or designated representative after passing a background check from the California Department of Justice and the Bakersfield Police Department (City Council Goal 1.2)

2. 105 items were sent to Propertyroom.com for auction. These items generated $4,654.18 in revenue for the City of Bakersfield (City Council Goal 1.2)

3. To date there are over 7,071 items of narcotics awaiting disposal in 2016 (City Council Goal 1.2)

4. There are currently over 7,558 items authorized for disposal pending disposition handled by property personnel (City Council Goal 1.2)

FY 2017-18 ACTION PLAN

Planning Research and Training

1. Secure and develop a new venue (Bakersfield College) to present the Bakersfield Law Enforcement Training Academy (BLETA) (City Council Goal 1.2).

89 2. Graduate 25 police trainees in upcoming Spring/Summer 2017 Bakersfield Law Enforcement Training Academy (City Council Goals 1.2).

3. Present Basic Course through Bakersfield Law Enforcement Training Academy (BLETA) and graduate enough police officers to fill Bakersfield Police Department’s complement (City Council Goal 1.2).

4. Assist Human Resources with recruitment, testing and hiring process for lateral police officers and police trainees (City Council Goal 1.2).

5. The Planning, Research and Training Section will coordinate and present a course covering ‘Law Enforcement Active Diffusion Strategies Plus Tactical Options’ to sworn personnel.

6. Coordinate all phases of field training for all 2017/2018 academy graduates (City Council Goal 1.2)

7. In collaboration with HR, conduct recruitment, testing, hiring an backgrounds, as needed, to fill all other departmental vacancies (City Council Goal 1.2)

8. Present a Public Safety Dispatcher Basic Course Spring/Summer 2017 (City Council Goal 1.2).

9. Complete the current two year training cycle of Advanced Officer (AO) School for 2017-2018 training cycle per POST mandate with nearly 100% compliance (City Council Goal 1.2).

10. Plan and present 24-40 hours of Advanced Officer (AO) School for the January 2019- December 2020 training cycle per POST mandate (City Council Goal 1.2).

11. Ensure compliance with all POST standards and provide training for all BPD personnel as needed to maintain those standards (City Council Goal 1.2).

12. Complete Lexipol Policy updates, keep policy updates current and implement employee user accounts for acknowledgement of new policies (City Council Goal 1.2).

13. Retrofit Range Facility location (City Council Goal 1.2).

14. Continue administration and management of all Bakersfield Police Department division vehicles (City Council Goal 1.2).

90 15. Continue to collaborate with other local and State agencies to host and bring training courses to the Bakersfield Police Department to provide personnel the highest level of interoperability (City Council Goal 1.2).

Communications Center:

1. Achieve the National Emergency Number Association’s standard of answering 95% of all 9-1-1 calls in 20 seconds or less (City Council Goals 1.1, 1.2).

2. Complete the Communications Center Standard Operating Procedures Manual, which will serve to enhance our existing Communications Training Manual and is nearing completion (City Council Goals 1.1, 1.2).

3. With the implementation of the successful Liaison Officer program, and additional staffing needed to handle increased call volume, the existing Communications Center work area is insufficient. Plans have begun to expand and remodel the Communication Center. The project, to be primarily funded by Customer Premise Equipment monies from the State of California, is scheduled for the 2016-2017 fiscal year cycle (City Council Goals 1.1, 1.2).

Records Section:

1. Maintain minimum staffing levels of 15 clerks assigned to 24/7 teletype to ensure Records transactions are completed within specified time frames as mandated by the Department of Justice, California Superior Court and in accordance with laws relating to public records and vehicles (City Council Goal 1.2).

2. Maintain current staffing to ensure all felony arrests reports are transcribed within 48 hours and available by arraignment deadline, and timely completion of on-line reports submitted by citizens (City Council Goal 1.2).

3. Provide continuous training to improve the effectiveness of the Records Section operations and enhance knowledge pertaining to Public Records Act, applicable statutes, subpoenas, customer service, records maintenance, Versadex and registration requirements (City Council Goals 1.1, 1.2).

4. Produce monthly data quality reports including, overdue General Offense reports, duplicate names, IBR Errors and case management (City Council Goals 1.1, 1.2).

91 5. Enhance on-line services including filing reports, requests for records, vehicle releases (City Council Goals 1.1, 1.2).

Information Systems Project Section:

1. Continue to work closely with the Technology Service Division to sustain systems utilized by the Police Department (City Council Goals 1.1, 1.2).

2. Continue to work with City TS to research for new radio communications platform for the Police Department as part of a City-wide search for a replacement for all radio communications platforms (City Council Goals 1.1, 1.2).

3. Provide ongoing training for Police Department staff on data systems including: ARETIS, Accurint, Coplink, Cogent, CalPhoto, CJIS, Crimeview, and Telestaff (City Council Goals 1.1, 1.2).

4. Continue the Technology Sustainment Committee consisting of Department employees representing all police divisions and the Technology Service Division (City Council Goals 1.1, 1.2).

5. Continue the Versaterm Sustainment Committee to develop staff expertise with regard to the Records Management System (City Council Goals 1.1, 1.2).

Community Relations Unit

1. Community Liaison Officers assigned to the Community Relations Unit will continue to attend community meetings, collaborative meetings, CRU presentations, Health and Safety Fairs, school functions and Neighborhood Watch meetings. They will also work directly with Community Relations Specialists to target hot spots located in individual zones in order to reduce calls for service. Their main focus will be Community Oriented Policing (City Council Goals 1.1, 1.2).

2. Continue to develop the Juvenile Program addressing drugs, gangs, and education (City Council Goals 1.1, 1.2).

3. Actively market and promote Neighborhood Watch, Business Watch, Park Watch, Hotel/Motel Watch and other CRU programs (City Council Goals 1.1, 1.2).

4. Continue utilizing the Bakersfield Police Department’s Citizen Volunteers in patrolling the city parks and monitoring currently established surveillance systems (City Council Goals 1.1, 1.2).

92 5. Community Relations Specialists and Community Liaison Officers will continue to utilize CrimeView weekly and Compstat monthly reports to locate problem areas in their respective zones (City Council Goals 1.1, 1.2).

6. Continue with the girls’ and boys’ social development programs, held weekly at the Bakersfield Police Activities League. The goal of these programs is to assist young women and men in becoming leaders with strong communications skills, positive attitudes, and a willingness to succeed by establishing positive relationships through mentorship. By building a positive relationship with youth of our community, the hope is to deter them from becoming involved in criminal behavior (City Council Goal 1.1).

7. Continue with social media efforts of marketing the services, values and accomplishments of the Bakersfield Police Department to the community. Revitalize our YouTube channel for posting longer videos and reaching a different audience. Post and update on the City of Bakersfield’s newly revamped webpage (City Council Goal 1.1).

8. Continue to build the Bakersfield Police Department’s Explorer Program by mentoring and teaching current explorers on law enforcement practices to strengthen our future candidate pool (City Council Goal 1.1).

9. Continue to recruit potential explorers and host an explorer academy to grow our current explorer compliment (City Council Goal 1.1).

10. Become more involved with schools and Bakersfield Safe Streets Partnerships to reduce gang related crime through prevention, intervention and suppression activities (City Council Goals 1.1, 1.2).

11. Continue working with the Bakersfield Safe Street Partnership by participating in the Peace Walks and Gang Call-ins (City Council Goals 1.1, 1.2).

12. Keep in contact with Neighborhood Watch and Business Watch members in their respective zones at least monthly by sending out e-tips, surveys, crime alerts or announcements of large-scale community events via email or by a personal phone call (City Council Goals 1.1, 1.2).

13. The eight hour Crime Free Multi-Housing training will be held quarterly. Community Relations staff will target apartments that are identified in their assigned zones in the Compstat reports. The goal is to reduce calls for service to these locations (City Council Goal 1.1).

93 14. The Crime Free Program will expand with the beginning of Crime Free Hotel/Motel and Crime Free Mini-Storage. These two programs, part of the International Crime Free Association programs, are designed to educate owners and employees and reduce crime in these businesses. The goal of Crime Free Programs is to make these businesses and properties less attractive to the criminal element (City Council Goals 1.1, 1.2).

15. Actively promote and present the Child Sexual Abuse Prevention program geared towards any adult that interacts with children including parents, teachers, care givers, administrators, counselors and employees of all school districts. This program provides adults with tools needed to learn how to establish a safety plan with the child, recognize warning signs and how to report suspected child abuse (City Council Goals1.1, 1.2).

16. Continue working with the following organizations to build and foster relationships in order to address quality of life issues and reduce crime. (City Council Goals 1.1, 1.2).

Property Room:

1. Facilitate disposal work days to eliminate the pending backlog of items of adjudicated cases (City Council Goal 1.2).

94 2. Coordinate semiannual firearm destructions at minimum utilizing an inhouse shredding machine to eliminate in excess of 300 firearms from storage that have been authorized for disposal (City Council Goal 1.2).

3. A narcotics disposal project is in progress and expected to be finalized in 2017/2018 (City Council Goal 1.2).

SERVICE LEVEL INDICATORS:

Planning, Research & Training FY 15-16 FY 16-17 FY 17-18 Actual Projected Proposed Mandated training to sworn 24/8 40/8 40/8 personnel/civilians (hours) Monthly Training Bulletins 29 25 25 Present Basic Academy Course 0 1 2 Public Safety Dispatcher Course 1 1 1 Background Investigations 274 125 275

FY 14-15 FY 15-16 FY 17-18 Records Section Actual Projected Proposed General Offenses Entered 55,325 56.431 57,559

Arrest Bookings Entered 28,438 29,006 29,586

Vehicles Impounded 2,505 2,555 2,606

Calls Completed by Records 8,135 8,297 8,462 (mail in, on-line, telephonic) Court Ordered Registrations 1,071 1,092 1,113 Processed Reports Released 53,812 54,888 55,985

95 HEADQUARTERS AND SUPPORT SERVICES

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 10,193,757 $ 9,891,461 $ 10,592,243 $ 10,150,506 Operating 3,376,064 3,314,962 3,950,418 3,459,136 Capital 77,493 - 375,884 -

Total $ 13,647,314 $ 13,206,423 $ 14,918,545 $ 13,609,642

SOURCE OF FUNDS:

General Fund $ 13,492,438 $ 12,692,221 $ 14,222,977 $ 13,091,737 Supp Law Enforcement 154,876 514,202 695,568 517,905

Total $ 13,647,314 $ 13,206,423 $ 14,918,545 $ 13,609,642

96 2021 - Operations

DIVISION GOAL

To protect life and property; reduce response times to calls for service to effectively investigate crimes and apprehend criminal violators; provide improved community engagement through a community policing model; provide for the safe and orderly flow of traffic; 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 2016-17 ACCOMPLISHMENTS

Operations Section:

1. Implemented the Communications Center Liaison Unit pursuant to the IACP recommendations. A sworn officer is available 24 hours a day in the communications center to provide a resource to citizens who contact the Department, but may not require a physical police response (City Council Goals 1.1, 1.2).

2. Implemented the Telephone Reporting Unit pursuant to the IACP recommendations. This unit is staffed with Police Service Technicians who complete police reports as they are received into the communications center (City Council Goals 1.1, 1.2).

Traffic Section:

1. Accomplished the goals and objectives agreed upon between the City and California OTS STEP Grant which was awarded in June 2015 in the amount of $450,00. The goals and objectives conducted included 16 DUI/DL checkpoints, 105 DUI Saturation Patrols, 39 traffic enforcement operations, 30 distracted driving enforcements, 31 motorcycle enforcements, 6 night time click-it-or-ticket enforcements, 33 bicycle and pedestrian safety enforcements, and 12 traffic safety presentations. This grant expired in September 2016 (City Council Goal 1.2).

2. Accomplished the goals and objectives agreed upon between the City and California OTS Bicycle/Pedestrian Safety and Education Grant which was awarded in June 2015 from California OTS in the amount of $62,355.

97 The goals and objectives included conducting 21 bicycle and pedestrian enforcements, 21 traffic safety presentations conducted, 16 bicycle rodeos conducted, and 90 bicycle helmets fitted and distributed. This grant expired in September 2016 (City Council Goal 1.2).

3. Accomplished the goals and objectives agreed upon between the City, California OTS, and “A Life Interrupted” Program Grant which was awarded in October 2015, in the amount of $24,133. The goals and objectives included conducting 45 educational presentations impacting over 31,152 citizens. This grant expired in September 2016 (City Council Goal 1.2).

4. Received a STEP Grant from California OTS in the amount of $415,000, which was awarded in June 2016, and began October 1, 2016. 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. This is a one year grant that will end in September 2017 (City Council Goal 1.2).

5. Received a Bicycle/Pedestrian Safety Grant from California Office of Traffic Safety (OTS), in the amount of $28,300, which began October 2016. The goals and objectives include education and enforcement towards Bicycle and Pedestrian safety. This is a one year grant that will end in September 2017 (City Council Goal 1.2).

6. Assigned each Traffic Officer a specific school zone with responsibility for enforcement (City Council Goals 1.1, 1.2).

7. Effectively used the Crimeview mapping and data retrieval system to engage in special enforcement and routine deployment planning (City Council Goals 1.1, 1.2).

8. Staffed nine parades, 48 special events, and five filming events. (City Council Goal 1.2).

9. The Traffic Division provided eight traffic training classes to BPD and other law enforcement agencies in the areas of collision investigation and sobriety testing (City Council Goals 1.1, 1.2).

10. Continued efforts to enforce traffic laws and educate motorists about traffic safety on the more than 1100 miles of roadways within the City (City Council Goal 1.2).

98 11. The Traffic Section coordinated and oversaw the Redflex camera system operation in the City of Bakersfield. The system noted 22,831 possible violations, of which 14,367 met the criteria for review by officers. Officers reviewed these cases and issued 14,367 citations for red light violations (City Council Goals 1.1, 1.2).

12. The Traffic Section’s Major Collision Investigation Team accomplished thorough and complete investigations of 41 traffic fatal collisions resulting in 42 fatalities (City Council Goals 1.1, 1.2).

SWAT Team:

1. The SWAT Team responded to three barricaded subject calls, conducted four dignitary protection operations, and assisted the KCSD (Kern County Sheriff Department) SWAT team on an additional fifteen tactical operations (City Council Goal 1.2).

2. The SWAT Team conducted fifteen community presentations (City Council Goal 1.2).

3. The SWAT team conducted monthly tactical training and met last year’s action plan goals by conducting joint training with the Bomb Squad, participating in joint training on active shooter training protocols and trauma care with BCFD (Bakersfield City Fire Department), and conducting joint training on interoperability with the KCSD (City Council Goal 1.2).

4. The SWAT Team sent an officer to the International School of Tactical Medicine to enable improved medical aid to citizens, officers or suspects who may need medical care during a tactical incident where it’s unsafe for traditional first responders to provide medical aid (City Council Goal 1.2).

Bomb Squad:

1. The Bomb Squad responded to 29 emergency call outs. The vast majority of the Bomb Squad call outs dealt with improvised explosive devices, pipe bombs, chemical reaction bombs and military ordnance (City Council Goal 1.2).

2. The Bomb Squad sent one person to Hazardous Device School filling one of two vacancies (City Council Goal 1.2).

99 3. The Bomb Squad conducted 10 public presentations/demonstrations and eight dignitary protective sweeps, for local businesses and dignitary’s (City Council Goal 1.2).

Special Enforcement Unit:

1. SEU provided gang information and updates as requested in order to educate the community about warning signs of gang activity and the dangers to criminal street gangs. SEU hosted bi-weekly multi-agency meetings to provide information and foster cooperation among law enforcement agencies to address gun and gang violence (City Council Goals 1.1, 1.2).

2. SEU participated in local-area Street Interdiction Team efforts to assist local allied law enforcement agencies in street crime interdiction efforts. SEU officers gained expertise in criminal street gangs based in other cities that are active in Bakersfield or maintain rivalries with Bakersfield gangs (City Council Goals 1.1, 1.2).

3. SEU maintained officers assigned to graffiti investigation and suppression and an officer assigned to the Valley Violent Crimes Task Force (City Council Goals 1.1, 1.2).

4. SEU engaged in a three-prong approach to gang violence, using:

a. Community Engagement to encourage local residents to work together and with police to address community issues that create and encourage gang activity (City Council Goals 1.1, 1.2).

b. Organized Intervention to identify gang members most at risk for gang violence and bring them into contact with community members and service providers through Ceasefire “call-ins” (City Council Goals 1.1, 1.2).

c. Data-Driven Suppression to identify areas most affected by gun violence and focus gang patrol and enforcement in those areas (City Council Goals 1.1, 1.2).

5. SEU and the Bakersfield Safe Streets Partnership presented three Ceasefire “call-ins” and four community outreach events at locations known for gang activity and violence.

6. SEU worked with the Crime Analysis Unit to identify areas most affected by gun violence, including “micro-locations” known for repeat violence.

100 FY 2017-18 ACTION PLAN

Patrol Section:

1. Analyze the productivity of the communications center liaison officer position to increase customer service to the public (City Council Goals 1.1, 1.2).

2. Analyze the productivity of the telephone reporting unit and ensure a timely response to public service requests (City Council Goals 1.1, 1.2).

3. Continue to deploy field officers into the six zones based on calls for service. Utilizing crime data for directed enforcement, to deter crime and to reduce response times (City Council Goals 1.1, 1.3).

Traffic Section:

1. Continue targeted DUI enforcement and awareness by utilizing grant funds from California OTS and use Crimeview and Comstat mapping and statistical data systems to improve traffic safety efforts by Bakersfield Police (City Council Goal 1.2).

2. Use grant funds and crime data analysis to target behaviors that affect the numbers of traffic deaths involving pedestrians and bicyclists (City Council Goal 1.2).

3. The Traffic Section will complete the grant goals and objectives agreed upon between the City and California Office of Traffic Safety. During this grant period the BPD will conduct DUI/driver’s license checkpoints, DUI Saturation Patrols, Distracted Driving enforcements targeting drivers using hand held cell phones and texting, Traffic Enforcement operations, including, but not limited to, primary collision factor violations, Motorcycle Safety enforcement operations, night-time (2100-0259) Click it or Ticket enforcement operations, Traffic Safety educational presentations for community members, bicycle and pedestrian enforcement operations in identified areas of high bicycle and pedestrian traffic, participate in the National Distracted Driving Awareness Month in April, and participate in the statewide Click It or Ticket mobilization period in May. 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. This grant will expire in October 2016 (City Council Goal 1.2).

101 4. The Traffic Section will work to prevent and intervene in persons driving under the influence (DUI), street racing, and other intentional acts that endanger public safety through the use of motor vehicles. To accomplish this goal, the Traffic Section will identify specific areas and establishments that are the source of complaints, collisions, or other indicators of such activity and direct presence, education, and enforcement efforts accordingly; re-visit identified problem areas periodically to evaluate effectiveness of efforts; improve the effectiveness of the use of DUI checkpoints; increase public awareness of DUI checkpoints through Public Service Announcements, Crime Prevention contacts, and social media; use available DUI arrest and collision data to locate DUI checkpoints in areas with a higher level of arrests and collisions; measure public awareness through public outreach and surveys (City Council Goals 1.1, 1.2).

SWAT Team:

1. The SWAT Team will continue to integrate the BPD Bomb Squad and K9 Unit into its operations as a means of being better prepared and well equipped to handle a broad range of tactical needs (City Council Goal 1.2).

2. The SWAT Team will continue to provide “Active Shooter” training to a variety of organizations to better prepare the community for these types of events (City Council Goals 1.1, 1.2).

Bomb Squad:

1. The Bomb Squad will integrate and train with the SWAT Team. It will continue its specialized training in advanced electronics, breaching and scenarios (City Council Goal 1.2).

2. The Bomb Squad will maintain the certification of all of our Bomb Technicians through compliance with training standards set forth by P.O.S.T. and the F.B.I. and send one assistant bomb technician to Hazardous Device School (City Council Goal 1.2).

Special Enforcement Unit:

1. SEU will continue to provide gang information and updates as requested in order to educate the community about warning signs of gang activity and the dangers to criminal street gangs. SEU will host bi-weekly multi- agency meetings to provide information and foster cooperation among

102 law enforcement agencies to address gun and gang violence (City Council Goals 1.1, 1.2).

2. SEU will participate in local-area Street Interdiction Team efforts to assist local allied law enforcement agencies in street crime interdiction efforts (City Council Goals 1.1, 1.2).

3. SEU will maintain officers assigned to graffiti investigation and suppression and an officer assigned to the Valley Violent Crimes Task Force (City Council Goals 1.1, 1.2).

4. SEU will continue its three-prong approach to gang violence, using:

a. Community Engagement to encourage local residents to work together and with police to address community issues that create and encourage gang activity (City Council Goals 1.1, 1.2).

c. Utilized Data-Driven Suppression to identify areas most affected by gun violence and focus gang patrol and enforcement in those areas (City Council Goals 1.1, 1.2).

5. SEU and the Bakersfield Safe Streets Partnership will present Ceasefire “call-ins” in response to patterns of gun violence by local gangs (City Council Goals 1.1, 1.2).

6. SEU and the Bakersfield Safe Streets Partnership will provide community outreach events at locations that experience gun and gang violence in order to foster community participation and cooperation (City Council Goals 1.1, 1.2).

7. SEU will identify and pursue technology that will assist in effective law enforcement response to gun and gang violence (City Council Goals 1.1, 1.2).

103 SERVICE LEVEL INDICATORS

FY 15- FY 16- FY 17-18 Traffic, Patrol, Animal Control Actual ProjectHG Proposed

Citations 29,947 31,000 32,000 “A Life Interrupted” Presentations 65 22 8 Vehicle Impounds 3,182 3,200 3,300 Calls for Service 307,955 310,220 315,400

Traffic Enforcement (Calendar Year 2016) Citations issued 30,849 DUI arrests 1008 DUI – Drug arrests 126 Redflex 14,367 Non-injury collision 4,043 Injury collisions 1,877 Fatal collisions 41 Vehicle impounds 2,878

DUI Checkpoints (Calendar Year 2016) Motorists screened 17,702 DUI arrests 27 DUID 5 Drug arrests 1

104 OPERATIONS

Amended Amended Actual Budget Budget Proposed EXPENDITURES 2015-16 2016-17 2016-17 2017-18

Personnel $ 48,942,067 $ 51,007,250 $ 50,995,250 $ 51,156,296 Operating 5,227,834 6,159,402 5,891,587 6,142,161 Capital 25,920 26,000 34,640 26,000

Total $ 54,195,821 $ 57,192,652 $ 56,921,477 $ 57,324,457

SOURCE OF FUNDS:

General Fund $ 53,110,101 $ 56,347,282 $ 56,088,107 $ 56,505,512 Traffic Safety Fund 641,480 782,000 782,000 753,000 Supp Law Enforcement 444,240 63,370 51,370 65,945

Total $ 54,195,821 $ 57,192,652 $ 56,921,477 $ 57,324,457

105 2031 – Investigations

The Division will continue to collaborate with all other Divisions and allied agencies to conduct complete and thorough investigations, to be innovative and employ data and intelligence driven practices to proactively investigate, solve and reduce crime. The Division will continue to employ preventative methods to deter and reduce criminal activity and provide educational awareness to the community.

FY 2016-17 ACCOMPLISHMENTS

1. During the course of the year, detectives and staff from each detail have had success in combating and reducing crime. The Division has continued to implement new ideas and methodologies to enhance the overall performance of the Division.

2. In 2016, Homicide Detectives investigated 32 homicides; 15 of which were determined to be gang related; 14 were cleared resulting in a 44% clearance rate (City Council Goal 1.2).

3. The Homicide Detail presented an in-house Basic Homicide Investigation course (City Council Goal 1.2).

4. Homicide detectives attended zone community forums and “Neighborhood Watch” meetings to improve community trust and open lines of communication between the detail and the community (City Council Goals 1.1, 1.2).

5. The Homicide Detail conducted an extensive review of all cold case homicides dating back to 2002 and identified 39 cases containing evidence suitable for testing utilizing current DNA technology (City Council Goal 1.2).

6. The Computer Forensic Unit analyzed 23 computers and 332 cellular telephones. This constitutes an increase of 15% in the number of computers analyzed and a 25% increase in the number of cellular telephones analyzed over the prior year (City Council Goal 1.2).

7. The Crime Scene Unit (CSU) received and processed over 5,300 service requests. CSU responded to 203 callouts during the year to assist in the investigations of major crime incidents, including homicides, suicides, bank robberies, traffic fatalities, sexual assaults, and officer-involved shootings (City Council Goal 1.2).

106 8. The Special Victims Unit (SVU) continued to foster beneficial partnerships with the Kern County District Attorney’s Office, the Child Death Review Board of Kern County, the Alliance Against Family Violence, Kern Coalition Against Human Trafficking, Domestic Violence Advisory Council and many other allied community and law enforcement agencies throughout Kern County (City Council Goal 1.2).

9. The SVU has advanced its partnership with the Kern County District Attorney’s Office, Kern Coalition Against Human Trafficking, Department of Human Services, Kern County – Commercially Sexually Exploited Children (CSEC) Program, meeting regularly with a mutually focused goal of impacting human trafficking (City Council Goal 1.2).

10. The Bakersfield Police Department worked in cooperation with Assemblywoman Shannon Grove in the development and support of Assembly Bill 2221, which passed on September 26, 2016. This bill requires that a minor who is a victim of the human trafficking be provided with assistance from the local county Victim Witness Assistance Center, if the minor so desires that assistance (City Council Goal 1.2).

10. The Crime Analysis Unit (CAU) conducted over 1,200 analyses for the Investigation Division, Public Information Office, and Command Staff aimed at transparency and crime reduction.

11. CAU developed and led the “If I Were a Thief” program, providing 31 events since July of 2016 reaching over 2,000 individuals. CAU personnel have also assisted the Auto Theft Detail with the “Auto Club” theft deterrent program; ten events have been held since October of 2016 (City Council Goal 1.1, 1.2).

12. The Burglary Detail identified seven serial burglary crews. Several suspects tied to these crews were arrested and 44 criminal cases were cleared. Burglaries decreased City-wide by 3.4% (City Council Goal 1.2).

13. The Financial Detail received a grant from the Kern County Real Estate Fraud Trust Committee in the amount of $150,000. Radio advertisements were used to help educate the community on real estate fraud (City Council Goal 1.2).

14. Officers assigned to the Warrant Fugitive Detail arrested 159 felony warrant and 243 misdemeanor warrant suspects in 2016. Five focused warrant sweeps were conducted resulting in 189 felony and misdemeanor arrests (City Council Goal 1.2).

107 15. The Warrant Fugitive Detail coordinated the return of 50 warrant suspects through extradition and in-state pickups (City Council Goal 1.2).

16. The Auto Theft Detail investigated the theft of 3,046 vehicles with a clearance rate of 15% (City Council Goal 1.2).

17. The Auto Theft Detail partnered with local merchants and the National Insurance Crime Bureau to obtain private funding for the purchase of 550 auto-theft prevention devices known as, “The Club”. The Auto Theft Detail held public events at which the registered owners of the most targeted vehicles were gifted a device (City Council Goal 1.1, 1.2).

18. The Narcotics Detail made large seizures of marijuana, methamphetamine, cocaine hydrochloride, heroin, and marijuana butane hash oil. The combined street value of all the illicit drugs seized in 2016 totaled approximately $4,080,271.50 (City Council Goal 1.2).

19. The Vice Detail received a $99,700 grant from the Department of Alcohol Beverage Control (ABC). The money from the grant provided personnel the opportunity to increase the level of enforcement toward alcohol- related offenses, including the furnishing of alcohol to minors in the Greater Bakersfield area (City Council Goal 1.2).

20. The Vice Detail conducted 21 prostitution suppression operations resulting in 92 misdemeanor arrests. In collaboration with the Department of Alcohol Beverage Control, the Vice Detail conducted 22 operations for various alcohol-related crimes resulting in 28 misdemeanor arrests (City Council Goal 1.1, 1.2).

FY 2017-18 ACTION PLAN

1. Robbery / Homicide / Computer Forensic Unit (CFU):

a. The detail will continue to focus on reducing violent crime and improving the level of service to members of the community and victims. This will be accomplished through immediate follow up and establishing contacts in zones that see an increase in violent crimes (City Council Goal 1.2).

b. The detail will implement a rotational schedule to accommodate a cold case follow up project in order to dedicate time for detectives to complete needed follow up on cold cases (City Council Goal 1.2).

108 c. Continue to analyze a variety of electronic devices in order to assist with on-going investigations. The unit will provide training to other department personnel as needed (City Council Goal 1.2).

2. Crime Scene Unit (CSU):

a. Seek out additional training to enhance their knowledge and effectiveness in Forensic and Latent Print processing (City Council Goal 1.2).

3. Special Victims Unit (SVU):

a. Work closely with and cultivate capable partnerships with the Kern County District Attorney’s Office, Department of Human Services, Kern County Sexual Assault Response Team, Domestic Violence Advisory Council, Alliance Against Family Violence and Sexual Assault and law enforcement agencies throughout Kern County (City Council Goal 1.2).

b. Collaborate with community partners, local schools and community organizations in an effort to educate the public regarding domestic violence, sexual assault and Commercially Sexually Exploited Children (CSEC) (City Council Goal 1.2).

4. Crime Analysis Unit (CAU):

a. CAU will continue to provide and assist with the described educational programs and evaluate their effectiveness annually (City Council Goal 1.2).

5. Burglary and Financial Detail:

a. Work closely with the Operations Division, Special Enforcement Unit, and Crime Analysis Unit. The detail will begin working with the Kern County District Attorney’s Office to develop strategies focused at keeping serial burglary offenders incarcerated (City Council Goal 1.2).

b. Work closely with the United States Postal Inspectors office to curb fraud cases that originate from mail thefts (City Council Goal 1.2).

109 6. Auto Theft and Warrant Fugitive Detail:

a. The Auto Theft Detail will continue to conduct proactive directed enforcement operations to apprehend suspects in connection with auto theft (City Council Goal 1.2).

b. Utilize the License Plate Reader (LPR) system to effectively locate occupied and unoccupied stolen vehicles and apprehend suspect(s) responsible for the theft (City Council Goal 1.2).

7. Narcotics / SAR Detail:

a. Utilize technology to identify and apprehend major narcotics traffickers in the greater Bakersfield area (City Council Goal 1.2).

b. Monitor and work closely with the City Attorney’s Office to take appropriate enforcement against Medical Marijuana Collectives in Bakersfield when warranted (City Council Goal 1.2).

c. Continue to work closely with the United States Attorney’s Office and United States Treasury Department to conducting investigations involving suspicious financial transactions (City Council Goal 1.2).

8. VICE Detail:

a. Apply for an Alcohol Beverage Control Grant. This grant funds overtime operations to combat alcohol-related crimes, including furnishing of alcoholic beverages to minors in the Greater Bakersfield and Kern County area (City Council Goal 1.2).

b. Continue efforts in combatting prostitution-related offenses throughout the Greater Bakersfield area with a continued concentration on human trafficking investigations (City Council Goal 1.2).

9. General Detail:

a. The General Detail is collaborating with our Community Relations Unit (CRU) to improve the quality of our Retail Crimes Partnership. The General Detail will work closely with CRU and these local businesses to establish better communication and focus our resources toward the serial shoplift offenders who are generating the highest volume of complaints.

110 INVESTIGATIONS

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 14,611,430 $ 14,875,859 $ 14,875,859 $ 14,926,563 Operating 982,949 1,052,303 1,058,803 1,010,111 Capital 14,646 15,000 15,000 15,000

Total $ 15,609,025 $ 15,943,162 $ 15,949,662 $ 15,951,674

SOURCE OF FUNDS:

General Fund $ 15,609,025 $ 15,943,162 $ 15,949,662 $ 15,951,674

Total $ 15,609,025 $ 15,943,162 $ 15,949,662 $ 15,951,674

111 2041 - Animal Control

DIVISION GOAL

Protect the health and safety of our residents, and to protect animals and promote their humane treatment. The Animal Control Division will make every effort to promote pet adoptions of healthy, nonaggressive animals by the general public and approved animal rescue organizations. The Animal Control Division will reduce the number of homeless pets by ensuring that all dogs and cats are spayed or neutered prior to adoption. We will collaborate with allied agencies to promote responsible pet ownership. The Animal Control Division provides safe and humane shelter and adoption operations through a partnership with the Bakersfield S.P.C.A.

FY 2016-17 ACCOMPLISHMENTS

1. The partnership between the City of Bakersfield, SPCA and the Homeless Center has continued to evolve as it is related to the operations of the City of Bakersfield Animal Care Center (CBACC). This partnership has produced a dramatic improvement in the facility, the quality of care for animals, and the customer service to the citizens of the City (City Council Goal 1.2).

2. The Animal Control unit handled 14,184 calls for service during 2015/2016. Animal Control Officers issued 269 citations for unlicensed dogs and dogs running loose (City Council Goal 1.2).

3. Animal Control Officers impounded a total of 4,226 stray, injured/sick or aggressive animals during 2015/2016; 2,964 were entered into the shelter system, 313 were returned to their owners in the field due to having identification or microchip (City Council Goal 1.2).

4. The Animal Control Division held 12 clinics in 2015/2016. The monthly clinics were held at various city parks and vaccination, licensing, and microchip services were provided at a reduced cost to the citizens of Bakersfield. Revenue collected during clinics totaled $44,999.00. CBACC has collected 57,276.00 during weekly vaccine clinics in 2015/2016 (City Council Goal 1.2).

112 FY 2017 – 18 ACTION PLAN

1. Work with CBACC to promote community education, involvement and innovative and creative ideas involving problem solving skills (City Council Goal 1.2).

2. Continue to develop an effective volunteer program to help provide foster care services for animals as well as assistance with adoptions and clinics (City Council Goal 1.2).

3. Continue to utilize temporary staff to canvass neighborhoods and monitor the dog parks to support public education, availability or resources, licensing and the weekly and monthly clinics (City Council Goal 1.2).

4. Continue to utilize the spay-neuter voucher program to encourage and assist existing pet owners to spay or neuter their animals (City Council Goal 1.2).

SERVICE LEVEL INDICATORS

FY 15-16 FY 16-17 FY 17-18 Animal Control Actual Projected Proposed

Animal Control Calls 18,387 20,609 22,000

113 CITY OF BAKERSFIELD Animal Control

Amended Revised Actual Budget Estimates Proposed EXPENDITURES 2015-16 2016-17 2016-17 2017-18

Personnel $ 601,658 $ 623,227 $ 623,227 $ 751,726 Operating 1,415,387 1,495,871 1,495,871 1,380,443 Capital - - 5,629 -

Total $ 2,017,045 $ 2,119,098 $ 2,124,727 $ 2,132,169

SOURCE OF FUNDS

General Fund $ 2,017,045 $ 2,119,098 $ 2,124,727 $ 2,132,169

Total $ 2,017,045 $ 2,119,098 $ 2,124,727 $ 2,132,169

114 FIRE SERVICES

i F

115 Fire Services

DEPARTMENT GOAL

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

FY 2016-17 ACCOMPLISHMENTS

1. Administered grant funding from the State Homeland Security Grant Program (SHSGP) for specialized equipment including computer hardware and software to meet Kern County Emergency Medical Services medical response reporting mandates (City Council Goal 1.3)

2. Continued to monitor build-out and population in City-wide districts designated as future BFD Fire Station locations. Fire Chief Staff maintained awareness of residential/commercial build-out, population statistics, and funding for Fire Station #12, Fire Station #16, and Fire Station #18 districts (City Council Goal 1.3)

3. Continued to maintain personnel and specialized units as state-certified master mutual aid response resources including Cal-OES Fire Engine 299, Cal-OES Medium Rescue Trailer 13, BFD Hazardous Materials Team 15 (Type 1), BFD Urban Search and Rescue Team 1 (Type 1, Heavy), and Regional USAR Task Force 11 (RTF 11) (City Council Goal 1.4).

4. Continued to develop a program for certifying a Type 3 Incident Management Team, made up of BFD personnel, which specializes in oversight of more complex, large-scale urban emergency and disaster scenarios (City Council Goal 1.4).

5. Continued Fire Department-wide training in the operational capabilities of the Fire Department Operations Center (DOC), in an effort to enhance city-wide emergency response capacity, and assist other City departments (City Council Goal 1.3).

6. Continued resolving Fire Department-wide deferred maintenance and infrastructure repair and rehabilitation issues. Continued work on the major, ongoing project for systemic and structural issues associated with FS 8 in cooperation with Public Works for a cost-effective total rehabilitation solution (City Council Goal 1.3).

116 FIRE SERVICES

Adopted Amended Actual Budget Budget Proposed DIVISIONS: 2015-16 2016-17 2016-17 2017-18

Fire Administration $ 1,581,844 $ 1,502,217 $ 1,502,217 $ 1,436,750 Fire Safety 2,515,452 2,574,412 2,594,412 2,719,156 Fire Suppression 32,859,637 33,620,573 33,620,573 34,778,038

Total $ 36,956,933 $ 37,697,202 $ 37,717,202 $ 38,933,944

SOURCE OF FUNDS:

General Fund $ 35,751,840 $ 36,421,378 $ 36,421,378 $ 37,531,526 CUPA Fund 1,205,093 1,275,824 1,295,824 1,402,418

Total $ 36,956,933 $ 37,697,202 $ 37,717,202 $ 38,933,944

FULL TIME EMPLOYEES Administration 9.00 9.00 9.00 9.00 Fire Safety 16.00 16.00 16.00 16.00 Fire Suppression 174.00 174.00 174.00 174.00

Total 199.00 199.00 199.00 199.00

117 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 2016-17 ACCOMPLISHMENTS

1. Completed Fire Engineer exam; Fire Captain exam; Bakersfield College Firefighter I Academy; Firefighter Recruit Academy 2016-1; California State Chief Officer and Fire Officer courses; and others (City Council Goal 1.3).

2. Continued to revise, update and initiate various inter-agency working agreements including those with the Bureau of Land Management and Bakersfield College that increase efficiency, reduces duplication of services, provides cost savings, and promotes collaboration in training and emergency response (City Council Goal 1.4).

3. Continued National Incident Management System (NIMS), State Emergency Management System (SEMS), Type 3 Incident Management Team (IMT) training to retain mandated compliance for Fire Department employees, and provided NIMS training to Public Works employees in an effort to assist them with accreditation (City Council Goal 1.4).

4. Administered grant funding from State Homeland Security Grant (SHSGP) for computer hardware and software to meet Kern County Emergency Medical Services medical response reporting mandates (City Council Goal 1.3).

5. Continued to administer and pursue State Homeland Security Grant (SHSGP), Assistance to Firefighters Grant (AFG), and other alternative funding (City Council Goal 1.3).

1. Continued update of Fire Department protocols, including Rules and Regulations, Department Policies, Recruit Firefighter Manuals, Probationary Firefighter Manuals, and other foundational, guiding operational and administrative Fire Department documents (City Council Goal 1.3).

118 2. Maintained Fire Department social media sites and processes, including Facebook and Twitter sites (City Council Goal 1.3).

3. Continued the longer-term strategic planning process for the Fire Department, following the Center for Public Safety Excellence (CPSE) guidelines (City Council Goal 1.3).

4. Continued to respond to and assist communities with the mitigation of disaster-level wildland fire emergencies throughout the region and state via the California State Master Mutual Aid System.

5. Maintained personnel and specialized units as state-certified master mutual aid response resources including Cal-OES Fire Engine 299, Cal-OES Medium Rescue Trailer 13, BFD Hazardous Materials Team 15 (Type 1), BFD Urban Search and Rescue Team 1 (Type 1, Heavy), and Regional USAR Task Force 11 (RTF 11) (City Council Goal 1.4).

FY 2017-18 ACTION PLAN

1. Continue to administer and pursue alternative funding sources (City Council Goal 1.3).

2. Continue to address fire protection in developing areas of the City, with regard to the Joint Powers Agreement (JPA) (City Council Goal 1.3).

3. Continue to monitor build-out and population in city-wide districts designated as future BFD Fire Station locations. Fire Chief Staff will continue to monitor residential/commercial build-out, population statistics, and funding for Fire Station #12, Fire Station #16, Fire Station #18, and Fire Station #20 districts (City Council Goal 1.3).

4. Continue to develop public education and public information programs (City Council Goal 1.3).

5. 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 (City Council Goal 1.4).

6. Continue to develop Fire Department social media sites and processes, including Facebook and Twitter sites, maintain the Fire Department website, and work to increase community outreach for safety information and public education (City Council Goal 1.3).

119 7. Continue update of Fire Department protocols and other guiding operational and administrative Fire Department documents, forms, and manuals (City Council Goal 1.3).

8. Continue the longer-term strategic planning process for the Fire Department, following the Center for Public Safety Excellence (CPSE) guidelines (City Council Goal 1.3).

9. Continue to respond to and assist communities with the mitigation of disaster-level wildland fire emergencies throughout the region and state via the California State Master Mutual Aid System (City Council Goal 1.4).

10. Maintain personnel and specialized units as state-certified master mutual aid response resources including BFD Hazardous Materials Team (Type 1), BFD Urban and Regional Urban Search and Rescue Team (Type 1, Heavy), and Regional USAR Task Force 11 (RTF 11) (City Council Goal 1.4).

120 ADMINISTRATION

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 1,397,011 $ 1,332,067 $ 1,332,067 $ 1,266,514 Operating 184,833 170,150 170,150 170,236 Capital - - - -

Total $ 1,581,844 $ 1,502,217 $ 1,502,217 $ 1,436,750

SOURCE OF FUNDS:

General Fund $ 1,581,844 $ 1,502,217 $ 1,502,217 $ 1,436,750

Total $ 1,581,844 $ 1,502,217 $ 1,502,217 $ 1,436,750

121 3021 – Fire Safety Services

DIVISION GOAL

Provide public fire safety education and fire code enforcement; provide an effective public education program to increase safety awareness in the community; support the Hazardous Materials Team with technical information and data; administer the unified programs and environmental regulations within the City; maintain a joint dispatch and communication system; provide logistical support for emergency operations; and maintain all equipment and property.

FY 2016-17 ACCOMPLISHMENTS

1. Adopted the 2016 California Fire Code, clarifying code language to maintain adequate fire apparatus access into new and security gated developments (City Council Goal 1.3).

2. Completed 649 oil well inspections in the City of Bakersfield, a 20% increase due to over 100 additional Kern River area oil wells found to be within the City limits (City Council Goal 1.3).

3. Improved hazardous materials record management in Laser-Fiche, allowing State agencies to remotely access the archived documents for CUPA auditing purposes (City Council Goal 1.3).

4. Provided input and oversight to CAD and other ECC systems upgrades. Continued on-going upgrades to the Mobile Data devices to access hazardous materials data. Completed physical move into jointly funded and operated Emergency Communications Center (ECC) facility (City Council Goal 1.3).

5. Continued work on Fire Department-wide deferred maintenance and infrastructure repair and rehabilitation issues including kitchen and restroom rehabilitations, fire apparatus bay safety repairs and updates, and Fire Station electrical, plumbing and concrete repairs.

6. Continued work on the major, ongoing project for systemic and structural issues associated with FS 8 in cooperation with Public Works for a cost- effective rehabilitation solution (City Council Goal 1.3).

122 FY 2017-18 ACTION PLAN

1. Reduce the incidence of all fires through increased inspections, data entry, maintenance, and increased collection of related violation and approval fees (City Council Goal 1.3).

2. Complete the remaining action items from the current CUPA audit, obtaining the State’s designation of “meets or exceeds” CUPA performance standards (City Council Goal 1.3).

3. Continue procedures to ensure required data is entered into the California Environmental Reporting System (CERS) in order to meet California Environmental Protection Agency (Cal/EPA) performance standards per recent CUPA audit (City Council Goal 1.3).

4. Conduct annual inspections of the approximately 650 oil wells within the City limits to insure compliance with fire safety and applicable State regulations (City Council Goal 1.3)

5. Continue working to resolve Fire Department-wide deferred maintenance and infrastructure repair and rehabilitation issues (City Council Goal 1.3)

123 FIRE SAFETY

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 1,585,341 $ 1,715,555 $ 1,730,555 $ 1,842,891 Operating 742,910 750,357 755,357 751,765 Capital 187,201 108,500 108,500 124,500

Total $ 2,515,452 $ 2,574,412 $ 2,594,412 $ 2,719,156

SOURCE OF FUNDS:

General Fund $ 1,310,359 $ 1,298,588 $ 1,298,588 $ 1,316,738 CUPA Fund 1,205,093 1,275,824 1,295,824 1,402,418

Total $ 2,515,452 $ 2,574,412 $ 2,594,412 $ 2,719,156

124 3031 – Fire Suppression Services

DIVISION GOAL

Provide protection of life, property and the environment through fire suppression, emergency medical life-support services, and hazardous materials mitigation. Insure all suppression personnel are properly trained, equipped, and prepared to respond in the appropriate manner.

FY 2016-17 ACCOMPLISHMENTS

1. Continued work on improving Firefighter safety and accountability on the fire ground through the Rapid Intervention Company (RIC) Task Force planning group (City Council Goal 1.3).

2. Continued work on State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group (City Council Goal 1.4).

3. Continued work on hazardous materials and technical rescue advanced life-support protocols through the Emergency Medical Services Task Force planning group (City Council Goal 1.3)

4. Revised, updated, or initiated various inter-agency working agreements including those with the Bureau of Land Management and Bakersfield College that increase efficiency, reduce duplication of services, provide cost savings, and promote joint training and emergency response (City Council Goal 1.3).

5. Worked with the Legislative and Litigation Committee on enhancing and modifying the City of Bakersfield’s fireworks enforcement related rules, regulations, and processes including modified use dates and administrative citations (City Council Goal 1.3).

6. Began the longer-term strategic planning process for the Fire Department, following the Center for Public Safety Excellence (CPSE) guidelines (City Council Goal 1.3).

125 FY 2017-18 ACTION PLAN

1. Continue work on the Fire Department’s major emergency response preparedness through the Department Operating Plan (DOP) Task Force planning group (City Council Goal 1.3).

2. Continue work on improving Firefighter safety and accountability on the fire-ground through Rapid Intervention Company (RIC) Task Force planning group (City Council Goal 1.3).

3. Continue work on the State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group (City Council Goal 1.4).

4. Continue work on hazardous materials and technical rescue advanced life-support intervention through the Emergency Medical Services Task Force planning group (City Council Goal 1.3).

6. Continue to collaborate with mutual aid and automatic aid agencies on operational issues through training, response and deployment planning (City Council Goal 1.3).

7. Continue to update inter-agency agreements, plans, and contracts (City Council Goal 1.3).

8. Continue to update, modify, and create related Fire Department Operational Procedures and Policies (City Council Goal 1.3)

7. Continue to engage in the continuous professional development of the Fire Department through a comprehensive self-assessment and evaluation process that will enable Fire Department leaders to examine past, current, and future service and performance levels and compare them to industry best practices (City Council Goal 1.3).

8. Continue with the longer-term strategic planning process for the Fire Department, following the Center for Public Safety Excellence (CPSE) guidelines (City Council Goal 1.3).

126 SERVICE LEVEL INDICATORS FY15-16 FY16-17 FY17-18 $FWXDO 3URMHFWHG 3URSRVHG

Fires 1,608 1,753 1,806

Explosions / Ruptures 503 544 560

Rescue / Medical 21,372 21,699 22,350

Hazardous Condition 695 666 686

Service / Public Assist 1,794 1,789 1,843

Fire Alarms / Other 9,775 10,226 10,533

Total Responses 35,747 36,677 37,778

127 FIRE SUPPRESSION

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 29,824,487 $ 30,655,309 $ 30,655,309 $ 31,721,527 Operating 2,891,806 2,930,114 2,930,114 3,000,396 Capital 143,344 35,150 35,150 56,115

Total $ 32,859,637 $ 33,620,573 $ 33,620,573 $ 34,778,038

SOURCE OF FUNDS:

General Fund $ 32,859,637 $ 33,620,573 $ 33,620,573 $ 34,778,038

Total $ 32,859,637 $ 33,620,573 $ 33,620,573 $ 34,778,038

128 PUBLIC WORKS

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129 Public Works

DEPARTMENT GOAL

To provide for quality infrastructure design, construction, operation, and maintenance of: traffic control systems, streets, street lighting, sanitary sewer collection systems, storm water drainage collection systems, wastewater treatment plants, and other City-owned facilities; to provide oversight for the design and construction of the Bakersfield Systems Plan and the Thomas Roads Improvement Program; to provide waste collection and waste recycling services; to provide graffiti removal services; to provide and maintain City-wide equipment and fleet; and, to ensure that public inquiries are handled in a timely and professional manner by providing exceptional customer service Department-wide.

130 PUBLIC WORKS

Adopted Amended Actual Budget Budget Budget Proposed DIVISIONS: 2015-16 2016-17 2016-17 2017-18 Public Works Administration $ 592,278 $ 514,020 $ 514,020 $ 520,445 TRIP 676,471 755,648 755,648 794,340 Engineering 5,579,178 5,642,851 5,642,851 5,650,616 General Services 12,334,594 12,658,414 12,658,414 12,879,533 Streets 17,172,425 17,286,138 17,461,138 17,669,446 Equipment 27,960,832 22,483,517 22,322,617 23,416,123 Wastewater 28,744,422 9,996,572 9,996,572 10,245,650 Solid Waste 40,775,017 41,314,773 41,864,773 43,713,129

Total $ 133,835,217 $ 110,651,933 $ 111,216,033 $ 114,889,282

SOURCE OF FUNDS:

General Fund $ 24,117,757 $ 24,258,748 $ 24,258,748 $ 24,494,797 Development Services Fund 1,867,340 1,866,813 1,866,813 1,906,622 State Transportation 272,835 436,310 436,310 522,468 Transportation Dev. Fund 1,665 - - - TDF TRIP Local Match 676,471 755,648 755,648 794,340 Sewer Service-Plant 2 6,082,627 2,906,756 2,906,756 3,006,250 Sewer Service-Plant 3 27,456,553 12,102,544 12,102,544 12,453,502 Refuse Fund 44,966,304 45,586,631 46,311,631 48,042,422 Aviation Fund 432,833 254,966 254,966 252,758 Equipment Fund 27,960,832 22,483,517 22,322,617 23,416,123

Total $ 133,835,217 $ 110,651,933 $ 111,216,033 $ 114,889,282

FULL TIME EMPLOYEES:

Administration 9.00 9.00 9.00 9.00 TRIP 5.00 5.00 5.00 5.00 Engineering 48.00 45.00 45.00 45.00 General Services 73.00 72.00 72.00 72.00 Streets 93.00 92.00 92.00 92.00 Equipment 48.00 48.00 48.00 48.00 Wastewater 40.00 40.00 40.00 40.00 Solid Waste 107.00 107.00 107.00 108.00 Total 423.00 418.00 418.00 419.00

131 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 2016-17 ACCOMPLISHMENTS

1. Provided administrative support for Departmental Divisions.

2. Processed and monitored CIP expenditures.

3. Submitted reimbursement claims in a timely manner to enhance cash flow.

FY 2017-18 ACTION PLAN

1. Respond to City Council referrals and citizen requests promptly, efficiently and effectively.

132 ADMINISTRATIVE SERVICES

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 552,179 $ 467,268 $ 467,268 $ 484,488 Operating 40,099 46,752 46,752 35,957 Capital - - - -

Total $ 592,278 $ 514,020 $ 514,020 $ 520,445

SOURCE OF FUNDS:

General Fund 592,278 514,020 514,020 520,445

Total $ 592,278 $ 514,020 $ 514,020 $ 520,445

133 4021 – Thomas Roads Improvement Program (TRIP)

DIVISION GOAL

Provide oversight for the design and construction of the various state and federally funded project elements of the Bakersfield Systems Plan and the Thomas Roads Improvement Program.

FY 2016-17 ACCOMPLISHMENTS

1. Development and implementation of the Thomas Road Improvement Program projects continues: (City Council Goal 2.2)

x Construction of the Rosedale Highway Widening project was completed and opened to the public in December of 2016. x Construction of the Southbound SR-99 at Rosedale Highway (SR-58) Auxiliary Lane Improvements Project is near completion. The project is expected to be complete and open to the public by March of 2017. x Construction of the Beltway Operational Improvements Project is currently underway; the contractor is scheduled to complete the project in early 2018. x Construction of the State Route 178 Widening Project is near completion. The project is expected to be complete and open to the public by April of 2017. x Final Design for the 24th Street Improvements Project is at the 65% level and is expected to be completed in September of 2017 with advertising for construction bids occurring immediately thereafter. All 20 full parcel acquisitions have been acquired. Bid packages for the relocation of 5 homes and moving the Speak Easy House are complete and advertising for sale. x Final Design is continuing for the Hageman Flyover Project, and is expected to be complete by late 2017. Acquisition of the required properties will begin when Final Design is 95% complete. x Bids have been received for the Kern River Bridge Improvements Project, which is the first phase of the Centennial Corridor Project. Award of the construction contract is anticipated in March of 2017, followed by construction activities in summer 2017 depending upon rates of flow in the river. Final Design continues for the other phases of the Centennial Corridor Project. x Acquisitions of full and partial parcels for the necessary right-of-way for the Centennial Corridor Project will continue. Over 180 structures have been demolished to clear the new alignment of the Centennial Corridor. x Final Design is continuing for the Truxtun Avenue Widening Project. Acquisition of necessary right-of-way is on-going, and construction is anticipated to begin in the summer of 2017.

2. City and Kern COG staff continued to pursue all potential funding sources that can be used to fund metropolitan Bakersfield transportation projects (City Council Goal 2.3).

134 FY 2017-18 ACTION PLAN

1. Work with the County and other governmental entities to cooperatively plan for and fund multi-jurisdictional transportation facilities in the metropolitan area (City Council Goal 2.3).

2. Continue Implementation of the Thomas Roads Improvement Program including: (City Council Goal 2.3).

x Complete construction for the Beltway Operational Improvement Project by early 2018. x Complete land acquisition and final design work for the 24th Street Improvements Project and begin construction in fall 2017. x Continue with land acquisition and final design work for the Hageman Flyover Project. x Continue with land acquisition and final design work, and continue with property demolition for the Centennial Corridor Project. x Continue Final Design for the Truxtun Avenue Widening Project and continue right-of-way acquisitions. Construction to begin in the summer of 2017. x Finalize design of local streets, soundwalls and sewer improvements in the West Park area of the Centennial Corridor. Advertise for construction of improvements in summer 2017.

3. Pursue the prudent acquisition of needed properties on designated transportation corridors from willing sellers with available funds designated for transportation purposes (City Council Goal 2.2).

135 THOMAS ROADS IMPROVEMENT PROGRAM (TRIP)

Adopted Amended Actual Budget Budget Proposed EXPENDITURES 2015-16 2016-17 2016-17 2017-18

Personnel $ 626,240 $ 650,853 $ 650,853 $ 695,126 Operating 50,231 104,795 104,795 99,214 Capital - - - -

Total $ 676,471 $ 755,648 $ 755,648 $ 794,340

SOURCE OF FUNDS:

TDF TRIP Local Match 676,471 755,648 755,648 794,340

Total $ 676,471 $ 755,648 $ 755,648 $ 794,340

136 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 2016-17 ACCOMPLISHMENTS

Design:

Designed, received bids, and submitted 36 projects to City Council for award of contracts including: x Storm Improvements at Tevis Ranch (City Council Guiding Principles). x Storm Lift Station Rehabilitation: Chester Avenue at 32nd Street (City Council Guiding Principles). x Sewer Lift Station Improvements: White Lane at Monitor Street (City Council Guiding Principles). x Sewer Lift Station Rehabilitation: White Lane at Buena Vista Road; 24th Street at Oak Street; Alfred Harrell Highway at Lake Ming Road; and Brandon Park (City Council Guiding Principles). x Pavement Rehabilitation on California Avenue from Oak Street to H Street; P Street from Brundage Lane to California Avenue; and Gosford Road from Pacheco Road to White Lane (City Council Goal 2.1). x Park Security Lighting Improvements: Dr. Martin Luther King, Jr. Park (City Council Guiding Principles). x Sports Village Phase 3a (Principle Soccer Field) and Sports Village Phase 2 (Sports Field Lighting) Park Improvements (City Council Goal 6.2). x Mesa Marin Phase 2 (RE-BID) Park Improvements (City Council Goal 6.2). x Street Improvements: North of Brundage Lane and West of Union Avenue Phases 6 & 7(City Council Goal 2.6). x Street Improvements/Widening: Hosking Avenue from Monitor Street to Union Avenue; Panama Lane from Gosford Road to Ashe Road; Hosking Avenue east of South H Street; Hageman Road from Jewetta Avenue to Sovereign Drive; and Ming Avenue at Baldwin Street (City Council Guiding Principles). x Demolition of Improvements: Along 24th Street: Various Phases (City Council Guiding Principles). x Sump Modifications: Mt. Vernon Avenue at Quantico Street; and Panama Lane west of Union Avenue (City Council Guiding Principles). x Amtrak Parking Lot Improvements (City Council Goal 4.1). x 18th Street/Eye Street Parking Garage Sign (City Council Goal 3.1).

137 4031- Engineering continued

Subdivision Engineering:

1. Accomplishments for calendar year 2016 include (City Council Goal 4.1): x Parcel Maps: Recorded five parcel maps dividing 187.24 acres into19 parcels. x Tract Maps: Recorded 28 tract maps dividing 424.99 acres into 1236 lots. x Annexation Proceedings: Five new applications processed (seven were completed). x Fees collected through the development process: Transportation Impact Fees = $16,088,080.90. Sewer Connection Fees = $5,233,691.66. Planned Sewer Area/Planned Drainage Area Fees = $921,185.32. Maintenance District Formation Fees = $30,894.00.

Construction and Surveying:

1. Provided construction management and inspection services for 37 projects having a total contract value of over $41 million, including: x Reconstruction of Gosford Road (City Council Goals 2.1, 2.3). x Reconstruction of Ashe Road x Reconstruction of Brundage Lane x Reconstruction of Wilson Road x State Farm Sports Village Phase 3, (5 contracts) x Rehabilitation of several sewer lift station x Rosedale Highway Widening Project (City Council Goal 2.2). x Remodel of Fire Station No. 8 (City Council Goal 1.3). x Installation of new traffic signal interconnect systems (City Council Goal 2.3).

2. Inspected development infrastructure improvements for 56 tracts and parcel maps (City Council Goal 4.1).

3. Provided inspection services for 1,363 (calendar year 2016) street use permits (City Council Goals 2.3, 4.1, 7.1).

Traffic:

1. Analyzed 34 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 (City Council Goal 2.1).

2. Implemented the connection of 10 additional traffic signals to the wired interconnect conduit network installed within City streets for improved coordination/synchronization of traffic signals (City Council Goal 2.1).

3. Implemented new signal timing and route coordination plans at 17 intersections based on updated traffic volumes (City Council Goal 2.1).

138 4031- Engineering continued

4. Designed, received bids, and submitted to City Council for award of contracts including:

x Pedestrian countdown timer heads at 112 intersections throughout the City (City Council Goal 2.6). x Install sidewalk and handicap ramp improvements near Frank West School (City Council Goal 2.6). FY 2017-18 ACTION PLAN

Design Engineering:

1. Complete design and award all FY 2017-18 CIP projects before July 2018, including: • Pavement Rehabilitation on Truxtun Avenue from T Street to Beale Avenue; Auburn Street from Oswell Street to Fairfax Road; A Street from Brundage Lane to California Avenue; Hughes Lane from Wilson Road to Ming Avenue; and White Lane from Union Avenue to Cottonwood Road (City Council Goal 2.1). • Two new traffic signals: Panama Lane at Mountain Ridge Drive; and Hosking Avenue at Hughes Lane (City Council Guiding Principles). • Pedestrian Accessibility Improvements within Tract 1396 Phases 1a and 5 (Brundage Lane and Union Avenue) (City Council Goal 2.6). • Street Improvements to widen roadways (City Council Guiding Principles). • Bike Lane Improvements around Bakersfield College (City Council Goal 2.6). x Bridge Preventative Maintenance Program (BPMP) (City Council Guiding Principles).

2. Investigate new construction methods which could potentially decrease construction/maintenance costs for City streets (City Council Guiding Principles).

3. Evaluate pavement priority list using new Pavement Management System (PMS) to include projects into federally funded transportation programs (City Council Guiding Principles).

4. Provide project management assistance for various CIP projects including projects for other City Departments (City Council Guiding Principles).

Subdivision Engineering:

1. Complete revisions to City Standards to reflect Complete Streets policies (City Council Goal 2.6).

Construction Engineering and Surveying:

1. Respond to 80% of all permit inspection requests within 24 hours and all other inspections within 48 hours (City Council Goals 2.3, 4.1, 7.1).

139 4031- Engineering continued

2. Begin working on requests for preliminary surveys within ten days of receipt (City Council Goal 2.3).

3. Respond to construction survey requests within 48 hours (City Council Goal 2.3).

4. Dedicate one construction inspector position exclusively to permit inspection to help decrease response times and eliminate backlog of permits needing final inspection (City Council Goals 2.3, 4.1, 7.1).

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 (City Council Goal 2.1).

2. Design and prepare construction documents for one federally-funded Congestion Management Air Quality signal interconnect/synchronization project and two pedestrian count down timer projects funded by Highway Safety Improvement Projects (HSIP) grant (City Council Goal 2.6).

3. Continue the annual Traffic Signal Coordination Program. Collect traffic data and re-coordinate 20 signals annually as traffic volumes and patterns change (City Council Goal 2.1).

SERVICE LEVEL INDICATORS FY15-16 FY 16-17 FY 17-18 Actual Projected Proposed

Permit Inspections Performed within 70% 65% 80% Twenty-Four Hours of Request

Intersections Analyzed for Traffic Control 34 25 25 Warrants

Signals Analyzed and Re-Coordinated/Timed 17 20 20

Budgeted Public Works CIP Projects Bid 26 32 100% During the Fiscal Year

140 ENGINEERING

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 5,093,141 $ 5,168,348 $ 5,168,348 $ 5,169,641 Operating 462,765 474,503 484,503 480,975 Capital 23,272 - - -

Total $ 5,579,178 $ 5,642,851 $ 5,652,851 $ 5,650,616

SOURCE OF FUNDS:

General Fund $ 3,710,173 $ 3,776,038 $ 3,776,038 $ 3,743,994 Development Services Fund 1,867,340 1,866,813 1,866,813 1,906,622 Transportation Dev. Fund 1,665 - - -

Total $ 5,579,178 $ 5,642,851 $ 5,642,851 $ 5,650,616

141 4051 - General Services

DIVISION GOAL

Provide excellent customer service in the maintenance of City-owned buildings and parks, including janitorial, heating/air conditioning, electrical, and remodeling; installation and maintenance of traffic signals, street lights, street signs and pavement markings; removal of graffiti from City-owned facilities and private property; and provide professional management for the operations and maintenance of the Bakersfield Municipal Airport.

FY 2016-17 ACCOMPLISHMENTS

1. Anti-Graffiti program: Received 2,830 requests on the 32-Erase hotline, 2,020 requests from the mobile phone application, and 626 internal requests. Removed a total of 9,800 graffiti sites (City Council Goal 1.2).

x Replaced an older model graffiti paint match truck with a new and improved truck for the graffiti removal fleet which provides for quicker and better paint matching (City Council Goal 1.2).

2. Street Lights:

x Responded to 2,900 street light service requests and replaced 25 street lights, including poles, for those damaged due to traffic accidents or deterioration (City Council Guiding Principles). x Replaced over 22,000 linear feet of copper wire stolen from various street light systems (City Council Guiding Principles). With replacement, staff includes measures to deter future thefts from reoccurring. x Over sixty street light fixtures in the Old Town Kern area were converted to light-emitting diode (LED) fixtures and eight additional street light poles were installed to improve lighting in the area and save electricity (City Council Goal 3.1).

3. Traffic Signals:

x Replaced 16 traffic signal poles and related equipment due to accidents (City Council Guiding Principles). x Replaced traffic signal controller cabinets at eight intersections (City Council Guiding Principles).

4. Signing, Striping, and Marking Improvements:

x Installed 6 Adopt-A-Highway signs (City Council Goal 6). x Painted all striping and pavement markings for roadways sealed and resurfaced by the Streets Division throughout the City (City Council Goal 2.1). x Performed maintenance of bike lane markings (City Council Goal 2.5).

142 4051 – General Services continued

5. Rabobank and Convention Center Improvements:

x Upgraded the following areas in Rabobank Arena with the installation of LED fixtures, new floor covering and/or painted walls: dressing room A, visitor locker rooms, the catering room, multi-purpose room and chiller room (City Council Goal 3.1 and City Council Guiding Principles). x Completed the conversion of the “old” media room at Rabobank arena into a dressing room for “high profile” performers; also added restroom/shower, LED fixtures and new floor coverings (City Council Goal 3.1 and City Council Guiding Principles). x Outside contractors installed a fall protection system and safety gates for roof access ladders at the Convention Center (City Council Guiding Principles).

6. Remodeling Projects:

x Improved the Martin Luther King, Jr. Recreation Center gym which included the following: Installation of LED lights, removal of the existing dropped ceiling, installation of sound insulation and sound boards to improve the acoustics of the area and the gym floor was replaced. Grants were used to fund the project (City Council Goal 6.2). x All fluorescent fixtures in the Bakersfield Police Department’s headquarters at Truxtun Avenue and Eye Street were converted to LED fixtures through PG&E’s On-Bill Financing Program to improve energy efficiency and cost savings (City Council Guiding Principles).

7. Bakersfield Municipal Airport:

x Partnered with the San Joaquin Valley Air Pollution Control District on a dust control project to install wood chips on all Airport open areas which was 100% funded by the Air District (City Council Goals 4.4, 6.1).

FY 2017-18 ACTION PLAN

1. Continue to improve the City of Bakersfield’s Anti-Graffiti Program, and promote reporting graffiti on the City’s mobile app (City Council Goals 1.2 and 6.1).

2. Convert all the existing fluorescent fixtures at the 18th and Eye Parking Garage to LED fixtures to improve lighting and energy efficiency for the downtown facility (City Council Goal 3.1).

3. Repaint 400 bike lane markings (City Council Goal 2.1).

4. Systematically replace all raised pavement markers in the quadrant sealed by street crews during yearly maintenance program (City Council Goal 2.1).

143 4051 – General Services continued

5. Bakersfield Municipal Airport:

x Bid and start construction of the Northeast Hangar Apron and Northwest Hangar Apron, Sec B. Pavement reconstruction project (City Council Goals (3.1, 4.4).

SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY17-18 Actual Projected Proposed

Graffiti Removal Sites 13,000 9,800 11,000

Replacement of Metro Street Markers 80 115 120

Striping of City Streets (miles) 750 850 900

Replacement of Raised Pavement Markers 5,300 4,000 4,500

Street Light Repair Requests 2,200 2,900 2,900

144 GENERAL SERVICES

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 6,433,048 $ 6,705,780 $ 6,705,780 $ 6,818,390 Operating 5,856,877 5,910,634 5,910,634 6,019,143 Capital 44,669 42,000 42,000 42,000

Total $ 12,334,594 $ 12,658,414 $ 12,658,414 $ 12,879,533

SOURCE OF FUNDS:

General Fund $ 11,628,926 $ 11,967,138 $ 11,967,138 $ 12,104,307 State Transportation 272,835 436,310 436,310 522,468 Aviation Fund 432,833 254,966 254,966 252,758

Total $ 12,334,594 $ 12,658,414 $ 12,658,414 $ 12,879,533

145 4052 – Streets

DIVISION GOAL

Improve the safety and appearance of the community through the maintenance and repair of the City street system located within the public right-of-way; ensure safe and dependable performance of storm drains, sewer lines and lift pump stations; and continue the City’s commitment to an effective preventative street maintenance program.

FY 2016-17 ACCOMPLISHMENTS

1. Resurfaced/reconstructed approximately 70 lane miles of streets (City Council Goals 2.1, 2.3).

2. Implemented a new updated Pavement Management System (City Council Goals 2.1, 2.3, 7.1).

3. Video inspected approximately 55.27 miles of City-owned sewer and storm line, and repaired 700 feet of damaged sewer line (City Council Goals 4.2, 7.1) (City Council Guiding Principles).

4. Maintained a safe working environment for employees with consistent training sessions and safety meetings (City Council Guiding Principles).

5. Sealed approximately 115 street miles with a surface penetration sealer (City Council Goals 2.1, 2.3).

6. CDBG-Funded areas: (City Council Goals 2.1, 2.3, 4.4) Completed the installation of handicap ramp, curb, gutter, and sidewalk repairs, and street reconstruction in the following areas: x Between California Avenue and Verde Street, from Chester Avenue to A Street. x Between SR-58 and Ming Avenue, from South “H” Street to El Toro Drive. x Between Chester Avenue and Union Avenue, from California Avenue to 4th Street. x Between Wilson Road and Ming Avenue, from Wible Road to Benton Street.

7. Maintained Supervisory Control and Data Acquisition (SCADA System) on all City sewer and storm lift stations (City Council Goals 4.2, 7.1) (City Council Guiding Principles).

8. Cleaned approximately 980 miles of City-owned sewer lines (City Council Goal 4.2) (Guiding Principles).

146 4052 – Streets continued

9. Constructed sewer storm drain and sidewalks for Phase 2 of Mesa Marin (City Council Goal 6.2).

10. Picked up 209 tons of leaves during the months of November, December, and January (City Council Goal 6.3).

11. Maintained once-a-month street sweeping schedule, and swept 68,802 curb miles picking up 1,995 tons of debris (City Council Goal 6.3).

12. Responded to numerous emergency calls during and after normal working hours such as: sewer backups, debris in the roadway, clogged storm drains, oil spills, vehicle accidents, potholes, cave-ins, and storm emergencies (City Council Goal 4.2) (City Council Guiding Principles).

FY 2017-18 ACTION PLAN

1. Update the existing street resurface/reconstruction list and prioritize street repairs (City Council Goals 2.1, 2.3).

2. Provide training for employees on traffic control safety procedures (Guiding Principles).

3. Review and evaluate the once-a-month sweeping program (City Council Goal 6.3) (City Council Guiding Principles).

4. Continue the retrofit of the City’s existing sewer and storm lift stations to help with growth and maintenance issues (City Council Goal 4.2) (City Council Guiding Principles).

5. Video inspect approximately 80 miles of City sewer and storm lines annually (City Council Goal 4.2, 7.1) (City Council Guiding Principles).

6. Evaluate new technology and methods in the repair and maintenance of streets, sewers and storm drains for efficiency and cost effectiveness (City Council Goal 7.1).

SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY 17-18 (City Council Guiding Principles) Actual Projected Proposed

Residential Sweeping Cycle (days) - Existing 20 20 20 Routes

Lane Miles Resurfaced/Reconstructed 79 70 120

Sewer Lines Inspected (miles) 41 60 80

Sewer Maintenance Service - Emergencies 135 125 100

147 STREETS

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 7,306,857 $ 7,862,450 $ 7,862,450 $ 8,232,085 Operating 9,860,633 9,406,688 9,581,688 9,420,361 Capital 4,935 17,000 17,000 17,000

Total $ 17,172,425 $ 17,286,138 $ 17,461,138 $ 17,669,446

SOURCE OF FUNDS:

General Fund $ 8,186,380 $ 8,001,552 $ 8,001,552 $ 8,126,051 Sewer Service-Plant 3 4,794,758 5,012,728 5,012,728 5,214,102 Refuse Fund 4,191,287 4,271,858 4,446,858 4,329,293

Total $ 17,172,425 $ 17,286,138 $ 17,461,138 $ 17,669,446

148 4053 – Equipment

DIVISION GOAL

Provide all Departments/Divisions with the vehicular and non-vehicular equipment needed to meet their objectives within the approved budget, and continue to maintain all equipment within the City in a safe and reliable manner.

FY 2016-17 ACCOMPLISHMENTS

1. Continued to monitor rental rates and fund balance within the Equipment Management Fund to ensure accurate and timely replacement of equipment (City Council Goal 7.1).

2. Continued to monitor current fuel efficiency market trends in order to include within equipment specifications the best possible options whenever feasible with the goal of saving on fuel costs (City Council Goal 7.1).

3. Continued to work with Risk Management to ensure Fleet Services operations remain in compliance with federal, state and local requirements including OSHA, and follow best safety practices for all activities (City Council Guiding Principles).

4. Continued to support the City’s commitment to lower emissions by replacing aged equipment with low emission options (City Council Guiding Principles).

FY 2017-18 ACTION PLAN

1. Continue to monitor rental rates and fund balance within the Equipment Management Fund to ensure accurate and timely replacement of equipment (City Council Goal 7.1).

2. Continue to monitor current fuel efficiency market trends in order to include within equipment specifications the best possible options whenever feasible with the goal of saving on fuel costs (City Council Goal 7.1).

3. Continue to work with Risk Management to ensure Fleet Services operations remain in compliance with federal, state and local requirements including OSHA, and follow best safety practices for all activities (City Council Guiding Principles).

4. Continue to review market trends in order to replace vehicles in the City’s fleet with alternative fuel type equipment when feasible (City Council Guiding Principles).

149 4053 – Equipment continued

5. Continue to support the City’s commitment to lower emissions by replacing aged equipment with low emission options when feasible (City Council Guiding Principles).

SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY17-18 Actual Projected Proposed

Perform Preventative Maintenance and Routine Repairs of All Fleet Vehicles 15,783 15,500 16,000

150 EQUIPMENT

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 4,713,549 $ 4,922,566 $ 4,922,566 $ 5,271,450 Operating 15,067,796 10,405,951 10,155,601 10,405,948 Capital 8,179,487 7,155,000 7,244,450 7,738,725

Total $ 27,960,832 $ 22,483,517 $ 22,322,617 $ 23,416,123

SOURCE OF FUNDS:

Equipment Fund $ 27,960,832 $ 22,483,517 $ 22,322,617 $ 23,416,123

Total $ 27,960,832 $ 22,483,517 $ 22,322,617 $ 23,416,123

151 4071 – Wastewater

DIVISION GOAL

Provide operation and maintenance of wastewater facilities for the purpose of treating, reclaiming, and utilizing wastewater and its by-products in accordance with federal, state and local requirements; plan for future wastewater treatment needs to meet anticipated growth; maximize use of renewable energy resources, including solar and cogeneration from gas by-product; maximize recycled uses of disinfected tertiary treated effluent for use on irrigation of Sports Village and plant water use; monitor and regulate industrial waste dischargers to protect wastewater facilities, the public, and the environment; and collection of sewer user fees for properties receiving City sewer service.

FY 2016-17 ACCOMPLISHMENTS

1. Processed 10.5 billion gallons of wastewater at the two treatment plants including 190 million gallons of tertiary treated water (City Council Goal 4.2).

2. Produced approximately 2.0 million kW of energy with the Solar Power Generation System at Wastewater Plant 3 (City Council Goal 7.1).

3. Replaced four variable frequency drive units for Wastewater Treatment Plant 2’s raw influent pumps to ensure minimal electricity is used (City Council Goal 7.1).

4. Completed rehabilitation of three sludge dewatering centrifuges at Wastewater Treatment Plant No. 3 to ensure Biosolids are properly disposed (City Council Goal 7.1).

5. Continue to work with City staff and outside consultants to explore possible tertiary treatment expansion at Wastewater Treatment Plant No. 3 (City Council Goal 7.1).

FY 2017-18 ACTION PLAN

1. Provide continuous operation and maintenance of Wastewater Treatment Plants; perform State required analysis of wastewater to demonstrate compliance with discharge requirements; and submit results quarterly to the California Regional Water Quality Control Board (City Council Goal 4.2).

2. Implement recommended and approved changes to the 2014 Wastewater Update to the Revenue Program to support continued funding of sewer operations, capital costs and bonded debt (City Council Goal 7.1).

152 4071– Wastewater continued

3. Continue to complete projects in the Sewer Enterprise Capital Improvement Program to ensure treatment plant operations function as efficiently as possible (City Council Goal 7.1).

4. Implement improved maintenance software to better track maintenance expenditures, as well as better forecast significant repairs and replacement of wastewater treatment equipment (City Council Goal 7.1).

5. Explore pre-design parameters to expand tertiary treatment capacity at Wastewater Treatment Plant No. 3 (City Council Goal 4.2).

SERVICE LEVEL INDICATORS FY15-16 FY 16-17 FY 17-18 Actual Projected Proposed

Wastewater Treated (Million Gallons/Day) Plant No. 2 12.17 12.15 12.13 Plant No. 3 16.52 16.61 16.70

Permitted Industrial Dischargers 17.0 18.0 19.0

Parcels Served within Incorporated Area (on special assessment list) 95,427 96,175 97,400

153 WASTEWATER

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 3,803,924 $ 4,003,931 $ 4,003,931 $ 4,213,520 Operating 24,902,629 5,942,641 5,942,641 5,971,130 Capital 37,869 50,000 50,000 61,000

Total $ 28,744,422 $ 9,996,572 $ 9,996,572 $ 10,245,650

SOURCE OF FUNDS:

Sewer Service-Plant 2 $ 6,082,627 $ 2,906,756 $ 2,906,756 $ 3,006,250 Sewer Service-Plant 3 22,661,795 7,089,816 7,089,816 7,239,400

Total $ 28,744,422 $ 9,996,572 $ 9,996,572 $ 10,245,650

154 4081 - Solid Waste

DIVISION GOAL

Provide quality and cost effective solid waste and recycling services, keeping user fees as low as possible; support the Keep Bakersfield Beautiful Committee with special emphasis on litter prevention and abatement per City Council Goals; develop and implement waste reduction and recycling programs to comply with State mandates.; and develop more efficient and energy saving systems at the green waste facility.

FY 2016-17 ACCOMPLISHMENTS

1. Continues to provide exceptional service while still maintaining the lowest residential refuse fee amongst 36 surveyed agencies (City Council Goal 7.1).

2. Supported 511 cleanup and beautification events, and enlisted 8,787 volunteers in Keep Bakersfield Beautiful (KBB) activities (City Council Goals 1.2, 6.1).

3. Expanded the Food Waste Recycling Program to more than 100 restaurants and businesses (City Council Goal 6.3).

4. Provided outreach and assistance to roughly 2,000 businesses in response to the new State mandatory commercial recycling law (City Council Goal 6.3).

FY 2017-18 ACTION PLAN

1. Expand efforts to fight litter (City Council Goal 6.1).

2. Continue to expand the Food Waste Recycling Program to more restaurants and businesses (City Council Goal 6.3).

3. Continue to assist the business community in response to the new State mandatory commercial recycling law (City Council Goal 6.3).

SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY 17-18 Actual Projected Proposed

Anti-Litter and Beautification Events 470 511 600

Volunteers 8,150 8,787 9,000

Total Homes Served 104,000 105,200 106,200

Greenwaste Processed (tons) 210,000 212,000 215,000

155 SOLID WASTE

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 9,488,072 $ 9,655,282 $ 9,655,282 $ 10,173,739 Operating 30,720,001 31,232,291 31,782,291 33,013,390 Capital 566,944 427,200 427,200 526,000

Total $ 40,775,017 $ 41,314,773 $ 41,864,773 $ 43,713,129

SOURCE OF FUNDS:

Refuse Fund $ 40,775,017 $ 41,314,773 $ 41,864,773 $ 43,713,129

Total $ 40,775,017 $ 41,314,773 $ 41,864,773 $ 43,713,129

156 WATER RESOURCES Water Resources 157 Water Resources

DEPARTMENT GOAL

To supply and conserve water for the benefit of present and future citizens of Bakersfield; to ensure the orderly regulation and distribution of Kern River water, including the preservation and augmentation of the underground water supply; to operate the domestic water system and provide high quality water service; to manage the Kern River Levee District for flood control; to provide maintenance of storm water basins; to provide maintenance of fire hydrants; to administer various water contracts with local water agencies; and to implement a storm water monitoring program as required by California Regional Water Quality Control Board.

FY 2016-17 ACCOMPLISHMENTS

1. Water Conservation Efforts: continued use of City Sourced mobile app where residents notify the department of water use violations on public and private areas; continued rebate program providing residents with low flow and high efficiency water systems; and delivered media and educational outreach to the public through partners (City Council Goal 4.2).

2. Cleaned over 130 drainage basins. Basins that historically do not drain were also pumped prior to the rainy season to allow for adequate capacity during rain events.

3. Completed wellhead treatment, upgrades, rehabilitation, and column extensions on several existing domestic water wells in the City’s domestic water service area to ensure a safe and dependable water supply to residents during the continued multi-year drought (City Council Goal 4.2).

4. Purchased a domestic water well within the City’s domestic water service area to provide a high quality, dependable water supply to the City’s existing and new customers (City Council Goal 4.2).

5. Administered the City of Bakersfield/County of Kern joint Storm Water Management Plan (SWMP), as required by the State Water Resources Control Board, in the City/County joint NDPES MS4 (National Pollution Discharge Elimination System Municipal Separate Storm Sewer System) Permit. Water Resources worked collaboratively with multiple City and County divisions/departments to administer the SWMP to assist the City/County with compliance of the Federal Clean Water Act.

158 6. Administered an annual contract with a contractor to perform approximately 110 service line replacements and other maintenance activities on the City’s domestic water system.

7. Continued to work with the United State Bureau of Reclamation (USBR) to process the application for the proposed six-mile multi-use path along the Friant-Kern Canal from the Kern River Channel to Seventh Standard Road (City Council Goal 2.5).

8. Prepared the 2015 Urban Water Management Plan Update for the City’s retail domestic water system and wholesale system (City Council Goal 4.2).

9. Sought negotiations and settlement of issues whenever possible through constant communication with other entities (City Council Goal 4.2).

159 WATER RESOURCES

Adopted Amended Actual Budget Budget Proposed DIVISIONS: 2015-16 2016-17 2016-17 2017-18

Agricultural Water $ 4,399,167 $ 4,646,978 $ 4,659,353 $ 4,079,341 Domestic Water 23,907,827 20,729,312 20,766,637 20,945,115

Total $ 28,306,994 $ 25,376,290 $ 25,425,990 $ 25,024,456

SOURCE OF FUNDS:

Agricultural Water $ 4,399,167 $ 4,646,978 $ 4,659,353 $ 4,079,341 Domestic Water 23,907,827 20,729,312 20,766,637 20,945,115

Total $ 28,306,994 $ 25,376,290 $ 25,425,990 $ 25,024,456

FULL TIME EMPLOYEES:

Agricultural Water 23.00 23.00 24.00 24.00 Domestic Water 5.00 5.00 5.00 5.00

Total 28.00 28.00 29.00 29.00

160 4511 - Agricultural Water

DIVISION GOAL

Provide for the proper and orderly distribution and delivery of Kern River water from the Isabella Lake Reservoir through the river channel and through canal head gates for delivery to agricultural districts, treatment plants, and other customers; 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 2016-17 ACCOMPLISHMENTS

1. Replaced approximately 101 concrete panels along the Kern River Canal to improve the flow of water and reduce water seepage throughout the system.

2. Implemented a rodent control plan for the North and South Levees of the Kern River. Rodents cause significant damage to the levees if not controlled. City crews implemented a rodent hole grouting program along the South Levee from Yokuts Park to Stockdale Hwy, using 33,000 pounds of grouting material.

3. Nine weir structures were sandblasted and painted as part of routine maintenance operations within the City’s Carrier and Kern River Canal system.

4. Staff has continued to work in the 2800 Acre Recharge Facility. City completed removal of sand in 2800 Acre basins 1, 8, 9, 10, and 11. This allows City crews to operate these facilities and control water flows in the Kern River more efficiently.

FY 2017-18 ACTION PLAN

1. When Kern River water is available, increase flows in the Kern River for related municipal uses and increase groundwater recharge (City Council Goal 4.2).

2. 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.

3. Continue to participate in the Lake Isabella Dam safety remediation

161 4511 – Agricultural Water continued

project with the United States Army Corps of Engineers.

4. Obtain all required federal and state permits necessary to implement the City’s Kern River Maintenance Program.

5. Continue to improve our inspection, maintenance and training procedures for the Kern River Levee system and maintain open communication with the Army Corps of Engineers.

6. Continue to move sand from the 2800 Acres, basins 2-7.

FY 15-16 FY 16-17 FY 17-18 SERVICE LEVEL INDICATORS Actual Projected Proposed

Rehabilitate Drainage Basins 140 130 120

162 AGRICULTURAL WATER

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 1,641,660 $ 1,955,585 $ 1,967,960 $ 1,736,107 Operating 2,752,161 2,683,893 2,683,893 2,335,734 Capital 5,346 7,500 7,500 7,500

Total $ 4,399,167 $ 4,646,978 $ 4,659,353 $ 4,079,341

SOURCE OF FUNDS:

Agricultural Water $ 4,399,167 $ 4,646,978 $ 4,659,353 $ 4,079,341

Total $ 4,399,167 $ 4,646,978 $ 4,659,353 $ 4,079,341

163 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 and maintenance 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 demand within the City’s domestic water system; maintain and repair fire hydrants throughout the City; and provide for excellent customer service.

FY 2016-17 ACCOMPLISHMENTS

1. Performed hydraulic water model update for the City’s domestic water system and forecast capital needs within the domestic water system.

2. Equipped a new domestic water well (CBK 54) to increase production capacity to serve existing and new customers throughout the City’s domestic water system (City Council Goal 4.2).

3. Equipped five existing domestic water wells with wellhead treatment to continue service to existing customers throughout the City’s domestic water system (City Council Goal 4.2).

4. Continued working with developers and engineers to master plan where future domestic water well sites will be located within planned communities (City Council Goal 4.1).

5. Continued performing technical studies and analysis to determine appropriate treatment methods for domestic water wells that require treatment in order to continue to meet State and Federal water quality standards (City Council Goal 4.2).

FY 2017-18 ACTION PLAN

1. Equip existing wells with wellhead treatment and make other required water system improvements to comply with the State’s new maximum contaminant level (MCL) for “TCP”. TCP is a groundwater contaminant that has been detected in some City wells, and monitoring is proposed to start beginning in January 2018. The new MCL is expected to be adopted by the State in spring June 2017 (City Council Goal 4.2).

164 4521 – Domestic Water continued

2. Continue implementation of a residential and commercial water conservation incentive program that provides incentives for devices that promote high-efficiency technologies and best water conservation practices to improve indoor and outdoor water use efficiency in the City’s Domestic Water Service Area (City Council Goal 4.2).

3. Continue implementation of security measures for the City’s Domestic Water System pursuant to the Homeland Security Act.

4. Continue to perform technical studies and analysis to determine appropriate treatment methods for domestic water wells that require treatment in order to continue to meet State and Federal water quality standards. Provide master planning to consider most economical use of surface and groundwater supplies for existing and future users (City Council Goal 4.2).

5. Operate the City domestic water wells as efficiently as possible to minimize electrical costs and continue to receive rebates when new efficient pump motors are installed. Work with Cal Water and PG&E to test well efficiencies.

FY 15-16 FY 16-17 FY 17-18 SERVICE LEVEL INDICATORS Actual Projected Proposed

New Service Connections 945 865 900 Water Wells Constructed 0 1 0

165 DOMESTIC WATER

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 1,381,291 $ 1,164,681 $ 1,200,206 $ 1,509,056 Operating 22,459,360 19,497,631 19,499,431 19,369,059 Capital 67,176 67,000 67,000 67,000

Total $ 23,907,827 $ 20,729,312 $ 20,766,637 $ 20,945,115

SOURCE OF FUNDS:

Domestic Water $ 23,907,827 $ 20,729,312 $ 20,766,637 $ 20,945,115

Total $ 23,907,827 $ 20,729,312 $ 20,766,637 $ 20,945,115

166 RECREATION AND PARKS Recreation and Parks

Director

Assistant Director

Recreation Division Parks Division Administrative Services Sports/Adaptive Park/Streetscape 167 Maintenance Financial Support Special Events, Saunders & Services Silver Creek Community Center Urban Forestry/Trees Planning/Projects - MLK Community CIP & Major Center Repairs Craftworkers Aquatics Repair & Maintenance Recreation and Parks

DEPARTMENT GOAL

Enhance the quality of life through a variety of programs, parks and partnerships.

FY 2016-17 ACCOMPLISHMENTS

1. Utilized outside security forces to provide needed security measures to protect park assets and increase the safety of park users. Park security contract began in early 2016. Security is provided at MLK Center, Mesa Marin softball leagues, and random parks at night (City Council Goal 7.1).

2. Met state mandated water reductions compared to our base line water usage from 2013 (City Council Goal 4.2).

3. Worked closely with Public Works on the following projects: a. Bakersfield Sports Village, Phase III b. Mesa Marin Sports Complex, Phase II c. Bright House Networks Amphitheatre renovations (Council Goal 6.2)

4. Continued the partnership with California State University, Bakersfield (CSUB) to update the 2007 Recreation and Parks Master Plan. CSUB has agreed to conduct research to collect data for a revised Master Plan (Council Goal 4.1).

5. Worked with Public Works Department to implement new landscaping standards (Division Seven Standards). The new standards include revised building standards, drought regulations, and best practices (City Council Goals 6.1and 7.1).

6. Followed federal guidelines by replacing the Material Safety Data Sheets (MSDS) with the modern Safety Data Sheets (SDS) program. Worked with Risk Management for job hazard analysis (JHA) to implement best practices (City Council Goal 7.1).

7. Responded quickly to public concerns through complaints received via the City Sourced App. To date, staff responded to over 268 public concerns since July 1, 2016 (City Council Goal 6.1).

8. Encouraged improvements to the downtown area by collaborating with the Downtown Business Association to complete the lighting project on Chester Avenue and Centennial Fountain (City Council Goal 3.1).

168 9. Department staff developed and incorporated new Recreation and Parks web page on City’s Internet site (City Council Goal 6.1)

10. Installed wood chips from composting operations in various medians, road right of ways, municipal buildings and parking lots (City Council Goal 6.3).

FY 2017-2018 ACTION PLAN

1. Continue to work closely with Public Works Department to complete the following projects: a. Bakersfield Sports Village, Phase III b. Mesa Marin Sports Complex, Phase II (City Council Goal 6.2)

2. Complete CDBG funded projects at the following locations: (City Council Goal 6.2) a. Beale Park (Ward 2) b. Wilson Park (Ward 7) c. Stiern Park (Ward 7) d. Dr. Martin Luther King Jr. Recreation Center (Ward 2) e. Lowell Park (Ward 1)

3. Achieve Tree City USA designation for the 20th year (City Council Goals 3.1, 6.1).

4. Maintain Agency Accreditation through the National Recreation & Park Association for the 9th consecutive year (City Council Guiding Principles and City Council Goal 7.1).

5. Promote the connectivity of new and existing trails within the city to the existing Kern River Parkway (City Council Goal 2.5).

6. Expand and promote the park webpage to disseminate information and provide users the ability to find information more easily (City Council Goal 6.1).

7. Support the Keep Bakersfield Beautiful effort to improve the north bound Highway 99 entry point signage landscape improvements. Work with Bakersfield Homeless Center Crews for Westside Parkway weed abatement (City Council Goal 6.1).

169 RECREATION AND PARKS

Adopted Amended Actual Budget Budget Proposed DIVISIONS: 2015-16 2016-17 2016-17 2017-18

Recreation and Parks Administration $ 1,053,009 $ 1,052,291 $ 1,052,291 $ 1,084,899 Parks 14,193,669 14,663,832 14,705,832 15,108,287 Recreation 2,898,843 2,836,341 2,886,341 2,869,891

Total $ 18,145,521 $ 18,552,464 $ 18,644,464 $ 19,063,077

SOURCE OF FUNDS:

General Fund $ 18,129,852 $ 18,522,464 $ 18,614,464 $ 19,030,677 Amtrak Operating Fund 15,669 30,000 30,000 32,400

Total $ 18,145,521 $ 18,552,464 $ 18,644,464 $ 19,063,077

FULL TIME EMPLOYEES:

Administration 9.00 8.00 8.00 8.00 Parks 128.00 125.00 125.00 125.00 Recreation 13.00 13.00 13.00 13.00

Total 150.00 146.00 146.00 146.00

170 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 2016-2017 ACCOMPLISHMENTS

1. Provided grant administrative functions for the installation of phase I and II of Maxicom II System in 59 parks and 18 streetscapes (City Council Goals 4.2, 7.1).

2. Provided project management and administrative functions for the installation of the new gym floor at Dr. Martin Luther King Jr. Recreation Center (City Council Goals 6.2, 7.1).

3. Partnered with California State University, Bakersfield (CSUB) to collect real- time data on park usage and gather input from the public. CSUB has agreed to develop surveys, do in-person interviews, and post surveys on City’s Social Media (City Council Goals 4.1, 7.1).

4. Developed a plan to incorporate water efficiency measures in landscape maintenance districts. This plan includes updating or replacing current irrigation controllers to Smart Irrigation System Controllers. This plan reduces greenhouse gases, water usage, and energy usage (City Council Goals 4.1, 4.4, 7.1).

5. Applied for and received grants to assist in the funding of new playground equipment at Garden and Wayside Parks (City Council Goals 4.1.5, 6.2.1, 7.1).

6. Naming rights for the amphitheater at the Park at Riverwalk was renewed by Brighthouse Networks at an increased amount for five years (City Council Goal 7.1).

7. Monitored waterslide construction at McMurtrey Aquatic Center. Project to be complete in spring of 2017 (City Council Goals 3.2, 6.2, 7.1).

171 8. Applied for four state grants to assist with funding streetscape and median improvements, Bakersfield Sports Village construction, ADA access improvements, Jefferson Basketball court improvements, and replace dead trees throughout the City (City Council Goals 3.1, 4.2, 4.4, 6.1.2, 6.2, 7.1).

FY 2017-2018 ACTION PLAN

1. Complete the waterslide at McMurtrey Aquatic Center and pass state inspection (City Council Goals 3.2, 6.2, 7.1).

2. Secure new naming rights at Bakersfield Sports Village (City Council Goal 6.2).

3. Implement water efficiency plan in landscape maintenance districts (City Council Goals 4.1, 4.2, 4.4, and 7.1)

4. Monitor and apply for state grants to assist with capital improvement, tree planting and water efficiency projects (City Council Goals 3.1, 4.1, 4.4, 6.1).

5. Perform strategic and long range planning functions for recreation facilities, open space and city park acquisition, design and development (City Council Goal 6.2).

6. Perform strategic and long range planning functions for recreation facilities, open space and city park acquisition, design and development (City Council Goal 2.5, 3.2, 6.2,).

172 ADMINISTRATION

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 937,528 $ 935,572 $ 935,572 $ 967,142 Operating 115,481 116,719 116,719 117,757 Capital - - - -

Total $ 1,053,009 $ 1,052,291 $ 1,052,291 $ 1,084,899

SOURCE OF FUNDS:

General Fund $ 1,053,009 $ 1,052,291 $ 1,052,291 $ 1,084,899

Total $ 1,053,009 $ 1,052,291 $ 1,052,291 $ 1,084,899

173 5021 – PARKS

DIVISION GOALS

Develop operational management principles and practices that will lead to long- term organizational sustainability while maintaining levels of services.

FY 2016-2017 ACCOMPLISHMENTS

1. Installed additional year-round tree lighting on sections of Chester Avenue median island and Centennial Fountain in cooperation with the Downtown Business Association (City Council Goal 3.1).

2. Worked with Castle and Cooke, Bolthouse Farms and Woodbridge Pacific Group in the implementation of the West Ming Master Planned Community. (City Council Goal 4.1).

3. Completed construction improvements for pedestrian and bicycle access to the Kern River Parkway from Commercial Way south of Truxtun Avenue (City Council Goal 2.5).

4. Continued Phase II & III design and construction effort at Bakersfield Sports Village. All irrigated landscape improvements will utilize tertiary treated water (City Council Goals 4.2, 6.2).

5. Phase II Mesa Marin Sports Complex design rough grading and underground utility were initiated with City staff and annual contracts (City Council Goal 6.2).

6. All 59 city parks and 18 streetscape received Maxicom Central Computer Control irrigation upgrades (City Council Goals 4.1, 4.2, 6.2, 7.1).

7. Park staff is applying wood chips, supplied from the City wood waste facility, in unimproved median areas and other vacant City lands to control weed growth and improve appearance (City Council Goal 6.3).

8. Used the City Sourced App created in response to severe drought watering restrictions. Park staff utilized the cell phone app system to streamline reporting and repair of irrigation related issues City-wide (City Council Goal 4.2)

9. Monitored and maintained artificial turf in medians throughout the City (City Council Goal 4.2).

174 12. Expanding digital communication between staff and private security contractor in parks to promote a safe environment for users, reduce vandalism and control after-hours access (City Council Goal 1.2).

FY 2017-2018 ACTION PLAN

1. Promote and improve practices to insure safe environments for participants and staff through private security, cooperation with the Police Department and instituting a safety culture (City Council Goal 1.2).

2. Partner with other City departments, agencies, private and nonprofit sectors to offer clean, safe, and sustainable facilities (City Council Goal 7.1).

3. Enhance the overall operation of the Mesa Marin Sports Complex and Bakersfield Sports Village with the overall intent of providing a wider variety of athletic opportunities for participants and attracting more regional events (City Council Goal 6.2).

4. Sustain water conservation efforts through compliance with State and local drought restrictions and improvements to irrigation monitoring equipment and practices (City Council Goals 4.2, 4.4).

5. Perform strategic and long range planning functions for recreation facilities, open space and city park acquisition, design and development (City Council Goals 2.5, 3.2, 6.2.).

6. As growth occurs, focus on aligning organizational capabilities with the appropriate human resources (City Council Goal 7.1).

SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY 17-18 Actual Projected Proposed Maintenance District Acreage 800 807 810 Non-Maintenance District Acreage 446 446 446 Facility/Park Reservations 3,987 4,400 4,620

175 PARKS

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 8,410,681 $ 8,689,642 $ 8,689,642 $ 9,128,707 Operating 5,762,265 5,974,190 5,974,190 5,979,580 Capital 20,723 - 42,000 -

Total $ 14,193,669 $ 14,663,832 $ 14,705,832 $ 15,108,287

SOURCE OF FUNDS:

General Fund $ 14,178,000 $ 14,633,832 $ 14,675,832 $ 15,075,887 Amtrak Operating Fund 15,669 30,000 30,000 32,400

Total $ 14,193,669 $ 14,663,832 $ 14,705,832 $ 15,108,287

176 5031 – RECREATION

DIVISION GOALS

Provide quality recreational services for the Bakersfield community.

FY 2016-2017 ACCOMPLISHMENTS

1. Staff applied and maintained the following grant funded programs that augmented the general fund this past year: Aquatic received the First 5 Kern Make A Splash Grant, Kaiser Permanente Operation Splash Grant, USA Swimming Grant and California Kids’ Plates Program Child Safety Equipment Distribution Grant and the Walmart NRPA After School Grant and Arts Council Grant (City Council Goal 7.1).

2. Staff worked closely with the contractor to complete the installation of two new slides at the McMurtrey Aquatic Center (City Council Goal 6.1).

3. Utilized “When to Work”, a web based staff scheduling program used in Aquatics to schedule employees at multiple pool locations and the City website posting the status of the softball games (City Council Goal 7.1).

4. Staff worked with BPD to reduce gang related crimes by providing prevention programs at the Silver Creek and MLK Day Camps and Movies in the Park (City Council Goal 1.1).

FY 2017-2018 ACTION PLAN

1. Work with BPD to upgrade the video coverage at the MLK Center and Park to improve security (City Council Goal 1.2).

2. Preserve general fund revenues by maintaining grant funded programs and collaborating with community partners (City Council Goal 7.1).

3. Work with BPD and other community groups to continue to combat gang violence through prevention, intervention, and suppression activities (City Council Goal 1.2).

4. Offer a variety of recreation programs that meet the needs of our diverse population (City Council Goal 1.2).

177 SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY 17-18 (Total Attendance) Actual Projected Proposed Sports 276,494 250,000 250,000 Silver Creek Community Center/ 23,454 22,000 22,000 Saunders Recreation Facility Martin Luther King Jr. Center 54,000 59,000 60,000 Aquatics 190,107 145,000 140,000

178 RECREATION

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 2,022,308 $ 1,942,347 $ 1,981,897 $ 1,982,264 Operating 843,359 878,394 888,844 872,027 Capital 33,176 15,600 15,600 15,600

Total $ 2,898,843 $ 2,836,341 $ 2,886,341 $ 2,869,891

SOURCE OF FUNDS:

General Fund 2,898,843 2,836,341 2,886,341 2,869,891

Total $ 2,898,843 $ 2,836,341 $ 2,886,341 $ 2,869,891

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180 COMMUNITY DEVELOPMENT

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; facilitate programs and projects that stimulate economic development by creating and retaining employment opportunities; provide housing programs that are affordable and inclusive; enhance and preserve historical resources; improve the safety and livability of neighborhoods by expanding economic opportunities; and, ensure that buildings and their environments are constructed and maintained in conformance with adopted codes, standards, rules and policies.

FY 2017-18 SIGNIFICANT BUDGET CHANGES

1. One Code Enforcement Officer and one Associate Planner position remain frozen.

181 COMMUNITY DEVELOPMENT

Adopted Amended Actual Budget Budget Proposed DIVISIONS: 2015-16 2016-17 2016-17 2017-18

Planning $ 6,844,071 $ 4,667,310 $ 5,061,181 $ 4,946,717 Building 5,373,827 5,661,750 5,713,175 5,553,260

Total $ 12,217,898 $ 10,329,060 $ 10,774,356 $ 10,499,977

SOURCE OF FUNDS:

General Fund $ 3,187,944 $ 3,306,731 $ 3,358,156 $ 3,375,262 Development Srvcs. Fund 4,093,050 4,321,570 4,321,570 4,155,175 Community Dev. Block Grant 1,102,270 1,589,477 1,859,393 1,852,459 HOME Program 2,208,759 1,111,282 1,235,237 1,117,081 ARRA HUD Stimulus Fund 120,850 - - - Successor Agency-Housing 1,505,025 - - -

Total $ 12,217,898 $ 10,329,060 $ 10,774,356 $ 10,499,977

FULL TIME EMPLOYEES

Planning* 24.00 23.00 23.00 23.00 Building 41.00 40.00 40.00 40.00

Total 65.00 63.00 63.00 63.00

* Includes former EDCD staff

182 6011– PLANNING

DIVISION GOAL

To perform processes and functions that result in timely and orderly development and which encourage thoughtful growth throughout the City. Provide professional expertise and relevant Planning services to ensure that the City continues to evolve as a community where people want to live, work and recreate; all through implementation of the City’s General Plan; administration of current land use, planning, and zoning laws; conducting appropriate environmental review, and effective regulation of land divisions. Provide these services with excellent customer service practices and in a manner which is equitable to individual property owners and the greater community; promotes a high quality of life by improving the safety and livability of neighborhoods; and facilitates programs and projects that stimulate economic development by creating and retaining diverse housing and employment opportunities.

FY 2016-17 ACCOMPLISHMENTS

Planning:

1. Implemented full transition of the Planning Commission hearings to the Novus electronic agenda management system (City Council Goal 4.1).

2. Continued to work closely with the California High Speed Rail Authority (HSR) to provide technical support and advise their study of the new Locally Generated Alternative (LGA) alignment and facilitate the Authority’s completion of their Supplemental Environmental Impact Report (SEIR); via participation in Technical Working Group (TWG), meetings with resident stakeholders impacted by LGA, attendance and coordination of Public Workshops, discussions with impacted stakeholders regarding potential re-location of impacted businesses (City Council Goals 3.1, 3.2, 4.1, 4.4).

3. Launched “Making Downtown Bakersfield,” which is an extensive public outreach and technical effort to create a Downtown Vision Plan. This effort is made possible due to a granted provided by the California High Speed Rail Authority to facilitate the completion of a HSR Station Area Planning process. Milestones completed during the FY include: preparation of a Work Plan/Scope, establishment of Work Plant Team and Stakeholders Group, preparation of Existing Conditions Reports and Case Studies, preparation of Economic Analysis, 11 public Vision Workshops, first large-scale public meeting, preparation of draft Vision Alternatives and subsequent Phased Development Strategy, and initial drafts of Vision Plan Implementation Strategies (City Council Goals 3.1, 3.3, 4.1, 4.3, 4.4, 5.1, 6.1).

4. Completed land use entitlements for the “Bakersfield Commons Project” to facilitate a new Master-Planned “Lifestyle Center.” This was a comprehensive effort to update zoning, approved PCD and PUD plans, prepare a new Tract Map, and prepare an Addendum EIR to ensure adequate CEQA analysis and mitigation (City Council Goals 4.1, 5.1).

5. Collaborated and provided assistance to new owners of the “East Hills Mall” to facilitate revitalization and rehabilitation of the long underutilized shopping Center and bring increased amenities to the residents of East Bakersfield (City Council Goals 3.1, 3.3, 4.1, 4.3, 4.4, 5.1, 6.1).

183 6011– Planning continued

6. Collaborated and provided assistance to new owners of the “Comanche & Hwy 178” site to facilitate much-needed commercial development and bring increased amenities to the residents of East Bakersfield (City Council Goals 3.1, 3.3, 4.1, 4.3, 4.4, 5.1, 6.1).

7. Prepared a comprehensive White Paper regarding the Metropolitan Bakersfield General Plan Update (MBGP) explaining the historical background and necessary steps to launch a comprehensive update to the MBGP; which was last fully updated in 2002. Received confirmation from Kern County that new plan will be a separate document; therefore, initiated research efforts regarding necessary components of plan that require continued coordination with Kern County (City Council Goal 4.1).

8. Implemented goals as noted in the updated General Plan Housing Element (City Council Goals 3.3, 4.1, 4.3).

9. Worked with owners of the recently approved Hosking/SR 99 Commercial Shopping Center (Gateway) project to facilitate new commercial development in the City (City Council Goals 2.4, 4.1).

10. Completed Site Plan Review to facilitate development at the northeast corner of Stockdale Highway and Gosford Road to allow development of a long-vacant infill parcel with a new hotel, retail, restaurant and office uses (City Council Goals 4.1, 5.1).

11. Worked with the developer of the “Artisan Square Project” to facilitate the aggressive construction schedule for new commercial shopping center at a vacant infill parcel at the northwest corner of Brimhall Road and Allen Road (City Council Goals 4.1, 5.1).

12. Worked closely with other City Departments to establish a new “Food Truck Ordinance” to facilitate a new type of development in the City (City Council Goals 4.1, 5.1).

13. Established relationship with the new Director of LAFCO to explain the recently updated Sphere of Influence (SOI) and associated comprehensive update to the Municipal Source Review (MSR), and discuss on-going annexation concepts such as AB 743 (Expedited Annexations) and SB 244 (Disadvantaged Unincorporated Communities policies) (City Council Goal 4.1).

14. Re-initiated processing of annexation requests and scheduled items for hearing that had been on hold (City Council Goal 4.1).

15. Implemented a newly created CEQA notification process to help ensure that all City Departments have an opportunity to provide comments on-going projects throughout the City, and ensure appropriate impact fees are collected from all types of development; including schools and educational facilities (City Council Goals 2.1, 4.1).

16. Began establishing standardized operational conditions and administrative policies for new land use types coming to the City of Bakersfield; such as alcohol in movie theaters, additional home-within-a-home residential units, alcohol service in restaurants and bar areas in association with a cabaret permit, etc. (City Council Goal 4.1).

17. Continued the preparation of an Environmental Impact Report for the Olive Drive/SR 99 Walmart project (City Council Goal 4.1).

184 6011– Planning continued

18. Worked with City Public Works Department to fully define the legal limits of the future West Beltway and Westside Parkway Interchange, in order to ensure adequate right-of- way preservation prior to development (City Council Goal 4.1).

19. Worked with the California Department of Fish and Wildlife and the U.S. Fish and Wildlife Service to continue implementation of the Metropolitan Bakersfield Habitat Conservation Plan (MBHCP) (City Council Goal 4.1).

20. Provided administrative support staff for the existing Metropolitan Bakersfield Habitat Plan Trust Group (MBHCP) (City Council Goal 4.1).

21. Worked to re-stablish previously allotted grant funding from the Federal wildlife agency to continue work on the preparation of the new Bakersfield Habitat Conservation Plan (BHCP). This is a multi-phased, multi-year project to create a new habitat conservation plan for Metropolitan Bakersfield (City Council Goal 4.1). Utilized USFWS FY 2014 HCP Planning Grant to launch first stage of BHCP Phase 3 (i.e. CEQA/NEPA analysis).

22. Assisted the City Manager’s Office with review of plans for Bike Path Improvements along the Friant-Kern Canal; north of Kern River and South of Seventh Standard Road (City Council Goal 2.6).

23. Provided professional and technical support to Kern Council of Governments related to regional land use and transportation plans, and new climate change regulations (AB 32 and SB 375) (City Council Goal 4.1).

24. Ensured that the “Making Downtown Bakersfield” Vision Planning process includes activities consistent with Council goals; including: Make Bakersfield a “Bicycle Friendly Community” status from the League of American Bicyclists by including recommendations for bike route improvements Downtown such as increased bike lanes, a protected bike line on 21st Street connecting the bike trail at Beach Park to Union Avenue, as well as a bike and pedestrian trail under the High-Speed Rail viaduct from the Kern River to the top of Mill Creek Linear Park.

25. Issued site plan review/building permits for the development of a 44-unit multi-family market rate housing project on a site bounded by 17th & 18th Streets, “N” & “O” Streets and began processing permits for new multi-family housing project in the Downtown area at 18th Street and B Street near Westchester (City Council Goals 3.1, 3.2, 4.3, 4.4).

26. Processed site plan review/building permits for a new (1) multi-family housing project at the southeast corner of 18th Street and O Street; and (2) restaurant at the southwest corner of 18th Street and K Street. Approved conditional use permits for (1) expansion of a restaurant near the southeast corner of 18th Street and O Street; and (2) conversion of a church into a women and children shelter at northeast corner of 20th Street and O Street (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).

185 6011– Planning continued

Economic Development and Housing:

1. Initiated construction of the 3rd Building of the Creekview Villas Townhomes (7 new units); thereby fulfilling the City’s Proposition 1C obligation. Also developing preliminary plan for construction of remaining 2 Buildings (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).

2. Prepared a comprehensive Marketing Package to facilitate development of the City- owned “South Mill Creek Entertainment Area” property located at P and Q Street, north of California Avenue (City Council Goals 3.1, 3.2, 4.4, 5.1).

3. Provided extensive technical assistance to the Downtown Bakersfield PBID Stakeholders Group in beginning the process to form a new Property Based Improvement District (PBID) for the downtown area (City Council Goals 3.1, 4.4).

4. Expanded Economic Opportunity Areas (EOAs) to a total of seven: Bakersfield Airpark, Highway 58/Mt. Vernon, 34th Street Corridor, Downtown, East Hills, Baker Street Corridor and Southeast Bakersfield (City Council Goals 3.1, 4.1, 4.4, 5.1).

5. Completed construction and began leasing of the 63-unit Mill Creek Village Apartments and 100-space parking structure (formerly 19th Street Senior Housing) (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).

6. Prepared an “Incentive Letter” to provide to developers interested in locating new businesses downtown which lists the available incentives and expresses a City interest in seeing new development downtown. Offered items include: Pre-application review assistance, expeditious permit processing, parking reductions, reduced traffic impact fees, proximity to downtown business district, and access to downtown interest groups, potential grants/loans for job creation, and more (City Council Goals 3.1, 3.2, 4.4, 5.1).

7. Completed an RFQ and selection of a consultant to apply for the EPA Community-Wide Assessment Grants for Petroleum ($200,000) and Hazardous Substances to study and identify opportunities for infill and redevelopment of potential brownfields within the City (City Council Goals 3.1, 3.2, 4.4, 5.1).

8. Completed construction and facilitated leasing of 62 units of senior housing at Mill Creek Village and Parking Structure (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).

9. Facilitated administration and leasing on 56-unit Park 20th Apartment project (400 20th Street), including 25 units for homeless veterans (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).

10. Funded and administered the Emergency Solutions Grant funds for the following non- profit service providers to combat homelessness: Bethany Services, Homeless Intervention Services/Bakersfield Rescue Mission, Flood Bakersfield Ministries, and Alliance Against Family Violence and Sexual Assault. Funding was directed to re-housing of persons entering homelessness, street outreach to connect homeless individuals with benefits and services to exit homelessness, and emergency shelter activities (City Council Goal 4.3).

11. Completed contract with Kern County Public Health Department for the administration of the Housing of People with Aids (HOPWA) program. (City Council Goal 4.3).

186 6011– Planning continued

12. Provided services to over 895 consumers and providers concerning information, training, and counseling on Fair Housing and compliance issues and procured a Fair Housing Service Provider to increase and enhance Fair Housing service via contract with Greater Bakersfield Legal Assistance (GBLA) to administer Fair Housing Program (City Council Goal 4.3).

13. Assisted in the construction of 167 affordable rental housing units for extremely low, low and moderate income households; including 25 units for homeless veterans and 62 units were for seniors (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).

14. Community Development: Assisted 25 disabled households through the home accessibility grant program.

15. Provided financial assistance and co-administered eight capital improvement program activities totaling over $2 million of CBDG funds (City Council Goals 2.1, 3.1, 4.4).

16. Provided financial assistance, co-administered and completed community center improvements at Dr. Martin Luther King Jr. Community Center (City Council Goal 6.2).

17. Continued rehabilitation of Green Gardens Apartments, preserving 99 units of permanent supportive housing for persons transitioning from homelessness (City Council Goals 3.3, 4.3)

18. Implemented refinance of two Section 108 HUD loans originally issued in 2003, saving the City approximately $350,000 over the final 10 years of repayment (City Council Goal 7.1).

19. Installed fourteen historic plaques through grant funds, for installation on specific qualified downtown buildings (City Council Goal 4.4).

FY 2017-18 ACTION PLAN

Planning:

1. Begin initial stages of preparing a comprehensive update to the Metropolitan Bakersfield General Plan; which was last fully updated in 2002 (City Council Goal 4.1).

2. Continue to provide technical assistance, land use advisement, and comments to the High Speed Rail Authority (HSR) regarding their study of the new Locally Generated Alternative (LGA) alignment and to assist in the Authority’s stated goal to release the Supplemental Environmental Impact Report (SEIR) in Spring 2017 (City Council Goal 3.1, 3.2, 4.1, 4.4).

3. Complete the final stages of the “Making Downtown Bakersfield Vision Plan” in accordance with the Milestones established in the Grant Agreement (City Council Goals 3.1, 3.3, 4.1, 4.3, 4.4, 5.1, 6.1).

4. Transition to Site Plan Review stage of the “Bakersfield Commons Project” to facilitate construction of the approved “lifestyle center” with new residential, commercial, recreational, hospital and warehousing uses (City Council Goals 4.1, 5.2).

187 6011– Planning continued

5. Complete land use entitlements for the “East Hills Mall” to facilitate revitalization and rehabilitation of the long underutilized shopping Center and bring increased amenities to the residents of East Bakersfield (City Council Goals 3.1, 3.3, 4.1, 4.3, 4.4, 5.1, 6.1).

6. Review existing zone ordinance provisions for “Floor Area Ratio” limitations and analyze/identify potential updates (City Council Goals 3.1, 3.3, 4.1, 4.3, 4.4, 5.1, 6.1).

7. Continue efforts to secure funding and work on plan components for the next phases for the new Bakersfield Regional Habitat Conservation Plan with federal wildlife grants (City Council Goal 4.1).

8. Continue the preparation of an Environmental Impact Report for the Olive Drive/SR 99 Walmart project (City Council Goal 4.1).

9. Continue to provide administrative support staff for the existing MBHCP Trust Group (City Council Goal 4.1).

10. In accordance with the City of Bakersfield CEQA Implementation Procedures, continue to act at the CEQA Coordinator for City Departments; and continue to provide CEQA opinions and assistance as needed (City Council Goal 4.1).

11. Assist the City Manager’s Office with review of plans for Bike Path Improvements along the Friant-Kern Canal; north of Kern River and South of Seventh Standard Road (City Council Goal 2.6).

12. Coordinate with LAFCO and the City Manager’s office regarding processing of annexations (City Council Goal 4.1).

13. Work with LAFCO and Kern County to annex “Island” and “Infill” areas such as the Dennen island area, to provide benefits to the residents (City Council Goal 4.1).

14. Continue monitoring regional planning efforts through the Kern Council of Governments (City Council Goal 4.1).

15. Complete processing of general plan amendments, zone changes, subdivision maps, conditional use permits, site plan reviews and other applications in a timely and efficient manner. (City Council Goal 4.1).

16. Implement the Novus electronic agenda management system for Board of Zoning Adjustment (BZA) meetings (City Council Goal 4.1).

17. Continue to act in an advisory capacity to the Downtown Bakersfield Development Corporation (City Council Goals 3.1, 4.4).

18. Review all requested General Plan Amendments to ensure that they were consistent with the policies of the General Plan, Planning Commission and City Council; and also to promote orderly development.

19. Conduct appropriate level of environmental review pursuant to the requirements of the California Environmental Quality Act (CEQA); including appropriate analysis for Greenhouse Gas emissions and compliance with recent environmental legislation.

188 6011– Planning continued

SERVICE LEVEL INDICATORS FY 15-16 FY 16-17 FY 17-18 (by application type) Actual Projected Proposed Concurrent (Gen Plan Amend/Zone Change) 11 3 8 Conditional Use Permits 23 35 35

General Plan Amendments 1 1 1 Home Occupations 305 210 225

Land Divisions 30 10 20 Site Plan Reviews 73 88 85 Zone Changes 4 5 5

Zoning Modifications 14 5 15 Annexations 0 0 5

Economic Development:

1. Continue to market and facilitate efforts to develop the City-owned South Mill Creek property located at P and Q Street, north of California Avenue (City Council Goals 3.1, 3.2, 4.4, 5.1).

2. Pursue funding opportunities to protect, improve, and diversify the economy of Bakersfield (City Council Goal 5.1).

3. Meet with private developers and conduct outreach to demonstrate the willingness of the City to work with developers to design new commercial centers that incorporate “place-making” concepts such as amenities and open space (City Council Goal 3.1).

4. Distribute the new “Downton Incentive Letter” to developers interested in locating new businesses Downtown. Offered items include: Pre-application review assistance, expeditious permit processing, parking reductions, reduced traffic impact fees, proximity to downtown business district, and access to downtown interest groups, potential grants/loans for job creation, and more (City Council Goals 3.1, 3.2, 4.4, 5.1).

5. Pursue Implementation of the EPA Brownfields Grant, which is a Community-wide Assessment Grants for Petroleum ($200,000) and Hazardous Substances to study and identify opportunities for infill and redevelopment of potential brownfields within the City (City Council Goals 3.1, 3.2, 4.4, 5.1).

6. Work with project proponents on various commercial centers to incorporate unique amenities that provide the public with desirable development (City Council Goal 3.1).

7. Provide assistance and technical support to the to the Downtown PBID Stakeholders group to establish a Property-based business Improvement District (PBID) (City Council Goal 3.1).

189 6011– Planning continued

8. Work with Keep Bakersfield Beautiful to highlight the Basque community in the Old Town Kern area by focusing on streetscapes, additional lighting, planting trees and flowers, and painting murals (City Council Goal 3.1).

9. Create specific implementation policies for the Economic Opportunity Area (EOA Plan) (City Council Goals 3.1, 4.1, 4.4, 5.1).

10. Establish Implementation Strategies to building upon the existing conditions report, prepared for the Downtown Bakersfield Vision Plan, which identified vacant and underutilized parcels in the downtown core as potential sites for development. The existing conditions report identified current growth trends would add 920,000 square feet (sf) of Office, 4,130 residential units, 412,479 sf of retail and 1,141 hotel rooms downtown by 2030 (City Council Goals 3.1, 4.1, 4.4, 5.1).

11. Participate and play a coordinating role in the County-City Workforce Development Project (City Council Goal 5.1).

12. Complete rehabilitation of the 99-unit Green Gardens Apartments permanent supportive CHDO housing project using various housing resources (City Council Goals 3.3, 4.3).

13. Complete construction of the Mill Creek Village (formerly 19th Street Senior Housing) development, providing 63 affordable housing units and 100 space parking structure as part of the Mill Creek Development (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).

14. Initiate construction on the second phase of the Creekview Villas Townhome development in South Mill Creek (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).

15. Continue working diligently with the Successor Agency to complete the remaining Proposition 1C enforceable projects and contracts in support of the Mill Creek project (City Council Goals 3.1, 3.2, 3.3, 4.3, 4.4).

16. Prepare the annual funding application process for federal entitlements of the CDBG, HOME Investment Partnership and ESG programs (City Council Goals 2.1, 2.3, 4.3, 4.4).

17. Provide assistance to public services and facilities for seven non-profit organizations providing emergency shelter and transitional support, provision of food for low-income residences, providing fair housing education, outreach and services, and senior activities (City Council Goal 4.3).

18. Provide $2 million in CDBG financial assistance and co-administer nine capital improvement program activities (City Council Goals 2.1, 3.1, 4.4).

19. Assist 10 disabled households through the home accessibility grant program (City Council Goal 3.3, 4.3).

20. Increase the overall level of Fair Housing law knowledge to all community residents by providing services, information, technical training, and counseling on fair housing related issues (City Council Goal 4.3).

21. Implement the Economic Opportunity Area Plan to promote economic growth within specific geographic areas throughout Bakersfield (City Council Goals 3.1, 4.1, 4.4, 5.1).

190 6011– Planning continued

22. Implement programs and activities identified in the FY 2014-2015 HUD Action Plan, including CDBG-funded CIP projects, housing activities, and public facilities (City Council Goals 2.1, 3.1, 3.2, 4.3, 4.4, 6.2).

23. Continue to assist the Downtown Bakersfield Development Corporation in forming a new Business Improvement District for the downtown area (City Council Goals 3.1, 4.4).

24. Continue to provide staff support to the Historic Preservation Commission and continue development of the Mills Act Ordinance (City Council Goal 4.4).

25. Begin to implement a Mills Act program for the City based on State law that provides a reduction in property tax for qualified historic properties that elect to enter into a requisite contract with the City (City Council Goal 4.4).

FY 15-16 FY 16-17 FY 17-18 SERVICE LEVEL INDICATORS Actual Projected 3URSRVed Home Access Grant Program 15 15 17

Fair Housing Education, Outreach and Counseling 430 450 600 Down payment Assistance Loans 20 20 4 Economic development information requests1 125 125 125

Project assistance/business retention requests2 00 0

191 PLANNING

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 2,330,494 $ 2,314,691 $ 2,314,691 $ 2,288,899 Operating 6,094,471 2,352,619 2,746,490 2,657,818 Capital - - - -

Total $ 8,424,965 $ 4,667,310 $ 5,061,181 $ 4,946,717

SOURCE OF FUNDS:

General Fund $ 1,042,651 $ 1,134,153 $ 1,134,153 $ 1,236,212 Development Services Fund 864,516 832,398 832,398 740,965 Comm. Dev. Block Grant 1,102,270 1,589,477 1,859,393 1,852,459 HOME Program 2,208,759 1,111,282 1,235,237 1,117,081 ARRA HUD Stimulus Fund 120,850 - - - Successor Agency-Housing 1,505,025 - - -

Total $ 6,844,071 $ 4,667,310 $ 5,061,181 $ 4,946,717

192 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 2016-17 ACCOMPLISHMENTS

1. Adopted the 2016 California Building Codes and provided training to the Building Industry to ensure a smooth transition (City Council Goal 5.1).

2. Continued the implementation of the river bed encampment abatement policy in conjunction with the Kern County Homeless Collaborative and the Greater Bakersfield Legal Assistance group (City Council Goal 6.1).

3. Updated the Code Enforcement webpage to include clear information regarding our administrative process and contact information for the public to utilize for questions or concerns. (City Council Goal 5.1).

FY 2017-18 ACTION PLAN

1. Continue to provide guidance to developers and architects for bicycle parking related to commercial construction projects. Ensure our preferred bicycle racks are used on private projects (City Council Goal 2.5).

2. Continue to develop a small scale proactive Code Enforcement program to include CDBG components for small repair and demolition. The Program will be specific to areas within the City’s Low-Mod Area (City Council Goals 4.4, 6.1).

3. Complete the remodel of the first floor of the Community Development Services Building to provide a more professional atmosphere along with a more efficient use of personnel (City Council Goals 4.1, 7.1).

4. Continue updating and implementing a user friendly comprehensive website illustrating and explaining major functions provided by the Building Division including forms and informational handouts (City Council Goal 5.1).

5. Explore electronic plan submittal and plan checking software to provide a more convenient and efficient permitting process for the development community

193 6021– Building continued

Permit History 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY16/17

Permit Valuations (Valuations are in Millions $) $900 $800 $700 $600 $500 $400 $300

Valuations in Millions Valuations in Millions $200 $100 $0 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY16/17

194 BUILDING

Adopted Amended Actual Budget Budget Proposed EXPENDITURES: 2015-16 2016-17 2016-17 2017-18

Personnel $ 4,842,147 $ 4,882,274 $ 4,929,210 $ 4,777,353 Operating 529,890 779,476 783,965 775,907 Capital 1,790 - - -

Total $ 5,373,827 $ 5,661,750 $ 5,713,175 $ 5,553,260

SOURCE OF FUNDS:

General Fund $ 2,145,293 $ 2,172,578 $ 2,224,003 $ 2,139,050 Development Services Fund 3,228,534 3,489,172 3,489,172 3,414,210

Total $ 5,373,827 $ 5,661,750 $ 5,713,175 $ 5,553,260

195 NON-DEPARTMENTAL NonDepartmental

This section includes expenditures which cannot be attributed to a single department or division. These expenditures are for services which may impact a number of City departments and functions. x Retiree Medical Benefits This item provides for contributions to medical insurance premiums for retired City employees with at least 10, 15, or 20 years of service credit depending on date of hire, as provided for in various labor agreements. Currently, the City provides benefits to over 300 retired employees. Additionally, due to changes in Governmental Accounting Standards Board pronouncements (GASB 43/45), this account may also reflect the cost of benefits earned by current employees during the fiscal year. The GASB now requires all governmental agencies to recognize the cost of Other Post Employment Benefits (OPEB) as they are earned by employees rather than when the premium subsidies are paid. x Elections This item includes funds for the planning for and execution of all City elections. x Property Tax Administration Section 97 of the Revenue and Taxation Code allows the County to charge all districts in the county for their share of the Countys Property Tax Administration Cost. This cost commenced with the 199091 fiscal year as a result of state budgetary action. The cost to each district is based upon its share of the current AB8 tax dollars, plus a share of the countywide Unitary Tax Allocation. In November 2012 the California State Supreme Court ruled that Counties, including Kern County, had been incorrectly calculating the property tax administrative fees for Cities across the state. As a result of the Courts ruling, the City of Bakersfield realizes a reduced annual administrative fee based on the clarified methodology. x Park Development (NOR) This item provides for the allocation of Park Development Fees collected by the City within the NOR Recreation and Parks District towards park acquisition and development by that agency. x Contingency The Contingency fund is intended to cover unanticipated expenditures which the City Council decides to fund throughout the fiscal year.

196 NON-DEPARTMENTAL

Adopted Amended Actual Budget Budget Proposed 2015-16 2016-17 2016-17 2017-18

Non-Departmental $ 6,971,996 $ 9,100,560 $ 8,450,560 $ 11,008,642

Total $ 6,971,996 $ 9,100,560 $ 8,450,560 $ 11,008,642

SOURCE OF FUNDS:

General Fund $ 6,307,107 $ 6,699,125 $ 6,699,125 $ 9,514,690 Development Services Fund 284,697 321,682 321,682 355,456 T.O.T. Fund 95,943 79,753 79,753 88,496 Park Development (NOR) 4,065 - - - COF - Local Trip 169,168 - - 1,050,000 TDF TRIP Local Match 31,371 - - - COF Utility/Road Funds 79,645 2,000,000 1,350,000 -

Total (a) (b) $ 6,971,996 $ 9,100,560 $ 8,450,560 $ 11,008,642

(a) Does not include debt service or interfund transfers (b) Items of note included in the 2017-18 non-departmental budget include: 1) Council Contigency of $25,000 1) City's Share of Cost for LAFCO 1) City Contribution to Bakersfield Symphony Orchestra and Beale Park Band

197 SPECIAL FUNDS Special Revenue Funds

These funds account for the proceeds of specific revenue sources that are legally restricted to expenditure for specific purposes.

! Community Development Block Grant Fund - Used to account for resources provided by the Federal Housing and Community Development Act of 1974 for the elimination of slums and blight, housing conservation, and improvements of community services.

! HOME Investment Partnership Program Fund - Used to account for resources provided by Federal Housing and Urban Development for a wide range of activities that buy, build and rehabilitate affordable housing opportunities for rent or home ownership for low- income citizens.

! Neighborhood Stabilization Program Fund – Used to account for resources provided by the Federal Housing and Urban Development to aid in purchase of foreclosed or abandoned homes and to rehabilitate, resell, or develop these homes in order to stabilize neighborhoods and stem the decline of house values of neighboring homes. The program is authorized under Title III of the Housing and Economic Recovery Act of 2008.

! 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.

198 Special Revnue 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 – Used to account for the general revenues provided by a 12 percent room tax (M.C. 3.40) and the operation and debt obligations related to Rabobank Arena complex, ice rink and the Bakersfield Convention and Visitors Bureau.

199 CITY OF BAKERSFIELD FINANCIAL SUMMARY COMMUNITY DEVELOPMENT BLOCK GRANT FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 172,315 $ 272,679 $ 272,679 $ 545,150

Revenues Intergovernmental Revenue 3,046,088 4,450,590 5,928,190 3,925,648 Miscellaneous Revenue 177,897 168,868 168,868 175,868

Total Revenues 3,223,985 4,619,458 6,097,058 4,101,516

Expenditures Personnel 522,858 544,798 544,798 501,884 Operating 579,412 1,314,595 1,627,685 1,350,575

Total Operating 1,102,270 1,859,393 2,172,483 1,852,459

Capital Improv. Projects 1,551,240 1,994,724 3,159,234 1,755,690

Total Expenditures 2,653,510 3,854,117 5,331,717 3,608,149

Transfers Transfers Out (470,111) (492,870) (492,870) (500,324)

Fund Balance - June 30 $ 272,679 $ 545,150 $ 545,150 $ 538,193

200 CITY OF BAKERSFIELD FINANCIAL SUMMARY HOME INVESTMENT PARTNERSHIP PROGRAM FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 183,664 $ 26,678 $ 26,678 $ 164,154

Revenues Intergovernmental Revenue 2,150,301 1,342,713 4,524,348 1,087,081 Miscellaneous Revenue 63,727 30,000 30,000 30,000

Total Revenues 2,214,028 1,372,713 4,554,348 1,117,081

Expenditures Personnel 77,232 88,343 88,343 94,839 Operating 1,971,527 1,146,894 3,366,166 1,022,242

Total Operating 2,048,759 1,235,237 3,454,509 1,117,081

Capital Improv. Projects 322,255 - 962,363 -

Total Expenditures 2,371,014 1,235,237 4,416,872 1,117,081

Fund Balance - June 30 $ 26,678 $ 164,154 $ 164,154 $ 164,154

201 CITY OF BAKERSFIELD FINANCIAL SUMMARY NEIGHBORHOOD STABILIZATION PROGRAM

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 172,920 $ 277,715 $ 277,715 $ 277,715

Revenues Miscellaneous Revenue 104,795 - - -

Total Revenues 264,795 - 141,352 -

Expenditure Personnel - - - - Operating 160,000 - 141,352 -

Total Expenditures 160,000 - 141,352 - Fund Balance - June 30 $ 277,715 $ 277,715 $ 277,715 $ 277,715

202 CITY OF BAKERSFIELD FINANCIAL SUMMARY FEDERAL TRANSPORTATION FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $1$-$-$-

Revenues Intergovernmental Revenue 4,354,918 8,685,053 21,575,319 8,737,505

Total Revenues 4,354,918 8,685,053 21,575,319 8,737,505

Expenditures Capital Improv. Projects 4,354,919 8,685,053 21,575,319 8,737,505

Total Expenditures 4,354,919 8,685,053 21,575,319 8,737,505

Fund Balance - June 30 $-$-$-$-

203 CITY OF BAKERSFIELD FINANCIAL SUMMARY THOMAS ROADS IMPROVEMENT PROGRAM(TRIP)

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 242,939 $ 242,941 $ 242,941 $ 242,941

Revenues Intergovernmental Revenue 105,148,551 - 265,878,520 17,286,791

Expenditures Capital Improv. Projects 105,148,549 - 265,878,520 17,529,732

Total Expenditures 105,148,549 - 265,878,520 17,529,732

Fund Balance - June 30 $ 242,941 $ 242,941 $ 242,941 $-

204 CITY OF BAKERSFIELD FINANCIAL SUMMARY STATE TRANSPORTATION FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ (2) $-$-$-

Revenues Intergovernmental Revenue 728,719 1,286,140 3,416,204 553,868 Charges for Services 171,915 500,000 828,085 - Miscellaneous Revenue 2,113 1,000 1,000 1,000

Total Revenues 902,747 1,787,140 4,245,289 554,868

Expenditures Operating 288,504 476,310 476,310 554,868

Capital Improv. Projects 614,241 1,310,830 3,768,979 -

Total Expenditures 902,745 1,787,140 4,245,289 554,868

Fund Balance - June 30 $-$-$-$-

205 CITY OF BAKERSFIELD FINANCIAL SUMMARY GAS TAX FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 11,214,125 $ (925,540) $ 13,795,177 $ (217,043)

Revenues Intergovernmental Revenue 7,402,208 7,210,000 7,185,000 7,450,000

Total Revenues 7,581,346 7,275,000 7,298,450 7,515,000

Expenditures

Capital Improv. Projects 5,000,294 6,589,953 21,310,670 7,285,024

Total Expenditures 5,000,294 6,589,953 21,310,670 7,285,024

Transfers

Fund Balance - June 30 $ 13,795,177 $ (240,493) $ (217,043) $ 12,933

206 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRAFFIC SAFETY FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 56,875 $ 218,604 $ 218,604 $ 470,604

Revenues Charges for Services 185,144 250,000 180,000 190,000 Fines and Forfeits 1,214,954 1,100,000 1,400,000 1,200,000 Miscellaneous Revenue 3,111 2,500 4,000 2,500

Total Revenues 1,403,209 1,352,500 1,584,000 1,392,500

Expenditures Operating 641,480 782,000 782,000 753,000

Total Expenditures 641,480 782,000 782,000 753,000

Transfers Transfers Out (600,000) (550,000) (550,000) (550,000)

Fund Balance - June 30 $ 218,604 $ 239,104 $ 470,604 $ 560,104

207 CITY OF BAKERSFIELD FINANCIAL SUMMARY CUPA/UASI FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 496,593 $ 384,775 $ 560,724 $ 406,951

Revenues Intergovernmental Revenue 11,915 - - - Licenses and Permits 237,147 222,425 241,500 324,340 Charges for Services 1,015,176 1,000,720 1,072,500 1,053,500 Miscellaneous Revenue 4,986 3,000 4,000 5,300

Total Revenues 1,269,224 1,226,145 1,318,000 1,383,140

Expenditures Personnel 771,373 884,139 884,139 973,937 Operating 304,762 395,185 564,423 411,981 Capital Outlay 128,958 16,500 23,211 16,500

Total Expenditures 1,205,093 1,295,824 1,471,773 1,402,418

Transfers In 20,000 - - -

Fund Balance - June 30 $ 560,724 $ 315,096 $ 406,951 $ 387,673

208 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUPPLEMENTAL LAW ENFORCEMENT SAFETY FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 659,041 $ 848,650 $ 848,650 $ 815,401

Revenues Intergovernmental Revenue 781,379 577,572 746,938 583,850 Miscellaneous Revenue 7,346 4,000 5,000 4,000

Total Revenues 788,725 581,572 751,938 587,850

Expenditures Personnel 444,240 51,370 51,370 65,945 Operating 113,864 389,590 393,185 517,905 Capital Outlay 41,012 305,978 340,632 -

Total Expenditures 599,116 746,938 785,187 583,850

Fund Balance - June 30 $ 848,650 $ 683,284 $ 815,401 $ 819,401

209 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSIENT OCCUPANCY TAX

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 3,103,925 $ 2,318,780 $ 2,437,177 $ 1,619,600

Revenues Taxes and Assessments 9,450,710 8,550,000 9,000,000 9,000,000 Intergovernmental Revenue 7,500 - - - Charges for Services 7,211,624 7,025,000 7,025,000 7,130,000 Miscellaneous Revenue 1,621,649 1,229,975 1,229,975 1,220,000

Total Revenues 18,291,483 16,804,975 17,254,975 17,350,000

Expenditures Personnel 5,379,718 2,979,454 2,979,454 4,244,354 Operating 3,412,436 5,244,850 5,363,247 4,104,235 Capital Leases 3,141,150 3,131,900 3,131,900 3,132,400

Total Expenditures 11,933,304 11,356,204 11,474,601 11,480,989

Transfers Transfers Out (7,024,927) (6,597,951) (6,597,951) (6,547,980)

Fund Balance - June 30 $ 2,437,177 $ 1,169,600 $ 1,619,600 $ 940,631

Analysis of Fund Balance

Capital Lease Reserve $ 900,000 $ 900,000 $ 900,000 $ 900,000 Unreserved 1,537,177 269,600 719,600 40,631

Total $ 2,437,177 $ 1,169,600 $ 1,619,600 $ 940,631

210 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.

211 CITY OF BAKERSFIELD FINANCIAL SUMMARY EQUIPMENT MANAGEMENT FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 32,477,386 $ 21,967,742 $ 27,423,021 $ 20,169,504

Revenues Intergovernmental Revenue 21,428 - - 311,250 Charges for Services 22,321,901 23,319,757 23,325,257 23,899,868 Fines and Forfeits 550,000 - - - Miscellaneous Revenue 718,582 260,000 335,000 150,000

Total Revenues 23,611,911 23,579,757 23,660,257 24,361,118

Expenditures Personnel 4,713,549 4,922,566 4,922,566 5,271,450 Operating 16,699,919 12,063,264 12,112,128 12,470,092 Capital Outlay 9,010,800 8,333,765 13,649,485 9,113,504

Total Operating 30,424,268 25,319,595 30,684,179 26,855,046

Capital Improv. Projects 24,305 335,000 425,695 450,000

Total Expenditures 30,448,573 25,654,595 31,109,874 27,305,046

Transfers Transfers In 1,782,297 196,100 196,100 2,049,616

Fund Balance - June 30 $ 27,423,021 $ 20,089,004 $ 20,169,504 $ 19,275,192

212 CITY OF BAKERSFIELD FINANCIAL SUMMARY SELF INSURANCE FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 5,301,411 $ 810,060 $ 1,315,924 $ (623,883)

Revenues Charges for Services 10,466,044 9,810,980 9,860,980 9,840,257 Miscellaneous Revenue 1,084,757 1,197,518 719,735 585,000

Total Revenues 11,550,801 11,008,498 10,580,715 10,425,257

Expenditures Personnel 2,852,304 2,803,964 2,803,964 2,826,211 Operating 12,363,221 9,014,594 9,520,458 9,249,625

Total Expenditures 15,215,525 11,818,558 12,324,422 12,075,836

Transfers Transfers Out (320,763) (196,100) (196,100) -

Fund Balance - June 30 $ 1,315,924 $ (196,100) $ (623,883) $ (2,274,462)

213 Fiduciary Funds

! Assessment Districts Fund - To account for capital improvements and subsequent debt service as a result of the issuance of 1915 Special Assessment Bonds and collection of assessment liens to retire the maturing principal and interest.

214 CITY OF BAKERSFIELD FINANCIAL SUMMARY ASSESSMENT DISTRICTS FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 13,209,711 $ 10,533,805 $ 10,818,805 $ 10,608,538

Revenues Taxes and Assessments 5,588,006 5,825,383 5,825,383 5,691,923 Charges for Services 20,200 - - - Miscellaneous Revenue 123,467 - - - Other Financing Sources 13,279,999 - - -

Total Revenues 19,011,672 5,825,383 5,825,383 5,691,923

Expenditures Operating 28,798 91,000 91,000 49,500 Debt Service 21,347,970 5,659,650 5,659,650 5,653,573

Total Operating 21,376,768 5,750,650 5,750,650 5,703,073

Capital Improv. Projects 25,810 - 285,000 52,000

Total Expenditures 21,402,578 5,750,650 6,035,650 5,755,073

Fund Balance - June 30 $ 10,818,805 $ 10,608,538 $ 10,608,538 $ 10,545,388

215 Capital Improvement Program Funds

! Capital Outlay Fund - To account for the cost of capital projects financed primarily by general revenues.

! Capital Outlay – Utility/Road Fund – To account for the 1 percent local utility surcharge for gas and electricity and the additional 0.5 percent revenue per the City’s franchise agreement with Pacific Gas and Electric. The City Council specifically earmarked these revenues for roads programs. On May 1, 2013, the City Council adopted Ordinance No. 4726 which established the Roads Program Utility Franchise Fee and Surcharge Fund. The ordinance requires specific utility surcharge revenues accrue directly into the fund.

! Recreation Facilities Fund - To account for the City's share of the State of general obligation bonds authorized by Proposition 12 park bond issue and Proposition 13 water bond issue, which were approved by voters in March 2000, and other major revenue sources for Park and Recreation Capital projects.

! Park Improvement Fund - On November 7, 1990, the City Council adopted Ordinance No. 3327 establishing a fee for the purpose of developing, improving and/or enhancing public parks and recreation facilities serving the residential development. The fee is calculated in relationship to the number of people residing in the development and the current estimated cost of constructing a park. The fee is set by resolution on a per unit basis.

! Transportation Development Fund - The adopted Metropolitan Bakersfield General Plan mandated that a Transportation Impact Fee be developed to mitigate impacts of new development on the regional circulation system. The City Council adopted the fee program on January 28, 1992 and the Kern County Board of Supervisors adopted a similar fee program on April 6, 1992. The fee is collected at the building permit stage and the amount of the fee is directly related to the individual project's traffic generation potential. A portion of these funds is allocated to serve as the Local Match for the Thomas Roads Improvement Program.

! TDF TRIP Local Match Fund – To account for the Traffic Impact Fees which are used to meet local match requirements for Federal resources specific to Thomas Roads Improvement Program.

216 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 15,027,237 $ 4,234,586 $ 8,620,796 $ 3,950,255

Revenues Intergovernmental Revenue 146,759 709,766 994,247 - Charges for Services - - - - Fines and Forfeits 54,365 - 113,869 400,000 Miscellaneous Revenue 836,177 60,000 802,326 35,000 Other Financing Sources - (70,885) 165,985 -

Total Revenues 1,037,301 698,881 2,076,427 435,000

Expenditures Capital Improv. Projects 12,250,753 7,560,212 13,313,968 6,680,162

Total Expenditures 12,250,753 7,560,212 13,313,968 6,680,162

Transfers Transfers In 7,320,000 6,567,000 6,567,000 6,300,000 Transfers Out (2,512,989) - - -

Transfers In/(Out) 4,807,011 6,567,000 6,567,000 6,300,000

Fund Balance - June 30 $ 8,620,796 $ 3,940,255 $ 3,950,255 $ 4,005,093

Analysis of Fund Balance

Facilities Reserve $ 3,777,195 $ 3,247,195 $ 3,247,195 $ 3,247,195 Unreserved 4,843,601 693,060 703,060 757,898

Total $ 8,620,796 $ 3,940,255 $ 3,950,255 $ 4,005,093

217 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND - LOCAL TRIP

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $-$ 12,849,468 $ 43,412,977 $ 3,127,982

Revenues Intergovernmental Revenue 155,481 - - - Charges for Services 876,955 - - - Miscellaneous Revenue 7,211 32,500 11,500 3,000

Total Revenues 1,039,647 32,500 11,500 3,000

Expenditures Operating 169,168 - 482,708 1,050,000

Total Operating 169,168 - 482,708 1,050,000

Capital Improv. Projects 10,491,409 9,732,986 39,813,787 1,021,333

Total Expenditures 10,660,577 9,732,986 40,296,495 2,071,333

Transfers

June 30 Fund Balance $ 43,412,977 $ 3,148,982 $ 3,127,982 $ 1,059,649

218 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY - UTILITY/ROAD FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 2,487,858 $ 718,018 $ 6,213,159 $ 373,018

Revenues Taxes and Assessments 5,564,794 5,500,000 5,500,000 5,550,000 Intergovernmental Revenue (12,449) - - - Fines and Forfeits - - - - Miscellaneous Revenue (16,605) 5,000 5,000 1,000

Total Revenues 5,535,740 5,505,000 5,505,000 5,551,000

Expenditures Operating 79,645 1,350,000 1,400,354 -

Total Operating 79,645 1,350,000 1,400,354 -

Capital Improv. Projects $ 1,730,794 $ 4,500,000 $ 9,944,787 $ 5,500,000

Total Expenditures 1,810,439 5,850,000 11,345,141 5,500,000

Fund Balance - June 30 $ 6,213,159 $ 373,018 $ 373,018 $ 424,018

219 CITY OF BAKERSFIELD FINANCIAL SUMMARY RECREATION FACILITIES FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $-$ (63,504) $ (63,504) $-

Revenues Intergovernmental Revenue 964,172 - 84,398 -

Total Revenues 964,172 - 84,398 -

Expenditures Capital Improv. Projects 1,027,676 - 84,398 -

Total Expenditures 1,027,676 - 84,398 -

Fund Balance - June 30 $ (63,504) $ (63,504) $ (63,504) $-

220 CITY OF BAKERSFIELD FINANCIAL SUMMARY PARK IMPROVEMENT FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 8,608,674 $ 1,501,921 $ 9,347,117 $ 756,921

Revenues Taxes and Assessments 2,055,551 1,585,000 1,725,000 1,525,000 Miscellaneous Revenue 88,065 40,000 50,000 50,000

Total Revenues 2,143,616 1,625,000 1,775,000 1,575,000

Expenditures Operating 4,065 - - - Debt Service - 400,000 1,038,875 200,000

Capital Improv. Projects 1,401,108 2,120,000 9,326,321 1,815,000

Total Expenditures 1,405,173 2,520,000 10,365,196 2,015,000

Fund Balance - June 30 $ 9,347,117 $ 606,921 $ 756,921 $ 316,921

221 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSPORTATION DEVELOPMENT FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 5,685,325 $ 921,097 $ 7,255,080 $ 3,242,659

Revenues Taxes and Assessments 15,742,779 13,000,000 15,000,000 13,000,000 Intergovernmental Revenue - - - - Charges for Services - - - - Miscellaneous Revenue 89,421 (91,438) 3,206,438 40,000

Total Revenues 15,832,200 12,908,562 18,206,438 13,040,000

Capital Improv. Projects 735,780 2,602,000 12,218,859 2,795,700

Total Expenditures 737,445 2,602,000 12,218,859 2,795,700

Transfers Transfers Out (13,525,000) (10,000,000) (10,000,000) (11,500,000)

Fund Balance - June 30 $ 7,255,080 $ 1,227,659 $ 3,242,659 $ 1,986,959

222 CITY OF BAKERSFIELD FINANCIAL SUMMARY TDF TRIP LOCAL MATCH FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 44,545,144 $ 1,842,722 $ 38,450,045 $ 1,879,307

Revenues Charges for Services 77,435 - - - Miscellaneous Revenue 350,275 100,000 200,000 100,000

Total Revenues 427,710 100,000 200,000 100,000

Expenditures Personnel 1,019,614 1,047,302 1,047,302 974,670 Operating 89,594 116,113 173,652 111,170

Total Operating 1,109,208 1,163,415 1,220,954 1,085,840

Capital Improv. Projects 18,938,601 9,000,000 45,549,784 11,600,000

Total Expenditures 20,047,809 10,163,415 46,770,738 12,685,840

Transfers Transfers In 13,525,000 10,000,000 10,000,000 11,500,000

Fund Balance - June 30 $ 38,450,045 $ 1,779,307 $ 1,879,307 $ 793,467

223 CITY OF BAKERSFIELD MAJOR BRIDGE & THOROUGHFARE DISTRICTS

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $-$ 59,322 $ 59,322 $ 69,522

Revenues Fines and Forfeits 23,409 10,000 10,000 - Miscellaneous Revenue 461 200 200 200

Total Revenues 23,870 10,200 10,200 200

June 30 Fund Balance $ 59,322 $ 69,522 $ 69,522 $ 69,722

224 Debt Service Funds

! General Obligation Debt Service Fund - Used to accumulate monies for the payment of $4,900,000 HUD Section 108 loans. The loans were issued in August 2003 with annual principal payments ranging from $161,000 to $381,000 plus interest at 1.61 percent to 4.76 percent with a scheduled final maturity in August 2023. Community Development Block Grant Funds are used to service this debt.

225 CITY OF BAKERSFIELD FINANCIAL SUMMARY MUNICIPAL IMPROVEMENT DEBT SERVICE FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ (4) $-$-$-

Revenues Miscellaneous Revenue 83,087 83,348 83,348 83,380

Total Revenues 83,087 83,348 83,348 83,380

Expenditures Debt Service 630,026 653,046 653,046 645,056

Total Expenditures 630,026 653,046 653,046 645,056

Transfers Transfers In 546,943 569,698 569,698 561,676

Fund Balance - June 30 $-$-$-$-

226 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT OUTSTANDING June 30, 2018

Principal Interest Total General Fund: Compensated Absences - Accrued - Sick Leave and Vacation - Estimate 4,800,000 - 4,800,000

Transient Occupancy Tax Fund: Convention Center - Arena Projects Series 2006A - Refunding COP 10,020,000 1,300,675 11,320,675 Series 2006B - Refunding COP 3,765,000 583,500 4,348,500

Community Development Block Grant Fund: HUD Section 108 Loan, 2003 ($4.1 m) 1,711,000 115,066 1,826,066 HUD Section 108 Loan, 2003 ($0.8 m) 370,000 31,863 401,863 HUD Section 108 Loan, 2003($1.0 m) 487,000 101,653 588,653 HUD Section 108 Loan, 2009 ($1.8 m) 712,000 61,236 773,236

PG&E Retrofit Loan 15,475 - 15,475 PG&E Retrofit Loan #2 129,992 - 129,992

Wastewater Treatment Fund: State Water Resources Loan 3,008,506 601,714 3,610,220 Sewer Revenue Bonds, 2007A 5,975,000 4,053,063 10,028,063 Sewer Bonds, 2012A - - - Sewer Bonds, 2015 A 145,500,000 70,578,250 216,078,250

Domestic Water Fund: KVWA Water Rights 18,730,477 9,141,478 27,871,955

Successor Agency Fund: Centennial Garden Reimb. 1997 6,000,000 - 6,000,000 RDA - 2006 Arena COPS Series A 10,020,000 1,300,675 11,320,675 RDA - 2006 Arena COPS Series B 3,765,000 583,500 4,348,500 HUD Section 108 Loan, Millcreek South 2,682,000 851,172 3,533,172 HUD Section 108 Loan, Fire Station 5 1,065,000 330,651 1,395,651 HUD Section 108 Loan, 2003 ($1.0 m) 487,000 101,653 588,653 I Bank - Millcreek 8,059,392 3,204,262 11,263,654 RDA Loans - Reimbursement to City 2,299,078 7,371 2,306,449 RDA-Tax Allocation Bond Series 2009A 1,665,000 937,314 2,602,314 RDA-Tax Allocation Bond Series 2009B 985,000 534,142 1,519,142

Special Assessment Districts (19) 34,620,000 7,677,002 42,297,002

227 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT MATURITIES

Fiscal Principal Interest Charges Total

Transient Occupancy Tax Fund- Convention Center - Arena Projects 2,510,000 622,400 3,132,400

Community Development Block Grant Fund- HUD Selection 108 Loans, 2003 499,000 84,704 583,704 PG & E Retrofit Loan 61,352 61,352 Trip Loc 2014 A

Park Improvement Fund: Developer Reimbursement $ 200,000 $-$-$ 200,000 Wastewater Treatment Fund: State Water Resources Loan 752,126 150,429 902,555 Sewer Revenue Bonds, 2007A 5,975,000 139,438 7,000 6,121,438 Sewer Revenue Bonds, 2015 A 5,000,000 7,275,000 7,000 12,282,000

Domestic Water Fund- KCWA Water Rights 415,185 970,041 1,385,226 Mainline Extension Reimbursement 150,000 150,000

Successor Agency Fund: Centennial Garden Reimb. 1997 1,200,000 1,200,000 RDA-2006 Arena COPS Series A 1,830,000 434,150 4,000 2,268,150 RDA - 2006 Arena COPS Series B 680,000 188,250 4,000 872,250 HUD Selection 108 Loans, Millcreek South 182,000 132,745 314,745 HUD Section 108 Loans, Fire Station 6 81,000 57,432 138,432 I Bank- Millcreek 277,736 246,328 24,178 548,242 RDA Reimbursement to City 968,092 29,541 997,633 RDA 2009 Tab - Series A 80,000 121,875 5,000 206,875 RDA 2009 Tab - Series B 45,000 69,781 5,000 119,781

Special Assessment Districts (19) 4,010,000 1,631,573 12,000 5,653,573 Total Debt Service 24,916,491 12,153,687 68,178 37,138,356

228 THIS PAGE INTENTIONALLY LEFT BLANK ENTERPRISE FUNDS Enterprise Funds

These funds account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs (including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where the governing body has decided that periodic determination of net income is appropriate for accountability purposes.

! Wastewater Treatment Fund - Used to account for the provision of sewer service to the residents of the City and some residents of the County. This fund also accounts for the activities related to the debt issues which provided for the Wastewater Treatment Facilities.

! Sewer Connection Fund - Used to account for connection fees dedicated to debt service and capital projects.

! Refuse Service Fund - Used to account for the collection and disposal of solid waste within the City. All activities necessary to provide such services are accounted for in this fund.

! Sanitary Landfill Cap (Landfill Closure) Fund - Used to account for the resources dedicated to capping a closed landfill.

! Agricultural Water Fund - Used to account for the provision of water service restricted primarily to agricultural purposes to users within the City and some users within the County (some Kern River water is exchanged for California State Aqueduct water for domestic water purposes.) All activities necessary to provide such service are accounted for in this fund.

! Domestic Water Fund - Used to account for the provision of water service to some residents of the City and the County. All activities necessary to provide such service are accounted for in this fund.

! Airpark Fund - Used to account for the acquisition and operation of the airpark. The majority of acquisition and improvement financing for the airport facility is to be provided by an annual grant from the Federal Aviation Administration.

! Offstreet Parking Fund - Used to account for the operations of a parking garage located on between "H" and Eye Streets and various surface parking lots within the City.

229 CITY OF BAKERSFIELD FINANCIAL SUMMARY WASTEWATER TREATMENT FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18 Fund Balance-July 1 $ 64,508,289 $ 42,360,829 $ 52,154,799 $ 40,412,616

Revenues Charges for Services 31,983,576 31,938,850 32,048,880 32,114,463 Fines and Forfeits 121,240 - 4,250 - Miscellaneous Revenue 1,554,936 402,250 904,401 459,500

Total Revenues 33,659,752 32,341,100 32,957,531 32,573,963

Expenditures Personnel 6,073,572 6,538,012 6,538,012 6,950,163 Operating 27,429,320 8,425,722 8,433,719 8,453,589 Capital Outlay 37,869 62,000 62,000 73,000 Debt Service 15,639,696 19,618,370 19,618,370 19,305,993

Total Operating 49,180,457 34,644,104 34,652,101 34,782,745

Capital Improv. Projects 2,832,785 6,261,640 16,047,613 6,547,000

Total Expenditures 52,013,242 40,905,744 50,699,714 41,329,745

Transfers Transfers In 13,000,000 12,000,000 12,000,000 12,000,000 Transfers Out (7,000,000) (6,000,000) (6,000,000) (6,132,310)

Transfers In/(Out) 6,000,000 6,000,000 6,000,000 5,867,690

Fund Balance - June 30 $ 52,154,799 $ 39,796,185 $ 40,412,616 $ 37,524,524

Analysis of Fund Balance

Debt Service Reserve $ 16,000,000 $ 14,000,000 $ 14,000,000 $ 14,000,000 Rate Stabilization - 2,000,000 2,000,000 2,000,000 Capital Reserve 4,200,000 4,200,000 4,200,000 4,200,000 Unreserved 31,954,799 19,596,185 20,212,616 17,324,524 Total $ 52,154,799 $ 39,796,185 $ 40,412,616 $ 37,524,524

230 CITY OF BAKERSFIELD FINANCIAL SUMMARY SEWER CONNECTION FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 5,377,227 $ 4,829,032 $ 4,829,032 $ 3,574,032

Revenues Taxes and Assessments 69,501 50,000 70,000 50,000 Charges for Services 5,328,987 3,650,000 4,650,000 3,653,600 Miscellaneous Revenue 53,317 20,000 25,000 25,000

Total Revenues 5,451,805 3,720,000 4,745,000 3,728,600

Transfers Transfers Out (6,000,000) (6,000,000) (6,000,000) (6,000,000)

Fund Balance - June 30 $ 4,829,032 $ 2,549,032 $ 3,574,032 $ 1,302,632

231 CITY OF BAKERSFIELD FINANCIAL SUMMARY REFUSE SERVICE FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 14,274,660 $ 13,586,656 $ 14,246,570 $ 14,729,320

Revenues Intergovernmental Revenue 3,108,138 3,767,000 3,616,309 3,851,167 Charges for Services 42,720,930 42,708,842 43,377,794 44,995,927 Miscellaneous Revenue 653,013 487,000 513,800 260,300

Total Revenues 46,482,081 46,962,842 47,507,903 49,107,394

Expenditures Personnel 11,339,285 11,707,057 11,707,057 12,269,888 Operating 33,060,075 34,226,673 34,235,265 35,297,534 Capital Outlay 566,944 427,200 627,831 526,000

Total Operating 44,966,304 46,360,930 46,570,153 48,093,422

Capital Improv. Projects 274,621 - 455,000 350,000

Total Expenditures 45,240,925 46,360,930 47,025,153 48,443,422

Transfers Transfers Out (1,269,246) - - (1,145,072)

Fund Balance - June 30 $ 14,246,570 $ 14,188,568 $ 14,729,320 $ 14,248,220

Analysis of Fund Balance

Cart Replacement Reserve $ 4,712,000 $ 5,354,000 $ 5,354,000 $ 5,354,000 Unreserved 9,534,570 8,834,568 9,375,320 8,894,220

Total $ 14,246,570 $ 14,188,568 $ 14,729,320 $ 14,248,220

232 CITY OF BAKERSFIELD FINANCIAL SUMMARY AGRICULTURAL WATER FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 6,264,401 $ 4,060,036 $ 4,702,057 $ 4,879,384

Revenues Charges for Services 2,767,873 3,749,000 5,453,701 5,231,529 Miscellaneous Revenue 139,966 25,000 25,000 25,000

Total Revenues 2,907,839 3,774,000 5,478,701 5,256,529

Expenditures Personnel 1,647,107 1,967,960 1,967,960 1,736,107 Operating 2,752,161 2,683,893 2,717,567 2,335,734 Capital Outlay 5,346 7,500 7,500 7,500

Total Operating 4,404,614 4,659,353 4,693,027 4,079,341

Capital Improv. Projects 16,411 - 608,347 640,000

Total Expenditures 4,421,025 4,659,353 5,301,374 4,719,341

Transfers Transfers Out (49,158) - - (278,614)

Fund Balance - June 30 $ 4,702,057 $ 3,174,683 $ 4,879,384 $ 5,137,958

233 CITY OF BAKERSFIELD FINANCIAL SUMMARY DOMESTIC WATER FUNDS

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 47,518,372 $ 23,566,857 $ 40,073,348 $ 23,843,461

Revenues Intergovernmental Revenue 56,513 - 23,938 - Charges for Services 21,808,449 22,222,700 23,209,319 23,826,681 Miscellaneous Revenue 449,152 247,000 453,839 272,000

Total Revenues 22,314,114 22,469,700 23,687,096 24,098,681

Expenditures Personnel 1,381,295 1,200,206 1,200,206 1,509,056 Operating 22,459,360 19,499,431 19,633,045 19,369,059 Capital Outlay 67,176 67,000 83,252 67,000 Debt Service 1,621,306 1,643,855 1,643,855 1,535,226

Total Operating 25,529,137 22,410,492 22,560,358 22,480,341

Capital Improv. Projects 4,180,843 1,000,000 17,356,625 1,350,000

Total Expenditures 29,709,980 23,410,492 39,916,983 23,830,341

Transfers Transfers Out (49,158) - - (261,115)

Fund Balance - June 30 $ 40,073,348 $ 22,626,065 $ 23,843,461 $ 23,850,686

234 CITY OF BAKERSFIELD FINANCIAL SUMMARY AIRPARK FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 758,057 $ 528,802 $ 617,570 $ 382,436

Revenues Intergovernmental Revenue 230,678 1,545,600 1,752,292 280,000 Charges for Services 326,724 321,700 319,700 319,700 Miscellaneous Revenue 6,553 2,300 3,300 2,300

Total Revenues 563,955 1,869,600 2,075,292 602,000

Expenditures Personnel 79,925 80,134 80,134 82,808 Operating 352,908 174,832 176,471 169,950

Total Operating 432,833 254,966 256,605 252,758

Capital Improv. Projects 271,609 1,759,400 2,053,821 355,000

Total Expenditures 704,442 2,014,366 2,310,426 607,758

Fund Balance - June 30 $ 617,570 $ 384,036 $ 382,436 $ 376,678

235 CITY OF BAKERSFIELD FINANCIAL SUMMARY OFFSTREET PARKING FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 164,114 $ 124,588 $ 126,683 $ 110,838

Revenues Charges for Services 134,404 134,500 148,500 148,500 Miscellaneous Revenue 4,224 2,500 3,500 2,500

Total Revenues 138,628 137,000 152,000 151,000

Expenditures Operating 191,059 128,000 128,000 144,500 Capital Improv. Projects - 32,750 32,750 68,000

Total Expenditures 191,059 160,750 160,750 212,500

Transfers Transfers In 15,000 - - -

Fund Balance - June 30 $ 126,683 $ 100,838 $ 117,933 $ 49,338

236 68&&(6625$*(1&< FUNDS SUCCESSOR AGENCY FUND

Due to the California Supreme Court ruling of December 29, 2011, the Bakersfield Redevelopment Agency was dissolved as of February 1, 2012.

The City took on the designation as the Successor Agency to the Redevelopment Agency as allowed under State Assembly Bill 26 and is responsible for the Administrative close-out functions of the former Redevelopment Agency. In addition, the Successor Agency is responsible for the expeditious wind down of the outstanding obligations of the former redevelopment project areas. The City, acting as the Successor Agency, does not have the ability to enter into new contracts to provide financial assistance or start new redevelopment projects or programs.

! Successor Agency Operating Funds - Used to account for the cost of various capital projects and programs within the redevelopment project areas. Financing is provided by the issuance of tax allocation bonds and tax increment revenues.

! Successor Agency Housing Funds – Used to account for housing funds and activities of the Housing Successor Agency.

237 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY FUNDS

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 356,129 $ 357,921 $ 357,921 $ 357,921

Revenues Taxes and Assessments 2,997,682 3,752,497 3,752,497 3,573,708 Intergovernmental Revenue - - 1,970,083 - Charges for Services 3,141,150 3,131,900 3,131,900 3,132,400 Miscellaneous Revenue 1,793 - - -

Total Revenues 6,140,625 6,884,397 8,854,480 6,706,108

Expenditures Operating 43,380 250,000 250,000 40,000 Capital Outlay - - - - Debt Service 6,095,453 6,634,397 6,634,397 6,666,108

Total Operating 6,138,833 6,884,397 6,884,397 6,706,108

Capital Improv. Projects - - 1,970,083 - Total Expenditures 6,138,833 6,884,397 8,854,480 6,706,108 Transfers In 2,954,303 3,502,497 3,502,497 3,533,708 Transfers Out (2,954,303) (3,502,497) (3,502,497) (3,533,708)

Transfers In/(Out) - - - -

Fund Balance - June 30 $ 357,921 $ 357,921 $ 357,921 $ 357,921

238 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR HOUSING AGENCY FUND

Amended Revised Actual Budget Estimates Proposed 2015-16 2016-17 2016-17 2017-18

Fund Balance-July 1 $ 3,709,501 $ 673,346 $ 5,745,432 $ 829,492

Revenues Taxes and Assessments 1,424,064 - 761,146 - Miscellaneous Revenue 2,127,972 - - -

Total Revenues 3,552,036 - 761,146 -

Expenditures Operating 1,515,676 35,000 2,801,905 35,000

Total Operating 1,515,676 35,000 2,801,905 35,000

Capital Improv. Projects 429 570,000 2,875,181 -

Total Expenditures 1,516,105 605,000 5,677,086 35,000

Fund Balance - June 30 $ 5,745,432 $ 68,346 $ 829,492 $ 794,492

239 THIS PAGE INTENTIONALLY LEFT BLANK CAPITAL IMPROVEMENTS Alan Tandy· City Manager

May 10, 2017 TO: HONORABLE MAYOR AND CITY COUNCIL

FROM: ALAN TANDY, CITY MANAGER

SUBJECT: FISCAL YEAR 2017-2022 CAPITAL IMPROVEMENT PROGRAM SUMMARY

Submitted for your information is the proposed Capital Improvement Program (CIP) Budget five-year plan for the period of 2017-2022, which totals $419,650,884. The CIP facilitates long-range capital planning for projects that will service the City of Bakersfield’s infrastructure over a considerable period. The proposed CIP budget for FY 2017-18 totals $74,532,146 as summarized below:

Department FY 2017-2018

Arena $ 700,000

Community Development 25,000

Finance Department 22,500

Fire Department 140,000

Public Works 69,516,436

Water Resources 1,990,000

Recreation and Parks 2,138,210

Total $ 74,532,146

An itemized listing of proposed projects, as well as projects included in the five- year plan, is included for your review. This listing identifies the funding source and BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB &LW\RI%DNHUVILHOG&LW\0DQDJHU¶V2IILFH7UX[WXQ$YHQXH %DNHUVILHOG&DOLIRUQLD )D[

240 Honorable Mayor and City Council FY 2017-18 Proposed CIP Budget - Letter of Transmittal May 10, 2017 proposed budget for each project included in the five-year plan. Funding may come from various sources, including, but not limited to: grants, taxes, user fees, bond issues, transfers from other funds, or assessments. Many of the proposed capital projects are possible because staff has been successful in obtaining grants and other specialized funds that would not ordinarily be available or used for ongoing operations. The five-year CIP Plan provides the City Council with information that allows the flexibility to address changing priorities as the community grows.

This memorandum places emphases on proposed projects with a budget of $100,000 or greater organized by Department.

Arena

Arena Video Board Replacement – This $700,000 project will replace the four existing video boards on the center-hung scoreboard in Rabobank Arena. The video boards are over 10 years old, no longer meet modern technology standards and replacement parts have become more difficult to obtain. In addition, there have been an increase in the number of issues that occur with the pixels within the video boards. This results in dark squares appearing on the board where it would otherwise contain graphics, resulting in a poor customer experience. This project will replace the existing boards with high-definition ready panels.

Community Development

Community Development Building Rehabilitation – This $25,000 project provides the final funding needed to complete the rehabilitation of the Community Development building located at 1715 Chester Ave. Previous year capital funding allowed for the remodel of the first floor lobby and permit counter areas. The project will allow for the completion of the first floor conference room and auxiliary spaces. These areas will be utilized by staff for meetings, hearings and other gatherings. Currently, the conference room space within the building is limited to other floors not immediately accessible by the public.

Finance Department

Parking Garage Camera Upgrade – This $22,500 project will install new security cameras within the 18th and Eye Street Parking Garage facility.

241 Honorable Mayor and City Council FY 2017-18 Proposed CIP Budget - Letter of Transmittal May 10, 2017

Fire Department

Public Works

Thomas Roads Improvement Program

Community Development Block Grant

CDBG projects with the Public Works Department totaling $1,484,480 are proposed for FY 2017-18.

Brundage, Union, 4th Street, and Kern Island Canal Area – The Public Works Department analyzed this project’s location and subsequently prepared a master plan for drainage and pedestrian accessibility improvements in FY 13/14. This $612,251 project, which reflects the final year of this multi-year project, installs

242 Honorable Mayor and City Council FY 2017-18 Proposed CIP Budget - Letter of Transmittal May 10, 2017 sidewalk, curb and gutter, handicap ramps, cross-gutters, and drainage improvements at those locations defined in the Master Plan.

California, Verde, Chester, and ‘A’ Streets Area – This $300,000 project installs sidewalk, curb and gutter, handicap ramps, and cross-gutters, where needed, within the area bound by California, Verde, Chester, and “A” Streets to improve drainage and pedestrian access.

Flower, Kentucky, Beale, and Virginia Area – This $300,000 project installs sidewalk, curb and gutter, handicap ramps, and cross-gutters within the area bound by Flower, Kentucky, Beale, and Virginia Streets to improve drainage.

South ‘H’ Street, El Toro, Belle Terrace, and Ming Avenue Area – This $272,229 project installs sidewalk, curb and gutter, handicap ramps, and cross-gutters, where needed, within the area bound by South ‘H’ Street, El Toro, Belle Terrace, and Ming Avenue.

Intermodal Surface Transportation Efficiency Act Fund (ISTEA)

A total of $8,737,505 is requested within the ISTEA Fund for FY 2017-18. While amounts budgeted within the ISTEA Fund are reimbursable with federal, the proposed projects also require a local match.

Pavement Rehabilitation (Regional Surface Transportation Program) – As part of the ongoing federal pavement rehabilitation program, the proposed projects will rehabilitate pavement along the following road segments:

‘A’ Street from Brundage Lane to California Avenue – This $1,560,000 project will rehabilitate the pavement along this road segment and improve the overall rideability of the road for both passenger and commercial vehicles. Funding for this project is comprised of $1,287,328 in federal funding, with Capital Outlay funds providing a $272,672 local match.

Hughes Lane from Wilson Road to Ming Avenue – This $881,000 project will rehabilitate the pavement along this road segment and improve the overall rideability of the road for both passenger and commercial vehicles. Funding for

243 Honorable Mayor and City Council FY 2017-18 Proposed CIP Budget - Letter of Transmittal May 10, 2017 this project is comprised of $725,983 in federal funding, with Capital Outlay funds providing a $155,017 local match.

Truxtun Avenue from ‘T’ Street to Beale Avenue – This $820,000 project will rehabilitate the pavement along this road segment and improve the overall rideability of the road for both passenger and commercial vehicles. Funding for this project is comprised of $673,438 in federal funding, with Capital Outlay funds providing a $146,562 local match.

New Traffic Signal – The FY 2017-18 proposed budget includes the installation of one predominantly federally funded traffic signal. The signal installation will provide right-of- way control for the safe, orderly flow of public traffic. This project will also install traffic signal interconnect, linking the signal to the Traffic Operations Center. The signal project is as follows:

McKee Road at Stine Road – This $293,000 project consists of $221,300 in federal funding, with Transportation Development funds providing the $71,700 local match.

Bridge Preventative Maintenance Program – This project will provide funds for maintenance and rehabilitation for bridges on Buck Owens Boulevard at the Calloway Canal, and on Monitor Street at the Arvin-Edison Canal. The City has developed a five- year bridge preventative maintenance program in accordance with State regulations. This $237,200 project consists of $209,993 in federal funding, with Capital Outlay funds providing a $27,207 local match.

Bridge Preventative Maintenance Program Pre-Engineering – As part of the City’s five- year Bridge Preventative Maintenance Program, Cal Trans has allocated federal funding for preliminary engineering for all bridge rehabilitation projects included in the five-year CIP plan. Funding for this $123,951 project is comprised of $109,415 in federal funding, with Capital Outlay funds providing a $14,176 local

244 Honorable Mayor and City Council FY 2017-18 Proposed CIP Budget - Letter of Transmittal May 10, 2017 match.

Pedestrian Countdown Timers, Northwest and Southwest – Two pedestrian countdown timers are proposed for FY 2017-18. Each of these projects will install pedestrian countdown timers at various signalized intersections located throughout Northwest and Southwest Bakersfield. A total of $335,600 is proposed for these projects. Funding for these projects includes $302,040 of federal funds, with $33,560 of Capital Outlay funds providing the local match.

Gas Tax Fund

Resurfacing Various Streets – This $4 million proposed project will continue the City Council priority goal to fund street rehabilitation and resurfacing. Funds will be used to repave and resurface asphalt pavement on city streets. Construction will be performed by City staff. An additional $1 million is budgeted within the Gas Tax Fund for this project.

Capital Outlay Fund

Police Firing Range Remodel - This $1.2 million project will upgrade the Bakersfield Police Department firing range located at Truxtun Avenue just west of Oak Street with modernized infrastructure and facilities. Staff is currently working toward finalizing design of the facility. The funding for this project will come from seized asset trust funds and Capital Outlay Funds.

Resurfacing Various Streets – This $1 million proposed project will continue the City Council priority goal to fund street rehabilitation and resurfacing. Funds will be used to repave and resurface asphalt pavement on city streets. Construction will be performed by City staff. An additional $4 million is budgeted within the Gas Tax Fund for this project.

245 Honorable Mayor and City Council FY 2017-18 Proposed CIP Budget - Letter of Transmittal May 10, 2017 estimated to last five to seven years; however, since the repairs were made, the chiller has had two major leaks and several minor leaks. Additionally, the existing system utilizes R22 refrigerant, which will be phased out by the Environmental Protection Agency in 2020. As a result, the cost of R22 is anticipated to triple in the next few years and will be difficult to acquire. If still available, the cost to replenish R22 refrigerant for the entire system will exceed $100,000 in the next three years. Due to high demand, there is currently a three- year waiting list to have the chiller system replaced. Because of the critical nature of this project, staff proposes to budget $1 million for the project.

Upgrade Rabobank Arena HVAC System – $180,000 is requested to upgrade the Rabobank Arena’s entire HVAC control system. Replacement parts for the existing system are obsolete, as they are no longer manufactured; repairs are currently made with used parts – if available. If system components fail and replacement parts are not readily available, automated control of the unit would be lost. A system failure could result in losing temperature and air balance control of multiple suites and/or to the entire building, resulting in complete shutdown of the system. Loss of automated control would affect scheduled events and will lead to HVAC equipment damage.

Streetlight Wood Pole Testing/Inspection – During the recent storms, staff noted an increase in wood street light pole issues. This multi-year project provides funding for the inspection, testing, treatment, and, if necessary, reinforcement of approximately 2,300 decayed wooden streetlight poles within City limits. Replacements for wooden streetlight poles will need to be budgeted separately. A total of $31,000 in funding is proposed for FY 2017-18.

Replace Traffic Control Cabinets – This multi-year project will replace 40 traffic signal cabinets at various intersections throughout the city. Existing cabinets are over 30 years old; as a result, the cabinets’ steel exterior is deteriorating, and replacement parts are no longer readily available. The FY 2017-18 proposed budget of $60,000 will replace ten cabinets. The five-year CIP Plan proposes $60,000 annually for the subsequent three years.

City of Bakersfield Animal Care Facility Miscellaneous Improvements – This $30,000 proposed project will facilitate the need to perform unforeseen, miscellaneous improvements to the City’s Animal Control Center that may arise throughout the course of the year. $30,000 is proposed for FY 2017-18.

ADA Transition Plan – This multi-phase project is consistent with the City’s ADA Transition Plan, and will fund priority ADA improvements. A total of $25,000 in funding for ADA improvements is proposed for FY 2017-18.

246 Honorable Mayor and City Council FY 2017-18 Proposed CIP Budget - Letter of Transmittal May 10, 2017

Median Improvements on California Avenue from Oak Street to ‘G’ Street – With California Avenue scheduled for reconstruction, this project presents the opportunity to rehabilitate the green asphalt surface of the California Avenue median island and enhance the aesthetics of the corridor. $284,000 is proposed for FY 2017-18.

Rabobank Arena Miscellaneous Improvements – This project will fund emergency fixed plant or facility items–such as A/C chiller, ice-making compressor, HVAC fan or motor, fire sprinkler, plumbing leak, etc. that may have a catastrophic failure during the fiscal year. $100,000 is proposed for FY 2017-18.

City Facilities Miscellaneous Improvements – This project will fund emergency fixed plant or facility items (such as plumbing, roof damage, A/C chiller, compressor, and HVAC motor improvements) that may have a catastrophic failure during the fiscal year. $25,000 is proposed for FY 2017-18.

Parking Garage Elevator Upgrade - This $136,000 project will upgrade the elevator at the 18th and Eye Street parking garage to the current industry standards. The existing elevator is over 30 years old. Due to its age, it requires continual maintenance and parts are not readily available.

Westside Police Substation Parking Lot Expansion – This $250,000 project will expand the existing parking lot at the west side police department substation to allow for additional employee and visitor parking. Additional parking is necessary due to increased staffing at the station.

Autoscope Traffic Signal Cameras – This $180,000 project will replace the remaining vehicle detection systems at 40 signalized intersections with an updated system. The existing 2020 autoscope camera computers and vehicle detection cameras will no longer have parts, service, or software support from the manufacturer, which may result in traffic signal detection failures without replacement. This is the last phase needed to complete the upgrades at all intersections.

247 Honorable Mayor and City Council FY 2017-18 Proposed CIP Budget - Letter of Transmittal May 10, 2017

Transportation Development Fund (TDF)

The FY 2017-18 proposed budget includes $2,795,700 of Transportation Development funds for various CIP projects. Proposed projects, in priority order, are as follows:

Local match requirement for federal project - $71,700 provides for the local match requirement for the predominantly federally funded new traffic signal at McKee Road and Stine Road, which was previously summarized within the ISTEA section of this transmittal.

Street Improvements on Stine Road – This $1,105,000 multi-year project will widen Stine Road between Ryzona Drive and Hosking Avenue/McCutchen Road, improving the overall flow of vehicle and pedestrian traffic. This road widening will also improve the flow of traffic to Ridgeview High School. Funds for design and right-of-way have been budgeted in previous years. Staff is currently working with PG&E regarding rule 20A.

Street Improvements on College Avenue West of Fairfax Road – This $618,000 project will fund widening of the roadway on College Avenue and construction of street improvements. Street improvements will alleviate flooding and erosion of soil occurring during rain events on the north side of College Avenue, adjacent to East Niles Water District, and will also facilitate a safe walk-path for pedestrians. In accordance with a previous agreement with the City, East Niles Water District has relocated their water tank facilities to accommodate future street widening done by the City.

Westside Parkway West Beltway Right-of-Way – Funding for this $413,000 project will cover the costs of acquiring right-of-way that has been reserved by a developer; this includes costs for legal documentation and the actual purchase of the real property. It is necessary to construct the full interchange at the intersection of the Westside Parkway and the West Beltway in accordance with the specific plan line adopted for the interchange by the City Council.

New Traffic Signal on Panama Lane at Mountain Ridge Drive/Golden Gate Drive – This $292,000 proposed project will install a new traffic signal on Panama Lane at Mountain Ridge Drive and Golden Gate Drive, as established by Federal and State requirements. The signal installation will provide right-of-way control for the safe and orderly flow of public traffic, and will also provide interconnect along Panama Lane.

New Traffic Signal on Hosking Avenue and Hughes Lane – This $296,000 proposed

248 Honorable Mayor and City Council FY 2017-18 Proposed CIP Budget - Letter of Transmittal May 10, 2017 project will install a new traffic signal at the intersection of Hosking Avenue and Hughes Lane, as established by Federal and State requirements. The signal installation will provide right-of- way control for the safe and orderly flow of public traffic, and will also provide interconnect on Hosking Avenue.

Sewer Funds (Plants Nos. 2 And 3)

Wastewater staff has made significant progress in reducing the CIP backlog. The CIP projects proposed for the Wastewater Division continue to focus on preventative maintenance for the complex treatment plants’ infrastructure. With a focus on preventative maintenance, the probability of more costly repairs is mitigated. The proposed FY 2017-18 CIP budget totals $3,047,000 as summarized below. Proposed projects, in priority order, are as follows:

Both Treatment Plants

Wastewater Treatment Plants Miscellaneous Improvements – This project allocates $275,000 to each treatment plant for unanticipated improvements (for a total of $550,000). Continuous treatment of wastewater year-round causes wastewater treatment facilities to wear down. Facilities such as clarifiers, headworks, digesters, pump stations, trickling filters, various buildings, major and minor pieces of equipment, pipes and other structures are all subject to erosion, corrosion, daily operational wear-and-tear, breakdowns and general failures. These proposed projects will make it possible to do periodic, unforeseen, capital improvements and repairs to the wastewater treatment facilities, prevent interruptions of treatment, and ensure that the facilities are functional, efficient, and safe.

Wastewater Treatment Plant No. 2

Trickling Filter Pump Station Rehabilitation – The trickling pump station has a total of four recirculation pumps and four transfer pumps that have been in service since 1999 and are in need of extensive maintenance. Work has already begun on two recirculation pumps. $240,000 of funding is requested for FY 2017-18 to rehabilitate two transfer pumps and two recirculation pumps during FY 2017-18. The remaining two transfer pumps are proposed to be rehabilitated during FY 2018-19.

Variable Frequency Drives (VFDs) for Influent Pumps – The trickling filter recirculation station has four recirculation pumps and four transfer pumps that are controlled by Variable Frequency Drives (VFDs), which minimize the amount of electricity used to power the pumps. At 20 years old, each VFD is approaching the end of its useful life and requires replacement, as replacement parts are now

249 Honorable Mayor and City Council FY 2017-18 Proposed CIP Budget - Letter of Transmittal May 10, 2017 obsolete. $100,000 of funding proposed for FY 2017-18 will replace two of eight VFDs for this multi-year project.

Wastewater Treatment Plant No. 3

Cloth Media Filter Replacement – This $120,000 proposed project will replace the cloth media filter for the tertiary treatment system. The filter cloth membrane typically has a life span of five to six years. The current filter has been online for eight years and is showing signs of deterioration.

Aeration Basin Rehabilitation – This multi-year proposed project will provide rehabilitation to six aeration basins over a period of six years. Project includes grit removal and diffuser replacement. $100,000 is proposed for 2017-18 to rehabilitate one of the six aeration basins.

Return Activated Sludge (RAS) Pump – $40,000 is requested to rehabilitate RAS pump No.4. There are five RAS pumps that are critical to the activated sludge process. Over time, each pump needs to be pulled, inspected, and necessary repairs made to ensure proper operation. The five-year CIP Plan also includes $40,000 of proposed funding for FY 2018-19.

Sanitary Sewer and Storm Improvements

250 Honorable Mayor and City Council FY 2017-18 Proposed CIP Budget - Letter of Transmittal May 10, 2017 structure (outlet structure completed in FY 2016-17) to drain storm runoff form the Tevis Ranch sump into the Buena Vista Canal. Design of this lift station has been completed. The $535,000 of proposed funding is for project construction.

Sewer Lift Station Rehabilitation at the SE Corner of Hosking Avenue and Akers Road – This proposed project will provide minor rehabilitation to the lift station at the southeast corner of Hosking Avenue and Akers Road to prolong the life of the lift station. This $191,000 rehabilitation project includes lining the wet well, replacing a section of discharge pipe that is corroded, installing safety platforms, and installing a perimeter fence.

Storm Lift Station Rehabilitation at the Police Pistol Range – This proposed project will provide the storm drain lift station at the Police pistol range with new submersible pumps, discharge pipes, outlet structure, and updates to lighting and safety walkway. Retrofitting this aging lift station will improve performance and eliminate costly maintenance issues. This project was selected to receive funding through CalOES for back-up generators; however, the actual lift station rehabilitation is not eligible for grant funding. Therefore, staff proposes to fund this project through sewer enterprise funds. This storm lift station is critical to downtown drainage. Proposed funding for FY 2017-18 of $106,000 will fund design of the project. The Five-Year CIP Plan includes $770,000 of proposed funding for FY 2018- 19.

Storm Lift Station on Talisman Drive – This proposed project will install a pump station at the sump on Kristina Court, south of Talisman Drive. Currently, the sump has poor percolation, causing lack of proper stormwater drainage, causing stormwater to back-up into the street and flood the area. Remedies, repairs, and maintenance to this sump require excessive staff time; for this reason, staff proposes to convert the sump into a detention basin with a pump station that will direct the stormwater to a sump with better percolation. Installation of the pump station will properly drain the sump and alleviate flooding. Proposed funding for FY 2017-18 of $105,000 will fund design of the project. The construction phase includes $871,000 of proposed funding for FY 2018-19.

Refuse Collection Fund

Two projects, totaling $350,000, are proposed for FY 2017-18 within the Refuse Collection Fund. Projects are as follows:

251 Honorable Mayor and City Council FY 2017-18 Proposed CIP Budget - Letter of Transmittal May 10, 2017 in by 2018. The current screen system must be expanded to meet the new standard. This $300,000 proposed project will economically repurpose an existing screen machine and add new pre-screen and post- screen machinery to expand the system. Under the County Green Waste Agreement, Kern County will provide funding for approximately 55% of the project.

Green Waste Facility Pavement Resurfacing – The pavement at the main public unloading zone at the Green Waste Facility is deteriorating after 20 years. Resurfacing the pavement at this time will eliminate the need for a complete reconstruction in the future. Kern County, through the County Green Waste Agreement, will provide about 55% of this project’s proposed budget of $50,000.

Aviation Fund

Three projects within the Aviation Fund are proposed for FY 2017-18, totaling $355,000.

Airport Hangar Doors Rehabilitation – This $30,000 project will fund the repair or replacement of hangar doors, as needed. Most of the hangar doors at the Airport are at least 35 years old, and many do not open properly. This on-going multi-year project will fund the rehabilitation of four hangar doors each year.

Airport Layout Plan (ALP) Update/AIGS – This $300,000 proposed project will update the Airport Layout Plan, which was last updated in 2008, and will also prepare an airport geographic information survey (AGIS) for the municipal airport.

Airport Miscellaneous Repairs – This $25,000 project will fund unforeseen hangar and facility repairs at the Airport.

Equipment Management Fund

Parking Garage Fund

Automation Improvements to Parking Garage – Currently, the Eye Street entrance to the parking garage can only be accessed by long-term users.

252 Honorable Mayor and City Council FY 2017-18 Proposed CIP Budget - Letter of Transmittal May 10, 2017

Improvements to both the gate and ticketing mechanisms are required to allow daily users the ability to enter the parking garage from the Eye Street entrance. Proposed funding for this project totals $45,500 in FY 2017-18.

Bikeway/Pedestrian Fund (TDA Article 3)

Transportation Development Act (TDA) Article 3 funds provide 100% of the funding for one bike lane improvement project proposed for FY 2017-18.

Bakersfield College Area Bike Lane/Routes – This $107,450 project will provide much needed bike lanes/routes adjacent to Bakersfield College. Installation of new bike lanes will benefit seven schools surrounding the Bakersfield College Campus. This project is funded through a competitive TDA grant that is administered by Kern COG.

Water Resources Department

Both Water Funds

Water Resources Building Expansion - The Water Resources Department's building at 1000 Buena Vista Rd was constructed in 1991. As part of the original architect's design, the vacant quadrant between the two buildings allows for design and construction of a future facility. Additional space is needed due to incremental increases in staffing levels since the facility opened. The $700,000 project provides for a new building approximately 2,348 square and the reconstruction of the existing Spanish clay roof tiles, and would provide ADA upgrades to the existing buildings.

Domestic Water Fund

Service Connection Replacement Program - $600,000 is budgeted in FY 2017-18 for continued replacement of domestic water service connections. By replacing service connections when the second water leak occurs, it reduces the ongoing costs of removing and replacing sidewalks, pavement or other infrastructure in the same area over the long term. Over the past few years, the system has averaged approximately 160 service connection replacements per year on the system.

Wellhead Facilities Upgrade - Several projects are required to improve water production and treatment operations at various well sites within the system. This $400,000 project will provide for continued installation of granular activated treatment and arsenic treatment systems throughout the City’s system.

253 Honorable Mayor and City Council FY 2017-18 Proposed CIP Budget - Letter of Transmittal May 10, 2017

Agricultural Water Fund

Concrete Panel Replacement – This $250,000 project will replace broken or damaged concrete canal panels in the Carrier and Kern River Canals.

Recreation and Parks Department

Park development projects continue to focus on the two regional sports complexes.

Jastro Park Shade and Accessibility Upgrades – This $180,000 project will install shade structure over the existing picnic area and will provide ADA improvements throughout the park site.

Lowell and Stiern Parks Shade and Accessibility Improvements – Two CDBG parks projects totaling $271,000 will provide for shade structures and accessibility improvements at Stiern and Lowell Parks.

Summary

Staff is pleased to present the CIP budget five-year plan for 2017-2022, and the proposed FY 2017-18 CIP budget. The projects contained within these budgets represent a wide range of improvements to the City’s infrastructure that will ensure the sustainability of City facilities, enhance the aesthetics of the community, and provide safety to residents.

Thank you to Department Heads, Business Managers, Budget Managers and support staff members that make the development of this plan possible. Thanks also to the staff members who work each day to implement and monitor the progression of these important projects. Finally, thank you to the City Council for your leadership and vision in reviewing and setting direction for the CIP.

254 CITY OF BAKERSFIELD CIP SUMMARY BY FUND FISCAL YEAR 2017-18

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ĂƉŝƚĂůKƵƚůĂǇ&ƵŶĚ hƚŝůŝƚǇZŽĂĚ&ƵŶĚ ϴ͘ϵϲй ϳ͘ϯϴй dZ/W&ƵŶĚƐ;ZŝŐŚƚͲŽĨͲtĂǇWƌŽĐĞĞĚƐͿ dZ/W&ƵŶĚƐ;ŽƵŶƚǇŽŶƚƌŝďƵƚŝŽŶͿ Ϭ͘Ϭϱй ϭ͘ϯϮй EŽƚĞ͗ ůůƉĞƌĐĞŶƚĂŐĞƐƌŽƵŶĚĞĚ CITY OF BAKERSFIELD CAPTIAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2017-2022 SUMMARY BY DEPARTMENT Department FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-2021 FY 2021-2022 Total Arena $ 700,000 $ - $ - $ - $ - $ 700,000 Community Development 25,000 - - - - 25,000 Finance Department 22,500 - - - - 22,500 Fire Department 140,000 700,000 805,000 500,000 375,000 2,520,000 Public Works 69,516,436 81,126,600 176,494,937 65,157,201 15,960,000 408,255,174 Water Resources 1,990,000 1,000,000 1,000,000 1,000,000 1,000,000 5,990,000 Recreation and Parks 2,138,210 - - - - 2,138,210 Total $ 74,532,146 $ 82,826,600 $ 178,299,937 $ 66,657,201 $ 17,335,000 $ 419,650,884 256 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2017-2022 FUNDING SUMMARY Fund Fund Name FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-21 FY 2021-2022 Total 111 Community Development Block Grant $ 1,755,690 $ - $ - $ - $ - $ 1,755,690 121 Federal Transportation Fund 8,737,505 5,249,740 232,214 306,313 - 14,525,772 122/123/126 Thomas Roads Improvement Funds (Federal) 17,529,732 - - - - 17,529,732 142 Transportation Development Act Funds - 30,200 - - - 30,200 151 Gas Tax Fund 7,285,024 7,500,000 - - - 14,785,024 311 Capital Outlay Fund 6,680,162 3,761,660 2,057,086 1,384,687 580,000 14,463,595 313 TRIP Funds (Right-of-Way Proceeds) 35,333 - - - - 35,333 314 TRIP Funds (County Contribution) 986,000 - - - 986,000 315 Thomas Roads Improvement Funds (Local) - 33,001,000 - - - 33,001,000 316 Utility Road Fund 5,500,000 5,500,000 - - - 11,000,000 321 Park Improvement Fund 1,815,000 - - - - 1,815,000 331 Transportation Development Fund (Non-TRIP) 2,795,700 3,215,000 1,321,000 - - 7,331,700 257 335 Transportation Development Fund (TRIP) 11,600,000 7,000,000 - - - 18,600,000 351 TRIP Funds (Future Borrowing) - - 169,940,637 - - 169,940,637 411 Sewer Enterprise Fund Plant No. 2 1,115,000 2,250,000 875,000 875,000 775,000 5,890,000 412 Sewer Enterprise Fund Plant No. 3 5,432,000 3,331,000 875,000 875,000 14,875,000 25,388,000 421 Refuse Fund 350,000 270,000 - - - 620,000 431 Agriculture Water Fund 640,000 - - - - 640,000 441 Domestic Water Fund 1,350,000 1,000,000 1,000,000 1,000,000 1,000,000 5,350,000 451 General Aviation Fund 355,000 580,000 555,000 185,000 55,000 1,730,000 461 Parking Garage Fund 68,000 - - - - 68,000 511 Equipment Management Fund 450,000 35,000 35,000 - - 520,000 633 West Ming Regional Park Fund 52,000 - - - - 52,000 N/A Unknown - 10,103,000 1,409,000 62,031,201 50,000 73,593,201 Total $ 74,532,146 $ 82,826,600 $ 178,299,937 $ 66,657,201 $ 17,335,000 $ 419,650,884 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT ARENA

Project # Project Title Ward Source Fund # FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-2021 FY 2021-2022 Total P8C235 ARENA VIDEO BOARD RPLCMNT 2 COF 311 $ 700,000 $ - $ - $ - $ - $ 700,000 Total $ 700,000 $ - $ - $ - $ - $ 700,000 258 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT COMMUNITY DEVELOPMENT

Project # Project Title Ward Source Fund # FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-2021 FY 2021-2022 Total P3D003 DEV SERV BLD REMODEL 2 COF 311 $ 25,000 $ - $ - $ - $ - $ 25,000 Total $ 25,000 $ - $ - $ - $ - $ 25,000 259 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT FINANCE

Project # Project Title Ward Source Fund # FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-2021 FY 2021-2022 Total P8G002 18TH & EYE SEC CAMERAS 2 PG 461 $ 22,500 $ - $ - $ - $ - $ 22,500 Total $ 22,500 $ - $ - $ - $ - $ 22,500 260 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT FIRE

Project # Project Title Ward Source Fund # FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-2021 FY 2021-2022 Total P8H023 FS 2 RESTRM & LOCKER RM 2 COF 311 $ 140,000 $ - $ - $ - $ - $ 140,000 PZH102 FS 2 APP/EQ STORAGE BLDG 5 2 COF 311 - 300,000 - - - 300,000 PZH103 FS1,10,13 PAINT INTERIOR 2,3,6 COF 311 - - 180,000 - - 180,000 PZH104 FS7,9,11,13 PAINT APP BAY 2,5,6 COF 311 - - - 200,000 - 200,000 PZH105 FS 5 PROP/EQ STORAGE BLDG 1 COF 311 - 250,000 - - - 250,000 PZH107 FS 7 CAPTAIN OFFICE REHAB 6 COF 311 - 150,000 - - - 150,000 PZH113 FS9 REPLACE PRKG ASPHALT 5 COF 311 - - 175,000 - - 175,000 PZH114 FS2,4,6,7 ROOF REPAIRS 2,1,6 COF 311 - - 200,000 - - 200,000 PZH115 FS3 REPLACE ASPHALT PRKG 1 COF 311 - - - 100,000 - 100,000 PZH116 FS2,3,4,6 PAINT APP BAYS 1,2 COF 311 - - - 200,000 - 200,000 PZH117 FS9 RESTROOM REHAB 5 COF 311 - - - - 160,000 160,000 PZH118 FS1 KITCHEN REHAB 2 COF 311 - - - - 115,000 115,000 PZH119 FS4,6,7,11 COOLNG APP BAY 2,1,6 COF 311 - - - - 100,000 100,000 261 PZH120 FS1 REPLACE PARKG ASPHALT 2 COF 311 - - 250,000 - - 250,000 Total $ 140,000 $ 700,000 $ 805,000 $ 500,000 $ 375,000 $ 2,520,000 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS Project # Project Title Ward Source Fund # FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-2021 FY 2021-2022 Total E4K201 REPL DIGESTER MIXER PUMP 6 SEF 412 $ 460,000 $ - $ - $ - $ - $ 460,000 E6K202 REHAB TRICKLING PUMP STAT 1 SEF 411 240,000 120,000 - - - 360,000 E8K201 PRIMARY CLARIFIER REHAB 6 SEF 412 500,000 500,000 - - - 1,000,000 411 275,000 275,000 275,000 275,000 275,000 1,375,000 E8K202 WWTP MISC IMPROVEMENTS 1,6 SEF 412 275,000 275,000 275,000 275,000 275,000 1,375,000 E8K203 AERATION BASIN REHAB 6 SEF 412 100,000 100,000 100,000 100,000 100,000 500,000 E8K204 CLOTH MEDIA FILTER REPLAC 6 SEF 412 120,000 - - - - 120,000 E8K205 RETURN ACT SLUDG PUMP RAS 6 SEF 412 40,000 40,000 - - - 80,000 E8K206 REPL 2 VFD'S AT RECIRC ST 1 SEF 411 100,000 100,000 100,000 100,000 - 400,000 E8K207 STORM LIFT - TEVIS RANCH 5 SEF 412 535,000 - - - - 535,000 E8K208 STM LFT RHB PISTOL RANGE 2 SEF 412 106,000 770,000 - - - 876,000 E8K209 STORM LIFT - TALISMAN DR 7 SEF 412 105,000 871,000 - - - 976,000 E8K210 SWR LFT RHB HOSKING/AKERS 7 SEF 412 191,000 - - - - 191,000 E8K211 BACKUP GEN 2 LOCATIONS 2 EMF 511 415,000 - - - - 415,000 411 500,000 500,000 500,000 500,000 500,000 2,500,000 E8K212 SEWER LIFT & STRM PMP STA VAR SEF

262 412 500,000 500,000 500,000 500,000 500,000 2,500,000 EZK216 COGEN GAS BLENDING TRAIN 6 SEF 412 - 175,000 - - - 175,000 EZK217 WWTP # 4 LAND AQUISITION UNK SEF 412 - - - - 14,000,000 14,000,000 EZK218 SLUDGE DEWATERING CONVEYO 6 SEF 412 - 100,000 - - - 100,000 EZK219 SEWER LIFT STA MOD BAILEY 3 SEF 411 - 1,255,000 - - - 1,255,000 P1K203 RECOAT CHN VISITOR PARKNG 2 COF 311 - 40,000 - - - 40,000 P3K018 RE-ROOF CHS ANNEX FRR 2 COF 311 - - 176,000 - - 176,000 P4K203 CHN ELEVATOR REHAB 2 COF 311 - - 360,000 - - 360,000 P4K217 PD FIRING RANGE FACILITY 2 COF 311 1,200,000 - - - - 1,200,000 P5K207 FENCE @ CHS & ANNEX PKG 2 COF 311 - 13,500 - - - 13,500 P5K211 STLT WOOD POLE TEST/INSP VARIOUS COF 311 31,000 31,000 31,000 - - 93,000 P5K215 REPL ICE CHLLR @ RABO FRR 2 COF 311 1,000,000 - - - - 1,000,000 P6K202 AIRPORT MISC. REPAIRS 1 GAF 451 25,000 25,000 25,000 25,000 25,000 125,000 P6K203 AIRPORT HANGAR DOOR REHAB 1 GAF 451 30,000 30,000 30,000 30,000 30,000 150,000 P6K206 REPLC AUTOSCOPE & VEH CAM VARIOUS COF 311 180,000 - - - - 180,000 P6K220 CBACC-MISC IMP FRR 1 COF 311 30,000 30,000 30,000 30,000 30,000 150,000 P6K222 ARENA/CC MISC IMPROV FRR 2 COF 311 100,000 100,000 100,000 100,000 100,000 500,000 P7K201 REPL OVRHD DRS FLEET FACI VARIOUS EMF 511 35,000 35,000 35,000 - - 105,000 P8K200 AUTOMATION IMP TO PRK GRG 2 PG 461 45,500 - - - - 45,500 P8K201 UPGRADE RABOBNK HVAC SYS 2 COF 311 180,000 - - - - 180,000 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS Project # Project Title Ward Source Fund # FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-2021 FY 2021-2022 Total P8K203 REPLCE TRAF CNTRL CABINTS VARIOUS COF 311 60,000 60,000 60,000 60,000 - 240,000 P8K209 CITY FAC. MISC. IMPRVMNTS VARIOUS COF 311 25,000 25,000 25,000 25,000 25,000 125,000 P8K211 RE-EPOXY KENNEL E - CBACC 1 COF 311 38,000 - - - - 38,000 P8K212 AIRPORT ALP UPDATE / AIGS 1 GAF 451 300,000 - - - - 300,000 P8K213 GREENWASTE RESURF PAVEMT 1 RCF 421 50,000 50,000 - - - 100,000 P8K214 COMPOST SCREENING SYS EXP 1 RCF 421 300,000 - - - - 300,000 P8K215 WESTSIDE PD PARKING LT EX 5 COF 311 250,000 - - - - 250,000 P8K216 UPGRAD 18TH ST GAR ELEV 2 COF 311 136,000 - - - - 136,000 PZK200 COMPOST AUTOMATION PROJ 1 RCF 421 - 220,000 - - - 220,000 PZK204 RE-ROOF CITY HALL NORTH 2 COF 311 - 260,000 - - - 260,000 PZK209 EMER GENERATOR @ CHN 2 COF 311 - 360,000 - - - 360,000 PZK210 REPLACE HVAC @ CHN 2 COF 311 - 420,000 - - - 420,000 PZK211 ARPRT MAIN APRN PVMT REHB 1 GAF 451 - - 500,000 - - 500,000 PZK213 AIRPRT RNWY 16 PAPI & PMS 1 GAF 451 - - - 130,000 - 130,000 PZK214 AIRPRT NW TXL REHAB PH 2 1 GAF 451 - 525,000 - - - 525,000

263 PZK217 REPL HVAC CRP YD BLDG A 2 COF 311 - 170,000 - - - 170,000 PZK221 BKSFLD EAST MONUMENT SIGN COUNTY COF 311 - 137,000 - - - 137,000 PZK222 REROOF CONVENTION CENTER 2 COF 311 - 685,000 390,000 580,000 - 1,655,000 COF 311 462,241 - - - - 462,241 T0K209 BRDG RETRO MANOR/KERN RVR 3 ISTEA 121 3,567,759 - - - - 3,567,759 T5K204 ST IMP PANAMA/MTVISTA/OR 5 TDF 331 - 465,000 - - - 465,000 T5K211 ST IMP PANAMA OLRVR/GOSFD 5 TDF 331 - 1,267,000 - - - 1,267,000 T6K201 ADA TRSTN MISC PROJ FRR VARIOUS COF 311 25,000 50,000 50,000 50,000 50,000 225,000 T7K115 STREET IMPROV STINE ROAD 6, 7 TDF 331 1,105,000 - - - - 1,105,000 T7K205 ST IMPROV COLLEGE AVE 3 TDF 331 618,000 - - - - 618,000 T7K226 ST IMPR PANAMA AT GRADE X 5 TDF 331 - 1,100,000 - - - 1,100,000 GTF 151 4,000,000 - - - - 4,000,000 T8K200 RESURFACING STREETS DIV VARIOUS COF 311 1,000,000 - - - - 1,000,000 COF 311 12,440 - - - - 12,440 T8K201 PED COUNTOWN TIMER NW 3, 4 ISTEA 121 111,960 - - - - 111,960 ISTEA 121 190,080 - - - - 190,080 T8K202 PED COUNTDOWN TIMER SW 5, 6 COF 311 21,120 - - - - 21,120 COF 311 272,672 - - - - 272,672 T8K203 PAVEMENT REHAB "A" STREET 2 ISTEA 121 1,287,328 - - - - 1,287,328 ISTEA 121 866,976 - - - - 866,976 T8K204 PAVEMENT REHAB WHITE LANE 1 GTF 151 185,024 - - - - 185,024 T8K205 SIG NEW-PANAMA/MT RIDGE 6 TDF 331 292,000 - - - - 292,000 T8K206 SIG NEW-HOSKING/HUGHES 7 TDF 331 296,000 - - - - 296,000 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS Project # Project Title Ward Source Fund # FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-2021 FY 2021-2022 Total TDF 331 71,700 - - - - 71,700 T8K207 SIG NEW-MCKEE AND STINE 6, 7 ISTEA 121 221,300 - - - - 221,300 COF 311 155,017 - - - - 155,017 T8K208 PAVEMENT REHAB HUGHES LN 7 ISTEA 121 725,983 - - - - 725,983 T8K209 MEDIAN IMP CALIF_OAK TO G 2 COF 311 284,000 - - - - 284,000 COF 311 164,727 - - - - 164,727 T8K210 PAVEMENT REHAB AUBURN ST 3 ISTEA 121 773,273 - - - - 773,273 COF 311 146,562 - - - - 146,562 T8K211 PAVEMENT REHAB TRUXTUN AV 2 ISTEA 121 673,438 - - - - 673,438 T8K214 BIKEPATH LIGHT STCKDL&ALN 4 TDA 142 - 30,200 - - - 30,200 T8K215 WSP WEST BELTWAY ROW 4 TDF 331 413,000 - - - - 413,000 COF 311 27,207 - - - - 27,207 T8K216 BRIDGE PREV MAINT 2017/18 3, 4 ISTEA 121 209,993 - - - - 209,993 COF 311 14,176 - - - - 14,176 T8K217 BRIDGE PREV MAINT PRE ENG VARIOUS ISTEA 121 109,415 - - - - 109,415

264 T8K218 ST IMP BRUNDAG/UNION 1B&5 1 CDBG 111 612,251 - - - - 612,251 T8K219 ST IMP CALIF, VERDE-CHEST 2 CDBG 111 300,000 - - - - 300,000 T8K220 ST IMP SO 'H' TO EL TORO 1 CDBG 111 272,229 - - - - 272,229 T8K221 ST IMP FLOWER TO KENTUCKY 2 CDBG 111 300,000 - - - - 300,000 TZK202 TRUXTUN AVE CURB & GUTTER 2 UNK 969 - - 232,000 - - 232,000 TZK203 SIG NEW-MING/GRAND ISLAND 4, 5 UNK 969 - 293,000 - - - 293,000 TZK206 ST IMP OAK /CALIF RT TURN 2 UNK 969 - - 275,000 - - 275,000 TZK207 ST IMP TRUXTUN @ H ST RTL 2 UNK 969 - 201,000 - - - 201,000 TZK208 H ST RT TURN LN - CAL AVE 2 UNK 969 - 113,000 356,000 - - 469,000 COF 311 - 412,920 - - - 412,920 TZK214 PAVE REHAB BRUNDAGE (4) 1 ISTEA 121 - 3,187,080 - - - 3,187,080 ISTEA 121 - 1,735,188 - - - 1,735,188 TZK215 PAVE REHAB STOCKDALE HWY 4 COF 311 - 224,812 - - - 224,812 TZK219 ST IMPROV PANAMA LN 1 UNK 969 - 567,000 296,000 - - 863,000 TZK220 ST IMPROV PLANZ RD: E/COT 1 UNK 969 - 156,000 - - - 156,000 TZK251 ST IMP WIBLE, HOSK-BERKSH 7 TDF 331 - 383,000 1,321,000 - - 1,704,000 TZK253 SIG MOD MISCELLANEOUS VARIOUS UNK 969 - 50,000 50,000 50,000 50,000 200,000 TZK255 BRIDGE DECK IMPR VARIOUS 2,4,5 UNK 969 - - 200,000 1,071,000 - 1,271,000 TZK256 ST IMP BUCK OWENS 3 UNK 969 - - - 428,000 - 428,000 ISTEA 121 - 327,472 - - - 327,472 TZK258 BRIDGE PREV MAINT 2018/19 2, 4 COF 311 - 42,428 - - - 42,428 ISTEA 121 - - 232,214 - - 232,214 TZK259 BRIDGE PREV MAINT 2019/20 2, 4 COF 311 - - 30,086 - - 30,086 ISTEA 121 - - - 306,313 - 306,313 TZK260 BRIDGE PREV MAINT 2020/21 2, 5 COF 311 - - - 39,687 - 39,687 Total $ 28,265,371 $ 19,402,600 $ 6,554,300 $ 4,675,000 $ 15,960,000 $ 74,857,271 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT THOMAS ROADS IMPROVEMENT PROGRAM(TRIP) Project # Project Title Ward Source Fund # FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-2021 FY 2021-2022 Total BPSW10 BRIGHTON PARK SOUND WALL 4 TRIPL 314 $ 986,000 $ - $ - $ - $ - $ 986,000 T9WP20 WEST PKWY MOHAWK-COFFEE 2 TRIP 123 242,941 - - - - 242,941 TDF 335 1,552,183 - - - - 1,552,183 TRCC18 CENT CORR PH2A STREET 2 SEF 412 2,500,000 - - - - 2,500,000 TRCC19 CENT CORR PH2B SOUNDWALL 2 TDF 335 2,642,023 - - - - 2,642,023 TRIPL 315 - 33,001,000 - - - 33,001,000 GTF 151 3,100,000 7,500,000 - - - 10,600,000 TDF 335 5,432,251 7,000,000 - - - 12,432,251 TRCC21 CENT CORR PH3 MAINLINE CN 2 URF 316 5,500,000 5,500,000 - - - 11,000,000 TRIPF 351 - - 169,940,637 - - 169,940,637 TRIP 126 14,630,891 - - - - 14,630,891 TRCC26 CENT CORR PH2C PVCY WALLS 2 TDF 335 1,273,543 - - - - 1,273,543 TRCC34 HAGEMAN FLYOVER ROW 3 UNK 969 - 7,500,000 - - - 7,500,000 TRCC35 HAGEMAN FLYOVER UTILITIES 3 UNK 969 - 1,223,000 - - - 1,223,000

265 TRCC37 HAGEMAN FLYOVER CONST 3 UNK 969 - - - 60,482,201 - 60,482,201 TRWB14 WEST BELTWAY-SR119 ROW 4 TRIPL 313 35,333 - - - - 35,333 TRWP85 TRUXTUN WIDEN - UTILITY 2 TDF 335 700,000 - - - - 700,000 TRWP87 TRUXTUN WIDENING - CONST 2 TRIP 122 2,655,900 - - - - 2,655,900 Total $ 41,251,065 $ 61,724,000 $ 169,940,637 $ 60,482,201 $ - $ 333,397,903 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT WATER RESOURCES Project # Project Title Ward Source Fund # FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-2021 FY 2021-2022 Total E1J102 WELLHEAD FACIL UPGRADES 4,6 DWF 441 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 2,000,000 E8J020 CONCRETE PANEL REPLCMT 2, 3, 4, 5 AWF 431 250,000 - - - - 250,000 E9J102 SERV CONNECTION REPL PROG 4,5,6 DWF 441 600,000 600,000 600,000 600,000 600,000 3,000,000 P6J001 ROAD BASE VARIOUS AWF 431 40,000 - - - - 40,000 AWF 431 350,000 - - - - 350,000 P8J001 BUILD EXP 1000 BNA VISTA 4 DWF 441 350,000 - - - - 350,000 Total $ 1,990,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 5,990,000 266 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT RECREATION AND PARKS

Project # Project Title Ward Source Fund # FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-2021 FY 2021-2022 Total P4C132 MESA MARIN PHASE II 3 PIF 321 $ 335,000 $ - $ - $ - $ - $ 335,000 P8C231 LOWELL PARK PICNIC REHAB 1 CDBG 111 132,000 - - - - 132,000 P8C232 STIERN PARK PLGD SFTY SUR 7 CDBG 111 139,210 - - - - 139,210 P8C233 JASTRO PARK SHADE & ADA 2 PIF 321 180,000 - - - - 180,000 PIF 321 1,300,000 - - - - 1,300,000 P8C234 SPORTS VILLAGE PHASE IV 6 WM 633 52,000 - - - - 52,000 Total $ 2,138,210 $ - $ - $ - $ - $ 2,138,210 267 APPENDICES Appendices

This section provides supplemental information to assist the reader in understanding how the budget book is developed and the various policies that govern the City's annual plan for the use of its resources. This section includes the City Council Goals and Guiding Principles, which was adopted by the City Council in April 2016. This document is the basis of the development of department goals and objectives. This document also provides direction as it relates to the prioritization of available resources.

This section also includes the City’s financial policies, including the investment policy, the budget amendment process, basis of accounting and budgeting, and the budget calendar. The schedules in this section offer demographic and economic indicators to help the reader understand the environment and how the information in the City’s budget relates to the services the City provides and the activities it performs.

268 CITY OF BAKERSFIELD

PROPOSED CITY COUNCIL GOALS

2017-2018

MAYOR

Karen K. Goh

CITY COUNCILMEMBERS

Submitted By: Alan Tandy City Manager

Page 1

269 GOAL #1: PROVIDE QUALITY PUBLIC SAFETY SERVICES

Initiative1.1: Continue to evaluate, address and implement the recommendations from international association of chiefs of police to reduce priority response times.

Target Actions:

1. Continue to work to implement the highest priority recommendations provided by the IACP to reduce response times, improve officer recruitment and retention and improve overall customer service to the public.

Initiative 1.2: 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:

1. Plan for and develop funding mechanisms for additional staffing when possible. ContinueeffortstoincreasePolicepatrolandprogresstowardsagoalof1.3officers per 1,000 population. Pursue State and Federal grants to increase police officer compliment.

2. Work with County and other Law Enforcement agencies to evaluate and upgrade its public Safety infrastructure in a manner which provides the highest level of interoperability for the future.

3. Work with Kern County Sheriff’s Office, Bakersfield Safe Streets Partnerships (BSSP) and other agencies involved in the Safe Neighborhoods and Community Relations Committee and the Schools Resource Officer Program to reduce gang related crime through prevention, intervention and suppression activities.

4. Promote park safety by utilizing traditional police patrol, police citizen volunteer patrols, specialized park patrol, and video technology.

5. 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. Utilize the resources of the Community Relations Unit and the Schools Resource Officer Program to proactively work with neighborhoods, commercial areas and schools to make individuals and property less attractive to the criminal element.

6. 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.

7. Continue strategies to address the impact to the City due to the realignment of the California Department of Corrections. Work closely with all agencies involved in the local Community Corrections Partnership to effectively and efficiently minimize crime as a result of the realignment and the impacts of Proposition 47.

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270 8. Effectively use Crimeview mapping system to improve traffic safety efforts through identifying problem areas with high collision rates, developing action plans for collision reduction and improved safety for motorists, bicyclists, and pedestrians and evaluation of results while working with City Traffic Engineering to improve overall roadway safety.

9. Proactively promote new Neighborhood Watch and Business Watch programs and encourage continued participation from neighborhood residents and businesses after the programs are established.

Initiative 1.3: Provide consistent fire and related emergency services throughout Bakersfield.

Target Actions:

1. Determine fire service needs and future station locations based on planned growth within the Metropolitan General Plan; conduct research on residential/commercial build-out, population statistics and funding. Implement new station development plans (Pursuant to Joint Powers Agreement with County, including funding the construction and staffing of Stations #12, #16, and #18.)

2. Reduce fire deaths, injuries, and losses through fire suppression services, education, and prevention awareness programs administered through direct contact with the community, service organizations, educational facilities, non-profit groups, the media, and other private sector entities.

3. Maintain Fire Department deployment, service, and staffing levels through strategic planning and forecasting. Maintain awareness of service trends via the standards of the National Fire Protection Association and Occupational Safety and Health Administration, and National Institute for Occupational Safety and Health recommendations.

4. Improve and maintain Fire Department emergency response capacity through continued use of various federal and state funding streams, including AFG, MMRS, UASI,SHSGP,SAFER,and FPS. Investigate other non-traditional funding streams relative to Fire Department priorities and competitiveness.

5. Improve and maintain Fire Department disaster and major emergency response capabilities, including the Fire Department Operations Center, grant-funded communications improvement and upgrades, policy and protocol revisions, and ongoing department-wide major emergency operations planning and training.

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271 Initiative: Maintain Contracted Fire reimbursable commitment to California State Master Mutual Aid Agreement to assist with disasters an major emergencies in Bakersfield, Kern County, and the State.

Target Actions to Meet Goal:

1. Continue to respond and assist with the mitigation of disaster-level wildland fire and major emergencies throughout the county, region and state via the California State Master Mutual Aid System.

2. Maintain personnel and specialized units as state-certified master mutual aid response resources.

3. Continue to revise, update and initiate various inter-agency working agreements including those with the California Office of Emergency Services (Cal-OES), Bureau of Land Management and United State Forest Service (USFS) that allow for statewide collaboration in training and emergency response.

GOAL #2: ENHANCE THE CITY'S TRANSPORTATION NETWORK

Initiative 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:

1. Implement a long term program for the rehabilitation/reconstruction of surface and arterial streets using recurring state and federal funds. Pursue additional funding opportunities through Kern COG to increase street repair and maintenance.

Initiative 2.2: Implement the Thomas Roads Improvement Program (TRIP) projects as promptly as possible.

Target Actions:

1. Work with the County, Caltrans 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. Complete land acquisition, and final design work for the 24th Street Improvements Project (environmental completed early 2016; begin construction late 2017).

b. Complete construction of the BeltwayOperationalImprovement Project (construction complete 2017).

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272 c. Complete final design work for the Hageman Flyover Project and begin land acquisition late 2015.

d. Complete environmental, land acquisition, and final design work for the Centennial Corridor Project (anticipate to begin construction of the initial phase in early 2017).

h. Complete construction work, permits, and property acquisitions for the Truxtun Avenue and Oak Street Intersection Operational Improvements and Widening Project (anticipated completion late 2017)

i. Complete construction of the first phase of the Cenetennial Corridor, KernRiver Bridge’s project by fall 2019.

3. Pursue the acquisition of needed properties on designated transportation corridors from willing sellers with available funds designated for transportation purposes.

4. Work contractually and cooperatively with Cal Trans to ensure that when TRIP projects are completed and ownership is given to Cal Trans, the standard of maintenance care provided is such that it is a source of community pride.

Initiative 2.3: As the City continues to transition through the TRIP capital projects, the City Council has a strong desire to maintain or exceed historic levels of support for street maintenance, resurfacing, and road construction projects for all related purposes, including support of the Bicycle Transportation Plan.

Target Actions:

1. Implement a long term program to maintain and improve the condition of City streets in a method that supports the Complete Streets Policy and the Bakersfield Bicycle Transportation Plan.

Initiative 2.5: Maintain and construct trails for cycling, walking, jogging and equestrian uses.

Target Actions:

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.

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273 3. Seek legislative assistance to make possible the installation of multi-use trails along canal corridors, including the South H Street corridor from Taft Highway to Belle Terrace and the Friant Kern Canal corridor from the Kern River Channel to 7th Standard Road, in addition to the identification of funding sources and design and construction issues.

4. Pursue a “Bicycle Friendly Community” status from the League of American Bicyclists.

5. 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. Incorporate bicycle racks at City parks, as needed. A Bicycle Transportation Plan was adopted in November 2013 that will qualify for funding through Caltrans’ Bicycle Transportation Account to enhance and/or construct new bicycle facilities.

6. Pursue other available grant funding to continue bicycle transportation planning in furtherance of the adopted Bicycle Transportation Plan.

7. Retrofit existing neighborhoods to be more pedestrian friendly and provide for pedestrian friendly thoroughfares in new developments.

8. Revise City Standards to reflect Complete Streets policies.

GOAL #3: CONTINUE POSITIVE DOWNTOWN AND MAJOR MIXED USE DEVELOPMENT PROJECTS

Initiative 3:1 Encourage improvements to the downtown and former southeast redevelopment area.

Target Actions:

1. Utilize resources and partnerships to increase the population in the Downtown area to 10,000 residents by 2030. An increased residential population will help foster an economically prosperous and diverse Downtown, provide local businesses with a consistent and reliable source of customers, and encourage efficient use of public services.

2. Launch a Property-Based Business Improvement District (PBID)

3. Pursue creation of identifiable districts within the downtown - arts, education, theater, government, finance, etc.

4. Encourage the use of trees and flowers, lighting, street furniture, canopies, public art, signage, flags

5. Adopt a Downtown Walkability Plan

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274 6. Adopt a Series of Zoning Updates that Incentivize Downtown Redevelopment

7. Activate Downtown Economic Opportunity Area and Explore Additional Tools

8. Encourage commercial development that includes plazas, pocket parks and water features.

9. Use surface material that enriches the paving options on our streets, sidewalks, and curbing.

10. Expand the downtown street light design and streetscape design, and incorporate benches, refuse containers, tables and chairs and explore the use of LED and solar lighting.

11. Participate in outreach efforts with local interest groups to facilitate a unified approach to Downtown Redevelopment. Encourage quality downtown housing developments which bring families to the downtown area.

12. Pursue property acquisition in the downtown from willing sellers for projects that fulfill stated downtown planning objectives.

13. Ensure that the future freeway system provides ample and easy access to the downtown area.

14. Encourage mixed use development south of the Mill Creek project along the California Avenue corridor and surrounding area to further expand revitalization and build on the improvements made in the South Mill Creek area.

15. Complete the projects listed on the Enforceable Obligation Payment Schedule related to the new State laws governing the cessation of redevelopment agency projects.

16. Work to continue the redevelopment and revitalization of downtown Bakersfield, Old Town Kern, Southeast Bakersfield, and the 34th Street corridor with the loss of community redevelopment funding. Examine new funding and financing options, available incentive programs, methods to encourage and promote mixed use and residential projects, methods to improve the public realm, such as lighting, landscaping, signage, and streetscapes. Work collaboratively with other community entities.

17. Prepare and adopt a Station Area Plan (SAP) for the downtown area, focusing on the relationship to the planned High-Speed Rail Station on Golden State Avenue and “F” Street, as well as establishing planning, design, and economic development goals, policies, and proposals for the entire downtown. SAP will address planning, urban design, architectural standards, streetscapes, districting, bicycle and other multi-modal transportation and transit facilities, economic development, infrastructure planning, housing, parking, signage, way-finding, lighting, and open space.

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275 Initiative 3.2: Pursue development of the Mill Creek Project.

Target Actions:

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.

2. 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.

Initiative 3.3: Encourage housing and mixed use development projects.

Target Actions:

1. Implement an Iconic and Catalytic Housing and Mixed Use Development Project

2. Adopt an Overlay Zone to Support Development along the Wall Street alley area from D Street to the Mill Creek Linear Park.

3. Promote mixed use development that includes landscaping and innovative urban design elements, urban housing, restaurants, retail and other commercial uses.

4. Implement affordable housing development in the suitable areas throughout the city, including older urban areas.

5. Promote in-fill projects for vacant, abandoned, or blighted areas throughout the city.

6. Complete future phases of Creekview Villas - 22 units (Target Completion Date: will depend on Phase 1 sales and market conditions.

7. Use Vision Plan as a Platform for a Future Downtown Land Use Plan

GOAL #4: PLAN FOR GROWTH AND DEVELOPMENT

Initiative 4.1: Provide for the logical planned growth and development of the City.

Target Actions:

1. Ensure that updates or revisions to the Metropolitan Bakersfield General Plan include planning for infrastructure and delivery of public services, as well as compliance with climate change legislation, other environmental laws, and sustainable growth principles.

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276 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 create master planned communities which provide cohesive design and transportation elements, including the use of development agreements to facilitate necessary infrastructure improvements and services.

4. Continue using various strategies to reduce conversion of prime agricultural land for urban development.

5. 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.

6. Develop and implement an economic development program, focusing on areas including industrial areas near the Bakersfield Municipal Airpark and the Highway 58 corridor in southeast Bakersfield. The program will include identification and promotion of appropriate incentives, assistance with site identification and selection, and active recruitment of investors, developers and businesses.

7. Plan and encourage quality “infill” development projects that offer additional urban living options for the residents of Bakersfield. Use a variety of tools to help achieve this goal such as: Support for projects that use and enhance existing infrastructure; Promotion and facilitation of processes for remediation of urban sites to relieve pressure to develop at the urban fringe; Identification of open lands that are suitable for infill development; Encouragement of public and private collaborations that result in desirable neighborhoods via the use of interconnected green space, use of multi- modal transportation concepts, mixed-use development and other innovative concepts.

Initiative 4.2: Provide for and protect the City’s water supply.

Target Actions:

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. Continue to provide a safe and reliable water supply to the City’s residents.

3. Participate in hearings through the State Water Resources Control Board to obtain rights to unappropriated Kern River water.

4. Actively promote water conservation to the residents of Bakersfield.

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277 5. Explore opportunities to reduce the City’s water consumption by looking at the feasibility of placing artificial turf in medians as well as a combination of drought tolerant surfaces and materials.

6. Identify potential opportunities to expand the use of tertiary treated water.

Initiative 4.3: Encourage the development of affordable housing.

Target Actions:

1. Support affordable housing for seniors and low/moderate income residents.

2. Encourage and support redevelopment project areas to promote development in the older urban areas of Bakersfield through use of available funding sources, community planning efforts, and other available revitalization tools.

3. Streamline processes and provide incentives for first time homebuyers in targeted and economically challenged areas, including the Parkview Cottages and Creekview Villa projects.

Initiative 4.4: Promote the redevelopment of older areas within the City.

Target Actions:

1. Encourage and support redevelopment and neighborhood improvements in Southeast Bakersfield. Examine methods to encourage and support development in the area of the Bakersfield Municipal Airport.

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. Collaborate with business stakeholders and the arts community to create a downtown arts district with enhanced signage, infrastructure and event areas.

4. 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.

5. Continue code enforcement efforts to help maintain neighborhoods and improve visual standards.

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278 GOAL #5: STRENGTHEN AND DIVERSIFY OUR ECONOMIC BASE

Initiative 5.1: Enhance economic development opportunities.

Target Actions:

1. Recognize that a proactive economic development promotion arm is needed in the City Community Development Department to facilitate increased investment and revitalization throughout the Community; which will require additional staffing and organizational priority.

2. Promote further development at the Bakersfield Auto Mall by leveraging public-private partnerships, forming an Economic Opportunity Area and increasing the aesthetics through public artwork and landscape improvements.

3. Leverage Publically-Owned parcels for Economic Development.

4. Continue to streamline processes for establishing and/or retaining businesses.

5. 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.

6. Attract industries which are best suited to the advantages of our location, which include availability of energy and agricultural production, access to major transportation corridors, and geographic diversity for film locations and recreational activities.

7. Focus on improvements and opportunities within the Southeast and Old Town Kern areas for revitalization and economic enhancement.

8. Promote Bakersfield development site opportunities through collaboration with local and national commercial and industrial brokers and site selectors.

9. 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.

10. Continue to enhance the Community Development website with updated demographic and economic information for Bakersfield.

11. Collaborate with local and regional economic development organizations to cooperatively promote local job/business creation and retention.

12. Continue to promote Bakersfield as a convention and visitor destination to increase Transient Occupancy Tax (TOT) and Sales Tax revenues.

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279 13. Explore using the 18th and Eye parking garage as a location to reach large numbers of visitors and residents to promote increased spending locally.

14. Promote economic development by engaging and encouraging new business, enabling existing business retention and expansion, and providing other incentives and opportunities.

GOAL #6: PROMOTE COMMUNITY PRIDE AND IMAGE

Initiative 6.1: Improve the visual appearance and livability of the City.

Target Actions:

1. Continue the campaign against littering (Keep Bakersfield Beautiful) 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 future community gardens, with identification of adequate financial resources and community support for long-term sustainability.

3. Continue to pursue an aggressive and proactive program to control and maintain the condition and appearance of abandoned homes and buildings and abate the presence of illegal tenants from such buildings.

4. Complete a new website for the City that allows Departments the ability to better disseminate information and the user the ability to more easily find information.

Initiative 6.2: Provide quality recreational facilities and programs.

Target Actions:

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. Complete design for Bakersfield Sports Village, Phase 3, and begin construction on the stadium fields and potential park areas. (Target Completion Date: Spring 2018).

3. Complete design for the Mesa Marin Sports Complex, Phase 2, and begin construction of 2 additional softball fields, restroom and playground. (Target Completion Date: 2018).

4. BegindesignofWilsonParkSprayPark(TargetCompletionforDesign:2014).

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280 Initiative 6.3 : 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:

1. For compliance with California Assembly Bill 341, provide outreach and education to roughly 2,000 businesses who are subject to the state’s Mandatory Commercial Recycling requirements, and provide commercial recycling services to those businesses who choose to comply.

2. For compliance with California Assembly Bill 1826, provide outreach and education to roughly 500 businesses who are subject to the state’s Commercial Organic Recycling requirements, and provide commercial food waste recycling services to those businesses who choose to comply.

3. For compliance with a new State Water Resources Control Board rule for compost facilities, develop a new technical plan and associated capital improvements required to manage water at the compost facility.

4. In response to the closure of the biomass power plant in Delano, expand composting operations about 50% in order to manage massive quantities of wood chips that used to be sold for biomass fuel.

GOAL #7: FISCAL SOLVENCY

Initiative 7.1: Provide for the prudent use of fiscal resources.

Target Actions:

1. Maintain constant awareness that unless pension cost increases under CalPers are brought under control that effectively, most other goals of the City will be difficult, if not impossible, to achieve.

2. To incorporate best practices from the private sector as an element of conducting business.

3. 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.

4. 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 and to take full advantage of any and all opportunities to reduce and eliminate unfunded liabilities.

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281 5. To budget conservatively by using one-time revenues for capital rather than operating costs, with streets being of particular importance.

6. To preserve General Fund revenues for core services of the City, such as public safety, streets, parks, and quality of life issues.

7. To respect the history of the City by keeping tax rates, fees and assessments as low as possible while still providing quality services.

8. Pursue technology that will cut costs, preserve staff time, and allow the City to utilize resources more efficiently while maintaining quality service levels.

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282 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.

• Maintain a comprehensive employee wellness program through review of best practices from public and private entities

• 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 and other technical advancements as they become available 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.

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283 • Work with the County to provide efficient government services for metropolitan area whichreducetheduplicationofpublicservices.

• Research, evaluate and implement emerging technologies which would enhance the provision of City services by making them more effective and efficient.

• Explore new or alternative funding mechanisms, including the pursuit of grant funding for constructing and staffing new programs and facilities.

• Continue to provide consistent urban services within the metropolitan area defined by the City’s General Plan.

• Adhere to City Statement of Water Resources Policy in preserving the quality and quantity of City‘s Kern River water supplies and water rights of the water resources available to the City.

• 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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284 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.

285 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.

286 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.

287 Investment Policy

The Investment Policy of the City of Bakersfield as adopted by Policy Resolution No. 1-1, is intended to provide guidelines for the prudent investment of the City of Bakersfield’s temporary idle cash, and outline the policies for maximizing the efficiency of the City’s cash management system.

It is the policy of the City to invest public funds in a manner which will provide safety of principal and at least a market rate of return while meeting the daily cash flow demands of the City. Investments will conform to all statutes governing the investment of public funds.

The primary goals of the investment policy are: x To assure compliance with all Federal, State and Local laws governing the investment of public funds under the control of the City Treasurer. x To maintain the principal value of financial assets and ensure ample liquidity to meet operating expenditures. x Within the constraints of safety and liquidity, and within the parameters of this Investment Policy generate a market rate of return.

The ultimate goal is to enhance the economic status of the City of Bakersfield while protecting the safety of its financial assets.

288 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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290 CITY OF BAKERSFIELD MISCELLANEOUS STATISTICS

DATE OF INCORPORATION 1898

CHARTER ADOPTED 1915

FORM OF GOVERNMENT COUNCIL-MANAGER

POPULATION (2015) 379,110

CITY EMPLOYEES/1,000 (2016) 4.00

AREA (2016) 150.53 sq. mi.

MILES OF STREETS (2015) 1,441

NUMBER OF TRAFFIC SIGNALS (2015) 419

MILES OF SANITARY SEWERS (2015) 1,072

NUMBER OF PARKS AND ACREAGE (2015) 59 PARKS (769 ac.)

Prepared by the City Manager’s Office

291 CITY OF BAKERSFIELD FISCAL YEAR 2017-18

City Square Miles

149.89 150 150.13 150.27 150.53 175 150 125 100 75 50 25

Square Miles 0 2012 2013 2014 2015 2016 End of Calendar Year

Annual Population Growth

379,110 400,000 354,480 360,633 367,315 369,505 350,000 300,000 250,000 200,000 150,000

Population 100,000 50,000 2012 2013 2014 2015 2016 End of Calendar Year

City Employees per 1,000 Population

5 4.16 4.15 4.18 4.15 4.01 4 3 2 1 Employees 0 2012 2013 2014 2015 2016 End of Calendar Year

292 CITY OF BAKERSFIELD FISCAL YEAR 2017-2018 Governmental Activities Tax Revenues by Source Last Six Fiscal Years

General Transient Business Utility Fiscal Property Sales and Occupancey License Franchise In-Lieu and Year Taxes Use Taxes Taxes Taxes Taxes Other Taxes Total Taxes 2010 $57,185,433 * $ 50,664,333 $ 6,493,702 $ 3,173,514 $ 9,288,614 ** $ 1,910,719 $ 128,716,315 2011 62,889,341 * 55,281,897 6,851,869 3,415,351 10,083,705 ** 728,715 139,250,878 2012 60,117,200 * 54,246,000 7,822,792 3,200,000 10,371,830 ** 900,000 136,657,822 2013 65,696,957 * 70,418,028 8,274,240 3,372,972 10,733,798 ** 1,034,119 159,530,114 2014 66,614,853 * 72,442,178 8,826,003 3,607,558 10,890,359 ** 988,423 163,369,374 2015 71,382,809 * 70,366,255 9,487,984 3,730,720 11,901,681 ** 1,177,810 168,047,259 2016 74,342,784 * 70,786,793 9,450,710 3,904,569 11,682,488 ** 1,176,713 171,344,057

Source: City of Bakersfield FY 2016 Comprehensive Annual Financial Report note: * Includes VLG Triple Flip tax revenue. ** Includes PG & E Utility Surcharge revenues

293 CITY OF BAKERSFIELD FISCAL YEAR 2017-2018 PRINCIPAL PROPERTY TAXPAYERS CURRENT YEAR AND NINE YEARS AGO

Assessed Assessed Valuation % of Total Valuation Taxpayer 2016 Rank AV 2015 Rank % of Total AV

Nestle Dreyers Ice Cream Company 224,297,480 1 1.10 % 188,177,076 1 0.75 % Valley Plaza Mall LP 148,582,342 2 0.73 % 128,293,385 3 0.51 % Chevron USA Inc. 73,761,595 6 0.36 % 158,823,063 2 0.63 % California Water Service Company 103,550,859 4 0.51 % 90,492,931 5 0.36 % Donahue Schriber Realty Group LLP - - % 75,293,750 8 0.30 % WalMart Stores Inc/Sam's Club - % 79,805,089 4 0.32 % DS Marketplace Bakersfield LLC 81,074,882 5 0.40 % - - %

294 Castle & Cook CA. Inc. 71,770,711 7 0.35 % 81,936,664 6 0.33 % State Farm Insurance Company 57,700,000 9 0.28 % - % Kaiser Foundation Health Plan Inc. - - % 71,272,259 7 0.28 % Centex Homes 50,285,642 10 0.25 % 10 - % Lsref2 Tractor Reo LLC - - % 55,639,909 10 0.22 % GSF Edgewater Investors LP 60,921,873 8 0.30 % 69,515,615 9 0.28 % Lennar Home of Cal INC 115,073,312 3 0.57 % - - % Total taxable assessed value of ten (10) largest taxpayers 987,018,696 4.85 % 999,249,741 3.98 % Total taxable assessed value of other taxpayers 19,332,093,382 95.15 % 24,161,741,121 96.09 % Total taxable assessed value of all taxpayers 20,319,112,078 100.00 % 25,160,990,862 100.07 %

Source: City of Bakersfield FY 2016 Comprehensive Annual Financial Report

The ten largest taxpayers comprise 4.85% of the City's 2015-16 overall taxable assessed value of $20.319 billion. CITY OF BAKERSFIELD FISCAL YEAR 2017-2018 ASSESSED VALUE AND ACTUAL VALUE OF TAXABLE PROPERTY LAST SIX FISCAL YEARS

Secured Less: Total Taxable Fiscal Residential Commercial Tax Exempt Assessed Year Property Property Other Unsecured Real Property Value

2010 $15,577,372 $ 4,030,198 $ 3,311,171 $ 878,216 $ 1,080,957 $22,716,000 2011 14,950,744 4,053,184 3,134,829 834,158 1,063,302 21,909,613 2012 14,521,636 3,832,880 3,245,619 850,899 1,104,081 21,346,953 2013 14,698,137 3,904,832 3,268,227 912,300 1,097,928 21,685,568 2014 15,592,995 4,010,392 3,575,805 791,531 1,186,061 22,784,662 2015 17,297,625 4,111,192 3,607,361 819,306 1,230,972 24,604,512 2016 18,495,838 4,238,653 3,749,127 835,424 1,321,877 25,997,165

Source: City of Bakersfield FY 2016 Comprehensive Annual Financial Report. Note: Amounts expressed in thousands 295 CITY OF BAKERSFIELD FISCAL YEAR 2017-2018 SALES TAX REVENUE PAYERS BY INDUSTRY(JUNE 30, 2016)

Number of Percentage Tax Percent of Category Filers of Total Liability Paid Total $

Department Stores 54 0.72 % 8,761,953 14.45 % New Car Dealers 22 0.29 % 9,331,208 15.39 % Service Stations 101 1.35 % 4,435,560 7.31 % Heavy Industrial Equipment & Misc. Machinery 195 2.60 % 2,275,283 3.75 % Eating/Drinking Places without Alcohol 407 5.43 % 3,517,548 5.80 % Eating/Drinking Places w/General on-sale Lic 357 4.76 % 3,418,772 5.64 %

296 Building Materials 18 0.24 % 2,446,955 4.04 % Grocery Stores w/General Liquir Lic 21 100 1.33 % 1,914,493 3.16 % Family Apparel 390 5.20 % 1,940,872 3.20 % Full Time Specialty Stores 827 11.03 % 1,786,994 2.95 % All Other 5029 67.05 % 20,810,453 34.31 %

Total 7500 100.00 % 60,640,091 100.00 %

Source: City of Bakersfield FY 2016 Comprehensive Annual Financial Report Note: Due to confidentiality issues, the names of the ten largest revenue payers are not available. The categories presented are inteded to provide alternative information regarding the City's revenues. The amounts shown are gross collections prior to refunds and collects of amounts due from prior year CITY OF BAKERSFIELD

DEMOGRAPHIC AND ECONOMIC STATISTICS LAST SIX FISCAL YEARS Education Level in Years of Per Capita Formal Elementary Estimated Personal (2) Personal Median Schooling (3) School Unemployment Fiscal Year Population (1) (millions) Income (2) Age (3) (4) Enrolment (5) Rate (%) (6)

2011 338,952 7,007 20,675 29.5 77.8 $ 27,590 15.3 % 2012 354,480 7,640 21,553 29.5 78.1 $ 21,411 10.5 % 2013 359,221 7,862 21,887 29.8 77.8 23,422 8.4 % 2014 367,315 8,074 21,980 30.0 78.2 24,012 7.9 %

297 2015 365,504 8,228 22,512 30.1 78.5 24,232 9.3 % 2016 379,110 8,532 22,505 30.2 79.7 $-9.1 %

Source: City of Bakersfield FY 2016 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.

1) US Dept of Commerce Bureau of Economic Analysis. As available, figures and estimates should be uesd for general purposes only. Estimates are revised periodically to include data that may not have been available at the time. Information is for Bakersfield Metropolitan area.

1) Us Census Bureau estimates as available for Bakersfield Metropolitan area.

1) This column shows the percent of the city population 25 years and older who are high school graduates or higher.

1) Ed-Data Education Data Partnership

1) State of California Employment Development Department (Data shown is for Kern County) CITY OF BAKERSFIELD

PROPERTY VALUE AND CONSTRUCTION LAST TEN FISCAL YEARS

Commercial Residential Other Total Construction Construction Construction Construction No. of No. of No. of Units Value Units Value Value Units Value

2008 153 78,506 1,922 296,788 - 2,075 480,004 2009 95 60,840 1,090 237,091 - 1,185 391,245 2010 83 62,088 1,097 232,275 - 1,180 381,031 2011 40 13,425 848 197,380 - 888 308,862 2012 40 41,482 422 92,313 - 462 215,779 2013 49 20,807 1,122 259,851 - 1,171 389,535 298 2014 69 15,710 1,336 312,569 - 1,405 485,303 2015 89 56,320 1,435 389,715 - 1,524 649,757 2016 70 49,806 1,391 384,819 377,510 1,461 812,135

Source: City of Bakersfield FY 2016 Comprehensive Annual Financial Report Note: Property Value reported in thousands CITY OF BAKERSFIELD

OPERATING INDICATORS BY FUNCTION Fiscal Year Ending Function 2012 2013 2014 2015 2016 2016 Police Physical arrests 17,023.00 29,623.00 32,158.00 37,246.00 24,254.00 19,965.00 Parking violations 5,433.00 5,433.00 6,620.00 10,499.00 6,183.00 4,083.00 Traffic violations 10,043.00 9,172.00 11,528.00 15,065.00 24,154.00 26,934.00

Fire Number of calls answered 27,392.00 28,870.00 31,164.00 32,898.00 35,117.00 35,747.00 Inspections 3,355.00 3,276.00 3,660.00 4,195.00 4,978.00 5,684.00

Highway and Streets Street resurfacing (miles) 83.00 129.00 127.00 116.00 119.00 79.00 299

Sanitation Refuse collected (tons/day) 111,500.00 108,200.00 111,420.00 110,125.00 102,500.00 102,800.00 Recyclables collected (tons/day) 42,000.00 48,215.00 53,350.00 55,500.00 78,500.00 79,100.00

Culture and Recreation Athletic field permits issued 5,685.00 10,156.00 9,287.00 9,625.00 9,046.00 8,054.00 Community center admissions 440,101.00 473,530.00 475,619.00 502,994.00 527,617.00 553,831.00

Water New connections 493.00 301.00 701.00 1,123.00 1,033.00 945.00 Water main breaks 7.00 10.00 14.00 4.00 5.00 4.00 Average daily consumption(fgd) 27,008.00 27,578.00 36,730.00 39,712.00 34,973.00 29,812.00

Wastewater Average daily sewage treatment(mgd) 32.30 31.28 32.13 30.00 29.90 28.70 CITY OF BAKERSFIELD

Capital Asset Statistics by Function

Fiscal Year Ending 2012 2013 2014 2015 2016 Land Area 149.80 150.01 150.18 150.18 150.97 Public safety Police Stations/Substations 4 4 3 3 3 Fire Stations 14 14 14 14 14 Sanitation Collection Trucks 57 55 57 57 - Highways and Streets Streets (miles) 1,409 1,424 1,441 1,441 1,553 Street lights 16,160 16,602 16,388 16,486 16,781 300 Traffic signals 394 402 410 419 420 Culture and Recreation Parks acreage 595 595 623 769 769 Parks 59 59 59 59 59 Swimming pools 4 4 4 4 4 Tennis courts 12 12 12 12 12 Community centers 3 3 3 3 3 Water Water mains (miles) 502 503 505 515 525 Fire hydrants 10,441 10,581 10,723 515 11,117 Sewers Sanitary sewers (miles) 1,061 1,061 1,063 1,072 1,076 Storm sewers (miles) 263 263 265 268 269 Maximum daily treatment capacity 57 57 57 57 57 CITY OF BAKERSFIELD FISCAL YEAR 2017-18 PERSONNEL COMPLEMENT BY DIVISION

Authorized Authorized Authorized Authorized Change Proposed Division FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 17-18

Mayor 1.00 1.00 1.00 1.00 0.00 1.00 Total Legislative 1.00 1.00 1.00 1.00 0.00 1.00

City Manager 7.00 7.00 7.00 7.00 0.00 7.00 City Clerk 8.00 8.00 8.00 7.00 0.00 7.00 Human Resources 10.00 10.00 10.00 10.00 0.00 10.00 Risk Management 3.00 3.00 3.00 3.00 0.00 3.00 Information Technology 30.00 31.00 38.00 37.00 0.00 37.00 Total Executive 58.00 59.00 66.00 64.00 0.00 64.00

Legal Council 10.00 10.00 10.00 10.00 0.00 10.00 Total City Attorney 10.00 10.00 10.00 10.00 0.00 10.00

Administration 5.00 5.00 5.00 5.00 0.00 5.00 Accounting and Reporting 15.00 15.00 15.00 15.00 0.00 15.00 Treasury 9.00 9.00 9.00 9.00 0.00 9.00 Purchasing 3.00 3.00 3.00 3.00 0.00 3.00 Total Financial Services 32.00 32.00 32.00 32.00 0.00 32.00

Administration 130.00 132.00 132.00 132.00 0.00 132.00 Operations 296.00 314.00 314.00 314.00 3.00 317.00 Investigations 92.00 96.00 97.00 97.00 0.00 97.00 Animal Control 10.00 9.00 9.00 9.00 0.00 9.00 Total Police Services 528.00 551.00 552.00 552.00 3.00 555.00

Administration 9.00 9.00 9.00 9.00 0.00 9.00 Fire Safety 15.00 16.00 16.00 16.00 0.00 16.00 Fire Suppression 174.00 174.00 174.00 174.00 0.00 174.00 Total Fire Services 198.00 199.00 199.00 199.00 0.00 199.00

301 CITY OF BAKERSFIELD FISCAL YEAR 2017-18 PERSONNEL COMPLEMENT BY DIVISION

Authorized Authorized Authorized Authorized Change Proposed Division FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 17-18

Administration 9.00 9.00 9.00 9.00 0.00 9.00 TRIP 5.00 5.00 5.00 5.00 0.00 5.00 Engineering 44.00 44.00 48.00 45.00 0.00 45.00 General Services 72.00 73.00 73.00 72.00 0.00 72.00 Streets 93.00 93.00 93.00 92.00 0.00 92.00 Equipment 55.00 56.00 48.00 48.00 0.00 48.00 Wastewater 38.00 40.00 40.00 40.00 0.00 40.00 Solid Waste 106.00 107.00 107.00 107.00 1.00 108.00 Total Public Works 422.00 427.00 423.00 418.00 1.00 419.00

Agricultural Water 23.00 23.00 23.00 24.00 0.00 24.00 Domestic Water 5.00 5.00 5.00 5.00 0.00 5.00 Total Water Resources 28.00 28.00 28.00 29.00 0.00 29.00

Rabobank Arena (a) 4.00 4.00 4.00 3.00 0.00 3.00 Convention & Visitors Bureau (b) 4.00 4.00 4.00 4.00 0.00 4.00 Total Rabobank Area/CVB 8.00 8.00 8.00 7.00 0.00 7.00

Administration 9.00 9.00 9.00 8.00 0.00 8.00 Parks 128.00 128.00 128.00 125.00 0.00 125.00 Recreation 12.00 13.00 13.00 13.00 0.00 13.00 Total Recreation & Parks 149.00 150.00 150.00 146.00 0.00 146.00

Planning 24.00 24.00 24.00 23.00 0.00 23.00 Building 37.00 41.00 41.00 40.00 0.00 40.00 Total Community Development 61.00 65.00 65.00 63.00 0.00 63.00

Total Personnel 1,495.00 1,530.00 1,534.00 1,521.00 4.00 1,525.00

Notes: (a) Remaining City employees that did not become employees of AEG. (b) CVB employees (all City employees) are now summarized with Rabobank Arena City Employees.

302 CITY OF BAKERSFIELD FISCAL YEAR 2017-18 SALARY SCHEDULE

Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 13060 BUILDING MAINTAINER I 010$ 14.43 $ 15.15 $ 15.91 $ 16.71 $ 17.55 13061 BUILDING MAINTAINER I T-STEP 705$ 10.15 $ - $ - $ - $ - 13068 BUILDING MAINTAINER I TEMP-T 705$ 10.15 $ - $ - $ - $ - 13069 BUILDING MAINTAINER I - TEMP 727$ 12.76 $ - $ - $ - $ - 13080 MAINTAINER - CGCC 030$ 15.82 $ 16.61 $ 17.45 $ 18.32 $ 19.23 13081 AUDITORIUM MAINTAINER I-T STEP 710$ 11.13 $ - $ - $ - $ - 13088 AUDITORIUM MAINTAINER I TEMP-T 710$ 11.13 $ - $ - $ - $ - 13089 AUDITORIUM MAINTAINER I-TEMP 735$ 15.75 $ - $ - $ - $ - 13090 MAINTAINER - CGCC 030$ 15.82 $ 16.61 $ 17.45 $ 18.32 $ 19.23 13100 BUILDING MAINTAINER II 030$ 15.82 $ 16.61 $ 17.45 $ 18.32 $ 19.23 13120 AUDITORIUM MAINTAINER II 050$ 17.37 $ 18.23 $ 19.14 $ 20.09 $ 21.10 13140 STREET MAINTAINER 050$ 17.37 $ 18.23 $ 19.14 $ 20.09 $ 21.10 13141 STREET MAINTAINER T-STEP 715$ 13.55 $ - $ - $ - $ - 13148 STREET MAINTAINER TEMP-T 715$ 13.55 $ - $ - $ - $ - 13149 STREET MAINTAINER-TEMP 742$ 17.28 $ - $ - $ - $ - 13170 LIGHT EQUIPMENT OPR - STREETS 094$ 20.02 $ 21.02 $ 22.07 $ 23.18 $ 24.33 13179 LT EQUIPMENT OPR-STREETS-TEMP 762$ 19.92 $ - $ - $ - $ - 13180 LIGHT EQUIPMENT OPR - PARKS 094$ 20.02 $ 21.02 $ 22.07 $ 23.18 $ 24.33 13190 LIGHT EQUIPMENT OPERATOR-WATER 094$ 20.02 $ 21.02 $ 22.07 $ 23.18 $ 24.33 13200 HEAVY EQUIPMENT OPR - STREETS 183$ 23.41 $ 24.57 $ 25.80 $ 27.10 $ 28.44 13210 HEAVY EQUIPMENT OPR - PARKS 183$ 23.41 $ 24.57 $ 25.80 $ 27.10 $ 28.44 13220 HEAVY EQUIP OPERATOR - WATER 183$ 23.41 $ 24.57 $ 25.80 $ 27.10 $ 28.44 13230 HEAVY EQUIP OPR-SW & RECYCLING 183$ 23.41 $ 24.57 $ 25.80 $ 27.10 $ 28.44 13240 HEAVY EQUIP OPR - WASTE WATER 183$ 23.41 $ 24.57 $ 25.80 $ 27.10 $ 28.44 13270 MOTOR SWEEPER OPERATOR 160$ 22.52 $ 23.65 $ 24.83 $ 26.06 $ 27.37 13300 PARK MAINTAINER 050$ 17.37 $ 18.23 $ 19.14 $ 20.09 $ 21.10 13301 PARK MAINTAINER-T STEP 715$ 13.55 $ - $ - $ - $ - 13308 PARK MAINTAINER TEMP-T 715$ 13.55 $ - $ - $ - $ - 13310 PARK SERVICES COORDINATOR 229$ 25.30 $ 26.58 $ 27.91 $ 29.33 $ 30.82 13320 PARK MAINTAINER II 090$ 19.54 $ 20.51 $ 21.53 $ 22.62 $ 23.74 13340 CANAL TENDER I 050$ 17.37 $ 18.23 $ 19.14 $ 20.09 $ 21.10 13341 CANAL TENDER I T STEP 715$ 13.55 $ - $ - $ - $ - 13348 CANAL TENDER I TEMP-T 715$ 13.55 $ - $ - $ - $ - 13349 CANAL TENDER I TEMP 742$ 17.28 $ - $ - $ - $ - 13350 CANAL TENDER II 090$ 19.54 $ 20.51 $ 21.53 $ 22.62 $ 23.74 13390 SANITATION WORKER I 050$ 17.37 $ 18.23 $ 19.14 $ 20.09 $ 21.10 13391 SANITATION WORKER I - T STEP 715$ 13.55 $ - $ - $ - $ - 13398 SANITATION WORKER I TEMP-T 715$ 13.55 $ - $ - $ - $ - 13420 SANITATION WORKER II 090$ 19.54 $ 20.51 $ 21.53 $ 22.62 $ 23.74 13429 SANITATION WORKER II-TEMP 760$ 17.96 $ - $ - $ - $ - 13430 SOLID WASTE EQUIPMENT OPERATOR 115$ 21.46 $ 22.53 $ 23.66 $ 24.84 $ 26.08 13439 SANITATION WORKER III TEMP 770$ 21.36 $ - $ - $ - $ - 13440 SEWER MAINTAINER I 050$ 17.37 $ 18.23 $ 19.14 $ 20.09 $ 21.10 13441 SEWER MAINTAINER I T-STEP 715$ 13.55 $ - $ - $ - $ - 13448 SEWER MAINTAINER I TEMP-T 715$ 13.55 $ - $ - $ - $ - 13449 SEWER MAINTAINER I - TEMP 742$ 17.28 $ - $ - $ - $ - 13460 SEWER MAINTAINER II 097$ 20.32 $ 21.33 $ 22.39 $ 23.52 $ 24.69 13470 SEWER MAINTAINER III 140$ 22.32 $ 23.43 $ 24.60 $ 25.83 $ 27.12 13480 UTILITY WORKER 030$ 15.82 $ 16.61 $ 17.45 $ 18.32 $ 19.23 13489 UTILITY WORKER-TEMP 735$ 15.75 $ - $ - $ - $ - 13490 LABORER 001$ 10.50 $ 11.03 $ 11.58 $ 12.16 $ 12.77 13499 LABORER - TEMP 840$ 10.50 $ - $ - $ - $ - 13500 FACILITY WORKER 010$ 14.43 $ 15.15 $ 15.91 $ 16.71 $ 17.55 13508 FACILITY WORKER - TEMP T 860$ 14.36 $ - $ - $ - $ - 13509 FACILITY WORKER - TEMP 860$ 14.36 $ - $ - $ - $ -

303 CITY OF BAKERSFIELD FISCAL YEAR 2017-18 SALARY SCHEDULE

Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 13510 WELDER I 200$ 23.61 $ 24.79 $ 26.03 $ 27.34 $ 28.71 13520 WELDER II 245$ 25.94 $ 27.24 $ 28.60 $ 30.03 $ 31.53 13580 MACHINIST 245$ 25.94 $ 27.24 $ 28.60 $ 30.03 $ 31.53 13610 TREE MAINTAINER I 050$ 17.37 $ 18.23 $ 19.14 $ 20.09 $ 21.10 13611 TREE MAINTAINER I-T STEP 715$ 13.55 $ - $ - $ - $ - 13618 TREE MAINTAINER I TEMP-T 715$ 13.55 $ - $ - $ - $ - 13620 TREE MAINTAINER II 097$ 20.32 $ 21.33 $ 22.39 $ 23.52 $ 24.69 13630 TREE MAINTAINER III 115$ 21.46 $ 22.53 $ 23.66 $ 24.84 $ 26.08 13640 SPRAY RIG OPR/PEST CONTROL ADV 105$ 20.51 $ 21.53 $ 22.61 $ 23.74 $ 24.93 13700 SERVICE MAINTENANCE WORKER 050$ 17.37 $ 18.23 $ 19.14 $ 20.09 $ 21.10 13701 SERVICE MAINTENANCE WORKER-T 715$ 13.55 $ - $ - $ - $ - 13708 SERVICE MAINTENANCE WKR-TEMP T 715$ 13.55 $ - $ - $ - $ - 13709 SERVICE MAINTENANCE WKR-TEMP 866$ 17.28 $ - $ - $ - $ - 14040 FLEET SERVICE WORKER I 050$ 17.37 $ 18.23 $ 19.14 $ 20.09 $ 21.10 14048 FLEET SERVICE WORKER TEMP-T 715$ 13.55 $ - $ - $ - $ - 14049 FLEET SERVICE WORKER TEMP 050$ 17.37 $ 18.23 $ 19.14 $ 20.09 $ 21.10 14050 FLEET SERVICE WORKER II 090$ 19.54 $ 20.51 $ 21.53 $ 22.62 $ 23.74 14060 FLEET SERVICE WORKER I 050$ 17.37 $ 18.23 $ 19.14 $ 20.09 $ 21.10 14061 FLEET SERVICE WORKER I T-STEP 715$ 13.55 $ - $ - $ - $ - 14068 FLEET SERVICE WORKER I-TEMP-T 715$ 13.55 $ - $ - $ - $ - 14069 FLEET SERVICE WORKER I - TEMP 742$ 17.28 $ - $ - $ - $ - 14080 TRAFFIC PAINTER I 050$ 17.37 $ 18.23 $ 19.14 $ 20.09 $ 21.10 14081 TRAFFIC PAINTER I T-STEP 715$ 13.55 $ - $ - $ - $ - 14088 TRAFFIC PAINTER I TEMP-T 715$ 13.55 $ - $ - $ - $ - 14089 TRAFFIC PAINTER I-TEMP 050$ 17.37 $ 18.23 $ 19.14 $ 20.09 $ 21.10 14100 ELECTRICAL TECHNICIAN II 263$ 27.08 $ 28.42 $ 29.85 $ 31.34 $ 32.91 14130 ELECTRICAL TECHNICIAN I 205$ 24.05 $ 25.26 $ 26.51 $ 27.83 $ 29.23 14139 ELECTRICAL ASSISTANT - TEMP 871$ 14.47 $ - $ - $ - $ - 14140 AIR CONDITIONING TECH I 200$ 23.61 $ 24.79 $ 26.03 $ 27.34 $ 28.71 14190 TRAFFIC PAINTER II 090$ 19.54 $ 20.51 $ 21.53 $ 22.62 $ 23.74 14200 MAINT CRAFTWORKER I 201$ 23.62 $ 24.80 $ 26.03 $ 27.34 $ 28.70 14210 AQUATICS MAINTENANCE TECH 201$ 23.62 $ 24.80 $ 26.03 $ 27.34 $ 28.70 14220 MAINTENANCE CRAFTWORKER II 229$ 25.30 $ 26.58 $ 27.91 $ 29.33 $ 30.82 14280 FLEET MECHANIC II 245$ 25.94 $ 27.24 $ 28.60 $ 30.03 $ 31.53 14290 WASTEWATER PLANT MECHANIC 245$ 25.94 $ 27.24 $ 28.60 $ 30.03 $ 31.53 14300 FLEET MECHANIC III 260$ 26.92 $ 28.28 $ 29.72 $ 31.21 $ 32.80 14320 MAINTENANCE MECHANIC 150$ 22.46 $ 23.59 $ 24.76 $ 26.00 $ 27.30 14330 FLEET MECHANIC I 110$ 21.43 $ 22.51 $ 23.62 $ 24.81 $ 26.06 14350 INDUSTRIAL WASTE INSPECTOR 165$ 23.00 $ 24.15 $ 25.36 $ 26.62 $ 27.96 14359 INDUSTRIAL WASTE INSPCTR -TEMP 165$ 23.00 $ 24.15 $ 25.36 $ 26.62 $ 27.96 14360 W W TREAT PLANT LAB TECH 165$ 23.00 $ 24.15 $ 25.36 $ 26.62 $ 27.96 14390 W W TREATMENT PLANT OPR I 065$ 19.06 $ 20.01 $ 21.00 $ 22.06 $ 23.16 14420 W W TREATMENT PLANT OPR II 115$ 21.46 $ 22.53 $ 23.66 $ 24.84 $ 26.08 14430 W W TREATMENT PLANT OPR III 229$ 25.30 $ 26.58 $ 27.91 $ 29.33 $ 30.82 14440 STAGE TECHNICIAN - CGCC 150$ 22.46 $ 23.59 $ 24.76 $ 26.00 $ 27.30 14450 SENIOR WW TREATMENT PLANT OPR 265$ 27.15 $ 28.51 $ 29.93 $ 31.43 $ 33.00 14460 FLEET SERVICE WORKER II 090$ 19.54 $ 20.51 $ 21.53 $ 22.62 $ 23.74 14470 TRADES MAINTENANCE WORKER 090$ 19.54 $ 20.51 $ 21.53 $ 22.62 $ 23.74 14471 TRADES ASSISTANT T-STEP 720$ 14.87 $ - $ - $ - $ - 14478 TRADES MAINT WORKER TEMP-T 720$ 14.87 $ - $ - $ - $ - 14479 TRADES MAINT WORKER - TEMP 877$ 19.44 $ - $ - $ - $ - 14480 TRADES ASSISTANT FIRE HYDRANT 090$ 19.54 $ 20.51 $ 21.53 $ 22.62 $ 23.74 14489 PLANT MAINTENANCE WORKER-TEMP 738$ 15.50 $ - $ - $ - $ - 15310 TRAFFIC SIGNAL TECHNICIAN 263$ 27.08 $ 28.42 $ 29.85 $ 31.34 $ 32.91 17190 TRAFFIC PAINTER III 115$ 21.46 $ 22.53 $ 23.66 $ 24.84 $ 26.08

304 CITY OF BAKERSFIELD FISCAL YEAR 2017-18 SALARY SCHEDULE

Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 17570 AIR CONDITIONING TECH II 230$ 25.31 $ 26.58 $ 27.91 $ 29.30 $ 30.76 20010 SENIOR KENNEL TECHNICIANS 010$ 14.43 $ 15.15 $ 15.91 $ 16.71 $ 17.55 21200 POLICE LAB TECHNICIAN 245$ 25.94 $ 27.24 $ 28.60 $ 30.03 $ 31.53 21300 POLICE LATENT PRINT EXAMINER 245$ 25.94 $ 27.24 $ 28.60 $ 30.03 $ 31.53 21400 POLICE COMPUTER FORENSIC EXAMI 245$ 25.94 $ 27.24 $ 28.60 $ 30.03 $ 31.53 21450 POLICE SERVICE TECHNICIAN 060$ 18.79 $ 19.73 $ 20.72 $ 21.76 $ 22.84 21459 POLICE SERVICE TECHNICIAN-TEMP 750$ 18.69 $ - $ - $ - $ - 21470 FIRE PREVENTION/ENVIRON OFFR 250$ 25.93 $ 27.23 $ 28.62 $ 30.07 $ 31.57 21479 FIRE INSPECTOR - TEMP 135$ 22.21 $ 23.32 $ 24.49 $ 25.72 $ 27.00 21480 FIRE PREVENTION INSP/PETROLEUM 135$ 22.21 $ 23.32 $ 24.49 $ 25.72 $ 27.00 21500 COMMUNITY RELATIONS SPECIALIST 092$ 19.72 $ 20.71 $ 21.75 $ 22.85 $ 23.98 21509 COMMUNITY REL SPECIALIST-TEMP 761$ 19.63 $ - $ - $ - $ - 21510 GENERAL SERVICES COORDINATOR 115$ 21.46 $ 22.53 $ 23.66 $ 24.84 $ 26.08 21600 CRIME ANALYST 210$ 24.68 $ 25.93 $ 27.23 $ 28.62 $ 30.07 22010 ADMINISTRATIVE ASSISTANT I 180$ 23.15 $ 24.31 $ 25.53 $ 26.80 $ 28.14 22019 ADMINISTRATIVE ASSISTANT I-TEM 780$ 23.03 $ - $ - $ - $ - 22020 ADMINISTRATIVE ASSISTANT II 215$ 24.81 $ 26.06 $ 27.35 $ 28.72 $ 30.16 22130 FLEET SERVICES SYSTEMS ANALYST 145$ 22.43 $ 23.55 $ 24.73 $ 25.97 $ 27.27 24340 PARTS & INVENTORY SPECIALIST 050$ 17.37 $ 18.23 $ 19.14 $ 20.09 $ 21.10 24349 PARTS & INVENTORY SPEC - TEMP 869$ 17.28 $ - $ - $ - $ - 24350 INDUSTRIAL WASTE INSPECTOR 210$ 24.68 $ 25.93 $ 27.23 $ 28.62 $ 30.07 24359 INDUSTRIAL WASTE INSPCTR-TEMP 782$ 24.56 $ - $ - $ - $ - 24440 PARK TECHNICIAN 265$ 27.15 $ 28.51 $ 29.93 $ 31.43 $ 33.00 24500 PARK SERVICES TECHNICIAN 145$ 22.43 $ 23.55 $ 24.73 $ 25.97 $ 27.27 25000 GIS TECHNICIAN 097$ 20.32 $ 21.33 $ 22.39 $ 23.52 $ 24.69 25009 GIS TECHNICIAN - TEMP 882$ 20.62 $ - $ - $ - $ - 25010 MARKETING & EVENTS SPECIALIST 235$ 25.64 $ 26.92 $ 28.26 $ 29.67 $ 31.16 25020 DEVELOPMENT SPECIALIST 150$ 22.46 $ 23.59 $ 24.76 $ 26.00 $ 27.30 25030 COMMUNITY DEVELOPMENT TECH 210$ 24.68 $ 25.93 $ 27.23 $ 28.62 $ 30.07 25039 PLANNING TECHNICIAN - TEMP 781$ 23.43 $ - $ - $ - $ - 25040 ASSOCIATE PLANNER I 235$ 25.64 $ 26.92 $ 28.26 $ 29.67 $ 31.16 25049 ASSISTANT PLANNER - TEMP 787$ 25.51 $ - $ - $ - $ - 25050 WEBMASTER 220$ 24.89 $ 26.13 $ 27.43 $ 28.80 $ 30.25 25060 DEVELOPMENT ASSOCIATE 360$ 32.22 $ 33.83 $ 35.52 $ 37.30 $ 39.17 25069 DEVELOPMENT ASSOCIATE - TEMP 798$ 32.06 $ - $ - $ - $ - 25070 DEVELOPMENT ASSISTANT 235$ 25.64 $ 26.92 $ 28.26 $ 29.67 $ 31.16 25080 HELP DESK SPECIALIST 085$ 19.50 $ 20.48 $ 21.50 $ 22.58 $ 23.71 25089 OFFICE SYSTEMS SUPP ASST-TEMP 757$ 17.93 $ - $ - $ - $ - 25090 PROGRAMMER ANALYST 290$ 27.81 $ 29.20 $ 30.66 $ 32.19 $ 33.80 25099 PROGRAMMER ANALYST - TEMP 884$ 27.67 $ - $ - $ - $ - 25100 NETWORK SYSTEMS ANALYST 220$ 24.89 $ 26.13 $ 27.43 $ 28.80 $ 30.25 25110 NETWORK SYSTEMS TECHNICIAN 130$ 22.05 $ 23.15 $ 24.31 $ 25.52 $ 26.80 25119 NETWORK SYSTEMS TECH - TEMP 776$ 21.94 $ - $ - $ - $ - 25120 ENGINEER I 315$ 29.88 $ 31.38 $ 32.95 $ 34.60 $ 36.33 25129 ENGINEER I - TEMP 797$ 29.74 $ - $ - $ - $ - 25130 NETWORK SYSTEMS ENGINEER 297$ 28.65 $ 30.09 $ 31.61 $ 33.22 $ 34.90 25139 SENIOR OFFICE SYS ANALYST-TEMP 792$ 25.22 $ - $ - $ - $ - 25140 GIS ANALYST 280$ 27.01 $ 28.36 $ 29.78 $ 31.27 $ 32.83 25150 ENGINEER II 375$ 34.37 $ 36.09 $ 37.89 $ 39.79 $ 41.77 25159 ENGINEER II - TEMP 799$ 34.20 $ - $ - $ - $ - 25160 SENIOR SALES REPRESENTATIVE 235$ 25.64 $ 26.92 $ 28.26 $ 29.67 $ 31.16 25180 ENGINEERING AIDE I 050$ 17.37 $ 18.23 $ 19.14 $ 20.09 $ 21.10 25189 ENGINEERING AIDE I - TEMP 742$ 17.28 $ - $ - $ - $ - 25200 COMPUTER DRAFTING TECH I 115$ 21.46 $ 22.53 $ 23.66 $ 24.84 $ 26.08 25209 COMPUTER DRAFTING TECH I-TEMP 770$ 21.36 $ - $ - $ - $ -

305 CITY OF BAKERSFIELD FISCAL YEAR 2017-18 SALARY SCHEDULE

Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 25210 ENGINEERING AIDE II 090$ 19.54 $ 20.51 $ 21.53 $ 22.62 $ 23.74 25220 ENGINEERING AIDE III 115$ 21.46 $ 22.53 $ 23.66 $ 24.84 $ 26.08 25230 GRAPHICS TECHNICIAN 150$ 22.46 $ 23.59 $ 24.76 $ 26.00 $ 27.30 25240 COMPUTER DRAFTING TECH II 225$ 25.15 $ 26.41 $ 27.73 $ 29.12 $ 30.57 25250 CONSTRUCTION INSPECTOR I 210$ 24.68 $ 25.93 $ 27.23 $ 28.62 $ 30.07 25259 CONSTRUCTION INSPECTOR I-TEMP 782$ 24.56 $ - $ - $ - $ - 25260 CONSTRUCTION INSPECTOR II 295$ 28.51 $ 29.93 $ 31.43 $ 33.01 $ 34.66 25270 ENGINEERING TECHNICIAN I 265$ 27.15 $ 28.51 $ 29.93 $ 31.43 $ 33.00 25280 SURVEY PARTY CHIEF I 210$ 24.68 $ 25.93 $ 27.23 $ 28.62 $ 30.07 25290 TRAFFIC OPERATIONS TECHNICIAN 263$ 27.08 $ 28.42 $ 29.85 $ 31.34 $ 32.91 25300 SURVEY PARTY CHIEF II 265$ 27.15 $ 28.51 $ 29.93 $ 31.43 $ 33.00 26000 REAL PROPERTY AGENT I 235$ 25.64 $ 26.92 $ 28.26 $ 29.67 $ 31.16 26010 REAL PROPERTY AGENT II 360$ 32.22 $ 33.83 $ 35.52 $ 37.30 $ 39.17 26020 RECREATION SPECIALIST 180$ 23.15 $ 24.31 $ 25.53 $ 26.80 $ 28.14 26030 ACCOUNTANT I 180$ 23.15 $ 24.31 $ 25.53 $ 26.80 $ 28.14 26039 ACCOUNTANT I - TEMP 780$ 23.03 $ - $ - $ - $ - 26040 ADMINISTRATIVE ANALYST I 235$ 25.64 $ 26.92 $ 28.26 $ 29.67 $ 31.16 26049 ADMINISTRATIVE ANALYST I-TEMP 787$ 25.51 $ - $ - $ - $ - 26050 ACCOUNTING CLERK I 030$ 15.82 $ 16.61 $ 17.45 $ 18.32 $ 19.23 26059 ACCOUNTING CLERK I - TEMP 735$ 15.75 $ - $ - $ - $ - 26060 ACCOUNTING CLERK II 055$ 17.49 $ 18.36 $ 19.28 $ 20.24 $ 21.26 26069 ACCOUNTING CLERK II - TEMP 745$ 17.40 $ - $ - $ - $ - 26070 ACCOUNTING CLERK II - CGCC 055$ 17.49 $ 18.36 $ 19.28 $ 20.24 $ 21.26 26080 FINANCIAL INVESTIGATOR 070$ 19.21 $ 20.18 $ 21.19 $ 22.24 $ 23.35 26090 PAYROLL TECHNICIAN 070$ 19.21 $ 20.18 $ 21.19 $ 22.24 $ 23.35 26100 FINANCIAL INVESTIGATOR II 180$ 23.15 $ 24.31 $ 25.53 $ 26.80 $ 28.14 26110 ADMINISTRATIVE ANALYST II 285$ 27.43 $ 28.82 $ 30.28 $ 31.81 $ 33.42 26120 CASHIER-RECEPTIONIST 015$ 15.11 $ 15.87 $ 16.66 $ 17.49 $ 18.37 26129 CASHIER-RECEPTIONIST-TEMP 730$ 13.35 $ - $ - $ - $ - 26140 MICROGRAPHIC TECHNICIAN 025$ 15.61 $ 16.39 $ 17.22 $ 18.07 $ 18.98 26170 DATA ENTRY CLERK 030$ 15.82 $ 16.61 $ 17.45 $ 18.32 $ 19.23 26179 DATA ENTRY CLERK - TEMP 735$ 15.75 $ - $ - $ - $ - 26180 CLERK STENO I 015$ 15.11 $ 15.87 $ 16.66 $ 17.49 $ 18.37 26210 CLERK STENO II 035$ 16.35 $ 17.16 $ 18.02 $ 18.93 $ 19.87 26220 CLERK TYPIST I 005$ 13.78 $ 14.48 $ 15.19 $ 15.96 $ 16.76 26221 CLERK TYPIST I - T-STEP 700$ 10.75 $ - $ - $ - $ - 26228 CLERK TYPIST I - TEMP T-STEP 700$ 10.75 $ - $ - $ - $ - 26229 CLERK TYPIST I - TEMP 725$ 13.72 $ - $ - $ - $ - 26230 CLERK TYPIST II 025$ 15.61 $ 16.39 $ 17.22 $ 18.07 $ 18.98 26239 CLERK TYPIST II - TEMP 732$ 15.53 $ - $ - $ - $ - 26250 TRANSCRIBING TYPIST 040$ 16.64 $ 17.47 $ 18.35 $ 19.26 $ 20.23 26259 TRANSCRIBING TYPIST-TEMP 737$ 16.56 $ - $ - $ - $ - 26260 FIRE DISPATCHER I 045$ 17.67 $ 18.55 $ 19.49 $ 20.46 $ 21.48 26269 FIRE DISPATCHER I - TEMP 740$ 17.59 $ - $ - $ - $ - 26290 FIRE DISPATCHER II 076$ 19.62 $ 20.61 $ 21.64 $ 22.72 $ 23.85 26299 FIRE DISPATCHER II - TEMP 756$ 19.52 $ - $ - $ - $ - 26300 LEGAL SEC - MUNICIPAL LAW 095$ 20.17 $ 21.18 $ 22.25 $ 23.35 $ 24.51 26310 LEGAL SECRETARY 095$ 20.17 $ 21.18 $ 22.25 $ 23.35 $ 24.51 26319 LEGAL SECRETARY - TEMP 765$ 20.08 $ - $ - $ - $ - 26350 DEPUTY CITY CLERK 070$ 19.21 $ 20.18 $ 21.19 $ 22.24 $ 23.35 26360 RECREATION COORDINATOR 060$ 18.79 $ 19.73 $ 20.72 $ 21.76 $ 22.84 26370 POLICE DISPATCHER I 075$ 19.23 $ 20.20 $ 21.21 $ 22.27 $ 23.39 26379 POLICE DISPATCHER I - TEMP 755$ 19.14 $ - $ - $ - $ - 26380 POLICE DISPATCHER II 100$ 20.46 $ 21.49 $ 22.56 $ 23.69 $ 24.88 26389 POLICE DISPATCHER II - TEMP 767$ 20.36 $ - $ - $ - $ -

306 CITY OF BAKERSFIELD FISCAL YEAR 2017-18 SALARY SCHEDULE

Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 26390 REVENUE PROGRAM AIDE 065$ 19.06 $ 20.01 $ 21.00 $ 22.06 $ 23.16 26400 HUMAN RESOURCES TECHNICIAN 215$ 24.81 $ 26.06 $ 27.35 $ 28.72 $ 30.16 26409 HUMAN RESOURCES TECH - TEMP 785$ 24.69 $ - $ - $ - $ - 26410 PARK & LANDSCAPE DESIGNER 350$ 31.69 $ 33.27 $ 34.94 $ 36.68 $ 38.52 26420 RECEPTIONIST 015$ 15.11 $ 15.87 $ 16.66 $ 17.49 $ 18.37 26430 ADMINISTRATIVE TECHNICIAN 215$ 24.81 $ 26.06 $ 27.35 $ 28.72 $ 30.16 26440 HUMAN RESOURCES CLERK 070$ 19.21 $ 20.18 $ 21.19 $ 22.24 $ 23.35 26450 SECRETARY I 055$ 17.49 $ 18.36 $ 19.28 $ 20.24 $ 21.26 26459 SECRETARY I - TEMP 745$ 17.40 $ - $ - $ - $ - 26460 SENIOR POLICE RECORDS CLERK 070$ 19.21 $ 20.18 $ 21.19 $ 22.24 $ 23.35 26470 BENEFITS TECHNICIAN 285$ 27.43 $ 28.82 $ 30.28 $ 31.81 $ 33.42 26490 SECRETARY II 070$ 19.21 $ 20.18 $ 21.19 $ 22.24 $ 23.35 26499 SECRETARY II - TEMP 752$ 19.12 $ - $ - $ - $ - 26500 SECRETARY II - CGCC 070$ 19.21 $ 20.18 $ 21.19 $ 22.24 $ 23.35 27000 HUMAN RESOURCES ANALYST II 315$ 29.88 $ 31.38 $ 32.95 $ 34.60 $ 36.33 27010 HUMAN RESOURCES ANALYST I 235$ 25.64 $ 26.92 $ 28.26 $ 29.67 $ 31.16 27019 HUMAN RESOURCES ANALYST I TEMP 787$ 25.51 $ - $ - $ - $ - 27020 PLAN CHECKER-ELECTRICAL SPEC 325$ 30.91 $ 32.47 $ 34.11 $ 35.85 $ 37.65 27029 PLAN CHECKER - TEMP 794$ 30.76 $ - $ - $ - $ - 27030 PLAN CHECKER-PLUMB & MECH SPEC 325$ 30.91 $ 32.47 $ 34.11 $ 35.85 $ 37.65 27040 FIRE PLANS EXAMINER 325$ 30.91 $ 32.47 $ 34.11 $ 35.85 $ 37.65 27050 PLAN CHECKER-RESIDENTIAL SPEC 325$ 30.91 $ 32.47 $ 34.11 $ 35.85 $ 37.65 27060 ASSOCIATE PLANNER II 360$ 32.22 $ 33.83 $ 35.52 $ 37.30 $ 39.17 27069 ASSOCIATE PLANNER - TEMP 798$ 32.06 $ - $ - $ - $ - 27070 ASSOCIATE PLANNER-COMM DEV 360$ 32.22 $ 33.83 $ 35.52 $ 37.30 $ 39.17 27080 BLDG INSPECTOR II 265$ 27.15 $ 28.51 $ 29.93 $ 31.43 $ 33.00 27089 BLDG INSPECTOR II - TEMP 790$ 27.01 $ - $ - $ - $ - 27100 REHABILITATION SPECIALIST 265$ 27.15 $ 28.51 $ 29.93 $ 31.43 $ 33.00 27140 BLDG INSPECTOR I 210$ 24.68 $ 25.93 $ 27.23 $ 28.62 $ 30.07 27149 BLDG INSPECTOR I - TEMP 782$ 24.56 $ - $ - $ - $ - 27160 BUILDING PERMIT TECHNICIAN 210$ 24.68 $ 25.93 $ 27.23 $ 28.62 $ 30.07 27169 BUILDING PERMIT TECH - TEMP 782$ 24.56 $ - $ - $ - $ - 27200 ANIMAL CONTROL OFFICER 010$ 14.43 $ 15.15 $ 15.91 $ 16.71 $ 17.55 27205 SENIOR ANIMAL CONTROL OFFICER 040$ 16.64 $ 17.47 $ 18.35 $ 19.26 $ 20.23 27209 ANIMAL CONTROL OFFICER - TEMP 860$ 14.36 $ - $ - $ - $ - 27230 HAZARDOUS MATERIALS SPECIALIST 325$ 30.91 $ 32.47 $ 34.11 $ 35.85 $ 37.65 27240 ASST CODE ENFORCEMENT OFFICER 060$ 18.79 $ 19.73 $ 20.72 $ 21.76 $ 22.84 27250 CODE ENFORCEMENT OFFR I 250$ 25.93 $ 27.23 $ 28.62 $ 30.07 $ 31.57 27259 CODE ENFORCEMENT OFFR I - TEMP 788$ 25.80 $ - $ - $ - $ - 27260 CODE ENFORCEMENT OFFR II 295$ 28.51 $ 29.93 $ 31.43 $ 33.01 $ 34.66 27269 CODE ENFORCEMENT OFFR II-TEMP 793$ 28.37 $ - $ - $ - $ - 27340 SENIOR PROPERTY TECHNICIAN 150$ 22.46 $ 23.59 $ 24.76 $ 26.00 $ 27.30 27360 AUDIO VISUAL SPECIALIST 150$ 22.46 $ 23.59 $ 24.76 $ 26.00 $ 27.30 27370 COMMUNICATIONS TECHNICIAN I 210$ 24.68 $ 25.93 $ 27.23 $ 28.62 $ 30.07 27379 COMMUNICATIONS TECH I - TEMP 782$ 24.56 $ - $ - $ - $ - 27380 COMMUNICATIONS TECHNICIAN II 300$ 29.16 $ 30.61 $ 32.15 $ 33.75 $ 35.44 27389 COMMUNICATIONS TECH II - TEMP 795$ 29.02 $ - $ - $ - $ - 27510 PUBLIC/FIRE SAFTETY EDUC SPEC 180$ 23.15 $ 24.31 $ 25.53 $ 26.80 $ 28.14 27520 BUYER I 060$ 18.79 $ 19.73 $ 20.72 $ 21.76 $ 22.84 27540 BUYER II 180$ 23.15 $ 24.31 $ 25.53 $ 26.80 $ 28.14 28010 ADMINISTRATIVE AIDE 180$ 23.15 $ 24.31 $ 25.53 $ 26.80 $ 28.14 32150 FIRE ENGINEER - DAYS F30$ 31.38 $ 32.98 $ 34.63 $ 36.39 $ 38.24 32152 FIRE ENGINEER - SUPPRESSION F15$ 22.41 $ 23.55 $ 24.73 $ 25.99 $ 27.31 32200 FIREFIGHTER - DAYS F25$ 28.13 $ 29.57 $ 31.07 $ 32.64 $ 34.29 32202 FIREFIGHTER - SUPPRESSION F10$ 20.31 $ 21.33 $ 22.41 $ 23.54 $ 24.73

307 CITY OF BAKERSFIELD FISCAL YEAR 2017-18 SALARY SCHEDULE

Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 32260 FIREFIGHTER TRAINEE - DAYS F01$ 19.10 $ - $ - $ - $ - 32262 FIREFIGHTER TRAINEE - SUPPRESS F05$ 16.26 $ 17.09 $ 17.95 $ 18.85 $ 19.83 41040 DETECTIVE P25$ 32.82 $ 34.48 $ 36.23 $ 38.07 $ 39.99 41049 DETECTIVE - TEMP P25$ 32.82 $ 34.48 $ 36.23 $ 38.07 $ 39.99 41060 TRAINING OFFICER P25$ 32.82 $ 34.48 $ 36.23 $ 38.07 $ 39.99 41150 FEMALE INVESTIGATOR III P20$ 31.14 $ 32.72 $ 34.37 $ 36.11 $ 37.94 41170 SENIOR POLICE LAB TECHNICIAN P20$ 31.14 $ 32.72 $ 34.37 $ 36.11 $ 37.94 41250 POLICE OFFICER P10$ 28.36 $ 29.79 $ 31.29 $ 32.88 $ 34.54 41260 FEMALE INVESTIGATOR I P10$ 28.36 $ 29.79 $ 31.29 $ 32.88 $ 34.54 41270 SENIOR POLICE OFFICER P15$ 29.79 $ 31.29 $ 32.88 $ 34.54 $ 36.29 41300 FEMALE INVESTIGATOR II P15$ 29.79 $ 31.29 $ 32.88 $ 34.54 $ 36.29 41430 POLICE TRAINEE P05$ 22.65 $ 23.78 $ 24.97 $ 26.22 $ 27.53 51300 POLICE CRIME LAB SUPERVISOR G30$ 32.14 $ 33.74 $ 35.43 $ 37.20 $ 39.06 51440 POLICE COMMUNITY RELATIONS SPV G45$ 35.45 $ 37.22 $ 39.08 $ 41.04 $ 43.09 52080 LAW OFFICE ADMINISTRATOR G10$ 24.39 $ 25.61 $ 26.90 $ 28.24 $ 29.65 52100 OFFICE ADM-PUBLIC RELATIONS G25$ 30.25 $ 31.76 $ 33.35 $ 35.02 $ 36.77 55300 ENGINEERING TECHNICIAN II G40$ 34.76 $ 36.50 $ 38.33 $ 40.24 $ 42.26 55470 SUPERVISOR-SURVEY OPERATIONS G35$ 32.94 $ 34.59 $ 36.32 $ 38.14 $ 40.04 56100 SENIOR REAL PROPERTY AGENT G40$ 34.76 $ 36.50 $ 38.33 $ 40.24 $ 42.26 56130 ADMINISTRATIVE ANALYST III G30$ 32.14 $ 33.74 $ 35.43 $ 37.20 $ 39.06 56990 HYDROGRAPHIC SUPERVISOR G45$ 35.45 $ 37.22 $ 39.08 $ 41.04 $ 43.09 57000 EVENTS SUPERVISOR G15$ 27.39 $ 28.76 $ 30.20 $ 31.72 $ 33.30 57010 SPECIAL EVENTS MGR - RABOBANK G55$ 39.88 $ 41.88 $ 43.97 $ 46.17 $ 48.48 57020 HUMAN RESOURCES SUPERVISOR G45$ 35.45 $ 37.22 $ 39.08 $ 41.04 $ 43.09 57070 REVENUE PROGRAM SUPERVISOR G15$ 27.39 $ 28.76 $ 30.20 $ 31.72 $ 33.30 57080 SUPERVISOR I - CGCC G15$ 27.39 $ 28.76 $ 30.20 $ 31.72 $ 33.30 57090 BOX OFFICE SUPERVISOR G15$ 27.39 $ 28.76 $ 30.20 $ 31.72 $ 33.30 57100 BOX OFFICE MANAGER - CGCC G15$ 27.39 $ 28.76 $ 30.20 $ 31.72 $ 33.30 57110 SUPERVISOR I G15$ 27.39 $ 28.76 $ 30.20 $ 31.72 $ 33.30 57119 SUPERVISOR I - TEMP 600$ 27.26 $ - $ - $ - $ - 57120 SUPERVISOR II G30$ 32.14 $ 33.74 $ 35.43 $ 37.20 $ 39.06 57130 APPLICATIONS SYSTEMS SUPV G38$ 34.28 $ 36.00 $ 37.80 $ 39.69 $ 41.68 57140 GIS SUPERVISOR G32$ 32.67 $ 34.31 $ 36.02 $ 37.83 $ 39.72 57150 ASSISTANT SUPERINTENDENT G45$ 35.45 $ 37.22 $ 39.08 $ 41.04 $ 43.09 57160 INFORMATION TECHNOLOGY SUPV G25$ 30.25 $ 31.76 $ 33.35 $ 35.02 $ 36.77 57170 WATER SUPERVISOR II G30$ 32.14 $ 33.74 $ 35.43 $ 37.20 $ 39.06 57180 ANIMAL CONTROL SUPERVISOR G30$ 32.14 $ 33.74 $ 35.43 $ 37.20 $ 39.06 57200 HAZARDOUS MATERIALS COORD G45$ 35.45 $ 37.22 $ 39.08 $ 41.04 $ 43.09 57210 SUPERVISOR I - RECREATION G15$ 27.39 $ 28.76 $ 30.20 $ 31.72 $ 33.30 57220 SUPERVISOR II - RECYCLING G30$ 32.14 $ 33.74 $ 35.43 $ 37.20 $ 39.06 57260 CODE ENFORCEMENT OFFR III G40$ 34.76 $ 36.50 $ 38.33 $ 40.24 $ 42.26 57270 CHIEF CODE ENFORCEMENT OFFICER G52$ 37.65 $ 39.53 $ 41.51 $ 43.59 $ 45.77 57350 PROPERTY ROOM SUPERVISOR G20$ 28.20 $ 29.61 $ 31.09 $ 32.64 $ 34.28 57400 AUDITORIUM STAGE MANAGER G25$ 30.25 $ 31.76 $ 33.35 $ 35.02 $ 36.77 57410 STAGE MANAGER - CGCC G25$ 30.25 $ 31.76 $ 33.35 $ 35.02 $ 36.77 57440 ASSISTANT CITY CLERK G25$ 30.25 $ 31.76 $ 33.35 $ 35.02 $ 36.77 57450 WATER SUPERVISOR I G15$ 27.39 $ 28.76 $ 30.20 $ 31.72 $ 33.30 57460 SUPERVISOR I - TREES G15$ 27.39 $ 28.76 $ 30.20 $ 31.72 $ 33.30 57500 URBAN FORESTER G45$ 35.45 $ 37.22 $ 39.08 $ 41.04 $ 43.09 57710 SUPERVISOR III - WASTEWATER G45$ 35.45 $ 37.22 $ 39.08 $ 41.04 $ 43.09 57830 SUPERVISOR II - RECREATION G30$ 32.14 $ 33.74 $ 35.43 $ 37.20 $ 39.06 57840 SUPV II-W W PRETREAT REV PROG G30$ 32.14 $ 33.74 $ 35.43 $ 37.20 $ 39.06 57850 SUPERVISOR II - WASTEWATER G30$ 32.14 $ 33.74 $ 35.43 $ 37.20 $ 39.06 57880 BUSINESS MANAGER G45$ 35.45 $ 37.22 $ 39.08 $ 41.04 $ 43.09 57900 COMMUNICATIONS ENGINEER G45$ 35.45 $ 37.22 $ 39.08 $ 41.04 $ 43.09

308 CITY OF BAKERSFIELD FISCAL YEAR 2017-18 SALARY SCHEDULE

Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 57910 RECORDS SUPERVISOR G45$ 35.45 $ 37.22 $ 39.08 $ 41.04 $ 43.09 57950 ACCOUNTANT II G23$ 29.88 $ 31.38 $ 32.95 $ 34.60 $ 36.33 57960 ACCOUNTING SUPERVISOR G45$ 35.45 $ 37.22 $ 39.08 $ 41.04 $ 43.09 58110 INTERNAL AUDITOR G45$ 35.45 $ 37.22 $ 39.08 $ 41.04 $ 43.09 58200 DIRECTOR OF ENVIRONMENTAL SVS G60$ 40.68 $ 42.72 $ 44.86 $ 47.10 $ 49.46 58300 ENGINEER III - WASTEWATER G60$ 40.68 $ 42.72 $ 44.86 $ 47.10 $ 49.46 58360 CIVIL ENGINEER III G60$ 40.68 $ 42.72 $ 44.86 $ 47.10 $ 49.46 58369 CIVIL ENGINEER III - TEMP 620$ 40.48 $ - $ - $ - $ - 58600 BLDG INSPECTOR III G40$ 34.76 $ 36.50 $ 38.33 $ 40.24 $ 42.26 58609 BUILDING INSPECTOR III - TEMP 610$ 34.58 $ - $ - $ - $ - 58610 BLDG INSPECTOR III - ELEC SPEC G40$ 34.76 $ 36.50 $ 38.33 $ 40.24 $ 42.26 58620 BLDG INSP III - PLMBG & MECH G40$ 34.76 $ 36.50 $ 38.33 $ 40.24 $ 42.26 59020 AIRPORT SUPERVISOR G30$ 32.14 $ 33.74 $ 35.43 $ 37.20 $ 39.06 59700 SPECIAL PROJECTS MANAGER G55$ 39.88 $ 41.88 $ 43.97 $ 46.17 $ 48.48 59710 PUBLIC INFORMATION OFFICER G30$ 32.14 $ 33.74 $ 35.43 $ 37.20 $ 39.06 59800 PARK CONSTRUCTION & FAC PLNR G55$ 39.88 $ 41.88 $ 43.97 $ 46.17 $ 48.48 59880 SUPERVISING FIRE DISPATCHER G05$ 22.96 $ 24.11 $ 25.32 $ 26.59 $ 27.92 59890 PRINCIPAL PLANNER G55$ 39.88 $ 41.88 $ 43.97 $ 46.17 $ 48.48 59899 PRINCIPAL PLANNER - TEMP 615$ 39.69 $ - $ - $ - $ - 59920 PURCHASING OFFICER G45$ 35.45 $ 37.22 $ 39.08 $ 41.04 $ 43.09 59950 COMMUNICATIONS CENTER SUPV N15$ 27.70 $ 29.09 $ 30.54 $ 32.07 $ 33.67 59970 COMMUNICATIONS OPERATIONS SUPV N45$ 35.85 $ 37.64 $ 39.52 $ 41.50 $ 43.57 67180 FIRE CAPTAIN - DAYS F55$ 37.49 $ 39.39 $ 41.37 $ 43.47 $ 45.67 67182 FIRE CAPTAIN - SUPPRESSION F50$ 26.78 $ 28.14 $ 29.55 $ 31.06 $ 32.63 68130 FIRE BATT CHIEF-DAYS F65$ 46.97 $ 49.32 $ 51.79 $ 54.38 $ 57.10 68132 FIRE BATT CHIEF-SUPPRESS F60$ 33.55 $ 35.23 $ 36.99 $ 38.84 $ 40.78 68440 FIRE MARSHAL/TRAINING OFFICER F70$ 49.27 $ 51.74 $ 54.32 $ 57.04 $ 59.89 77360 POLICE SERGEANT P55$ 40.11 $ 42.11 $ 44.22 $ 46.43 $ 48.76 79950 COMMUNICATIONS CENTER SUPV N15$ 27.70 $ 29.09 $ 30.54 $ 32.07 $ 33.67 79970 COMMUNICATIONS OPERATIONS SUPV N45$ 35.85 $ 37.64 $ 39.52 $ 41.50 $ 43.57 86020 RISK MANAGER M08$ 41.23 $ 43.29 $ 45.46 $ 47.73 $ 50.12 86090 MANAGEMENT ASSISTANT M05$ 25.64 $ 26.92 $ 28.26 $ 29.67 $ 31.16 86100 REAL PROPERTY MANAGER M10$ 41.23 $ 43.29 $ 45.46 $ 47.73 $ 50.12 87890 ASST TO THE PUBLIC WORKS DIR M06$ 39.27 $ 41.23 $ 43.29 $ 45.46 $ 47.73 88030 CONVENTION CTR SUPERINTENDENT M18$ 43.36 $ 45.53 $ 47.81 $ 50.19 $ 52.71 88040 DIRECTOR OF OPERATIONS - PARKS M18$ 43.36 $ 45.53 $ 47.81 $ 50.19 $ 52.71 88050 ASST PUBLIC WORKS DIRECTOR M54$ 56.79 $ 59.63 $ 62.61 $ 65.74 $ 69.03 88060 PUBLIC WORKS OPERATIONS MGR M48$ 53.51 $ 56.19 $ 59.00 $ 61.95 $ 65.05 88070 ASSISTANT FINANCE DIRECTOR M24$ 45.11 $ 47.36 $ 49.74 $ 52.22 $ 54.83 88080 DEPUTY CITY ATTORNEY II M54$ 56.79 $ 59.63 $ 62.61 $ 65.74 $ 69.03 88090 ASSISTANT CITY ATTORNEY M60$ 57.64 $ 60.53 $ 63.56 $ 66.74 $ 70.07 88120 ASSISTANT FIRE CHIEF M45$ 55.62 $ 58.41 $ 61.33 $ 64.39 $ 67.62 88122 ASSISTANT FIRE CHIEF-SUPPRESS M03$ 39.73 $ 41.72 $ 43.80 $ 46.00 $ 48.29 88130 FIRE BATTALION CHIEF - DAYS M21$ 41.84 $ 43.94 $ 46.14 $ 48.45 $ 50.86 88132 FIRE BATTALION CHIEF-SUPPRESS M01$ 29.89 $ 31.38 $ 32.95 $ 34.61 $ 36.33 88200 DIR OF FIRE PREV/ENV SERVICES M18$ 43.36 $ 45.53 $ 47.81 $ 50.19 $ 52.71 88240 DEPUTY CITY ATTORNEY I M15$ 41.66 $ 43.74 $ 45.93 $ 48.23 $ 50.64 88250 ASSOCIATE ATTORNEY M02$ 32.22 $ 33.83 $ 35.52 $ 37.30 $ 39.17 88260 DEPUTY CITY ATTORNEY I M39$ 50.26 $ 52.78 $ 55.42 $ 58.19 $ 61.11 88280 DEPUTY FIRE CHIEF M57$ 60.21 $ 63.23 $ 66.39 $ 69.71 $ 73.20 88310 PERMIT AND PLAN CHECK MANAGER M18$ 43.36 $ 45.53 $ 47.81 $ 50.19 $ 52.71 88320 ASSISTANT PLANNING DIRECTOR M24$ 45.11 $ 47.36 $ 49.74 $ 52.22 $ 54.83 88330 ASSISTANT BUILDING DIRECTOR M33$ 49.27 $ 51.74 $ 54.32 $ 57.04 $ 59.89 88370 TRAFFIC ENGINEER M42$ 51.25 $ 53.81 $ 56.50 $ 59.33 $ 62.30 88380 CIVIL ENGINEER IV M42$ 51.25 $ 53.81 $ 56.50 $ 59.33 $ 62.30

309 CITY OF BAKERSFIELD FISCAL YEAR 2017-18 SALARY SCHEDULE

Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 88390 ENGINEERING SERVICES MANAGER M48$ 53.51 $ 56.19 $ 59.00 $ 61.95 $ 65.05 88400 FLEET SUPERINTENDENT M18$ 43.36 $ 45.53 $ 47.81 $ 50.19 $ 52.71 88440 FIRE MARSHAL/TRAINING OFFICER M36$ 43.89 $ 46.09 $ 48.40 $ 50.82 $ 53.36 88460 CONSTRUCTION SUPERINTENDENT M18$ 43.36 $ 45.53 $ 47.81 $ 50.19 $ 52.71 88480 PARKS SUPERINTENDENT M18$ 43.36 $ 45.53 $ 47.81 $ 50.19 $ 52.71 88500 C V B MANAGER M18$ 43.36 $ 45.53 $ 47.81 $ 50.19 $ 52.71 88510 GENERAL SERVICES SUPT M18$ 43.36 $ 45.53 $ 47.81 $ 50.19 $ 52.71 88520 ASSISTANT POLICE CHIEF M66$ 62.21 $ 65.32 $ 68.59 $ 72.02 $ 75.63 88530 POLICE CAPTAIN M51$ 56.42 $ 59.24 $ 62.20 $ 65.31 $ 68.57 88540 POLICE LIEUTENANT M30$ 50.68 $ 53.22 $ 55.88 $ 58.68 $ 61.62 88560 SOLID WASTE SUPERINTENDENT M18$ 43.36 $ 45.53 $ 47.81 $ 50.19 $ 52.71 88570 WATER RESOURCES SUPERINTENDENT M18$ 43.36 $ 45.53 $ 47.81 $ 50.19 $ 52.71 88580 UTILITIES MANAGER M48$ 53.51 $ 56.19 $ 59.00 $ 61.95 $ 65.05 88590 RECREATION SUPERINTENDENT M18$ 43.36 $ 45.53 $ 47.81 $ 50.19 $ 52.71 88640 STREET MAINTENANCE SUPT M18$ 43.36 $ 45.53 $ 47.81 $ 50.19 $ 52.71 88680 WASTEWATER TREATMENT SUPT M18$ 43.36 $ 45.53 $ 47.81 $ 50.19 $ 52.71 88690 WASTEWATER MANAGER M48$ 53.51 $ 56.19 $ 59.00 $ 61.95 $ 65.05 88900 ASST DIRECTOR REC & PARKS M29$ 47.81 $ 50.20 $ 52.71 $ 55.34 $ 58.11 89000 DIRECTOR RECREATION & PARKS M71$ 62.69 $ 65.83 $ 69.12 $ 72.58 $ 76.21 89100 COMMUNITY SERVICES MANAGER M69$ 58.54 $ 61.47 $ 64.55 $ 67.77 $ 71.16 89110 WATER RESOURCES DIRECTOR M48$ 53.51 $ 56.19 $ 59.00 $ 61.95 $ 65.05 89120 ASSISTANT CITY MANAGER M60$ 57.64 $ 60.53 $ 63.56 $ 66.74 $ 70.07 89130 SOLID WASTE DIRECTOR M48$ 53.51 $ 56.19 $ 59.00 $ 61.95 $ 65.05 89150 BUILDING DIRECTOR M48$ 53.51 $ 56.19 $ 59.00 $ 61.95 $ 65.05 89160 WATER RESOURCES MANAGER M71$ 62.69 $ 65.83 $ 69.12 $ 72.58 $ 76.21 89200 CITY ATTORNEY M83$ 93.03 $ - $ - $ - $ - 89250 CITY CLERK M09$ 42.07 $ 44.17 $ 46.38 $ 48.70 $ 51.14 89300 CITY MANAGER M89$ 123.10 $ - $ - $ - $ - 89320 ADMINISTRATIVE ANALYST III M04$ 32.14 $ 33.74 $ 35.43 $ 37.20 $ 39.06 89330 ASSISTANT TO THE CITY MANAGER M12$ 43.29 $ 45.46 $ 47.73 $ 50.12 $ 52.62 89340 COMM DEVELOPMENT COORDINATOR G55$ 39.88 $ 41.88 $ 43.97 $ 46.17 $ 48.48 89350 FINANCE DIRECTOR M71$ 62.69 $ 65.83 $ 69.12 $ 72.58 $ 76.21 89360 ECONOMIC DEVELOPMENT DIRECTOR M71$ 62.69 $ 65.83 $ 69.12 $ 72.58 $ 76.21 89400 FIRE CHIEF M74$ 69.16 $ 72.62 $ 76.26 $ 80.06 $ 84.07 89450 PLANNING DIRECTOR M48$ 53.51 $ 56.19 $ 59.00 $ 61.95 $ 65.05 89460 COMMUNITY DEVELOPMENT DIR M71$ 62.69 $ 65.83 $ 69.12 $ 72.58 $ 76.21 89500 POLICE CHIEF M80$ 73.34 $ 77.02 $ 80.87 $ 84.92 $ 89.15 89560 PUBLIC WORKS DIRECTOR M77$ 66.51 $ 69.84 $ 73.33 $ 77.00 $ 80.85 89870 DIR OF TECHNOLOGY SERVICES M42$ 51.25 $ 53.81 $ 56.50 $ 59.33 $ 62.30 89900 ASST DIR OF TECH SERVICES M06$ 39.27 $ 41.23 $ 43.29 $ 45.46 $ 47.73 89910 HUMAN RESOURCES MANAGER M42$ 51.25 $ 53.81 $ 56.50 $ 59.33 $ 62.30 89930 INSURANCE COORDINATOR M06$ 39.27 $ 41.23 $ 43.29 $ 45.46 $ 47.73 89940 COMMUNICATIONS COORDINATOR M08$ 41.23 $ 43.29 $ 45.46 $ 47.73 $ 50.12 89960 CITY TREASURER M09$ 42.07 $ 44.17 $ 46.38 $ 48.70 $ 51.14 90019 PROGRAM LEADER II - TEMP 951$ 10.75 $ - $ - $ - $ - 90029 PROGRAM LEADER I - TEMP 945$ 10.50 $ - $ - $ - $ - 90039 ASST SITE MANAGER II - TEMP 956$ 11.00 $ - $ - $ - $ -

310 CITY OF BAKERSFIELD FISCAL YEAR 2017-18 SALARY SCHEDULE

Position Number Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 90049 ASST SITE MANAGER I - TEMP 901$ 10.65 $ - $ - $ - $ - 90059 PROGRAM COORDINATOR I - TEMP 903$ 12.12 $ - $ - $ - $ - 90069 CASHIER - TEMP 900$ 9.00 $ - $ - $ - $ - 90079 PROGRAM COORDINATOR II - TEMP 965$ 12.63 $ - $ - $ - $ - 90099 SWIM INSTRUCTOR - TEMP 939$ 8.14 $ - $ - $ - $ - 90109 RECREATION LEADER II - TEMP 906$ 5.52 $ - $ - $ - $ - 90119 ASSISTANT POOL MANAGER - TEMP 954$ 11.00 $ 11.50 $ - $ - $ - 90129 RECREATION LEADER III - TEMP 912$ 5.78 $ - $ - $ - $ - 90139 POOL MANAGER - TEMP 958$ 11.62 $ 12.12 $ - $ - $ - 90143 SCOREKEEPER - TEMP 900$ 9.00 $ - $ - $ - $ - 90153 OFFICIAL I - TEMP 972$ 13.13 $ 13.64 $ - $ - $ - 90163 OFFICIAL II - TEMP 981$ 15.15 $ - $ - $ - $ - 90179 SITE MANAGER I - TEMP 902$ 11.65 $ - $ - $ - $ - 90189 SITE MANAGER II - TEMP 962$ 11.95 $ - $ - $ - $ - 90199 PARK SECURITY GUARD - TEMP 961$ 12.03 $ - $ - $ - $ - 90209 TRANSPORTATION OFFICER I-TEMP 942$ 36.00 $ - $ - $ - $ - 90219 TRANSPORTATION OFFICER II-TEMP 944$ 19.00 $ - $ - $ - $ - 90229 TRANSPORTATION OFFCR III-TEMP 971$ 20.00 $ - $ - $ - $ - 90239 CLERICAL AIDE/RECEPTIONIST-TEM 900$ 9.00 $ - $ - $ - $ - 90249 MAINTENANCE WORKER-GEN-TEMP 939$ 8.14 $ - $ - $ - $ - 90259 MAINTENANCE WRKR-STREETS-TEMP 939$ 8.14 $ - $ - $ - $ - 90269 MAINTENANCE WORKER-EQUIP-TEMP 939$ 8.14 $ - $ - $ - $ - 90279 MAINTENANCE WORKER-PARKS-TEMP 939$ 8.14 $ - $ - $ - $ - 90289 CLASS B DRIVER - TEMP 972$ 13.13 $ 13.64 $ - $ - $ - 90329 TICKET SELLER - TEMP 930$ 6.83 $ - $ - $ - $ - 90349 WARDROBE - TEMP 957$ 9.34 $ - $ - $ - $ - 90359 EVENT ATTENDANT - TEMP 960$ 13.53 $ - $ - $ - $ - 90389 STUDENT HELP - TEMP 900$ 9.00 $ - $ - $ - $ - 90409 POLICE CADET - TEMP 900$ 9.00 $ - $ - $ - $ - 90439 STUDENT INTERN - TEMP 927$ 6.51 $ - $ - $ - $ - 90449 LIFEGUARD I - TEMP 905$ 10.50 $ 11.00 $ - $ - $ - 90459 LIFEGUARD II - TEMP 915$ 5.52 $ - $ - $ - $ - 90469 SWIM INSTRUCTOR I - TEMP 918$ 10.75 $ 11.25 $ - $ - $ - 90479 SWIM INSTRUCTOR II - TEMP 921$ 6.04 $ - $ - $ - $ - 90489 AQUATICS SPECIALIST II - TEMP 951$ 10.75 $ - $ - $ - $ - 90499 AQUATICS SPECIALIST I - TEMP 943$ 8.33 $ - $ - $ - $ - 90509 STAGEHAND I - TEMP 963$ 11.74 $ - $ - $ - $ - 90519 STAGEHAND II - TEMP 972$ 13.13 $ 13.64 $ - $ - $ - 90529 STAGEHAND III - TEMP 975$ 13.55 $ - $ - $ - $ - 90539 AQUATICS COORDINATOR - TEMP 972$ 13.13 $ 13.64 $ - $ - $ - 90609 POOL MANAGER I - TEMP 930$ 6.83 $ - $ - $ - $ - 90619 POOL MANAGER II - TEMP 933$ 7.09 $ - $ - $ - $ - 90629 POOL MANAGER III - TEMP 936$ 7.35 $ - $ - $ - $ - 90639 RECREATION COORDINATOR I-TEMP 942$ 36.00 $ - $ - $ - $ - 90649 RECREATION COORDINATOR II-TEMP 945$ 10.50 $ - $ - $ - $ - 90659 RECREATION COORD III - TEMP 948$ 9.18 $ - $ - $ - $ - 90669 RECREATION COORDINATOR IV-TEMP 954$ 11.00 $ 11.50 $ - $ - $ - 90683 OFFICIAL II (ADULT) 878$ 15.60 $ - $ - $ - $ - 90693 OFFICIAL III (ADULT) 981$ 15.15 $ - $ - $ - $ - 90703 OFFICIAL I (YOUTH) 951$ 10.75 $ - $ - $ - $ - 90713 OFFICIAL II (YOUTH) 860$ 14.36 $ - $ - $ - $ - 90723 OFFICIAL III (YOUTH) 866$ 17.28 $ - $ - $ - $ - 90809 HEARING OFFICER - TEMP 978$ 18.18 $ - $ - $ - $ - 99989 COUNCILMEMBER 987$ 101.00 $ - $ - $ - $ - 99999 MAYOR 990$ 919.54 $ - $ - $ - $ -

311 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.

312 FY2017Ǧ18BudgetCalendar JANUARY ͳ͵ Ȃ ͳ͹ FEBRUARY ͳͲ ͷǤǤ

ͳ͵ ͷǤǤ MARCH ͷǤǤ Ǥ ǯ ǣ ͳͲ x Ȁ x x x

ͳ͵Ȃͳ͸Ǣʹ͹Ǧ͵ͳ APRIL ͳ͹Ǧʹͺ MAY ͳͲ ǯ ȂͳʹǤǤǢ ͳͷ ǣ ǡǡ ǡǡ ǡ ͳͷǦʹ͸

ͳͺ JUNE ȂͳʹǤǤǢ ͷ ǣ ǡ ǡ

ʹͲͳ͹Ǧͳͺ ȋ Ȍ ʹͺ Ǥ

313 GLOSSARY Glossary

ACCOUNTING SYSTEM ² 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 ï An accounting method that recognizes and reports a financial transaction when it occurs, rather that when cash is paid or received.

ACTION PLAN ² 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 ² A specific line of work performed by one or more governmental components for accomplishing a function for which the government is responsible.

ADOPTED BUDGET ² A financial plan presented, reviewed and approved by the governing body for the upcoming fiscal year.

ALLOCATION ² (1) A portion of a lumpsum appropriation designated for specific organization units and/or special purposes, activities, or objects. (2) The designated number of fulltime regular positions approved for each budget unit.

ARRA ² 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 ² 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 ² A legal authorization and allocation granted by the Council to make expenditures of governmental resources (revenues) for specific purposes.

ASSET ï An economic resource or probable future benefit obtained or controlled by a particular entity as a result of past transactions or events.

314 Glossary continued

AUDIT ² $UHYLHZRIWKHFLW\·VDFFRXQWVE\DQLQGHSHQGHQWDFFRXQWLQJILUPWR substantiate yearend fund balances, reserves, and cash on hand.

AUTHORIZED POSITIONS ² Employee positions, which are authorized in the adopted budget, to be filled during the year.

BALANCED BUDGET ² Management of the financial plan with the objective of ensuring that expenditures do not exceed revenues.

BOND ï 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 ² Legal means by which an adopted expenditure authorization or limit is increased and could be authorized with a publication, a hearing, or a recertification of the budget.

BUDGET CALENDAR ï 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 ² The instrument used by the budgetmaking authority to present a comprehensive financial program to the City Council. Once adopted E\ WKH &LW\ &RXQFLO LW EHFRPHV WKH &LW\·V $QQXDO 2SHUDWLQJ %XGJHW 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 3URJUDP SURYLGHV IRU LPSURYHPHQWV WR WKH &LW\·V LQIUDVWUXFWXUH DQG IDFLOLWLHV and utilizes longterm financing instruments. (See also Adopted Budget, Annual Operating Budget, Balanced Budget, Capital Improvement Program Budget, Operating Budget.)

BUDGET HEARING ² A public meeting to allow citizens to comment on the proposed budget.

BUDGET MANUAL ï 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.

315 Glossary continued

BUDGET MESSAGE ² A general discussion of the proposed budget as presented in writing by the budgetmaking authority to the City Council, including the primary budget issues and policy changes found in the proposed budget. The &LW\·VEXGJHWPHVVDJHLVSUHVHQWHGDVWKH&LW\0DQDJHU·VOHWWHULQWKHSURSRVHG and adopted budget documents.

BUDGETARY BASIS ² 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.

CDBG ² 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 ² Any significant physical acquisition, construction, replacement, or improvement to a City service delivery system.

CAPITAL IMPROVEMENT PROGRAM BUDGET ² A fiveyear 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 ² Expenditures used to purchase fixed assets costing more than $1,000.

CARRYOVER ² 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 ï 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 ² 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 noncash accounting items.

316 Glossary continued

CITY COUNCIL ² 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 ² An official appointed and employed by an elected council to direct the administration of a city government on a daytoday basis.

COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) ï 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) ² 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 ² Funds set aside for unforeseen emergencies or unanticipated uses.

CONTRACTUAL SERVICES ² A cost related to a legal agreement. Examples include insurance premiums, utility costs, printing services and temporary employees (hired through a private firm).

COUNCIL ² MANAGER GOVERNMENT ² A system of local government that combines political leadership of elected officials in the form of a governing body, with daytoday management by a City Manager.

COUNCILMEMBER ² Elected official who represents the interests of the citizens of a specified ward within the City. Councilmembers serve fouryear terms. (A list of current Councilmembers and their respective wards is available on the first page of this document.)

DEBT SERVICE ² Payment of principal and interest of an obligation resulting from the issuance of bonds or notes.

DEBT SERVICE REQUIREMENT ² 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.

317 Glossary continued

DEPARTMENT ² A major organizational unit of the City that has management responsibility for a group of related operations.

DEPRECIATION ² (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 ² A voluntary awards program administered by the Government Finance Officers Association (GFOA) to encourage governments to prepare effective budget documents.

DIVISION ² A subunit 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.

ECONOMIC DEVELOPMENT ² The process of attracting new businesses by use of incentives or innovative financing methods.

EFFICIENCY ² 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 ² Producing a decided, decisive, or desired effect.

EMPLOYEE (OR FRINGE) BENEFITS ² Contributions made by a government to meet commitments or obligations for employees beyond base pay. The JRYHUQPHQW·VVKDUHRIFRVWVIRU6RFLDO6HFXULW\DQGWKHYDULRXVSHQVLRQPHGLFDO and life insurance plans are included.

ENCUMBERANCE ² 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.

ENFORCEABLE OBLIGATIONS PAYMENT SCHEDULE (EOPS) ² Lists all of the debts and obligations of the former Bakersfield Redevelopment Agency, including bond indebtedness, promissory notes, contracts, administration and operating expenses, and legally binding agreements this schedule will be superseded by

318 Glossary continued the Recognized Obligation Payment Schedule when approved by the Oversight Board A requirement of State Assembly Bill 26.

ENTERPRISE FUND ² 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 ´SURSULHWDU\μ DQG DFFRXQW IRU RSHUDWLRQV WKDW SURYLGH VHUYLFHV WR WKH community at large.

ENTITLEMENTS ² 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 ² 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 ² 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 ² Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest or other charges.

FTE ² FullTime 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 fulltime employees. This serves as a standard measure among departments. A standard 40hour per week fulltime 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 ² Revenue received from the federal and state governments under an administrative agreement to provide financial assistance for programs such as lowcost housing, youth programs, healthrelated programs, or other federal and statesupported projects.

FEES ² Monies paid to the government for expenses incurred for providing special services.

FINANCING ² Furnishing the necessary funds to operate or conduct a program or business. Funds can be raised internally, borrowed, or received from a grant.

319 Glossary continued

FINES AND PENALTIES ² Revenue derived primarily from Municipal Court fines, forfeits, and penalties.

FISCAL POLICY ² $ JRYHUQPHQW·V SROLFLes with respect to revenues, spending and debt management as these relate to government services, programs and capital investment. Fiscal policy provides an agreedupon set of principles for the planning and programming, or government budgets and their funding.

FISCAL YEAR ² The 12month 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 ² An asset of a longterm 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 ² A cost that varies little relative to the service level provided.

FULLTIME EQUIVALENT POSITION (FTE) ² 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 fulltime position.

FUND ² An accounting entity with accounts for recording revenues and expenditures to carry on specific purposes.

FUND BALANCE ² 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.

GAAP ² 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 ² A tax on the sale of fuel dedicated to transportation.

GENERAL FUND ² 7KH &LW\·V SULQFLSOH RSHUDWLQJ DFFRXQW ZKLFK LV VXSSRUWHG primarily by taxes and fees having no restriction on their use.

GOALS ² A longterm condition or end result. It describes a vision or philosophy about major social and environmental concerns of the community. The City of %DNHUVILHOG·V JRDOV DUH 3URYLGH 4XDOLW\ 3XEOLF 6DIHW\ 6HUYLFHV (QKDQFH

320 Glossary continued

WKH &LW\·V 7UDQVSRUWDWLRQ 1HWZRUN &RQWLnue 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 ² Consists of one Mayor, elected at large, and seven Councilmembers, each representing a ward within the City. (A list of the current governing body is available on the first page of this document.)

GOVERNMENTAL FUNDS ² 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 ² 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.

HUD ² 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.

INDIRECT COSTS ² Those elements of cost necessary in the production of a good or service that are not directly traceable to the product or service.

INFRASTRUCTURE ² The physical assets or foundation of the City, including buildings, parks, streets, and water and sewer systems.

INTEREST EARNINGS ² Revenue derived from the proper management of the &LW\·V DVVHWV WKURXJK LQYHVWPHQW RI SXEOLF IXQGV EHLQJ KHOG XQWLO H[SHQGHG RU distributed to other units of government.

INTERGOVERNMENTAL REVENUE ² Revenue received from federal, state, and other local government sources in the form of grants, shared revenues, and payments inlieu of taxes.

INTERNAL SERVICE FUND ² 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

321 Glossary continued reimbursement basis. ,QWHUQDOVHUYLFHIXQGVEHORQJWRWKH´SURSULHWDU\μJURXSRf funds. The City of Bakersfield uses internal service funds for the central administration of insurance and equipment replacement.

LAWS ² A binding custom or practice of a community: a rule of conduct or action prescribed or formally recognized as binding or enforced by a controlling authority.

LICENSES ² 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 ² The smallest expenditure detail in department budgets. The line item also is referred WRDVDQ´REMHFWμZLWKQXPHULFDO´REMHFWFRGHVμXVHGWRLGHQWLI\ expenditures in the accounting system.

MAYOR ² Elected official who presides over business that is brought before the City Council.

MODIFIEDACCRUAL BASIS ² Revenue is recognized when it becomes measurable and available as net current assets. Expenditures are recognized when the related fund liability is incurred.

OBJECTIVE ² A readily measurable statement of an expected accomplishment within the fiscal year.

OPERATING BUDGET ² A budget which applies to all costs other than those for capital improvement projects or major purchases. This refers more to the day today operations of the City.

OPERATING EXPENDITURES ² 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.

322 Glossary continued

OPERATING REVENUES ² 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 daytoday services.

ORDINANCE ² A formal legislative enactment by the City Council, which has the full force of law within the boundaries of the municipality unless preempted by a higher form of law, such as a state statute or constitutional provision. (See also resolution).

OVERSIGHT BOARD ² Comprised of various members of local taxing agencies and at large members who supervise the activities of the Successor Agency and have a fiduciary responsibility to the holders of enforceable obligations and the taxing entities that will benefit from the distribution of property tax and other revenues due to the dissolution of the Bakersfield Redevelopment Agency.

PERSONNEL EXPENDITURES ² All costs related to compensating employees, LQFOXGLQJHPSOR\HHEHQHILWFRVWVVXFKDVWKH&LW\·VFRQWULEXWLRQIRUUHWLUHPHQW social security, and health and life insurance.

PRINCIPAL ² The base amount of debt, which is the basis for interest computations.

PROGRAM SERVICE OBJECTIVE ² 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 ² 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 ² A tax levied on real property.

PROPOSED BUDGET ² A schedule of revenues and expenditures submitted by various departments or divisions to be reviewed and considered for the upcoming fiscal year.

PROPRIETARY FUNDS ² Accounting entities to account for operations similar to a private enterprise with a balance sheet that incorporates longterm debt obligations, assets and liabilities, and depreciation. Enterprise funds and internal VHUYLFHIXQGVDUH´SURSULHWDU\μIXQGV

323 Glossary continued

PUBLIC HEARING ï 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.

RECOGNIZED OBLIGATION PAYMENT SCHEDULE (ROPS) ² A document approved in draft form by the Successor Agency and submitted to the Oversight Board for final approval and forwarding to the 6WDWH &RQWUROOHU·V 2IILFH DQG WKH 6WDWH Department of Finance, which includes: 1) Obligations of the former Bakersfield Redevelopment Agency 2) A funding source for the payment of the obligations 3) Projected dates and amounts of scheduled payments for each enforceable obligation and 4) Is forward looking for each sixmonth fiscal period A requirement of State Assembly Bill 26.

Once the ROPS is approved by the Oversight Board and transmitted to the 'HSDUWPHQWRI)LQDQFHDQG6WDWH&RQWUROOHU·V2IILFHRQO\WKRVHSD\PHQWVOLVWHG on the ROPS may be made by the Successor Agency from the funds specified.

REFUSE FUND ² Rates charged by the City cover operations and maintenance costs associated with refuse service and street sweeping.

RESERVE ² 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 ï A legislative enactment that has less legal formality than an ordinance and has a lower legal status.

RESOURCES ² Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances.

REVENUE ² Money received from taxes, fees, permits, licenses, interest, inter governmental sources, and other sources.

RISK MANAGEMENT FUND ² Provides a selffunded program for general liability DQGZRUNHUV·FRPSHQVDWLRQLQVXUDQFH

SERVICE ² 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 alignHGWRRQHRIWKH&RXQFLO·VVHYHQJRDOV

324 Glossary continued

SERVICE LEVEL INDICATORS ² 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 ² A significant budget change represents a major departure from historical practice or treatment of a program or line item ZLWKLQDGHSDUWPHQW·VEXGJHW

SPECIAL ASSESSMENTS ² Compulsory charges levied by a government to finance current or permanent public services to a particular group of persons or properties.

SPECIAL REVENUE FUND ² 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) ² A plan, adopted by Kern Local Agency Formation Commission (LAFCo), for the probable physical boundaries and service area of the City.

SUCCESSOR AGENCY ² The entity, designated as the City of Bakersfield, responsible for appointing members to the Oversight Board for the wind down and close out functions of the former City Redevelopment Agency, as defined under State Assembly Bill 26.

TAX INCREMENT FINANCING ² Use of taxes collected within a specifically designated area for repayment of tax increment debt and major infrastructure expenditures.

TAXES ² Compulsory assessments levied by a government for the purpose of financing services performed for the common benefit of the citizens. Taxes do not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Generally includes property taxes, sales taxes, franchise taxes, business license taxes, real property transfer taxes, and transient occupancy taxes.

TRANSIENT OCCUPANCY TAX ² Used to account for Transient Occupancy Tax Revenues (Hotel Tax) and expenditures funded by this revenue source.

TRANSPORTATION DEVELOPMENT FUND ² Used to account for funds collected from fees paid to mitigate the traffic impacts to the regional circulation system

325 Glossary continued 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 ² Used when the City is custodian of money to be reserved and spent for a special purpose.

UNENCUMBERED BALANCE ² 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 ² 7KH SRUWLRQ RI D IXQG·V EDODQFH WKDW LV QRW restricted for a specific purpose and is available for general appropriation.

USER CHARGES/FEES ² These represent payment for services which would not be provided to the individual if the charge were not paid.

326