About the Cover

The FY 2015-16 budget cover features five photographs capturing various events and projects occurring within the City over the past year.

Top Left: The City’s second skate park opened within Planz Park in May 2014. The park is approximately 7,000 square feet and includes a beginner-friendly bowl, a mix of modern street features and an iconic sculpture inspired by the “Bakersfield” arch. The skate park is open during normal park hours and is lighted for night time use.

Top Right: Crews work to pour the bridge deck of the new Morning Drive interchange at State Route (SR) 178. The Thomas Road Improvement Program project will construct a new interchange at SR 178 and Morning Drive, and will widen State Route 178 from two to four lanes between the Fairfax Road Interchange and Canteria Drive. The project will also widen and realign Morning Drive. The project is expected to be completed in the summer 2015.

Middle Left: Bakersfield Fire Department Academy 2013-2 poses for photo after completing training. The 24 week-long academy graduated 15 recruit firefighters in 2014.

Middle Right: Two recumbent bike riders enjoy a ride on the Kern River Parkway Trail through the Park at River Walk. The 32-mile multi-use path is a very popular recreational feature among residents and visitors for commuting and exercising.

Bottom: In March 2015, 12 new Bakersfield Police Officers graduated from the Kern County Sheriff’s Office Regional Training Center Basic Academy, Class of 2014-14. The current sworn complement of the Police Department is 404, the largest in the Department’s history.

Photography Credits: - City of Bakersfield Public Works Department - Gilbert Vega - Bakersfield Fire Department - Bakersfield Convention and Visitor’s Bureau - Bakersfield Police Department THIS PAGE INTENTIONALLY LEFT BLANK

CITY OF BAKERSFIELD

PROPOSED BUDGET

FY 2015 – 16

MAYOR

Harvey L. Hall

CITY COUNCILMEMBERS

Willie Rivera Councilmember, Ward 1 Terry Maxwell Councilmember, Ward 2 Ken Weir Councilmember, Ward 3 Bob Smith Councilmember, Ward 4 Harold Hanson 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 Nick Fidler Public Works Director Dianne Hoover Recreation and Parks Director Doug McIsaac Community Development Director Greg Williamson Police Chief Nelson Smith Finance Director Steve Teglia Assistant City Manager Chris Huot Assistant City Manager TABLE OF CONTENTS

BUDGET MESSAGE v Letter of Transmittal v Distinguished Budget Presentation Award xxix Employee Incentive Program xxx Organizational Chart xxxi

BUDGET SUMMARIES 1 Revenues 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 Departmental Appropriations by Fund 8 General Fund – Appropriations by Department 12 Financial Summary – All Funds 14 Estimated Balances – June 30, 2016 17 Interfund Transfers – Summary 18 Interfund Transfers – Detail 19

REVENUES 21 Property/Sales Tax Revenues Graphs 24 Transient Occupancy Tax/License and Permit Revenues Graphs 25 Motor Vehicle-In-Lieu Revenues/Charges for Services Graphs 26 General Fund – Revenue by Source 27 Estimated Revenue by Fund 29

LEGISLATIVE 31 Legislative 32 Mayor & City Council 34

EXECUTIVE 39 City Manager 43 City Clerk 47 Human Resources 50 Risk Management 53 Information Technology 57

i Table of Contents (Continued)

FINANCIAL SERVICES 61 Administrative Services 64 Accounting and Reporting 66 Treasury 68 Purchasing 70 Successor Agency 72

CITY ATTORNEY 75

POLICE SERVICES 81 Headquarters 85 Support Services 89 Operations 102 Investigations 112 Animal Control 123

FIRE SERVICES 127 Administration 130 Fire Safety 133 Fire Suppression 136

PUBLIC WORKS 141 Administrative Services 145 Thomas Roads Improvement Program (TRIP) 147 Engineering 151 General Services 158 Streets 163 Equipment 166 Wastewater 169 Solid Waste 172

WATER RESOURCES 175 Agricultural Water 179 Domestic Water 182

RECREATION AND PARKS 185 Administrative Services 189 Recreation 191 Parks 194

COMMUNITY DEVELOPMENT 197 Planning 200 Building 207

ii Table of Contents (Continued)

NON-DEPARTMENTAL 211

SPECIAL FUNDS 213 Special Revenue Funds 215 Internal Service Funds 226 Fiduciary Fund 229 Capital Improvement Program Funds 231 Debt Service Funds 240 Schedule of Long-Term Debt Outstanding 242 Schedule of Long-Term Debt Maturities 243

ENTERPRISE FUNDS 245

SUCCESSOR AGENCY FUNDS 253

CAPITAL IMPROVEMENT PROGRAM 257 Letter of Transmittal 257 C.I.P. Summary by Fund Chart 266 Key to Funding Codes 267 C.I.P. Five-Year Plan Summary by Department 268 C.I.P. Five-Year Plan Funding Summary 269 C.I.P. Five-Year Plan Department Detail 270

APPENDICES 279 City Council Ward Boundaries Map 280 Miscellaneous Statistics 281 Miscellaneous Statistics Graphs 282 Personnel Complement by Division 284 Salary Schedule 287 City Budget Process 296 Budget Calendar 297 Operating Budget 298 Basis of Accounting and Budgeting 299 Investment Policy 301 Budget Amendment Process 302

GLOSSARY 303

iii THIS PAGE INTENTIONALLY LEFT BLANK

iv BUDGET MESSAGE FROM CITY MANAGER REMOVE THIS PAGE Alan Tandy· City Manager

May 6, 2015

TO: HONORABLE MAYOR AND CITY COUNCIL

FROM: ALAN TANDY, CITY MANAGER AT

SUBJECT: FISCAL YEAR 2015-16 PROPOSED BUDGET

The FY 2015-16 Proposed Budget reflects a significant departure from the growth-oriented budgets of the past three fiscal years. The ripple effects of the depressed oil prices and the ongoing drought have started to negatively impact major revenue sources. At the same time the City continues to experience increases to employee healthcare and pension costs. Combined, these factors have limited staff’s ability to enhance department service levels, consider additional staff positions and fund discretionary capital improvement projects within the FY 2015-16 Proposed Budget.

Countywide oil production activity has decreased considerably since the third quarter of 2014, with the current price per barrel of crude oil approximately 50 percent lower when compared to summer 2014 prices. As a result, local oil production and support companies have laid-off workers and curtailed production activity. The latest report published by the State Employment Development Department shows a 13.2 percent year-over-year decrease in countywide oil-related employment. In return, sales tax, the largest General Fund revenue source, has shown declines in two out of the previous four quarters. The declines have been specifically linked to oil industry-related purchases, as well as other indirect categories. This trending has required staff to lower the current year revenue projections, which subsequently impacts the projected revenue estimates for next fiscal year. Unfortunately, oil industry experts have varied opinions as to when oil prices will increase and a subsequent rebound in local production activity will occur. The next sales tax report will be available in mid-June.

______City of Bakersfield • City Manager’s Office • 1600 Truxtun Avenue Bakersfield, California • 93301 (661) 326-3751 • Fax (661) 324-1850

v Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

In addition to the decline in sales tax, development-related revenue is anticipated to show minimal growth and transient occupancy revenue is anticipated to decline slightly in FY 2015-16, when compared to current year revised estimates. These trends are reflective of a projected plateau in the homebuilding sector, as well an anticipated decrease in oil-related travel to the region. Property tax revenue is expected to show moderate growth in FY 2015-16 based on initial information from the Kern County Assessor’s Office. However, if the depressed oil prices linger into next calendar year, property values within the City may be negatively impacted, which, in turn, would affect related revenue sources as early as FY 2016-17.

As outlined below, staff is not proposing any new positions as part of the budget. A deletion of one vacant full time position is proposed as the result of a reorganization of the Telecommunications and Information Technology Divisions. The authorized complement remains five percent below 2008 full time staffing levels.

The FY 2015-16 Capital Improvement Program (CIP) Budget includes federal and local match funding for the remaining Thomas Roads Improvement Projects, with the balance of the projects mostly funded with restricted funding sources or enterprise funds. One-time funds for discretionary projects are very limited in nature and projects which are being proposed focus on critically needed improvements to City facilities and right-of-way improvements. Pursuant to City Council Goals, local road maintenance outside of the TRIP program continues to be funded above historical levels. However, due to the economic climate, many other identified capital projects were not able to be addressed in the upcoming year and will be evaluated in the future as funding becomes available.

Budget Overview and Highlights

Personnel Complement: Unfortunately, the current economic climate does not afford the ability for staff to propose any new positions as part of the Proposed Budget. Most Departments continue to operate below optimal staffing levels, however, City employees continue to provide excellent service to the residents and visitors of the City. Overall, staff is proposing one deletion of a vacant Communications Supervisor position as a result of a merger between the Information Technology Division and the Telecommunications Division. The authorized full time complement is proposed at 1,533.

Since FY 2011-12, the Council has authorized the restoration of 92 full time positions, including 69 public safety positions. As part of the International vi

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

Association of Chiefs of Police (IACP) implementation plan, 14 Police positions were added to the complement during FY 2014-15. As a result, the current authorized sworn complement within the Police Department is 404, the largest in department history. In addition, two positions were added to the Public Works and Community Development Departments, respectively, as part of the FY 2014- 15 mid-year budget as a result of the increasing development activity. Currently, the City’s staffing complement remains 79 positions below the FY 2008-09 authorized complement of 1,613.

The following table provides authorized staffing levels by department for the previous four fiscal years (including mid-year FY 2014-15 additions) and the proposed complement for next fiscal year:

Table 1. Personnel Complement History since FY 2011-12 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 Proposed FY 2015-16 Department Authorized Authorized Authorized Authorized Changes Proposed Legislative 1 1 1 1 0 1 Executive (b) 55 57 58 59 7 66 Financial Services 31 32 32 32 0 32 City Attorney 10 10 10 10 0 10 Police Services (a) 486 517 528 551 0 551 Fire Services 195 196 198 199 0 199 Public Works (b) 409 415 422 431 (8) 423 Water 28 28 28 28 0 28 Rabobank Arena/CVB 4 8 8 8 0 8 Recreation & Parks 147 149 149 150 0 150 Community Development 76 61 61 65 0 65 Totals 1,442 1,474 1,495 1,534 (1) 1,533 (a) The City Council authorized the addition of 14 positions in FY 2014-15 to begin the implementation of recommendations of the International Association of Chiefs of Police study.

(b) As part of a divisional reorganization, 7 full time positions previously within the Telecommunications Division within the Public Works Department are now accounted for within the Information Technology Division within the Executive Department. One vacant full time position is proposed to be deleted.

vii

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

As proposed, inclusive of the changes described above, the City’s staffing complement is proposed to be 1,533. 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

1550 1534 1533 1495 1500 1474 1452 1441 1442 1450

1400

1350 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 Authorized Authorized Authorized Authorized Authorized Authorized Authorized Proposed

Cost-of-Living Adjustment (COLA) and Labor Negotiations: • The SEIU Blue and White Collar Collective Bargaining Unit received a 1.5 percent COLA in July 2014. The group’s MOU expired as of December 31, 2014. The 1.5 percent COLA was also extended to General Supervisory and Management - those groups have traditionally received the same COLA adjustments as SIEU. Both groups also agreed to contribute .5 percent toward pension costs.

• A 2.5 percent COLA was approved for Police Supervisory in July 2014 and an additional 1 percent was approved in September 2014. As part of the July increase, this group agreed to contribute .5 percent toward pension costs. The remainder of the “catch up” amount (3 percent) is budgeted for this group in the Police Department budget for FY 2015-16.

• A 2.5 percent COLA was approved for the Police group in July 2014, with the group agreeing to contribute .5 percent toward pension costs. An additional 2 percent COLA was also provided in December 2014. The remainder of the “catch up” amount (2 percent) is budgeted for this group in the Police Department budget for FY 2015-16. The existing agreement with this group expires on June 30, 2015.

viii

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

• A 2.5 percent COLA was approved for the Fire group in July 2014 and an additional 1 percent was approved in September 2014. As part of the July increase, this group agreed to contribute .5 percent toward pension costs. The remainder of the “catch up” amount (3 percent) is budgeted for this group in the Fire Department budget for FY 2015-16. The existing agreement with this group expires on June 30, 2015.

International Association of Chiefs of Police (IACP) Implementation Plan: In FY 2014-15, the City Council approved an implementation plan to address the 34 recommendations outlined in the IACP study. As part of the plan, $2.3 million of General Fund and AB 109 State Fund monies were allocated to fund the top priority recommendations of the study. In total, 14 additional police positions were added to the complement as part of this plan. A quarterly progress report has been developed, with the initial report being issued in March 2015. As of that time, 9 recommendations have been implemented, 11 recommendations are in the process of being implemented and 14 recommendations are under future consideration. As outlined in the implementation plan, approximately 75 percent of the funding for the additional positions will be funded by the General Fund in FY 2015-16, with the balance being funded by AB 109 funds. It is anticipated that the General Fund will absorb 100 percent of the funding for the positions in FY 2016-17.

Public Safety Catch Up: Pursuant to the terms of existing labor agreements with the Police and Fire groups, the City has committed to “catch up” these groups in comparison to the COLAs provided to the blue and white collar group since 2011. Currently, the Police group is 2 percent behind and the Fire group is 3 percent behind. The Police Supervisory group, which members are now covered under the supervisory and management resolution, are 3 percent behind. The FY 2015-16 Proposed Budget includes the full catch up amount for each of these groups, reflected in the Police and Fire Departmental budgets. Cumulatively, the projected dollar value of the catch up is approximately $1.9 million. The inclusion of the “catch up” amounts would satisfy all remaining commitments to each of these groups related to this provision.

Sewer and Refuse Rates: Refuse, sewer and domestic water services operate independently of the City’s General Fund and costs to provide those services have increased steadily over the previous fiscal years. As discussed during last year’s budget presentations, staff indicated that certain enterprise operations would most likely require a rate increase to coincide with the FY 2015-16 budget. The follow is a summary of the proposed changes to rates: ix Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

• Refuse Rates – As of the current fiscal year, refuse rates have not increased in six years. Under staff’s proposal, the refuse rate for a single- family residence would increase from $181.32 to 190.02 annually. The residential fee includes tan trash container, green waste container, blue recycling container, bulky item collection, curbside motor oil collection, a free greenwaste drop off and street sweeping. Additionally, commercial rates are proposed to increase 4.8 percent. Proposition 218 notices have been mailed to affected users and a public hearing before the City Council has been set for June 3, 2015.

• Sewer Rates - As of the current fiscal year, sewer rates have not increased in three years. Staff proposes a 2.4 percent user rate increase for residential sewer rates from $205 to $210. Commercial rates, which are primarily based on each user's water consumption, will see an average increase of 5.6 percent. The larger commercial rate increase includes the residential rate increase as a base and the increased costs resulting from the phase-in (year two of five) of the change in sewage characteristics previously approved by the City Council. Rate increases are required to recover increasing electrical costs and to continue to meet bond covenant requirements for the bonds used to expand Wastewater Treatment Plant 3. Sewer connection fees are not proposed to increase in FY 2015-16. Proposition 218 notices have been mailed to affected users and a public hearing before the City Council has been set for June 3, 2015.

• Domestic Water Rates – Staff is not proposing any changes to the domestic water rates for FY 2015-16. This will be the 5th straight year without an increase.

Street Maintenance: In support of Council Goals for local street maintenance, resurfacing and road construction projects, the FY 2015-16 Proposed Budget includes local funding in the amount of $21,142,349 for Non-TRIP road maintenance and projects. This includes funding from the following local funding sources:

• General Fund: $14,996,095 • Capital Outlay Fund: $6,146,254

This is an $8,481,821, or 69.99 percent increase as compared to the historical average local Non-TRIP roads funding from FY 2008-09 to FY 2012-13.

In addition, $1.77 million in Community Development Block Grant (CDBG) funds are budgeted for curb and gutter improvement projects in eligible project areas. These areas include: x

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

• Madison Avenue (Ward 1) • East California Avenue (Ward 1) • Union Avenue/ Brundage Lane (Ward 1) • Oleander Area (Ward 2)

Recreational Activities and Projects: The FY 2015-16 Proposed Budget includes multiple projects which will enhance the user experience at various parks and facilities.

The proposed CIP budget includes an additional $750,000 for Phase II of Mesa Marin Sports Complex and $1.7 million for Phase III of the State Farm Sports Village. These funds are in addition to the funding that the Council approved in the current year for both projects. Both of these projects are anticipated to advance through the construction stage in next fiscal year.

In addition to the large sports complex projects, the FY 2015-16 CIP includes funding for the following notable Recreation and Parks projects:

• Playground rehabilitation at Bill Park Greens Park • Playground rehabilitation at Coral Keys Park • Water Slide rehabilitation at the McMurtrey Aquatic Center

Other Miscellaneous Items of Note: • City Council contingency amount of $250,000 has been budgeted for unexpected items which may evolve going into next fiscal year.

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

• An amount of $5,000 has been budgeted to continue the City’s partnership with the Kern Economic Development Corporation.

General Fund Revenue Sources:

Property Tax: Secured property tax revenue is projected at 3 percent growth for FY 2015-16, compared to the FY 2014-15 revised secured property tax revenue estimates of 8 percent, as projected by Kern County.

Sales and Use Tax: Sales tax revenue is projected to increase 3 percent in FY 2015-16, as compared to a revised 2 percent increase for FY 2014-15. xi

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

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

The State Budget: The Governor’s FY 2015-16 State Budget proposal was unveiled on January 9th. The Governor is proposing a balanced budget, reflective of the general growth in the state’s economy over the past four years, coupled with revenues realized from previous voter-approved tax increases. This coming year will be the last one with the full revenues of Proposition 30. The quarter‑cent sales tax increase under the measure will expire at the end of 2016, and certain income tax rates will expire at the end of 2018. The Governor’s budget also notes that “the average expansion of the state’s economy has been about five years. The current expansion has already exceeded the average by nine months. While there are few signs of immediate contraction, another recession is inevitable.” Staff will be closely monitoring the State’s budget projections, with new information available in May as part of the Governor’s revised budget package.

Pension and Retiree Medical Costs: In December 2014, CalPERS provided the City with projected rates for FY 2015- 16. Each plan will see increases for the next fiscal year, ranging from 1.10 to nearly 3 percent, or approximately $2 million citywide. In addition, CalPERS approved new policies which will begin to impact rates in FY 2015-16. The new policies are expected to raise rates between 1.5 and 3 percent, per year, over a five year period. These factors have resulted in the City projecting an $11 million increase in retirement costs over the next six years.

Active Employee Medical: Once again this year, the implementation of the Affordable Care Act and plan usage resulted in increases to healthcare premiums across most plans. Pursuant to labor agreements and resolutions, the City currently covers 80 percent of the monthly premiums.

Significant plan increases include:

Active Blue Cross PPO +5 percent Active Blue Cross HMO +10.7 percent Active Kaiser HMO +9.5 percent

Retiree Medical: The City’s Annual Required Contribution for retiree healthcare attributable to the General Fund is $5,254,500. This amount is fully budgeted in the FY 2015-16 Proposed Budget.

xii

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

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 2015-16 is $575,835,516. The total appropriations in FY 2015-16 for all City funds reflects a decrease of $68,110,584 or -10.58 percent as compared to the FY 2014-15 Amended Budget. The decrease is generally attributable to a reduction in capital improvement funding and fiscal transfers out of various funds.

The total appropriated for the operating budget is $422,955,691, which reflects a decrease of $25,404,632, or -6.24 percent decrease, as compared to the FY 2014-15 Amended Budget. The overall decrease is generally attributable to a reduction in fiscal transfers out of various funds that are reflected as part of the operating budget. When evaluated by category, the personnel and operating groups reflect an increase of 1.58 percent and 2.33 percent, respectively, when compared to the current year amended budget.

The total appropriated for the Capital Improvement Budget is $152,879,825, which reflects a decrease of $42,705,952, or -21.83 percent, as compared to the FY 2014-15 Amended CIP Budget. The reduction is generally due to an overall reduction in capital funds available for next fiscal year.

General Fund Expenditures: General Fund appropriations total $203,514,000, which reflects a decrease of $2,769,464 or -1.34 percent decrease as compared to the FY 2014-15 Amended Budget. The decrease is related to a reduction in the amount of one-time funds available to be transferred out of the General Fund for capital and equipment- related items. When compared to the FY 2014-15 Amended Budget, the General Fund shows an overall reduction, however, the personnel and operating groups, show an increase of 2.23 and 6.19 percent, respectively. The increases to department budgets in these groups are attributable to increases to CalPERS employer rates, the inclusion of the full “catch up” amount for Police and Fire labor groups and increases to healthcare related costs.

xiii Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

Resources:

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

Resources for the General Fund for FY 2015-16 totals $203,514,000 which reflects a decrease of $2,769,464 or -1.34 percent decrease as compared to the FY 2014-15 Amended Budget. The General Fund revenue sources derived from taxes include: $68,946,500 in property taxes, $76,106,700 in sales and use taxes, and $10,675,000 in other taxes. The remainder of the resources for the General Fund is comprised of $27,535,800 in other revenue sources, $19,650,000 in beginning fund balance, and $600,000 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 2015-16 Proposed Budget to the FY 2014-15 Amended Budget. Most increases in department operating budgets can generally be attributed to the increases in healthcare costs and CalPERS employer rates, as well as “catch up” COLAs in both the Police and Fire Department budgets.

Police: The operating budget for the Police Department is $88,996,412, which represents a 4.61 percent increase, as compared to the FY 2014-15 Amended Budget. No new positions are proposed for this department. As outlined previously, the 2 percent “catch up” for the Police group and the 3 percent “catch up” for the Police Supervisory group are reflected within the department’s budget. Additionally, increases in healthcare costs and CalPERS employer rates have impacted the Police Department budget. The Department’s sworn complement is authorized at 404 positions, the largest is department history.

Fire: The proposed operating budget for the Fire Department is $37,684,202, which is a 5.15 percent increase, as compared to the FY 2014-15 Amended Budget. No new positions are proposed for this department. As outlined previously, the 3 percent “catch up” amount is budgeted for applicable employees and is reflected within the department’s budget. Additionally, increases in healthcare costs and CalPERS employer rates have impacted the Fire Department budget. xiv

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

Public Works: The operating budget for the Public Works Department is $111,506,150, which is a .02 percent increase, as compared to the FY 2014-15 Amended 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. No new positions are proposed for this department. The Public Works proposed complement reflects the merger of Telecommunications staff

Recreation and Parks: The operating budget for the Recreation and Parks Department is $19,378,208, which is a .37 percent increase as compared to the FY 2014-15 Amended Budget. No new positions are proposed for this 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. In addition, the Arena will host the CIF Boys State Wrestling Championships through at least 2020. The Amphitheater Concert Series continues to increase in popularity. Most recently, the City and AEG renewed the naming rights agreement for the Arena with Rabobank for an additional 10 year term. In addition, the American Hockey League (AHL) announced Bakersfield was awarded a franchise beginning in the 2015-16 season.

Convention and Visitors Bureau (CVB): The budget for the CVB is $705,392 which represents a 3.14 percent increase, as compared to the FY 2014-15 Amended Budget. The funding source of the CVB’s budget is Transient Occupancy Tax Funds. The CVB continues to market the City as a preferred destination for conventions, sports events, meetings and leisure travel. No new positions are proposed for this division.

Community Development: The operating budget for the Community Development Department is $10,106,080, which is a -22.17 percent decrease as compared to the FY 2014-15 Amended Budget. The FY 2014-15 budget included a one-time contribution to the Park 20th apartment project of $3 million, therefore, the year-over-year comparison show a notable decrease. However, this is due to the contribution and not a result of any other funding cuts or reductions. Funding for the Community Development Department includes the General Fund, xv Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

Development Services Fund and Housing and Urban Development (HUD) funds. No new positions are proposed for this division.

Mayor’s Office: The operating budget for the Mayor’s Office is $173,919, which is a 4.18 percent increase as compared to the FY 2014-15 Amended Budget. The increase in the Mayor’s Office budget reflects general increases in CalPERS and healthcare costs.

City Council: The operating budget for the City Council is $280,407, which is a -3.47 percent decrease as compared to the FY 2014-15 Amended Budget. The slight reduction is chiefly due to a new methodology in calculating telephone rates.

Executive: The operating budget for the Executive Department (City Manager’s Office, Human Resources, Information Technology, City Clerk and Risk Management) is $21,018,556, which is a 5.04 percent increase as compared to the FY 2014-15 Amended Budget. Funding for this department comes from various sources, including the General Fund, Equipment Management Fund, and Self-Insurance Fund. A large portion of the increase in the Executive Department is a result of the mid-year merger between the Telecommunications Division and the Information Technology Division. There is a corresponding decrease in the Public Works Department. No new positions are proposed for this department.

City Attorney: The operating budget for the City Attorney’s Office is $3,586,388, which is a -2.13 percent decrease as compared to the FY 2014-15 Amended Budget. No new positions are proposed for this department.

Financial Services: The operating budget for the Finance Department is $4,170,363 which is a 2.01 increase as compared to the FY 2014-15 Amended Budget. The proposed budget includes the accounting for the Successor Agency administrative budget of $285,000. The Finance Department’s budget also includes accounting services provided to, and funded by, the Thomas Roads Improvement Program (TRIP). No new positions are proposed for this department.

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.

xvi Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

Water Resources – The operating budget for the Water Resources Department is $25,478,118 which is a 3.56 percent increase as compared to the FY 2014-15 Amended Budget. No new positions are proposed for this department.

• Agricultural Water Fund – The operating budget for the Agricultural Water Division is $4,687,708, which is a 3.17 percent increase as compared to the FY 2013-14 Amended Budget.

• Domestic Water Fund – The operating budget for the Domestic Water Division is $20,790,410, which is a 3.64 percent increase as compared to the FY 2014-15 Amended Budget. There is no proposed domestic water rate increase for FY 2015-16.

Refuse Fund – The budget for the Solid Waste Division reflects a 4.8 percent rate increase for residential and commercial users. Under staff’s proposal, the refuse rate for a single-family residence would increase from $181.32 to $190.02 annually.

Sewer Fund – The budget reflects 2.4 percent increase to the residential and commercial sewer user rate increases for FY 2015-16. Commercial users will be subject to the second year of a five year phase-in of new surcharge rates. The sewer connection fee per single-family household is currently $4,000. There is no rate increase for FY 2015-16. 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.

xvii Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

Information Technology Division – The IT 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 $1.39 million to replace certain network and computer equipment in FY 2015-16. The Telecommunications Division recently merged with the IT Division to provide a streamlined, integrated division to coordinate all communications-related activities. The division is leading many Citywide technology initiatives, including the launch of the Bakersfield Mobile smartphone reporting application, the redesign of the City web site and analyzing the City’s long term telephone needs.

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

For FY 2015-16, the Risk Management Division’s budget is $10,154,716, which represents a 2.61 percent increase, as compared to the FY 2014-15 Amended Budget. The Risk Management Division has allocated $12,000 to continue a citywide analysis on improving safety in the workplace. The goal of the program is to increase preventative workplace safety measures and decrease the severity and frequency of workers’ compensation claims.

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

HUD Entitlements – Community Development Block Grant (CDBG) and HOME Investment Partnership funds come from the Federal Government Department of Housing and Urban Development (HUD) for the elimination of slums and blight, development of affordable housing and the creation of jobs. The City’s allocation of CDBG funds and HOME Investment Partnership funds is budgeted in the amount of $3,198,138 and $1,004,842 respectively, which represents a very minor decrease to each allocation when compared to the current year.

xviii Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

CDBG funds are budgeted for the following infrastructure and facilities projects for FY 2015-16:

• Home Access Rehabilitation • Bakersfield Senior Center Facilities Improvements • Community Action Partnership of Kern Solar Improvements (Dependent on allocation of matching County funds) • Madison Area Curb, Gutter, Sidewalk, Reconstruction • Oleander Area Curb, Gutter, Sidewalk, Reconstruction • Union/Brundage Area Phase II Curb, Gutter, Sidewalk, Reconstruction • E California Area Curb, Gutter, Sidewalk, Reconstruction

In addition to the aforementioned projects, a contribution to the Bakersfield Senior Center in the amount of $85,000 and $100,000 for fair housing services is included within the CDBG budget.

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 (M.C. 3.40) 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 the Convention and Visitors Bureau (CVB) 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 CVB 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 2015-16 continue to be focused on TRIP and road projects. Limited discretionary capital funding is proposed to be allocated to local street maintenance (non-TRIP), maintenance at City facilities and park improvements.

xix

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

Project Highlights:

Thomas Roads Improvement Program (TRIP) Projects

TRIP Projects comprise 81% of the total FY 2015-16 Capital Improvement Budget. The amount proposed for TRIP Projects totals $123,395,423. This is includes $72,500,871 in federal earmark funds and $50,894,552 of local funding. Local funding is comprised of gas tax revenues, utility surcharge revenue, traffic impact fees, and funds from the $40 million contribution the County made to the City last year for the TRIP projects.

There are multiple TRIP projects proposed for FY 2015-16.

• 24th Street Improvement Project - Federal funding of $7,620,850, and local funding of $28,502,296 which includes County-contribution funding of $24,500,000 is proposed for right-of-way acquisition and construction for this project. This project widens 24th Street from SR-99 to Oak Street to eight lanes, Oak Street to D Street to six lanes, and the 23rd Street/ 24th Street Couplet to four lanes in each direction.

• Centennial Corridor – Kern River Bridges - Federal funding of $40,786,212, and local funding of $16,372 is proposed for this project. This project provides for the construction of both northbound and southbound Centennial Corridor bridges over the Kern River and over Truxtun Avenue. This project is the first construction package for the Centennial Corridor Project and by accelerating construction, the final portion of the SAEFTEA-LU Centennial Earmark can be encumbered and protected.

• Centennial Corridor – Design and Utility Relocation - Initial funding for the advanced preliminary engineering for the Centennial Corridor was previously programmed in FY 2014-15. Additional federal funding in the amount of $4,073,809 is being proposed for FY 2015-16 for the Centennial Corridor design work. In addition, $20,020,000 of federal funds is proposed for utility relocations.

• PG&E Retaining Wall at Westside Parkway - $250,000 is proposed for the construction of a retaining wall that is needed to facilitate the relocation of two PG&E towers that are in conflict with the construction of the Kern River Bridges.

• Truxtun Avenue Widening - Local funding of $3,950,000 is proposed for right-of- way acquisitions and construction to widen Truxtun Avenue to three lanes in each direction from Empire Drive to approximately 600 feet east of Oak Street. The purpose of the project is to eliminate an area of increased traffic congestion that has arisen since the opening of the Westside Parkway. The project includes a retaining wall beneath the SR-99 bridge, as well as the lengthening of the box culvert for the Carrier Canal.

• Various TRIP Projects (Programming of Remaining Local Match Requirements) - The proposed FY 2015-16 CIP budget includes the remaining local match funding xx

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

needed for the construction phase for two TRIP projects. The local match funding for these two projects was to be programmed over two years, commencing in FY 2014-15. The amounts proposed for FY 2015-16 programs the remaining local match requirements as follows:

• Beltway Operational Improvements: $653,428 • Westside Parkway Operational Improvements: $976,500

Facility Improvements

Funding for proposed facility improvement projects are derived from multiple funding sources, which are noted for each project. Projects proposed for FY 2015-16 include:

• Modular Building Replacement Mt. Vernon Green Waste Facility - This $380,000 project, using refuse enterprise funds, will replace the existing modular buildings at the Facility. The existing two modular buildings currently used as offices, training rooms, break rooms, and locker rooms are 30 years old and in need of major repairs. The buildings were acquired as used units, and have damage from pests and rodents. The two units total 2,400 square feet in aggregate. Approximately 30% of the cost will be funded by Kern County pursuant to the existing Green Waste Agreement.

• Rabobank Arena/Convention Center Improvements - o Replace Ice Chiller at Rabobank Arena - This project sets aside $250,000 each year for three years to fund replacement of the ice chiller at Rabobank Arena, which is estimated to cost $750,000. The emergency repairs completed to the original equipment in FY 2013-14 are estimated to last an additional 3-7 years.

o Rabobank Arena Miscellaneous Improvements - This $100,000 project will fund any urgent or emergency fixed plant or facility item that may have a catastrophic failure during the fiscal year. Examples include: A/C chiller, ice making compressor, HVAC fan or motor, fire sprinklers, plumbing leak, etc. The five-year CIP plan programs $100,000 each year for various improvements.

Park Facility Improvements

Funding for proposed park facility improvements includes Capital Outlay and Park Improvement funds. Projects proposed for FY 2015-16 include:

• Mesa Marin Phase II - $750,000 of Park Improvement funds is proposed for FY 2015-16. Prior year budgets allocated $3.7 million to the Mesa Marin Phase II project. Total project funding will reach $4.45. This project provides for construction of two additional softball fields, tot lots, restroom, parking lot expansion, shade structure, dog park, and walkway amenities. Additional features, such as a splash pad, may be added as funding allows. xxi

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

• Sports Village Phase III - $1,700,000 of Park Improvement funds is proposed for Sports Village Phase III. Prior year budgets allocated $5.75 million to the project. Total project funding will reach $7.45 million upon approval of this additional funding. Phase III improvements will construct the stadium field, parking areas, tot lot, restroom, and passive park and walkway amenities. The project will also include the expansion of the lake and interior roadways, which will connect to Taft Highway.

• McMurtrey Slide Rehab - This project received an initial $150,000 appropriation through the Park Improvement Fund (PIF) in FY 2014-15. A cost estimate of $686,000, would provide for the replacement of the slides, repairs of the stairs and grates, and repair of worn structure bases. Staff proposes an additional $570,000 request through PIF to combine with remaining $120,000 from the initial appropriation.

• Bill Park Greens Playground Rehab - The equipment has passed its useful life and has little play value as compared to modern standards. The new playground will include rubberized surfacing, provide ADA accessibility and inclusionary play components. Total cost of the project is $375,000.

• Coral Keys Park Playground Rehab - The equipment has passed its useful life and has little play value as compared to modern standards. The new playground will include rubberized surfacing, provide ADA accessibility and inclusionary play components. Total cost for the project is $341,000.

Sanitary Sewer and Storm Drain Improvements

All proposed Capital Projects within this section would be funded with sewer enterprise funds.

• Operation and Energy Conservation - This project programs $2,500,000 in aggregate for operational and energy conservation improvements for both Treatment Plants for FY 2015-16. This project will be phased over multiple years for a total anticipated cost of $5,000,000.

• Plant 2 and Plant 3 Miscellaneous Improvements - This project allocates $275,000 to each Plant for improvements for a total of $550,000. Continuous treatment of wastewater year-round causes wastewater treatment facilities to wear down. Clarifiers, headworks, digesters, pump stations, trickling filters, various buildings, 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, mostly unforeseen, capital improvements to the wastewater treatment facilities, prevent interruptions of treatment, and make the facilities functional, efficient and safe.

xxii

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

• Rehabilitation Trickling Pump Station - This $200,000 project will provide for upgrades to the four concrete support pads along with major rehabilitation of the associated two transfer pumps and two recirculation pumps. The pumps have been in continuous use since their installation in 1999.

• Secondary Effluent Reuse - This $400,000 project will provide secondary effluent for the reuse at the septage/grease receiving station and for general plant cleaning. This project will provide approximately 50% to 70% monthly savings on current water usage and charges.

• Consultant Study/Electrical Inspection at Wastewater Treatment Plant No. 3 - This $150,000 project will provide a detailed electrical inspection at Plant 3 to identify electrical components that have sustained damage from hazardous gases.

• Odor Control Blowers Rehabilitation - This $100,000 project will provide for the major rehabilitation of odor control blowers to ensure that the blowers continue to adequately remove hazardous gases from Plant 3’s buildings and surrounding area.

• Rehabilitation of Aeration Basin - This $100,000 project will rehabilitate a malfunctioning aeration basin. Rehabilitation includes grit removal, along with pump, mixer, and diffuser replacement.

• Sewer Lift and Storm Pump Station at Various Locations - This $1,000,000 multi-year project will fund major improvements to the City’s aging sewer lift and storm pump stations. A 5-year, $1 million annually, plan was developed to identify priority locations and improvements needed. Besides constant, costly repairs and temporary fixes to the various stations, major improvements are needed for employee safety and to comply with current standards. Additionally, this project will fund both emergency generators needed for the lift stations and SCADA monitoring systems. A study by an independent safety company noted areas of concern throughout the system. Improvements will include the latest technologies and expansion of the control and monitoring system to better manage the stations.

• Sewer Lift Station Rehabilitation at Alfred Harrell Highway/Lake Ming Road and at Magdalena Avenue West of South H Street - This $634,000 project will retrofit two lift stations at the two project sites. The retrofit will include new pre-rotation basins with new pumps to improve the efficiency and eliminate costly ongoing maintenance.

• Sewer Lift Station Rehabilitation at White Lane and Buena Vista Road - This $782,000 project will rehabilitate this lift station to meet flow demands. The existing lift station at White Lane and Buena Vista Road has a current active wet well and a spare inactive dry well. The current active wet well is nearing maximum flow capacity. The future flow from the West Ming Development will

xxiii

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

also go to this lift station, further increasing flow. This project will convert the spare dry well to an active wet well in order to meet all future flow demands.

Street Improvements

Funding for proposed street improvement projects are derived from multiple funding sources, which are noted for each project. Projects proposed for FY 2015-16 include:

• Pavement Rehabilitation - These pavement rehabilitation projects will also include improvements to the curb return access ramps to meet current ADA standards. In addition, staff will review all road segments for potential bike lane modifications.

o Ashe Road from Ming Avenue to Stockdale Highway - This $1,865,000 project will rehabilitate the pavement along this road segment. Funding for this project includes $1,552,782 of federal funds with Capital Outlay funds providing the $312,218 local match requirement. o Brundage Lane from Union Avenue to Washington Street - This $2,528,300 project will rehabilitate the pavement along this road segment. Funding for this project includes $2,114,468 of federal funds with Capital Outlay funds providing the $413,832 local match requirement. o Wilson Road from Wible Road to South H Street - This $1,315,000 project will rehabilitate the pavement along this road segment. Funding for this project includes $1,094,796 of federal funds with Capital Outlay funds providing the $220,204 local match requirement. o Sidewalk Improvements near Perimeter of Frank West Elementary School - This $312,000 project includes installing accessible ramps and sidewalks at Frank West Elementary school. The sidewalk improvements include the perimeter of the school and adjoining Wilson Park. This project is 100% federally funded. o Resurfacing Various Streets - This $5,000,000 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.

xxiv

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

o Madison Drive Reconstruction Area - This $300,000 project reconstructs selected areas within the area bounded by Madison Drive, Cottonwood Road, Casa Loma Drive, and Brooks Street. o Union/Brundage Reconstruction Area - This $605,860 project reconstructs select areas within the area bounded by Brundage Lane, Union Avenue, 4TH Street and the Kern Island Canal.

• New Traffic Signals - The FY 2015-16 proposed budget includes the installation of two predominantly federally funded traffic signals. Both projects include the installation of interconnect which will link both signals to the Traffic Operations Center. This will improve signal timing, thereby reducing traffic congestion and vehicle emissions. The two signal projects are as follows: o Traffic Signal, Intersection of Snow Road and Jewetta Avenue - The total budget for this project is $272,700 (federal funding of $223,538 with $49,162 of Capital Outlay funds providing the local match requirement). o Traffic Signal, Intersection of Snow Road and Norris Road - The total budget for this project is $360,400 (federal funding of $298,170 with $62,230 of Capital Outlay funds providing the local match requirement).

• Signal Modification – o Traffic Signal Interconnect on Stockdale Highway - This $507,000 project upgrades and expands the City’s signal communication network by installing a fiber cable connection of the City signals on Stockdale Highway between Coffee Road and Allen Road. This will allow the signals to be monitored from the City’s Traffic Operation Center, which aids in improving signal timing to reduce traffic congestion and reduce vehicle emissions. Funding for this project includes $448,847 of federal funds with $58,153 of Capital Outlay funds providing the local match requirement.

• Street Improvements - o Street Improvement on McCutchen Road - This project will construct a missing street segment along this roadway, leading to the Sports Village. A majority of the project qualifies for TDF funding ($244,670) and is budgeted in FY 2015-16. The balance of the funds will be realized from projected savings on the Hosking Avenue Interchange Project.

o Street Improvement on Panama Lane - This $953,000 project funded by TDF, will construct an additional eastbound travel lane with shoulders. This project will also include a signal modification. The project will improve traffic flow along this road segment.

o Street Improvement on Wible Road South of Hosking Avenue - This $116,900 project funded by TDF, will construct a second southbound lane, 600 feet in length. This southbound lane will connect to a fully developed street south of this segment. Construction of this lane will relieve congestion at the intersection of Wible Road and Hosking Avenue.

xxv

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

Water Improvements

Significant projects for the Water Resources Department, all funded within the Agricultural and Domestic Water Fund, include:

• Well Column Extensions - Column extensions are necessary to lower the pump bowls in the wells to maintain a minimum of 60 feet of groundwater over the pump bowls. These retrofits are needed due to declining groundwater levels and total costs are $200,000.

• Service Connection Replacement Program - As the system continues to age, multiple leaks have been encountered to the service connections. Making the replacements early reduces the costs of removing and replacing sidewalks, pavement or other infrastructure in the area. Over the past few years we have averaged approximately 160 to 200 service connection replacements per year on the system. The project will cost $600,000.

• Water Main Extensions - This $450,000 project is for new water main extensions that are required to loop the City’s domestic water system so that water can flow more efficiently. By looping the system, multiple sources of water are available for parcels and adequate pressures are achieved. A minor portion of funds will be reserved to reimburse developers for over-sizing water mains for the benefit of the City.

• Wellhead Facilities Upgrades - Several projects are required to improve water production and treatment operations at various well sites within the system for a cost of $300,000. The granular activated carbon treatment system will be replaced at two locations. New flow meters on well discharge lines will be installed to provide more accurate flow measurements.

• Pump Station Upgrades - Upgrades to the City’s older well pumps and motors are proposed as part of this $400,000 project. The older oil-lubricated pumps must be replaced with water lubricated pumps. The plan includes replacing the old motors with new energy efficient motors. Five well pumps and motors will be replaced next fiscal year.

Notable Miscellaneous Improvements

• ADA Transition Plan - The City is currently in the process of updating the ADA transition plan. This multi-year project will fund priority ADA improvements as identified in the ADA Transition Plan. The five-year CIP plan programs $150,000 each year commencing in FY 2015-16.

• Bakersfield East Monument Entry Sign - This $110,000 project will install a fabricated concrete monument sign along Highway 58, providing a visual entrance to the east side of the City. The sign to be placed at the east location was previously constructed and is currently in storage. The sign will match the xxvi

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

existing entry signs located on Highway 99 near Taft Highway and south of 7th Standard Road. The property on which the sign will be located will be provided to the City at no cost.

• Bridge Deck Improvements at Various Locations - This $200,000 project will construct improvements for specific bridges to meet Caltrans’ recommendations as documented within Caltrans’ bridge inspection reports. Caltrans’ inspection reports recommended methacrylate treatment for several bridge decks to protect the concrete on the deck. The bridges to be treated are located at: Gosford Road over the Kern River Canal; Haley Street over the East Side Canal; Stockdale Highway over the Cross Valley Canal; Stockdale Highway at the Kern River; and Service Road North of 14th Street at Chester Avenue.

• Replacement of Autoscope and Vehicle Detection Cameras - The proposed budget includes $90,000 for the first year of funding for this multi-year project. This proposed project will replace the existing vehicle detection systems at 32 signalized intersections with an updated system. The existing 2020 autoscope camera computers and vehicle detection cameras no longer have parts, service, or software support from the manufacturer. This may result in traffic signal detection failure. This project will be phased over a three-year period with $180,000 programmed in the five-year CIP plan for FY’s 2016-17 and 2017-18.

Summary

The upcoming fiscal year will unfortunately be a more “hold the line” budget when compared to the past few fiscal years. The economic uncertainties constrict staff’s ability to propose new positions or many new capital improvement projects. The slowdown in local oil activity, along with the drought has created many economic uncertainties which we must continue to monitor. Although the proposed budget does not contain any major cutbacks, staff may need to make further adjustments as the process moves forward and additional revenue data is gathered.

Acknowledgements

The FY 2015-16 Proposed Budget is a reflection of the dedicated team of department heads, budget managers, division managers and staff throughout the organization who are involved in the preparation of the City’s financial plan for the upcoming fiscal year.

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, Assistant City Manager Steve Teglia, Administrative Analyst III Chris Gerry,

xxvii

Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

Management Assistant Caleb Blaschke, Assistant Public Works Director Ted Wright, and Human Resources Manager Christi Tenter.

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

xxviii xxix Honorable Mayor and City Council FY 2015-16 Proposed Budget - Letter of Transmittal May 6, 2015

xxx

xxxi

THIS PAGE INTENTIONALLY LEFT BLANK BUDGET SUMMARIES REMOVE THIS PAGE Budget Summaries

LIST OF 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 Departmental Appropriations by Fund 8 General Fund – Appropriations by Department 12 Financial Summary – All Funds 14 Estimated Balances – June 30, 2016 17 Interfund Transfers – Summary 18 Interfund Transfers – Detail 19

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

1 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 RESOURCES AND APPROPRIATIONS GENERAL FUND Adopted Adopted Proposed Sources by Type 2013-14 2014-15 2015-16

Resources Property Tax $ 60,915,000 $ 64,665,600 $ 68,946,500 Sales Tax 71,415,000 73,981,200 76,106,700 Other Taxes 9,825,000 10,410,000 10,675,000 Total Taxes $ 142,155,000 $ 149,056,800 $ 155,728,200

Licenses and Permits $ 2,308,300 $ 3,238,445 $ 3,246,240 Intergovernmental Revenue 2,069,732 2,337,975 1,307,116 Charges for Service 17,063,568 19,536,680 20,980,955 Fines and Forfeits 505,500 610,000 845,000 Miscellaneous Revenues 247,900 278,900 1,156,489 Total Other Revenues $ 22,195,000 $ 26,002,000 $ 27,535,800

Beginning Balance 27,189,608 27,563,200 19,650,000

Transfers In 1,100,000 850,000 600,000

TOTAL RESOURCES $ 192,639,608 $ 203,472,000 $ 203,514,000

Appropriations Police $ 76,477,371 $ 81,167,165 $ 87,599,346 Fire 32,801,014 34,498,483 36,434,582 Total Public Safety $ 109,278,385 $ 115,665,648 $ 124,033,928

Public Works $ 24,998,585 $ 26,435,257 $ 27,031,321 Recreation and Parks 17,815,093 19,264,147 19,348,208 Community Development 7,151,639 7,493,627 7,757,862 General Government 11,972,798 12,481,302 13,398,852 Non-Departmental 14,408,208 12,826,835 10,793,000 Total Operations $ 76,346,323 $ 78,501,168 $ 78,329,243

Contingencies 250,000 209,700 250,000

Transfers Out 6,764,900 9,095,484 900,829

TOTAL APPROPRIATIONS $ 192,639,608 $ 203,472,000 $ 203,514,000

2 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 GENERAL FUND BUDGET $203,514,000 Where it Comes From Property Tax Sales Tax 33.88% 37.40%

Beg. Balance & Transfers 9.94% Licenses & Permits 1.60% Misc. and Other 5.81%

Intergovernmental Fines & Forfeits 0.64% 0.42% Charges for Services 10.31%

Police Where it Goes 43.04% Fire 17.90%

Transfers 0.45%

Non- Departmental Public Works 5.43% 13.28%

General Government Community Recreation & 6.58% Development Parks 3.81% 9.51%

3 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 RESOURCES AND APPROPRIATIONS OPERATING BUDGET - ALL FUNDS Adopted Adopted Proposed Sources by Type 2013-14 2014-15 2015-16

Resources Capital Project Funds $ 18,256,009 $ 26,013,440 $ 22,078,474 Economic Stimulus 70,500 - - Special Revenue Funds 22,348,315 23,404,191 15,944,375 General Operating Funds 192,639,608 203,472,000 203,213,171 Succesor Agency Funds* 9,570,508 14,947,658 11,921,868 Improvement Districts 7,382,442 7,434,331 7,442,319 Internal Service Funds 41,359,779 39,659,813 40,431,996 Enterprise Funds 118,721,601 121,864,392 120,521,091 Debt Service Funds 673,364 958,175 1,402,397 Total $ 411,022,126 $ 437,754,000 $ 422,955,691

Appropriations General Government $ 27,686,076 $ 27,916,223 $ 29,229,633 Police 77,088,551 82,240,301 88,996,412 Fire 33,869,056 35,839,500 37,684,202 Public Works 111,446,704 110,308,586 111,506,150 Water Resources 23,231,959 24,103,186 25,478,118 Rabobank/CVB & Recreation and Parks 25,655,275 26,435,478 26,653,867 Community Development 10,286,870 12,659,332 10,106,080 Non-Departmental & Transfers 101,757,635 118,251,394 93,301,229 Total $ 411,022,126 $ 437,754,000 $ 422,955,691 * Formerly Redevelopment Agency Funds

4 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 OPERATING BUDGET - ALL FUNDS $422,955,691 Where it Comes From Debt Service Funds 0.33% Capital Project Funds Enterprise Funds 5.22% 28.49% Special Revenue Funds 3.77% Internal Service Funds General 9.56% Operating Funds 48.05% Improvement Districts 1.76% Succesor Agency Funds* 2.82%

Non-Departmental Where it Goes & Transfers General 22.06% Government 6.91% Community Development Police 2.39% 21.04%

Rabobank/CVB & Recreation and Fire Parks 8.91% 6.30%

Water Resources 6.02%

Public Works 26.36%

5 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 OPERATING FUND DISTRIBUTION

Actual Adopted Proposed Expenditures 2013-14 2014-15 2015-16

All Funds Personnel $ 180,793,019 $ 189,329,873 $ 194,875,899 Operating 169,867,452 172,984,052 175,623,165 Capital 11,403,068 10,611,775 10,786,627 Fiscal Transfers 48,958,587 64,828,300 41,670,000 Total All Funds $ 411,022,126 $ 437,754,000 $ 422,955,691

General Fund Personnel $ 145,798,356 $ 154,869,967 $ 160,826,267 Operating 39,917,052 39,236,459 41,470,304 Capital 159,300 270,090 316,600 Fiscal Transfers 6,764,900 9,095,484 900,829 Total General Fund $ 192,639,608 $ 203,472,000 $ 203,514,000

6 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 OPERATING FUND DISTRIBUTION ALL FUNDS $422,955,691 Fiscal Transfers 9.85%

Capital 2.55%

Personnel 46.07%

Operating 41.52%

GENERAL FUND $203,514,000

Personnel Fiscal Transfers 79.02% 0.44%

Capital 0.16%

Operating 20.38%

7 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 DEPARTMENTAL APPROPRIATIONS BY FUND

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

Budget Summary Operating Budgets City of Bakersfield $ 28,944,633 $ 88,996,412 $ 3 7,684,202 $ 111,506,150 $ 2 5,478,118 $ 26,653,867 $ 10,106,080 $ 8 1,664,361 $ 4 11,033,823

Successor Agency 285,000 - 1 1,636,868 1 1,921,868 Total Operating $ 29,229,633 $ 88,996,412 $ 3 7,684,202 $ 111,506,150 $ 2 5,478,118 $ 26,653,867 $ 10,106,080 $ 9 3,301,229 $ 4 22,955,691

Capital Improvements City of Bakersfield $ - $ - $ - $ 146,978,825 $ 2 ,050,000 $ 3 ,851,000 $ - $ - $ 152,879,825

Successor Agency - - Total Capital Improvements $ - $ - $ - $ 146,978,825 $ 2 ,050,000 $ 3 ,851,000 $ - $ - $ 152,879,825 8

Total Appropriations $ 29,229,633 $ 88,996,412 $ 3 7,684,202 $ 258,484,975 $ 2 7,528,118 $ 30,504,867 $ 10,106,080 $ 9 3,301,229 $ 5 75,835,516 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 DEPARTMENTAL APPROPRIATIONS BY FUND

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

City of Bakersfield Operating Budget Agriculture Water $ - $ - $ - $ - $ 4,687,708 $ - $ - $ 4 9,158 $ 4, 736,866 ARRA Federal Stimulus ------State Transportation - - - 420,336 - 30, 000 - - 450,336 Assessment Districts 153,500 ------7, 288,819 7,442,319 Aviation - - - 254,549 - - - - 254,549 CUPA - - 1,249,620 - - - - - 1,249,620 Capital Outlay ------COF Utility/Road Funds ------Community Dev. Block Grant ------1,313,376 582, 823 1,896,199 Domestic Water - - - - 20,790,410 - - 1, 671,080 22, 461,490 Equipment Management 3,092,557 - - 23,377,237 - - - - 26,469,794 9 Facility Replacement Reserve 530,000 530,000 Gas Tax ------General Fund 13,398,852 87,599,346 36,434,582 27,031,321 - 19, 348,208 7,757,862 11, 943,829 203, 514,000 HOME Program ------1,034,842 - 1,034,842 Municipal Improvement Debt ------742, 742 742,742 Park Improvement ------Parking Lots/Structures 117,959 ------117,959 Public Financing Authority - - - - - Refuse Collection - - - 44,715,308 - - - 1, 160,246 45, 875,554 Self Insurance 11,769,716 ------11,769,716 Supp. Law Enforcement - 580,066 ------580,066 Traffic Safety - 817,000 - - - - - 600, 000 1,417,000 Transient Occupancy Taxes - - - - - 7, 275,659 - 10, 248,403 17, 524,062 Transportation Development ------13, 525,000 13, 525,000 TDF TRIP Local Match 412,049 - - 711,425 - - - - 1,123,474 Wastewater Treatment Plant - - - 14,995,974 - - - 33, 322,261 48, 318,235 Total Operating $ 28,944,633 $ 88,996,412 $ 37, 684,202 $ 111,506,150 $ 25, 478,118 $ 26,653,867 $ 10,106,080 $ 81, 664,361 $ 411, 033,823 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 DEPARTMENTAL APPROPRIATIONS BY FUND

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

City of Bakersfield Capital Improvements Agriculture Water $ - $ - $ - $ - $ 100 ,000 $ - $ - $ - $ 1 00,000 Aviation - - - 55,000 - - - - 55,000 Captial Outlay - - - 7,153,799 - 490 ,000 - - 7,643,799 Community Dev. Block Grant - - - 1,771,132 - - - - 1,771,132 COF Utility/Road Funds - - - 4,937,646 - - - - 4,937,646 Domestic Water - - - - 1,950,000 - - - 1,950,000 Equipment Management - - - 91,500 - - - 91,500 Federal Transportation - - - 6,044,601 - - - - 6,044,601 Gas Tax - - - 9,059,578 - - - - 9,059,578 Park Improvement - - - - - 3, 361,000 - - 3,361,000 Refuse Collection - - - 455,000 - - - - 455,000 10 Transportation Development - - - 1,402,470 - - - - 1,402,470 TDF TRIP Local Match - - - 12,397,328 - - - - 12,397,328 TRIP - - - 97,000,871 - - - - 97,000,871 Wastewater Treatment Plant - - - 6,609,900 - - - - 6,609,900 Total Capital Improvements $ - $ - $ - $ 146,978,825 $ 2, 050,000 $ 3, 851,000 $ - $ - $ 1 52,879,825

Total City of Bakersfield $ 28,944,633 $ 88,996,412 $ 37, 684,202 $ 258,484,975 $ 27, 528,118 $ 30,504,867 $ 10,106,080 $ 81, 664,361 $ 563, 913,648 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 DEPARTMENTAL APPROPRIATIONS BY FUND

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

Successor Agency Operating Budget Downtown $ - $ - $ - $ - $ - $ - $ - $ 1,207,000 $ 1,207,000 Old Town Kern Pioneer - - 1,683,532 1,683,532 Southeast 250,000 1,357,327 1,607,327

Housing Downtown 35,000 - - 35,000 Old Town Kern Pioneer - - - - Southeast - - - -

Debt Service 11 Downtown - - 4,348,150 4,348,150 Old Town Kern Pioneer - - 1,683,532 1,683,532 Southeast - - 1,357,327 1,357,327 Total Operating $ 285,000 $ - $ - $ - $ - $ - $ - $ 11,636,868 $ 11,921,868

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

Total SA $ 285,000 $ - $ - $ - $ - $ - $ - $ 11,636,868 $ 1 1,921,868 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 GENERAL FUND - APPROPRIATIONS BY DEPARTMENT Adopted Amended Proposed Actual Department Budget Budget Budget 2013-14 2014-15 2014-15 2015-16

Mayor $ 134,350 $ 166,934 $ 166,934 $ 173,919 City Council 270,525 290,492 290,492 280,407 TOTAL LEGISLATIVE $ 404,875 $ 457,426 $ 457,426 $ 454,326

City Manager $ 986,957 $ 1,079,005 $ 1,079,005 $ 1,102,803 City Clerk 854,008 894,626 894,626 895,789 Human Resources 1,214,395 1,306,195 1,306,195 1,324,138 Information Technology 3,244,511 3,671,606 3,671,606 4,598,553 Risk Management - - - - TOTAL EXECUTIVE $ 6,299,871 $ 6,951,432 $ 6,951,432 $ 7,921,283

12 Administration $ 487,019 $ 522,519 $ 522,519 $ 528,464 Accounting and Reporting 1,302,406 1,333,980 1,333,980 1,374,561 Treasury 736,198 772,323 772,323 822,560 Purchasing 291,030 319,224 319,224 326,270 TOTAL FINANCIAL SERVICES $ 2,816,653 $ 2,948,046 $ 2,948,046 $ 3,051,855

Legal Counsel $ 1,998,104 $ 2,124,398 $ 2,124,398 $ 1,971,388 TOTAL CITY ATTORNEY $ 1,998,104 $ 2,124,398 $ 2,124,398 $ 1,971,388

Administration $ 17,259,194 $ 17,289,370 $ 18,402,675 $ 14,118,630 Operations 43,714,086 47,184,660 48,782,484 55,585,151 Investigations 13,688,530 14,682,299 14,752,299 15,757,071 Animal Control 1,788,656 2,010,836 2,017,236 2,138,494 TOTAL POLICE SERVICES $ 76,450,466 $ 81,167,165 $ 83,954,694 $ 87,599,346

Administration $ 1,448,352 $ 1,542,406 $ 1,542,406 $ 1,564,190 Safety Services 1,299,094 1,274,451 1,274,451 1,280,978 Fire Suppression 31,034,422 31,681,626 31,681,626 33,589,414 TOTAL FIRE SERVICES $ 33,781,868 $ 34,498,483 $ 34,498,483 $ 36,434,582

CITY OF BAKERSFIELD FISCAL YEAR 2015-16 GENERAL FUND - APPROPRIATIONS BY DEPARTMENT Adopted Amended Proposed Actual Department Budget Budget Budget 2013-14 2014-15 2014-15 2015-16

Administration $ 614,542 $ 645,224 $ 645,224 $ 608,753 Engineering 5,181,134 5,908,433 6,268,433 6,098,345 General Services 11,091,266 11,740,326 11,725,034 12,101,050 Streets 7,538,471 8,141,274 8,141,274 8,223,173 Equipment - - - - Wastewater - - - - Solid Waste - - - - TOTAL PUBLIC WORKS $ 24,425,413 $ 26,435,257 $ 26,779,965 $ 27,031,321

Administration $ 1,146,736 $ 1,191,465 $ 1,191,465 $ 1,191,359 Parks 14,453,295 15,069,550 15,082,220 15,108,045 13 Recreation 2,839,127 3,003,132 3,003,132 3,048,804 TOTAL RECREATION AND PARKS $ 18,439,158 $ 19,264,147 $ 19,276,817 $ 19,348,208

Planning $ 2,004,184 $ 2,001,011 $ 2,134,271 $ 2,001,394 Building 4,874,960 5,492,616 5,686,116 5,756,468 TOTAL COMMUNITY DEVELOPMENT $ 6,879,144 $ 7,493,627 $ 7,820,387 $ 7,757,862

TOTAL BY DEPARTMENT $ 171,495,552 $ 181,339,981 $ 184,811,648 $ 191,570,171

Non-Departmental $ 6,589,728 $ 12,826,835 $ 11,981,090 $ 10,793,000 Debt Service - - - - Contingencies 209,700 206,700 250,000 Transfers Out 10,095,532 9,095,484 9,284,026 900,829 TOTAL GENERAL FUND $ 188,180,812 $ 203,472,000 $ 206,283,464 $ 203,514,000 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 FINANCIAL SUMMARY - ALL FUNDS Estimated Adopted Estimated Transfers Budget Appropriations Fund Group Balance Balance Revenues 7/1/2015 In Out Operating C.I.P. 6/30/2016

Governmental Funds General Operating $ 32,379,145 $ 183,314,000 $ 600,000 $ 900,829 $ 202,613,171 $ - $ 12,779,145 Economic Stimulus - - - - Special Revenue 5,701,006 110,649,484 8,207,750 15,944,375 89,376,182 2,822,183 Debt Service - 83,087 659,655 742,742 - Capital Project 45,345,480 22,621,000 20,955,000 14,055,000 1,123,474 54,242,243 19,500,763

Proprietary Funds Enterprise 87,501,063 111,683,546 13,015,000 14,258,562 107,506,091 9,169,900 81,265,056 Internal Service 13,687,487 35,833,014 2,192,486 38,239,510 91,500 13,381,977 14 Fiduciary Funds Improvement Districts 11,509,601 6,426,654 7,442,319 10,493,936 Successor Agency 613,461 7,629,302 4,247,859 4,247,859 7,674,009 - 568,754 Total $ 196,737,243 $ 478,240,087 $ 41,670,000 $ 41,670,000 $ 381,285,691 $ 152,879,825 $ 140,811,814 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 FINANCIAL SUMMARY - ALL FUNDS Estimated Adopted Estimated Transfers Budget Appropriations Fund Group Balance Balance Revenues 7/1/2015 In Out Operating C.I.P. 6/30/2016

General Operating Funds General $ 19,650,000 $ 183,264,000 $ 600,000 $ 900,829 $ 202,613,171 $ - $ - Cash Basis Reserve 12,729,145 50,000 12,779,145

Special Revenue Funds Community Development 110,700 3,652,354 582,823 1,313,376 1,771,132 95,723 Home Investment Partnership 170,986 1,040,842 1,034,842 176,986 NSP 67,900 67,900 Federal Transportation - 6,044,601 6,044,601 - TRIP 242,941 72,500,871 72,500,871 242,941 15 State Transportation - 460,336 450,336 10,000 Gas Tax 1,881,398 7,780,000 9,059,578 601,820 Traffic Safety 65,840 1,351,160 600,000 817,000 - CUPA/UASI 169,241 1,104,000 1,249,620 23,621 Supplemental Law Enforcement 277,940 581,066 580,066 278,940 Transient Occupancy Tax 2,714,060 16,134,254 7,024,927 10,499,135 1,324,252

Debt Service Funds Municipal Improvement Debt - 83,087 659,655 742,742 -

Capital Project Funds Capital Outlay 5,023,414 15,000 7,430,000 530,000 7,643,799 4,294,615 Capital Outlay-Local TRIP 37,389,329 5,000 24,500,000 12,894,329 Capital Outlay-Utility/Road Fund 144,345 5,205,000 - - - 4,937,646 411,699 Park Improvements 2,598,330 1,280,000 3,361,000 517,330 Transportation Development (TDF) 94,841 16,051,000 13,525,000 - 1,402,470 1,218,371 TDF TRIP Local Match 60,000 65,000 13,525,000 1,123,474 12,397,328 129,198 Major Bridge & Thoroughfare 35,221 35,221 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 FINANCIAL SUMMARY - ALL FUNDS Estimated Adopted Estimated Transfers Budget Appropriations Fund Group Balance Balance Revenues 7/1/2015 In Out Operating C.I.P. 6/30/2016

Enterprise Funds Wastewater Treatment $43,242,309 $31,419,320 $13,000,000 $7,000,000 $35,318,235 $6,609,900 38,733,494 Sewer Connections 2,661,228 5,213,000 6,000,000 1,874,228 Refuse Collection 11,067,146 44,054,726 1,160,246 44,715,308 455,000 8,791,318 Agricultural Water 5,242,447 4,982,000 49,158 4,687,708 100,000 5,387,581 Domestic Water 24,808,449 25,626,000 49,158 22,412,332 1,950,000 26,022,959 Airpark 458,875 304,500 254,549 55,000 453,826 Offstreet Parking 20,609 84,000 15,000 117,959 1,650

Internal Service Funds 16 Equipment Management 16,076,480 24,189,226 2,192,486 26,469,794 91,500 15,896,898 Self-Insurance (2,388,993) 11,643,788 11,769,716 (2,514,921)

Improvement District Funds Assessment Districts 11,509,601 6,426,654 7,442,319 10,493,936

Successor Agency Funds Successor Agency $ 342,707 $ 7,629,302 $ 4,247,859 $ 4,247,859 $ 7,639,009 $ - $ 333,000 Successor Housing Agency 270,754 - 35,000 - 235,754 Total $ 196,737,243 $ 478,240,087 $ 41,670,000 $ 41,670,000 $ 381,285,691 $ 152,879,825 $ 140,811,814 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 ESTIMATED BALANCES - JUNE 30, 2016

Fund Title Total Unreserved Reserved Comment Cash Basis Reserve $ 12,779,145 $ - $ 12,779,145 Cash required prior to tax receipts Community Development 95,723 95,723 Home Investment Partnership 176,986 176,986 Federal Transportation 67,900 67,900 TRIP 242,941 242,941 Gas Tax 10,000 10,000 Traffic Safety 601,820 601,820 CUPA 23,621 23,621 Supplemental Law Enforcement 278,940 278,940 Transient Occupancy Tax 1,324,252 424,252 900,000 Capital Lease Reserve Capital Outlay 4,294,615 94,615 4,200,000 Facilities Reserve 12,894,329 12,894,329

17 Capital Outlay-Local TRIP Capital Outlay-Utility/Road Fund 411,699 411,699 Park Improvements 517,330 517,330 Transportation Development 1,218,371 1,218,371 TDF TRIP Local Match 129,198 129,198 Major Bridge & Thoroughfare 35,221 35,221 Wastewater Treatment 38,733,494 18,533,494 20,200,000 Rate Stabilization/Debt/Capital Sewer Connections 1,874,228 1,874,228 Refuse 8,791,318 3,437,318 5,354,000 Cart Replacement Reserves Agriculture Water 5,387,581 5,387,581 Domestic Water 26,022,959 26,022,959 Airpark 453,826 453,826 Offstreet Parking 1,650 1,650 Equipment Management 15,896,898 (30,983,552) 46,880,450 Accumulated Depreciation @ 06/30/14 Self Insurance (2,514,921) (2,514,921) Assessment Districts 10,493,936 5,120,310 5,373,626 Reserve for Debt Service Successor Agency 333,000 - 333,000 Reserve for Debt Service Successor Housing Agency 235,754 235,754 Housing setaside Total $ 140,811,814 $ 44,791,593 $ 96,020,221 CITY of BAKERSFIELD INTERFUND TRANSFERS - SUMMARY Proposed 2015-16

Fund Title Transfers In Transfers Out

General $ 600,000 $ 900,829 A Facility Replacement Reserve 530,000 CDBG 582,823 Traffic Safety/O.T.S. 600,000 Transient Occupancy Tax 7,024,927 B Municipal Debt 659,655 C Capital Outlay 7,430,000 D Transportation Development 13,525,000 TDF TRIP Local Match 13,525,000 Sewer Plant #2 7,000,000 Sewer Plant # 3 13,000,000 E Sewer Connections 6,000,000 Refuse 1,160,246 Agriculture Water 49,158 Domestic Water 49,158 Parking 15,000 Equipment 2,192,486 F

Successor Agency: Operating 4,247,859 Debt 4,247,859

TOTAL TRANSFERS $ 41,670,000 $ 41,670,000

18 CITY of BAKERSFIELD INTERFUND TRANSFERS - DETAIL OF SELECTED ITEMS Proposed 2015-16

Fund Title Transfers In Transfers Out Municipal Debt $ 45,877 Parking 15,000 Equipment 839,952 General Fund Total 900,829 A Capital Outlay 6,900,000 Municipal Debt 30,955 Equipment 93,972 Transient Occupancy Tax Fund 7,024,927 B General 45,877 CDBG 582,823 Transient Occupancy Tax 30,955 Municipal Debt Total 659,655 C

General Facility Replacement Reserve 530,000 Transient Occupancy Tax 6,900,000 Capital Outlay Fund Total 7,430,000 D

Sewer Plant #2 7,000,000 Sewer Connections 6,000,000 Sewer Plant #3 Total 13,000,000 E

General 839,952 Transient Occupancy Tax 93,972 Refuse 1,160,246 Agriculture Water 49,158 Domestic Water 49,158 Equipment Fund Total 2,192,486 F

19 THIS PAGE INTENTIONALLY LEFT BLANK

20 REVENUES REMOVE THIS PAGE Revenues

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

Projected Revenue Assumptions:

Projected revenue assumptions are based on a combination of historic trend data and current economic circumstances, including proposed State budget information and other external factors. The key assumptions in the General Fund and Transient Occupancy Tax revenue forecast for FY 2015-16 are:

1) Secured property tax revenues are expected to increase 3 percent based on Kern County assessed valuation projections; 2) Sales tax revenues are expected to increase by 3 percent compared to the current year revised estimate of two percent as a result of the improvement in economic activity over the past year; 3) License and Permit revenues are expected to increase by 3 percent compared to current year revised estimates; 4) Motor Vehicle In-Lieu fees have been significantly reduced due to State legislation enacted in 2011; and 5) Transient Occupancy Tax revenues are expected to decrease by approximately 3 percent compared to current year revised estimates as a result of a reduction in oil-related travel.

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

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

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

21 Revenues continued

• Sales Tax Revenues - The sales tax rate is generally 7.5 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 1.0 percent is distributed based on “point of sale” while the ½ cent for public safety is distributed 95.0 percent to counties and 5.0 percent to cities. The 1.0 percent local sales tax revenue is distributed by the Board of Equalization. Cities receive payments on a quarterly basis, with monthly estimated "advance" payments and a subsequent "settlement" payment to cover the difference based on actual collections. The ½ cent sales tax is distributed monthly. The largest single classification contributing to sales tax revenues is the retail sales from Department Stores. Sales tax must be received into the City’s General Fund and its uses are unrestricted.

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

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

Motor Vehicle-In-Lieu Revenues - As to the portion of the remaining VLF revenue formerly distributed to local governments, SB89, enacted in 2011, eliminated, 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 2015-16 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

22 Revenues continued

charges differ from license and permit fees in that the latter are designed to reimburse the City for costs related to its regulatory activities.

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

• Transient Occupancy Tax - The Transient Occupancy Tax is imposed for the privilege of occupying a room or rooms in a hotel, motel, or other lodging facility, unless such occupancy is for a period of thirty (30) days or more. The City of Bakersfield has a transient lodging tax rate of 12.0 percent, which was increased from 10.0 percent in the 1993-94 fiscal year. The use of revenues is unrestricted.

23 CITY OF BAKERSFIELD FISCAL YEAR 2015-16

Property Tax Revenues $68,946,500

$80,000,000 $70,000,000

$60,000,000 $50,000,000 $40,000,000 $30,000,000 Millions $20,000,000 $10,000,000 $0 07 08 09 10 11 12 13 14 15 16 Fiscal Year Ending

Property Tax VLF In-Lieu

* Includes VLF In-Lieu Property Tax

Sales Tax Revenues $76,106,700 $80,000,000 $70,000,000 $60,000,000

$50,000,000 $40,000,000 $30,000,000 Millions $20,000,000 $10,000,000 $0 07 08 09 10 11 12 13 14 15 16 Fiscal Year Ending

Budgeted Sales Tax

* Includes Sales Tax In-Lieu Related to Triple Flip

24 CITY OF BAKERSFIELD FISCAL YEAR 2015-16

Transient Occupancy Tax $8,725,000

$10,000,000 $9,000,000 $8,000,000

$7,000,000 $6,000,000 $5,000,000 $4,000,000

Millions $3,000,000 $2,000,000 $1,000,000 $0 07 08 09 10 11 12 13 14 15 16 Fiscal Year Ending

License and Permit Revenues $3,246,240 $4,000,000

$3,500,000

$3,000,000

$2,500,000

$2,000,000

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

$500,000

$0 07 08 09 10 11 12 13 14 15 16 Fiscal Year Ending

25 CITY OF BAKERSFIELD FISCAL YEAR 2015-16

Motor Vehicle-In-Lieu Revenues $150,000

$2,000,000 $1,800,000 $1,600,000

$1,400,000 $1,200,000 $1,000,000 $800,000

Millions $600,000 $400,000 $200,000 $0 07 08 09 10 11 12 13 14 15 16 Fiscal Year Ending * Reflects VLF Reduction and $3.1 Million Capture by State in 2004-05 and 2005-06

Charges for Services $20,980,955 $25,000,000

$20,000,000

$15,000,000

$10,000,000 Millions

$5,000,000

$0 07 08 09 10 11 12 13 14 15 16 Fiscal Year Ending

26 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 GENERAL FUND - REVENUE BY SOURCE Amended Revised Proposed Revenues Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Taxes Property Taxes Current year secured$ 36,919,904 $ 37,210,600 $ 38,370,400 $ 39,491,500 Current year unsecured 3,240,083 3,200,000 3,200,000 3,200,000 Property tax in-lieu 24,699,588 24,000,000 26,653,461 26,000,000 Delinquent and other taxes 1,580,280 255,000 305,000 255,000 TOTAL PROPERTY TAXES$ 66,439,855 $ 64,665,600 $ 68,528,861 $ 68,946,500

Sales and Use Tax: Sales and use tax$ 70,564,665 $ 55,485,900 $ 55,417,500 $ 57,080,025 27 Sales tax in-lieu 1,877,511 18,495,300 18,472,500 19,026,675 TOTAL SALES AND USE TAX$ 72,442,176 $ 73,981,200 $ 73,890,000 $ 76,106,700

Other Taxes Utility franchise tax$ 5,915,987 $ 5,960,000 $ 6,013,800 $ 6,075,000 Business license tax 3,607,558 3,700,000 3,700,000 3,800,000 Real property transfer tax 988,423 750,000 945,000 800,000 TOTAL OTHER TAXES$ 10,511,968 $ 10,410,000 $ 10,658,800 $ 10,675,000 TOTAL TAXES$ 149,393,999 $ 149,056,800 $ 153,077,661 $ 155,728,200

Licenses and Permits Development permits$ 2,638,105 $ 2,549,295 $ 2,470,560 $ 2,614,810 Alarm permits 317,641 290,000 290,000 290,000 Dog licenses 360,954 365,000 250,000 250,000 Other licenses and permits 123,043 34,150 91,280 91,430 TOTAL LICENSES AND PERMITS $ 3,439,743 $ 3,238,445 $ 3,101,840 $ 3,246,240 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 GENERAL FUND - REVENUE BY SOURCE Amended Revised Proposed Revenues Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Intergovernmental State motor vehicle in-lieu tax$ 152,400 $ 180,000 $ 150,500 $ 150,000 State Homeowners subvention 300,571 45,400 50,000 Grants 2,509,715 4,860,470 4,155,657 1,107,116 TOTAL INTERGOVERNMENTAL $ 2,962,686 $ 5,040,470 $ 4,351,557 $ 1,307,116

Charges for Service Maintenance district services $ 5,848,691 $ 5,685,000 $ 5,825,000 $ 5,890,000 Interdepartmental charges 4,879,125 4,265,000 4,000,000 4,000,000 Development fees 3,669,191 4,142,180 4,295,155 4,295,355 28 Fire charges 4,129,543 4,200,000 4,686,600 4,900,000 Police charges 743,947 619,000 724,200 714,000 Recreation fees 1,095,300 990,670 1,054,265 1,015,600 Other charges 203,095 141,000 192,600 166,000 TOTAL CHARGES FOR SERVICE $ 20,568,892 $ 20,042,850 $ 20,777,820 $ 20,980,955

Fines and Forfeits Court fines and asset forfeitures $ 919,484 $ 610,000 $ 853,000 $ 845,000 TOTAL FINES AND FORFEITURES $ 919,484 $ 610,000 $ 853,000 $ 845,000

Miscellaneous Interest income $ 221,852 $ 70,000 $ 120,000 $ 120,000 Contributions 9,529 6,107 31,000 5,000 Other reimbursements 2,015,068 484,865 1,533,665 1,011,589 Other revenue 27,010 22,965 13,702 19,900 TOTAL MISCELLANEOUS $ 2,273,459 $ 583,937 $ 1,698,367 $ 1,156,489 TOTAL REVENUES $ 179,558,263 $ 178,572,502 $ 183,860,245 $ 183,264,000 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 ESTIMATED REVENUE BY FUND Inter- Taxes and Licenses and Charges for Fines and Miscellaneous Other Financing Fund Title Governmental Total Assessments Permits Service Forfeits Revenue Sources Revenue General $ 155,728,200 $ 3,246,240 $ 1,307,116 $ 20,980,955 $ 845,000 $ 1,156,489 $ - $ 183,264,000 Cash Basis Reserve 50,000 50,000 Community Development 3,483,486 168,868 3,652,354 Home Investment Partnership 1,004,842 36,000 1,040,842 Federal Transportation 6,044,601 6,044,601 TRIP 72,500,871 72,500,871 State Transportation 459,836 500 460,336 Gas Tax 7,710,000 30,000 40,000 7,780,000 Traffic Safety 250,000 1,100,000 1,160 1,351,160 CUPA/UASI 211,000 10,000 880,000 3,000 1,104,000 Supplemental Law Enforcement 580,066 1,000 581,066 Transient Occupancy Tax 8,725,000 6,194,254 1,215,000 16,134,254 Municipal Improvement Debt 83,087 83,087 Capital Outlay 15,000 15,000

29 Capital Outlay-Local TRIP 5,000 5,000 Capital Outlay-Utility/Road Fund 5,175,000 30,000 5,205,000 Park Improvements 1,240,000 40,000 1,280,000 Transportation Development 16,000,000 1,000 50,000 16,051,000 TDF TRIP Local Match 65,000 65,000 Wastewater Treatment 30,629,320 790,000 31,419,320 Sewer Connections 50,000 5,148,000 15,000 5,213,000 Refuse 2,486,777 41,228,749 339,200 44,054,726 Agriculture Water 4,960,000 22,000 4,982,000 Domestic Water 25,359,000 267,000 25,626,000 Airpark 10,000 292,500 2,000 304,500 Offstreet Parking 83,500 500 84,000 Equipment Management 23,946,226 243,000 24,189,226 Self Insurance 10,293,788 1,350,000 11,643,788 Assessment Districts 6,221,654 205,000 6,426,654 Successor Agency Funds: Successor Agency 4,487,000 3,141,150 1,152 7,629,302 Total $197,626,854 $3,457,240 $95,597,595 $173,388,442 $1,975,000 $5,989,956 $205,000 $478,240,087 THIS PAGE INTENTIONALLY LEFT BLANK

30 LEGISLATIVE REMOVE THIS PAGE Legislative FY 2015-2016 Organizational Chart

Citizens of Bakersfield

31 Mayor City Council

Support Staff Ward 1 Ward 4

Ward 2 Ward 5

Ward 3 Ward 6

Ward 7 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 2014-15 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 actions to recover from the impacts of the local and state economic conditions of the past five years and implemented pro-active efforts to further strengthen the financial position of the City.

32 LEGISLATIVE

Adopted Amended Proposed Actual Budget Budget Budget DIVISIONS: 2013-14 2014-15 2014-15 2015-16

Mayor $ 134,350 $ 166,934 $ 166,934 $ 173,919 City Council 270,525 290,492 290,492 280,407

Total $ 404,875 $ 457,426 $ 457,426 $ 454,326

SOURCE OF FUNDS:

General Fund $ 404,875 $ 457,426 $ 457,426 $ 454,326

Total $ 404,875 $ 457,426 $ 457,426 $ 454,326

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 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 2014-15 ACCOMPLISHMENTS

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

2. Provided Council direction to staff through Council committees.

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

4. Served in a ceremonial capacity for City events and away from home as a City representative.

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

6. Served as 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.

34 1011 – Mayor and 1051 – City Council continued

FY 2015-16 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. Meet with the County Board of Supervisors to discuss and consider proposals for joint efforts on issues of interest and concern to the residents of Bakersfield and Kern County.

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

9. Communicate with State and local government officials on equitable resource allocations on important budget and other issues such as transportation, including high speed rail.

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

SERVICE LEVEL INDICATORS FY 13-14 FY 14-15 FY 15-16 Actual Projected Proposed Approved City Budgets 1 1 1

Council Meetings Held 18 18 18

Proclamations Issued 108 100 100

35 MAYOR

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 117,593 $ 125,038 $ 125,038 $ 132,631 Operating 16,757 41,896 41,896 41,288 Capital

Total $ 134,350 $ 166,934 $ 166,934 $ 173,919

SOURCE OF FUNDS:

General Fund $ 134,350 $ 166,934 $ 166,934 $ 173,919

Total $ 134,350 $ 166,934 $ 166,934 $ 173,919

36 CITY COUNCIL

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 151,223 $ 157,560 $ 157,560 $ 149,837 Operating 119,302 132,932 132,932 130,570 Capital

Total $ 270,525 $ 290,492 $ 290,492 $ 280,407

SOURCE OF FUNDS:

General Fund $ 270,525 $ 290,492 $ 290,492 $ 280,407

Total $ 270,525 $ 290,492 $ 290,492 $ 280,407

37 THIS PAGE INTENTIONALLY LEFT BLANK

38 EXECUTIVE REMOVE THIS PAGE Executive FY 2015-2016 Organizational Chart

City Manager

Assistant Executive Assistant 39 City Staff City Manager Manager

Risk Administrative Management Analyst III City Clerk

Human Management Information Resources Assistant Technology

Convention & Visitors Bureau 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 2014-15 ACCOMPLISHMENTS

1. Updated Americans with Disabilities Act (ADA) Transition and Self Evaluation Plans

2. Merged the Information Technology and Telecommunications staffs into one unit

3. Settled Fire Fund dispute with the County of Kern

4. Implemented paperless agenda system for City Council meetings

5. Launched Bakersfield Mobile smartphone reporting application

6. Began update of BakersfieldCity.us

7. Risk Management and Human Resources continued to collaborate on employee safety, wellness and recognition programs

8. Staffed City Council meetings and Council committee meetings.

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

10. Continued to make significant progress towards the City Council goals and provided resolution to various Council and public requests.

11. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2014-15 Final Budget.

FY 2015-16 SIGNIFICANT BUDGET CHANGES

1. No significant budget changes

40 FY 2015-16 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 2015-16 include the launch of the revamped BakersfieldCity.us, enhancement of Bakersfield Mobile, coordination of the TRIP projects, continued involvement with high speed rail, drought regulations and groundwater issues, employee safety and recognition programs, VoIP implementation, annexations and continuing to evaluate projects resulting from the ADA Transition Plan update.

41 EXECUTIVE

Adopted Amended Proposed Actual Budget Budget Budget DIVISIONS: 2013-14 2014-15 2014-15 2015-16

City Manager $ 986,957 $ 1,079,005 $ 1,079,005 $ 1,102,803 City Clerk 854,008 894,626 894,626 895,789 Human Resources 1,214,395 1,306,195 1,306,195 1,324,138 Risk Management 11,270,282 9,896,885 9,896,885 10,154,716 Information Technology 5,925,756 6,529,476 6,833,846 7,541,110

Total $ 20,251,398 $ 19,706,187 $ 20,010,557 $ 21,018,556

SOURCE OF FUNDS:

General Fund $ 6,299,871 $ 6,951,432 $ 6,951,432 $ 7,921,283 Equipment Fund 2,681,245 2,857,870 3,162,240 2,942,557 Self Insurance Fund 11,270,282 9,896,885 9,896,885 10,154,716

Total $ 20,251,398 $ 19,706,187 $ 20,010,557 $ 21,018,556

FULL TIME EMPLOYEES:

City Manager 7.00 7.00 7.00 7.00 City Clerk 8.00 8.00 8.00 8.00 Human Resources 10.00 10.00 10.00 10.00 Risk Management 3.00 3.00 3.00 3.00 Information Technology (a) 30.00 31.00 31.00 38.00

Total 58.00 59.00 59.00 66.00

(a) Proposed FY 2015-16 Information Technology Division complement reflects the merger of 7 full time positions previously located within the Public Works Department

42 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 2014-15 ACCOMPLISHMENTS

1. Updated Americans with Disabilities Act (ADA) Transition and Self Evaluation Plans

2. Merged the Information Technology and Telecommunications staffs into one unit

3. Prepared and distributed the proposed and final operating budgets for fiscal year 2014-15.

4. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2014-15 Final Budget

5. Settled Fire Fund dispute with the County of Kern

6. Began update of BakersfieldCity.us

7. 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 towards the implementation of those local and regional transportation projects.

8. 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;

43 1331 – City Manager continued

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

10. As the local governing body, processed applications to determine public convenience or necessity for liquor licenses.

11. 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

12. Filled Administrative Analyst III position

FY 2015-16 ACTION PLAN

1. Continue actions to implement the City Council goals

2. Continue delivering the various Thomas Road Improvements Program projects, including the Morning Drive Interchange Project, Hosking Avenue Interchange Project, Rosedale Highway Widening Project, State Route 178 Widening Project, Centennial Corridor Project and 24th Street Widening Project (City Council Goal 2.2)

3. Work jointly with the County of Kern to develop a new property tax sharing agreement for future annexations (City Council Goal 4.1)

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

5. Continue to monitor local, state and national economic trends to ensure fiscal stability (City Council Goal 7.1)

6. Continue coordinating efforts related to drought regulations, high speed rail and groundwater sustainability issues (City Council Goal 4.2)

7. Continue to collaborate with the Police Department implementing the recommendations of the International Association of Chiefs of Police (City Council Goal 1.1)

8. Launch new City web site (City Council Goal 6.1)

9. Review, analyze, and coordinate efforts to seek support for legislation beneficial to Bakersfield on issues of federal, state and local concern

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

44 1331 – City Manager continued

11. Prepare and distribute the proposed and final operating budgets for Fiscal Year 2015-16 (City Council Goal 7.1)

12. Qualify the Fiscal Year 2014-15 Final Budget for the Government Finance Officers Association Distinguished Budget Presentation Award (City Council Goal 7.1)

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

14. Review and prepare agenda materials for City Council meetings

15. 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

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

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

SERVICE LEVEL INDICATORS FY 13-14 FY 14-15 FY 15-16 Actual Projected Proposed Annexation Growth – Population (annual) 0 2 0 Annexation Growth – Square Miles (annual) 0 0.03 2 General Information Memoranda 52 52 52 Agenda Highlights Memoranda 18 18 18 Staffed Council Committee Meetings 24 24 24

45 CITY MANAGER

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 947,294 $ 1,038,601 $ 1,038,601 $ 1,062,903 Operating 39,663 40,404 40,404 39,900 Capital - - - -

Total $ 986,957 $ 1,079,005 $ 1,079,005 $ 1,102,803

SOURCE OF FUNDS:

General Fund $ 986,957 $ 1,079,005 $ 1,079,005 $ 1,102,803

Total $ 986,957 $ 1,079,005 $ 1,079,005 $ 1,102,803

46 1341 - City Clerk

DIVISION GOAL

To maintain a complete and accurate record of City Council proceedings; preserve official City records; conduct municipal elections; provide administrative assistance to the City Council and Oversight Board; and, provide prompt and courteous service to citizens’ requests for assistance.

FY 2014-15 ACCOMPLISHMENTS

1. Conducted a General Municipal Election for Councilmembers for Wards 1, 3, 4, and 7 on November 4, 2014.

2. Conducted Teen Government Day 2014.

3. Implemented NovusAgenda as the electronic agenda management system for the City Council and provided training for all staff members.

4. Implemented NovusAgenda Public Portal in support of the City Council’s Guiding Principle to continue enhancement to the public communications process.

5. Organized the Scholastic Student Recognition Day program and held a reception.

6. Finalized and filed with the court the Administrative Record for the Kern River Flow Program EIR litigation. Prepared and filed with the court a 20 volume Administrative Record in the case of Citizens Against 24th Street Improvement Widening Project and the City.

FY 2015-16 GOALS

1. In support of the City Council’s Guiding Principle to continue enhancement to the public communications process, facilitate development and implementation of NovusAgenda electronic agenda management system for Planning Commission and other City Boards and Commissions.

2. Implement NovusAgenda Minutes Module, Term Tracking and Reports Modules in order to fully utilize the software system.

3. Conduct a Primary Election for the Office of Mayor on June 7, 2016.

47 1341 – City Clerk continued

4. Conduct Teen Government Day 2015.

5. Organize the Scholastic Student Recognition Day program and hold a reception.

SERVICE LEVEL INDICATORS FY 13-14 FY 14-15 FY 15-16 Actual Projected Proposed

Prepare and Post Council Agenda 22 19 19

Council and Mayoral Elections 1 1 1

Documents Processed 1166 1155 1185

Outgoing U.S. Mail Processed 275,049 295,000 295,000

Records Requests and Subpoenas 817 883 775

CITY CLERK

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 622,008 $ 634,644 $ 634,644 $ 633,540 Operating 232,000 259,982 259,982 262,249 Capital - - - -

Total $ 854,008 $ 894,626 $ 894,626 $ 895,789

SOURCE OF FUNDS:

General Fund $ 854,008 $ 894,626 $ 894,626 $ 895,789

Total $ 854,008 $ 894,626 $ 894,626 $ 895,789

49 1351 - HUMAN RESOURCES

DIVISION GOAL

The Mission of Human Resources is to align human resources and key department goals to optimize talent and performance within the City of Bakersfield. 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 2014-15 ACCOMPLISHMENTS

1. Worked with departments to fill new and vacated positions in a timely manner. By identifying new technology to support recruitment process staff was able to process more than double the recruitments when compared to 2010 within a shorter time period.

2. Introduced the next session of the City’s leadership training academy; R.E.A.L Leadership. Training over 25 supervisor/managers throughout City.

3. Launched Employee Learning Center to provide better training opportunities to employees and reduce training costs and associated travel.

4. Continued to coordinate labor negotiations with City bargaining units as necessary. Completed and obtained City Council approval on new resolutions/MOU’s for units.

5. Continued to take an active role in working with City Departments to provide direct counsel and administrative support to investigate and respond to union grievances, employment complaints, Skelly Hearings, DFEH complaints, and other related personnel issues.

6. Provided oversight of the annual Healthcare Open Enrollment process, which provides an opportunity for all City employees and eligible retirees to designate their desired health care options. Updated Open Enrollment correspondence.

7. Provided oversight of the Employee Incentive Team (EIT) program, which included: • Held the Employee Breakfast in coordination with Public employee Recognition Week.

50 1351 – Human Resources continued

• Coordinated and presented the 2014 Excellence in Action Award Program. This included the team “S.T.A.R.” recognition award.

FY 2015-16 ACTION PLAN

1. Working collaboratively with City staff, the HR Team will focus on the following:

a) Continue to review and update all City Job specifications, including ADA analysis for any physical requirements. b) Continue to review and update all current Administrative Rules & Regulations and draft new Rules and Regulations, as required. c) Continue to develop and deliver City-wide training programs, including Supervisory Development Program and other HR City-wide or group specific training. d) Continue to enhance efforts in reviewing, communicating and educating City Employees regarding benefits. e) Focus on retention strategies, including Mentoring Program, Succession Planning and other aspects of retention and productivity enhancement. f) Identify opportunities to enhance and motivate employee engagement/morale/productivity. This may include additional activities and programs under the Employee Incentive Program.

SERVICE LEVEL INDICATORS FY 13-14 FY 14-15 FY 15-16 Actual Projected Proposed

RECRUITMENT Regular Full-Time Vacancies Filled 189 180 175 Temporary Vacancies Filled 138 155 155 Posted Recruitments 100 90 92 Applications Received 8,195 9,000 9,000

RETENTION Turn-over Rate 8.3% 7.4% 6.0% • Total Terminations 111 110 90

o Voluntary Resignations 55 60 50 o Retirements 54 50 50 o Involuntary 20 15 15

HUMAN RESOURCES

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 980,911 $ 1,009,380 $ 1,009,380 $ 1,020,456 Operating 233,484 296,815 296,815 303,682 Capital - - - -

Total $ 1,214,395 $ 1,306,195 $ 1,306,195 $ 1,324,138

SOURCE OF FUNDS:

General Fund $ 1,214,395 $ 1,306,195 $ 1,306,195 $ 1,324,138

Total $ 1,214,395 $ 1,306,195 $ 1,306,195 $ 1,324,138

52 1361 - Risk Management

DIVISION GOAL

Protect the assets of the City from potential loss by purchasing insurance, self- insuring or transferring the risk of loss to others; promote safety and well-being for City employees by designing training and educational programs to reduce injuries; respond to all claims filed against the City and limit the amount of loss through effective claims management.

FY 2015-2016 ACCOMPLISHMENTS

1. Provided several CalOSHA regulatory safety training opportunities for staff, including a Supervisor Safety Academy, with approximately 40 supervisors attending. They learned and developed skills for implementing safety programs, loss control, hazard identification, and accident investigation. Additional training was also provided to staff for CPR, traffic control and flagging, asbestos awareness, hazard evaluation and DOT pre- trip/reasonable suspicion (City Council Goal 7.1).

2. Implemented and facilitated the City’s defensive driver program, Smith System, to manage and prevent accidents and the corresponding liabilities that result from an accident. The City has trained over 100 employees in driving principles that will reduce the City’s exposure to vehicle accidents and injuries, in an effort to reduce maintenance and repair costs to City vehicles (City Council Goal 7.1).

3. Continued to aggressively pursue recoveries from individuals who caused damage to City property.

4. Conducted a Health and Wellness Fair in November 2014, which featured 19 local vendors in the field of safety, health, and fitness. It was an opportunity for employees to participate in health screenings for blood pressure and glucose, and vendors provided health and safety resource materials to those in attendance. The fair was held in conjunction with Human Resources Open Enrollment for benefits, and was well received by staff (City Council Goal 7.1).

5. Continued to promote the BINGO incentive program, with the help of the Employee Incentive Team and the Safety Committee. The Employee Bingo

53 1361 – Risk Management continued

program has helped to engage employees through emphasizing the City’s safety principles and participation in community events.

6. Received information from the Department of Industrial Relations that both the Fire and Police Unions were requesting authorization to enter into an alternative dispute resolution process which would provide an expedited process for medical disputes that arise in a workers’ compensation claim. With the assistance of the Assistant City Manager and workers’ compensation counsel, Risk Management negotiated a labor management agreement that was ratified by the City Council, which will provide employees with a simplified process that provides prompt and appropriate medical treatment in disputed claims, which will assist in a quicker return to work from an injury and anticipated cost savings to the City (City Council Goal 7.1).

7. Conducted hazard inspections with a certified safety professional at several City facilities in an effort to identify concerns and correct hazards to prevent injuries or losses to the City. Specifically, met with management in the Recreation & Parks Department to develop a plan to enhance the existing safety culture, in an effort to reduce losses for their department. Facilitated a two day supervisor safety training program for Recreation & Parks staff, which provided supervisors skills and knowledge to assist in strengthening their safety program (City Council Goal 7.1).

8. The City participated in an employee safety awareness program in June, National Safety Month. Staff disseminated safety resources weekly with prize drawings for those that participated in quizzes at the end of each week. Participation in safety initiatives will promote working safe, in an effort to reduce injuries which will subsequently reduce the City’s exposure and losses.

FY 2015-2016 ACTION PLAN

1. Continue to emphasize the safety program and health initiatives in an effort to reduce losses and injuries associated with the workers’ 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).

54 1361 – Risk Management continued

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).

4. Implement the workers’ compensation alternative dispute resolution program. Work closely with the City’s third party administrator and both the police and fire union to launch the program in July 2015, with anticipated cost savings for the workers’ compensation program.

55 RISK MANAGEMENT

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 2,757,678 $ 2,898,103 $ 2,898,103 $ 2,896,478 Operating 8,512,604 6,998,782 6,998,782 7,258,238 Capital - - - -

Total $ 11,270,282 $ 9,896,885 $ 9,896,885 $ 10,154,716

SOURCE OF FUNDS:

Self Insurance Fund $ 11,270,282 $ 9,896,885 $ 9,896,885 $ 10,154,716

Total $ 11,270,282 $ 9,896,885 $ 9,896,885 $ 10,154,716

56 1371 - Information 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 2014-15 ACCOMPLISHMENTS

1. Implemented a fiber optic ring through the downtown area

2. The Data Center on the second floor of City Hall North houses redundant sets of data and networking equipment.

3. City Sourced Application was rolled out with tremendous success.

4. Merged with Communications Division.

5. Written and Accepted RFP’s for a VOIP Phone System and City Web Site.

FY 2015-16 ACTION PLAN

1. Modernize backup system, increase storage capacity, and explore options for co-location with other municipalities or government entities.

2. Implement VOIP Phone System and reduce the number of analog lines by a minimum of 25%

3. Increase Help Desk efficiency. Metrics should include reducing the number of calls going to voice mail, shorter ticket life and increased service.

4. Add a second Internet line to provide redundancy to City systems including Police MDC’s. This also shows a cost offset as a high speed line from Verizon can be discontinued (Council Goal 1.2).

5. Work with Communications Strategies to evaluate the Police and Fire Radio and Microwave systems and put together a 5 year plan to modernize (Council Goal 1.2).

6. Implement Video Management System to eventually incorporate all city surveillance cameras according to best practice monitoring and retention policies.

57 1371 – Information Services continued

7. Implement new City of Bakersfield Web Site and see to it that Departments are actively involved with keeping fresh, up to date information online (Council Goal 6.1).

FY 13-14 FY 14-15 FY 15-16 SERVICE LEVEL INDICATORS Actual Projected Proposed

Install Computers 277 51 51

Install Printers 77 39 50

Install laptops and Mobile Data Computers 170 215 136

Install scanners, phones, PDAs and recorders 45 53 25

Number of help desk calls processed 7923 8505 12,000*

*Anticipated increase is estimated based on merging of IT and Telecommunications

58 INFORMATION TECHNOLOGY

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 2,575,825 $ 2,908,446 $ 2,908,446 $ 3,613,055 Operating 1,992,434 2,090,855 2,102,355 2,487,470 Capital 1,357,497 1,530,175 1,823,045 1,440,585

Total $ 5,925,756 $ 6,529,476 $ 6,833,846 $ 7,541,110

SOURCE OF FUNDS:

General Fund $ 3,244,511 $ 3,671,606 $ 3,671,606 $ 4,598,553 Equipment Fund 2,681,245 2,857,870 3,162,240 2,942,557

Total $ 5,925,756 $ 6,529,476 $ 6,833,846 $ 7,541,110

59 THIS PAGE INTENTIONALLY LEFT BLANK

60 FINANCIAL SERVICES REMOVE THIS PAGE Financial Services FY 2015-2016 Organizational Chart

Finance Director

Assistant Finance Director 61 Treasurer Property Manager

Treasury Accounting Purchasing Supervisor Supervisors Officer

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.

62 FINANCIAL SERVICES

Adopted Amended Proposed Actual Budget Budget Budget DIVISIONS: 2013-14 2014-15 2014-15 2015-16

Administration $ 970,674 $ 1,116,582 $ 1,116,582 $ 1,094,013 Accounting 6,018,250 1,444,083 1,444,083 1,492,520 Treasury 736,198 772,323 772,323 822,560 Purchasing 359,813 469,224 469,224 476,270 Sucessor Agency 126,305 286,000 286,000 285,000

Total $ 8,211,240 $ 4,088,212 $ 4,088,212 $ 4,170,363

SOURCE OF FUNDS:

General Fund $ 2,816,653 $ 2,948,046 $ 2,948,046 $ 3,051,855 TDF TRIP Local Match 368,957 401,063 401,063 412,049 Offstreet Parking Fund 4,715,844 110,103 110,103 117,959 Equipment Management Fund 68,783 150,000 150,000 150,000 Assessment Districts 114,698 193,000 193,000 153,500 Successor Agency Funds 126,305 286,000 286,000 285,000

Total $ 8,211,240 $ 4,088,212 $ 4,088,212 $ 4,170,363

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

63 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 2014-15 ACCOMPLISHMENTS

1. Acquired a total of 210 residential and commercial properties necessary for the designated transportation corridors of the current Thomas Roads Improvement Projects (City Council Goal 2.2).

2. Acquired 22 residential and commercial properties for City (non-TRIP) transportation projects, utility services, and Parks throughout the City (City Council Goals 2.3, 6.3, 7.1).

3. The City has over $50 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 $110 million; thus the City is near a 40% 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 2015-16 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).

2. Pursue refinance of Wastewater revenue bonds to take advantage of lower interest rates, saving the City Wastewater enterprise over $10 million in interest expense over the remaining life of the existing bonds (City Council Goal 7.1).

64 ADMINISTRATION

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 814,227 $ 860,672 $ 860,672 $ 884,128 Operating 156,447 255,910 255,910 209,885 Capital - - - -

Total $ 970,674 $ 1,116,582 $ 1,116,582 $ 1,094,013

SOURCE OF FUNDS:

General Fund $ 487,019 $ 522,519 $ 522,519 $ 528,464 TDF TRIP Local Match 368,957 401,063 401,063 412,049 Assessment Districts 114,698 193,000 193,000 153,500

Total $ 970,674 $ 1,116,582 $ 1,116,582 $ 1,094,013

65 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 2014-15 ACCOMPLISHMENTS

1. Received approximately $120,000 in rebate revenue related to electronic payment program (E-Payables) and related 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 32nd consecutive year (City Council Goal 7.1).

FY 2015-16 ACTION PLAN

1. Prepare Comprehensive Annual Financial Report for fiscal year ending June 30, 2015 in conformance with generally accepted accounting principles by December 31, 2015 in order to qualify for special recognition programs at the national level (City Council Goal 7.1).

66 ACCOUNTING AND REPORTING

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 1,219,176 $ 1,247,701 $ 1,247,701 $ 1,280,416 Operating 4,799,074 196,382 196,382 208,604 Capital - - - 3,500

Total $ 6,018,250 $ 1,444,083 $ 1,444,083 $ 1,492,520

SOURCE OF FUNDS:

General Fund $ 1,302,406 $ 1,333,980 $ 1,333,980 $ 1,374,561 Offstreet Parking Fund 4,715,844 110,103 110,103 117,959

Total $ 6,018,250 $ 1,444,083 $ 1,444,083 $ 1,492,520

67 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 2014-15 ACCOMPLISHMENTS

1. Changes in our credit card processor and fee structures were negotiated in order to lower credit card fees City wide (City Council Goal 7.1).

2. Business Tax and Hotel Tax rates have not been raised since the early 1990’s. The stability of these rates is in accordance with the historical goal of the City to keep tax rates, fees, and assessments as low as possible while still providing quality services (City Council Goal 7.1).

3. All City investments, with the exception of Local Agency Investment Fund (LAIF), are placed with brokers with physical offices in the City limits or with agents that reside in Bakersfield and contribute to the local economy and tax base (City Council Goal 7.1).

4. Treasury implemented the use of a mobile credit card processor for use at the monthly dog clinics and other City events. This reduces the asset risk and offers a beneficial alternative to our citizens (City Council Goal 7.1).

5. Treasury added additional security options offered through our bank to help mitigate loss from check fraud. These security features help secure the City’s assets and reduce its susceptibility (City Council Goal 7.1).

FY 2015-16 ACTION PLAN

1. Treasury will begin a test phase during the 2015-16 FY for electronic check readers. If implemented, this will create immediate access to revenues received as well as added security against asset loss (City Council Goal 7.1).

68 TREASURY

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 602,746 $ 639,320 $ 639,320 $ 684,694 Operating 133,452 133,003 133,003 137,866 Capital - - - -

Total $ 736,198 $ 772,323 $ 772,323 $ 822,560

SOURCE OF FUNDS:

General Fund $ 736,198 $ 772,323 $ 772,323 $ 822,560

Total $ 736,198 $ 772,323 $ 772,323 $ 822,560

69 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 2014-15 ACCOMPLISHMENTS

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

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

3. Purchasing follows the policy of issuing Annual Contracts to streamline operation and maintain sources for products and services at favorable prices (City Council Goal 7.1).

FY 2015-16 ACTION PLAN

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

70 PURCHASING

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 270,039 $ 288,536 $ 288,536 $ 297,431 Operating 61,205 85,688 85,688 83,839 Capital 28,569 95,000 95,000 95,000

Total $ 359,813 $ 469,224 $ 469,224 $ 476,270

SOURCE OF FUNDS:

General Fund $ 291,030 $ 319,224 $ 319,224 $ 326,270 Equipment Management Fund 68,783 150,000 150,000 150,000

Total $ 359,813 $ 469,224 $ 469,224 $ 476,270

71 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 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.

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).

72 SUCCESSOR AGENCY

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ - $ - $ - $ - Operating 126,305 286,000 286,000 285,000 Capital - - - -

Total $ 126,305 $ 286,000 $ 286,000 $ 285,000

SOURCE OF FUNDS:

Successor Agency Funds 126,305 286,000 286,000 285,000

Total $ 126,305 $ 286,000 $ 286,000 $ 285,000

73 THIS PAGE INTENTIONALLY LEFT BLANK

74 CITY ATTORNEY REMOVE THIS PAGE City Attorney

FY 2015-16 Organizational Chart

City Attorney 75

Deputy Attorneys Associate Attorneys Outside Counsel

Legal Secretaries

Accounting Clerk II

Clerk Typist 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 2014-15 ACCOMPLISHMENTS

Litigation:

1. Prevailed in validation action involving future financing of over $200 million for TRIP projects (Council Goal 2.2).

2. Obtained $650,000 settlement in the matter of City of Bakersfield v. Bond Safeguard Insurance Company, et. al. to pay for unfinished improvements on a tract in City in the Hills (Council Goals 6.2, 7.1).

3. Disposition of five state litigation matters with no settlement monies being paid and one federal jury verdict in favor of City involving civil rights (Council Goal 7.1).

4. Received a CEQA decision in favor of the City involving Kern Delta’s Kern River Water Allocation Plan (Council Goal 4.2).

5. Closed nine eminent domain matters in-house associated with road projects entitled: City of Bakersfield v. Evans, City of Bakersfield v. Rashik, City of Bakersfield v. S&J Alfalfa, Inc., City of Bakersfield v. Pacific Gas & Electric Company, City of Bakersfield v. Rosedale Group, LLC, City of Bakersfield v. Gateway Plaza, City of Bakersfield v. Azemika, City of Bakersfield v. Shanti Developers and City of Bakersfield v. Epp Family Trust.

6. Settled High Speed Rail CEQA matter in a favorable manner to the City.

7. Using in-house counsel, successfully prevailed in litigation against one medical marijuana dispensary with four other similar matters remaining open.

76 1211 – City Attorney continued

8. Represented the Police Department in over 165 Pitchess cases.

9. Worked with Code Enforcement to obtain 37 abatement warrants in the 2014 calendar year.

Municipal:

1. Drafted and finalized numerous resolutions and ordinances on issues such as water (drought related), ROPS for Successor Agency, compliance with SB 7, PACE programs and modified our short form Services Agreement.

2. Drafted and reviewed agreements for City departments and divisions such as those relating to the Old River Ranch CFD, 19th Street Senior Housing/Parking Structure Project, Airport Hanger Lease, MAOF (AB109), and Belcourt Park.

3. Updated a list of open medical marijuana dispensaries and drafted correspondence to appropriate business and property owners.

4. Assisted in the City in the Hills and Mesa Marin land swap for potential future expansion of the Mesa Marin Sports Complex (Council Goal 6.2).

5. Advised City departments on Proposition 218, prevailing wage, SB 854, redevelopment dissolution, conflicts of interest, Cal-Osha matters, river sweeps and represented Civil Service Commissions on discipline issues and appeal hearings.

6. Continued to speak at public seminars for the Bakersfield Police Department Crime-Free Multi-Housing Program and coordinated several presentations concerning new Ground Water legislation, High Speed Rail, Kern River clean up and Public Records Requests (Council Goal 1.2).

FY 2015-16 SIGNIFICANT BUDGET CHANGES

1. Resolution of litigation matters involving the County of Kern and limit of non-tort litigation has significantly reduced legal fees budget.

FY 2015-16 ACTION PLAN

1. Continue to update Council regarding issues of concern.

2. Continue to provide City Departments with legal service.

77 1211 – City Attorney continued

3. Continue aggressive approach with litigation matters.

78 CITY ATTORNEY

Adopted Amended Proposed Actual Budget Budget Budget DIVISIONS: 2013-14 2014-15 2014-15 2015-16

Legal Counsel $ 3,333,273 $ 3,664,398 $ 3,664,398 $ 3,586,388

Total $ 3,333,273 $ 3,664,398 $ 3,664,398 $ 3,586,388

SOURCE OF FUNDS:

General Fund $ 1,998,104 $ 2,124,398 $ 2,124,398 $ 1,971,388 Self-Insurance Fund 1,335,169 1,540,000 1,540,000 1,615,000

Total $ 3,333,273 $ 3,664,398 $ 3,664,398 $ 3,586,388

FULL TIME EMPLOYEES:

Legal Counsel 10.00 10.00 10.00 10.00

Total 10.00 10.00 10.00 10.00

79 LEGAL COUNSEL

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 1,201,419 $ 1,255,010 $ 1,255,010 $ 1,308,879 Operating 2,131,854 2,409,388 2,409,388 2,277,509 Capital - - -

Total $ 3,333,273 $ 3,664,398 $ 3,664,398 $ 3,586,388

SOURCE OF FUNDS:

General Fund $ 1,998,104 $ 2,124,398 $ 2,124,398 $ 1,971,388 Self-Insurance Fund 1,335,169 1,540,000 1,540,000 1,615,000

Total $ 3,333,273 $ 3,664,398 $ 3,664,398 $ 3,586,388

80 POLICE SERVICES REMOVE THIS PAGE Police Services FY 2015-16 Organizational Chart Chief of Police

Public Information Internal Affairs Officer

Homeland Security Business Manager

Assistant Chief of Police

Support Services Investigations West East Captain Captain Captain Captain

ANIMAL BOMB CHAPLAINS CDT CONTROL

PEER HONOR CRY WOLF SRO-K9 SUPPORT GUARD 81

SEU SWAT TELESTAFF-IT TRU

SEU Traffic Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant

Auto Com Burglary- Training Acc/Theft Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Center Pawn & Veh Community Financial- Patrol Officers- Patrol Officers- Patrol Officers- Patrol Officers- Patrol Officers- Patrol Officers- Patrol Officers- Patrol Officers- Traffic Officers- Relations Range C.C.A.T. SEU Officers Warrants PST'S PST'S PST'S PST'S PST'S PST'S PST'S PST'S PST'S Unit

Property Crime Narcotic Patrol Officers- Patrol Officers- Patrol Officers- Patrol Officers- Patrol Officers- Patrol Officers- Patrol Officers- Patrol Officers- Traffic Officers- Reserves Graffiti Room Scene Unit s-Vice PST'S PST'S PST'S PST'S PST'S PST'S PST'S PST'S PST'S

General- H.I.D.T.A FBI Gang Records PAL Court Comp . Task Force

Tech-Data Homicide SAR Services

Major Crimes

Special Victims Unit

Crime Analysis 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 2014-15 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. Continued to pursue State and Federal grants to increase police officer compliment. A California POST basic peace officer academy was completed with 20 Graduates and additional 48 police trainees have recently been hired (City Council Goals 1.1, 1.2).

3. The Suspicious Activity Reporting Unit (S.A.R.) continues to work collaboratively with the Federal Bureau of Investigations, the Internal Revenue Service, and the Drug Enforcement Agency in partnership to prevent terrorism and other related criminal activity by gathering, documenting, processing, analyzing, and sharing suspicious activity information. The SAR Program conducted investigations involving fifteen (15) money laundering operations. Two (2) of these investigations resulted in asset forfeiture seizures. SAR seized a total of $101,000.00 for 2014. Three (3) other criminal indictments are currently pending (City Council Goal 1.1).

4. Continued our collaboration with all available California Law Enforcement Agencies sharing records management information through Re-Dex/ COPLINK system. The Department works closely with numerous federal

82 Police Services continued

agencies and provides resources to the local terrorism task force and the suspicious activity reporting unit (City Council Goals 1.1, 1.2).

5. 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) continues to be a tool to reduce gang violence. Provided regular reports to the Safe Neighborhoods and Community Relations Committee (City Council Goal 1.2).

6. Continued planning for expansion of the public camera project through collaboration with Public Works and Information Technology. The Community Relations Unit collaborated with Recreation and Parks to continue the Park Watch program in local neighborhood parks utilizing the Citizens Volunteer Unit (City Council Goal 1.2).

7. Continued efforts to reduce Part 1 crimes by ensuring timely and accurate data, through the addition of one crime analyst 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).

83 POLICE SERVICES

Adopted Amended Proposed Actual Budget Budget Budget DIVISIONS: 2013-14 2014-15 2014-15 2015-16

Administration $ 17,675,500 $ 17,816,506 $ 18,907,814 $ 14,645,766 Operations 44,351,586 47,730,660 49,396,484 56,455,081 Investigations 13,688,530 14,682,299 14,752,299 15,757,071 Animal Control 1,788,656 2,010,836 2,017,236 2,138,494

Total $ 77,504,272 $ 82,240,301 $ 85,073,833 $ 88,996,412

SOURCE OF FUNDS:

General Fund $ 76,450,466 $ 81,167,165 $ 83,954,694 $ 87,599,346 Supp Law Enforcement 466,695 573,136 619,139 580,066 Traffic Safety Fund 488,762 500,000 500,000 817,000 ARRA Federal Stimulus Fund 98,349 - - -

Total $ 77,504,272 $ 82,240,301 $ 85,073,833 $ 88,996,412

FULL TIME EMPLOYEES:

Administrative Svcs. 130.00 132.00 132.00 132.00 Operations 296.00 301.00 314.00 314.00 Investigations 92.00 95.00 96.00 96.00 Animal Control 10.00 9.00 9.00 9.00

Total 528.00 537.00 551.00 551.00

84 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 2014-15 ACCOMPLISHMENTS

Internal Affairs Section:

1. Investigated 64 citizen complaints (City Council Goal 1.2).

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

3. Responded to nineteen 19 citizen inquiries (City Council Goal 1.2).

4. Processed 204 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 163 Pitchess Motions (City Council Goal 1.2).

6. Provided investigative assistance on 130 claims against the City of Bakersfield (City Council Goal 1.2).

7. Conducted 56 Department audits (City Council Goal 1.2).

8. Investigated five officer-involved shootings and one critical incident (City Council Goal 1.2).

9. Implemented the Blue Team program to improve management of Use of Force reporting (City Council Goal 1.2).

10. Provided critical incident and officer Involved shooting training to briefings and A.O. school (City Council Goal 1.2).

11. Provided instructional training to Lieutenants and Sergeants concerning the use of Blue Team (City Council Goal 1.2).

85 2011 – Headquarters continued

Public Relations Section:

1. The Public Relations section provides information to the various media outlets, not only regarding arrests and investigations of interest, but activities the Police Department is involved in throughout the year, providing the community with a better understanding of Department operations (City Council Goal 1.1).

2. Chief Williamson continues to appear monthly on regular news segments for KGET, KBAK and KERN Radio (City Council Goal 1.1).

3. The Public Relations section continues to distribute the monthly internal newsletter, “The Blue Review”, for all current and retired employees (City Council Goal 1.1).

4. The public on-line magazine, “BPD Insider” can be found at www.bpdinsider.us. The webcast is used to profile elements of the Department and to provide crime prevention information on a variety of topics directly to the community. The BPDInsider segments also air on the Brighthouse Network as a free community service on their Bakersfield On Demand, channel 300 (City Council Goal 1.1).

5. Met quarterly with other city and county PIOs and representatives from the local and outlying media to promote a better understanding of respective goals and objectives and to discuss issues important to maintaining an open and positive relationship (City Council Goal 1.1).

6. Communicated and collaborated with other city and county information officers in preparation for potential events requiring a Department Operations Center or Countywide Emergency Operation Center activation to manage an event or disaster (City Council Goal 1.1).

7. Leveraged the use of Facebook and Twitter to distribute information to the public through social media venues. The BPD currently has over 6800 likes on Facebook and is routinely receiving information regarding investigations through this source (City Council Goal 1.1).

8. The Public Relations section has sought out venues in the Spanish speaking media to better connect to the Spanish portion of our community. A Spanish speaking officer has been a bi-monthly guest on Radio Caliente and we have offered Spanish interviews on Telemundo television (City Council Goal 1.1).

86 2011 – Headquarters continued

FY 2015-16 ACTION PLAN

1. The Internal Affairs Detail will continue its Internal Department Audit System. This program is a pro-active approach to quality control measures. This will be accomplished through random selection and focused audits/inspections Department-wide. The purpose and impact of this program is improved overall Department performance and a high standard of professional accountability. Each employee involved in an audit is provided feedback on results (City Council Goals 1.1, 1.2).

2. The Internal Affairs Detail will continue to be accessible to the public for any questions, concerns or formal complaints (City Council Goals 1.1, 1.2).

3. The Internal Affairs Detail will continue to receive, 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).

4. Complete all personnel complaint investigations with 60 days of their reception (City Council Goal 1.1).

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

6. Provide assistance to the City Attorney’s Office in response to Pitchess Motions (City Council Goal 1.1).

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

8. Research 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).

9. Seek out new opportunities to partner with the media and the community in an effort to improve public trust and awareness regarding the Department and its efforts (City Council Goal 1.1).

10. Seek out opportunities with Spanish speaking media outlets to expand and promote the Department’s influence into the Spanish language population (City Council Goal 1.1).

11. Disseminate information in a timely manner (City Council Goal 1.1).

87 2011 – Headquarters continued

12. Work with media agencies to promote text free driving and other valuable safety programs (City Council Goal 1.1).

13. Increase the Department’s influence in social media to provide accurate information to the public in a timely manner (City Council Goal 1.1).

SERVICE LEVEL INDICATORS FY 13-14 FY 14-15 FY 15-16 Actual Projected Proposed

Citizen Complaints 64 48 55 Internal Affairs Investigations 25 28 33 Citizens Inquiries 19 15 20 Pitchess Motions 163 180 200 Claims 130 140 150 Permits 204 230 245 Audits 56 85 95 O.I.S. Investigations 5 4 3 Critical Incident Investigations 1 2 3

88 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.

FY 2014-15 ACCOMPLISHMENTS

Planning, Research and Training:

1. Graduated 33 Police Trainees August 2014 (City Council Goals 1.1, 1.2).

2. Conducted background investigations for Citizen Volunteer applicants (City Council Goals 1.1, 1.2).

3. Assisted in coordination and presentation of two Citizen Volunteer Academies (City Council Goals 1.1, 1.2).

4. Coordinated the purchase of equipment and vehicles for the Citizen Volunteer Unit (City Council Goals 1.1, 1.2).

5. Coordinated and presented a 120 hour Public Safety Dispatcher’s Academy (City Council Goals 1.1, 1.2).

6. Created and presented a POST certified Field Training Officer (FTO) Update Course (City Council Goals 1.1, 1.2).

7. Coordinated testing for Police Officer Trainee/Lateral/ Academy Graduate recruitments (City Council Goals 1.1, 1.2).

8. The Planning, Research and Training Section accomplished 183 background investigations for Police Department applicants (City Council Goals 1.1, 1.2).

9. Training staff coordinated and presented 89 POST certified training courses, including individual sessions of Advanced Officer School, with over 1,996 attendees from both our Department and outside agencies, totaling 707 hours of training (City Council Goals 1.1, 1.2).

10. Coordinated and implemented the following projects: • Continued to issue all personnel security ID’s & Retiree ID/CCW

89 2011 – Support Services continued

Permits • Coordinated ongoing maintenance of the Police Buildings • Conducted inventory of Department issued equipment (City Council Goal 1.1).

11. Continued recruiting efforts by attending numerous job fairs in the area, as well as, out of town; visited several colleges, military installations and police academies; created a recruiting poster; updated recruitment brochures and developed advertising using multi-media (City Council Goals 1.1, 1.2).

12. Participated in presentations to the Kern High School District’s Regional Occupational Center Criminal Justice Academy (City Council Goals 1.1, 1.2).

13. The BPD Firearms Training Facility completed the transition of 40 caliber Glock handguns to 9 mm Glock handguns for all sworn personnel (City Council Goal 1.1).

14. 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 Goals 1.1, 1.2).

15. The BPD Firearms Training Facility presented a Patrol Rifle School, developed an advanced officer tactical course, and trained academy graduates and laterals during their mini-academy (City Council Goals 1.1, 1.2).

16. The BPD Firearms Training Facility coordinated a Multi-Agency Active Shooter Exercise/Mass Casualty event at Bakersfield College (City Council Goals 1.1, 1.2).

17. Presented Building Entry Training to Kern High School District Police, Cal State Bakersfield Police and Probation Gang Unit (City Council Goal 1.1).

18. The BPD Firearms Training Facility provided range demonstrations and tours for Leadership Bakersfield, Youth Leadership Bakersfield and Citizen Volunteer Academy (City Council Goals 1.1, 1.2).

19. The BPD Firearms Training Facility took possession of a new Force Option Simulator and received three days of training in its operation (City Council Goals 1.1, 1.2).

90 2011 – Support Services continued

20. The Reserve Unit volunteered over 1,319 total hours which included patrol, assignments at local community events, range qualifications, training, meetings, administrative work and other miscellaneous duties (City Council Goals 1.1, 1.2).

21. Coordinated hotel reservations and class registrations for 74 out-of- town and 3 out-of-state training classes, conferences and seminars (City Council Goal 1.2).

22. Bakersfield Police Activities League continued to meet its goal of keeping all youth programs free of charge for participating youth (City Council Goals 1.1, 1.2).

SERVICE LEVEL INDICATORS:

FY 13-14 FY 14-15 FY 15-16 Planning, Research & Training Actual Projected Proposed

Mandated training to sworn 24/8 24/8 24/8 personnel/civilians (hours) Monthly Training Bulletins 16 19/25 25 Basic Academy Course 2* 1** 2 Public Safety Dispatcher Course 1 1 1

Background Investigations 249 265 250

* July 16, 2013 – December 20, 2013 * March 11, 2014 – August 15, 2014 ** Class January 25, 2015 – July 12, 2015

Communications Center:

1. Processed 743,517 total telephone calls, including 9-1-1 calls totaling 253,655, in 2014. While overall, the call volume decreased slightly, the volume of 9-1-1 calls increased by 2.5% over last year’s 9-1-1 call volume (City Council Goals 1.1, 1.2).

2. Nearly 91.7% of all 9-1-1 calls were answered in 20 seconds or less (City Council Goals 1.1, 1.2).

3. Processed 285,285 incidents in the Computer Aided Dispatch (CAD)

91 2011 – Support Services continued

system. The total number of priority one calls was 39,638, which is a decrease of 1,529 priority one calls for service in 2013 (City Council Goals 1.1, 1.2).

4. Maintained 100% compliance with the California Peace Officers Standards and Training (POST) mandate that all Communications Center personnel must receive 24 hours of continuing professional training, biannually (City Council Goals 1.1, 1.2).

5. The average amount of time a priority one call was queued pending dispatch improved by 34.7%, when comparing July, 2014 (00:01:38), and January, 2015 (00:01:05) (City Council Goals 1.1, 1.2).

6. A Communications Center Liaison Police Officer was added to each shift on January 12, 2015 (City Council Goals 1.1, 1.2).

Records Section:

1. Processed 55,820 General Offense reports, and 29,792 Arrest Bookings (City Council Goals 1.1, 1.2).

2. Handled 1,222 telephonic reports and 9,651 on-line reports from citizens (City Council Goals 1.1, 1.2).

3. Processed 1,394 court ordered sex, arson, drug and gang registrants (City Council Goals 1.1, 1.2).

4. Processed 3,706 impounded vehicle releases (City Council Goal 1.2).

5. Processed 27,159 subpoenas for court appearance and Records personnel responded to 214 subpoenas for records (City Council Goal 1.2).

6. Processed 62,915 report releases (City Council Goal 1.2).

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

8. Attended DOJ training for new requirements of Proposition 69: collection of Sex Offender DNA (City Council Goals 1.1, 1.2).

Information Systems Project Section:

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

92 2011 – Support Services continued

2. Developed upgrade of MDT/MRE software for use by field units (City Council Goals 1.1, 1.2).

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

4. Researched and tested Global Positioning System (GPS) for police vehicles (City Council Goals 1.1, 1.2).

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

7. Developed a Technology Sustainment Committee consisting of Department employees representing all police divisions and the City IT Department (City Council Goals 1.1, 1.2).

Community Relations Unit:

1. On January 1, 2015, the name of the unit was changed from Crime Prevention to Community Relations Unit. Staff continued to provide successful community awareness programs and events, 756 programs were conducted for approximately 36,927 local residents (City Council Goal 1.1.).

2. A Community Relations Liaison Officer position was added to the unit. A full complement of six Community Relations Specialists was reached. (City Council Goals 1.1, 1.2).

3. Neighborhood Watch • 57 new programs presented with 1436 people attending • 55 new groups were established (City Council Goals 1.1, 1.2).

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

5. Retail Crimes Partnership – This networking group now has increased its membership to 220. Members include staff, 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).

93 2011 – Support Services continued

6. Child Identification Program – Community Relations staff allotted one afternoon a month for Child ID walk in service. A total of 222 Child IDs were provided during the walk-in service as well as at different community events (City Council Goal 1.2).

7. 212 child restraint systems were installed (City Council Goal 1.2).

8. Law Enforcement Explorers – BPD Explorer Post #521 maintained an average of 53 young people who donated 13,400 volunteer hours to the Department and the community (City Council Goal 1.2).

9. Citizen Volunteer Unit – A total of 34 individuals who make up the Citizen Volunteer Unit donated a total of 1,141 hours (City Council Goals 1.1, 1.2).

10. Social Media – Working in partnership with the Public Information Officer, both Facebook and Twitter were implemented during FY 2014-15 (City Council Goals 1.1, 1.2).

11. Girls Social Development Program - A new girl’s social development program was started and implemented at the Police Activities League. It is 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. In implementing this program, the goal is to build a positive relationship with youth of our community and deter them from becoming involved in criminal behavior. There are currently 20 young women participating in this program (City Council Goal 1.2).

12. Large-scale community events organized by Crime Prevention Staff: • National Night Out • Safe Halloween • Family to Family Christmas Basket Food Distribution • Public Safety Day in the Park • Bakersfield Police Department’s 100 Year Celebration/Open House (City Council Goals 1.1, 1.2).

13. Collaborative Efforts – Community Relations staff members continue to work with the following community groups:

• 34th Street Partnership • South East Neighborhood Partnership • Greenfield Healthy Enriched Lives Produce Success (H.E.L.P.S.) • East Bakersfield Collaborative • Kern County Network for Children

94 2011 – Support Services continued

• Domestic Violence Advisory Council (DVAC) • Bakersfield Safe Streets Partnership • Bakersfield Chamber of Commerce • Downtown Business Association • Kern Senior Network • Voluntary Organizations Active in Disaster (VOAD) • Adolescent Issues Committee (City Council Goals 1.1, 1.2)

Property Room:

1. 487 firearms were released to the rightful owners after background check clearance from the California Department of Justice and the Bakersfield Police Department (City Council Goal 1.2).

2. 514 items were sent to Propertyroom.com for auction. These items generated $8,079.47 in revenue for the City of Bakersfield (City Council Goal 1.2).

3. To date there are over 5,119 items of narcotics awaiting disposal in 2015 (City Council Goal 1.2).

4. There are currently over 15,000 items authorized for disposal pending disposition handled by property personnel (City Council Goal 1.2).

FY 2015-16 ACTION PLAN

Planning, Research and Training:

1. Graduate 12 Police Trainees enrolled in fall 2014 Kern County Regional Training Academy (City Council Goals 1.1, 1.2).

2. Present the peace officer’s basic course through Bakersfield Law Enforcement Training Academy (BLETA) starting January 2015 and graduate 33 Police Trainees for the Bakersfield Police Department (City Council Goals 1.1, 1.2).

3. Conduct recruitment and hiring process for Police Trainee for August 2015 Academy and Lateral Police Officers and introduce the Pellet B in the written testing process (City Council Goals 1.1, 1.2).

4. Present Basic Course through Bakersfield Law Enforcement Training Academy (BLETA) tentatively starting in August 2015 and graduate

95 2011 – Support Services continued

between 25-30 Police Trainees for the Bakersfield Police Department (City Council Goals 1.1, 1.2).

5. Coordinate all phases of field training for all FY 2015-16 academy graduates (City Council Goals 1.1, 1.2).

6. In collaboration with Human Resources, conduct recruitment, background, and hiring as needed to fill all other Departmental vacancies (City Council Goals 1.1, 1.2).

7. Present a Public Safety Dispatcher Basic Course during FY 2015-16 (City Council Goals 1.1, 1.2).

8. Plan and present 24 – 40 hour Advanced Officer (AO) School for FY 2015- 16 training cycle per POST mandate, which will include training on community policing (City Council Goals 1.1, 1.2).

9. Complete driver’s training for all BPD Civilian personnel (Citizen Volunteers and Police Service Technicians) who operate a City of Bakersfield vehicle (City Council Goals 1.1, 1.2).

10. Ensure compliance with all POST standards and provide training for all BPD personnel as needed to maintain those standards (City Council Goals 1.1, 1.2).

11. Develop a new Range Facility location (City Council Goal 1.2).

12. Host and continue to bring training courses to the Department (City Council Goals 1.1, 1.2).

13. Coordinate training and issue all uniformed patrol personnel with Tasers (City Council Goals 1.1, 1.2).

14. Coordinate training and issue 40 mm launchers to all Operations senior officers and sergeants (City Council Goals 1.1, 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. Continue working to improve the “entry-to-dispatch” time for all priority 1 calls for service, to achieve less than one minute queue-time (City Council

96 2011 – Support Services continued

Goals 1.1, 1.2).

3. Appoint ten temporary dispatchers, to improve staffing numbers and reduce overtime costs (City Council Goals 1.1, 1.2).

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

5. Reduce the number of non-emergency 9-1-1 calls through public education (City Council Goals 1.1, 1.2).

6. Revise priority call classifications and ensure priority one calls are grouped into “true” emergencies such as life threatening situations that require immediate response, violent crimes in progress, or violent crimes which have just occurred with a likelihood the suspect will be immediately apprehended (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. Increase Transcribing Typist 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 Due (City Council Goals 1.1, 1.2).

5. Enhance on-line report systems by increasing available report type options (City Council Goals 1.1, 1.2).

97 2011 – Support Services continued

SERVICE LEVEL INDICATORS

FY 13-14 FY 14-15 FY 15-16 Records Section Actual Projected Proposed

General Offenses Entered 55,820 56,099 56,379

Arrest Bookings Entered 29,792 36,346 44,340

Vehicles Impounded 7,228 8,167 9,228 Calls Completed by Records 8,141 8,303 8,469 (mail in, on-line, telephonic) Court Ordered Registrations 1,394 1,951 2,731 Processed Reports Released 62,915 69,206 76,126

Information Systems Project Section:

1. Complete implementation of GPS system in patrol vehicles (City Council Goals 1.1, 1.2).

2. Complete implementation of and training for the Automatic Vehicle Locator (AVL)/GPS system (City Council Goals 1.1, 1.2).

3. Continue to work with City IT Department on expansion of Leverage Camera System (City Council Goals 1.1, 1.2).

4. Complete implementation of MDT/MRE upgrade (City Council Goals 1.1, 1.2).

Community Relations Unit:

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

2. Utilize the Bakersfield Police Department’s Citizen Volunteers to continue park patrol, downtown patrol and to monitor established camera surveillance (City Council Goals 1.1, 1.2).

98 2011 – Support Services continued

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

4. Community Liaison Officers assigned to the Community Relations Unit will attend community meetings, collaborative meetings, CRU presentations, Health and Safety Fairs, 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).

5. A girl’s social development program will be held weekly at the Bakersfield Police Activities League. The goal of this program is to assist young women in becoming leaders with strong communications skills, positive attitudes, and a willingness to succeed by establishing positive relationships through mentorship (City Council Goal 1.2).

6. Finalize Juvenile Program (Road to Success) addressing drugs, gangs, and education which will provide assistance in creating a roadmap to success. (City Council Goal 1.2).

7. Continue with social media efforts of marketing the services, values and accomplishments of the Bakersfield Police Department to the community. The Blue Review will be completed in a timely manner (monthly or bi- monthly) (City Council Goals 1.1, 1.2).

8. Continue to build the Bakersfield Police Department’s Explorer Program (City Council Goals 1.1, 1.2).

9. Assign the Community Liaison Officer and one Community Relations Specialist to attend the Keep Bakersfield Beautiful meetings and reestablish anti-graffiti efforts (City Council Goals 1.1, 1.2).

10. 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).

11. Encourage continued Neighborhood Watch participation by opening up the Neighborhood Watch Block Captains’ Meetings to all members. These meetings/trainings will be offered quarterly at a central location with different topics and guest speakers. Community Relations Specialists will also keep in contact with members monthly by sending out e-tips, surveys, crime alerts or announcements of large-scale community events via email (City Council Goals 1.1, 1.2).

99 2011 – Support Services continued

12. The 8 hour Crime Free Multi-Housing training will be held quarterly. The Community Relations Specialists will target apartments that are singled out in their assigned zones in the Compstat reports. The goal is to reduce calls for service to these locations (City Council Goals 1.1, 1.2).

13. 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 Goals 1.1, 1.2).

Property Room:

1. Update storage locations in warehouse to reflect an impending relocation in 2015 (City Council Goal 1.2).

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

3. Coordinate quarterly firearm destructions at minimum utilizing an in-house shredding machine to eliminate in excess of 300 firearms from storage that have been authorized for disposal (City Council Goal 1.2).

4. Conduct a narcotics burn annually at minimum (City Council Goal 1.2).

100 HEADQUARTERS AND SUPPORT SERVICES

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 13,810,895 $ 13,750,485 $ 14,405,050 $ 10,404,600 Operating 3,530,386 3,920,451 4,019,841 4,095,596 Capital 334,219 145,570 482,923 145,570

Total $ 17,675,500 $ 17,816,506 $ 18,907,814 $ 14,645,766

SOURCE OF FUNDS:

General Fund $ 17,259,194 $ 17,289,370 $ 18,402,675 $ 14,118,630 Supp Law Enforcement 416,306 527,136 505,139 527,136

Total $ 17,675,500 $ 17,816,506 $ 18,907,814 $ 14,645,766

101 2021 - Operations

DIVISION GOAL

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 2014-15 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 AVOID the 18 DUI Campaign – Kern County Grant, awarded in October 2013, in the amount of $195.000. These goals included conducting seven DUI Driver’s License Checkpoints, 91 DUI Saturation Patrols, two Multi-agency task force operations, and two DUI Arrest Warrant/Probation Service operations targeting repeat DUI offenders who fail to appear in court or who violate probation. This grant expired in October 2014 (City Council Goals 1.1, 1.2).

2. Accomplished the goals and objectives agreed upon between the City, California OTS, and UC Berkeley Safe Transportation Research and Education Center DUI Awareness Program Grant which was awarded in October 2013, in the amount of $130,000. The goals and objectives

102 2021 – Operations continued

included conducting 11 DUI/Driver’s License checkpoints to include the winter and Labor Day holidays. This grant expired in October 2014 (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 2013, in the amount of $43,942 The goals and objectives included conducting 122 educational presentations impacting over 10,000 students. This grant expired in October 2014 (City Council Goal 1.2).

4. Received a STEP/AVOID Grant from California OTS in the amount of $571,380, which was awarded in June 2014, and began October 1, 2014. 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 October 2015 (City Council Goal 1.2).

5. Received a “A Life interrupted” Grant from California OTS in the amount of $43,942, which was awarded in June 2014 and began October 1, 2014. The goals and objectives include conducting 122 educational presentations impacting at least 10,000 students. This is a one year grant that will end in October 2015 (City Council Goal 1.2).

6. Received a Bicycle/Pedestrian Safety Grant from California Office of Traffic Safety (OTS), in the amount of $96,322, which began October 2014. The goals and objectives include education and enforcement towards Bicycle and Pedestrian safety. This is a one year grant that will end in October 2015 (City Council Goal 1.2).

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

8. 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).

9. Staffed ten parades and 47 special events (City Council Goal 1.2).

10. The Traffic Division provided five 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).

103 2021 – Operations continued

11. 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).

12. The Traffic Section coordinated and oversaw the Redflex camera system operation in the City of Bakersfield. The system noted 11,567 possible violations, of which 8,833 met the criteria for review by officers. Officers reviewed these cases and issued 5,946 citations for red light violations (City Council Goals 1.1, 1.2).

13. The Traffic Section’s Major Collision Investigation Team accomplished thorough and complete investigations of 36 traffic fatalities in this fiscal year (City Council Goals 1.1, 1.2).

SWAT Team:

1. The SWAT Team responded to five barricaded subject calls, served six high risk warrants, conducted six dignitary protection operations, and assisted the KCSD (Kern County Sheriff Department) SWAT team on an additional seven tactical operations (City Council Goal 1.2).

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

3. The SWAT team conducted 240 hours of 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).

Bomb Squad:

1. The Bomb Squad responded to 37 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 conducted 11 public presentations/ demonstrations or dignitary protective sweeps for local business including State Farm, Chevron, Kern High School District, Leadership Bakersfield and the Criminal Justice Academy (City Council Goal 1.2).

104 2021 – Operations continued

3. The Bomb Squad completed approximately 900 hours of training (City Council Goal 1.2).

Special Enforcement Unit:

1. Continued its focus on in-depth and complex gang investigations involving violence and narcotics, and the seizure of firearms illegally possessed by gang members (City Council Goal 1.2).

2. Seized 141 illegally-possessed firearms. A total of 2,212 firearms have been seized since July of 1999 (City Council Goal 1.2).

3. Committed two officers full time to address the Graffiti problems throughout the City. SEU officers made 52 arrests, 36 juvenile, sixteen 16 adults, consisting of 44 felonies, eight misdemeanors for graffiti related charges.

A total of 1,870 offenses were cleared, and $145,935.22 in restitution sought (City Council Goals 1.1, 1.2).

4. The Bakersfield Safe Streets Partnership (BSSP) continued working towards the reduction of gang violence in the community. The BSSP held three call-ins for gang members at high risk of being a suspect or a victim of violent crime. The impact of AB109 and Prison Realignment required changes in the partnership strategy. The efforts to make the partnership more effective in the next year are still on-going (City Council Goals 1.1, 1.2).

5. Continued to provide two officers to the Central Valley Violent Crimes Task Force (City Council Goals 1.1, 1.2).

6. Over 3,300 probation/parole searches were executed by the Special Enforcement Unit. SEU made over 1,400 arrests (City Council Goals 1.1, 1.2).

7. SEU continued working with Kern County’s law enforcement coalition, the Street Interdiction Team (SIT), on operations throughout Kern County, including Tehachapi, Shafter, Arvin, Delano, and Ridgecrest. The SIT coalition also has planned an ongoing AB109 operation that will focus on addressing the State realignment of prisoners (City Council Goals 1.1, 1.2).

8. SEU remained committed to assisting other details and Divisions within the Department as well as allied law enforcement agencies. In the last three

105 2021 – Operations continued

years, SEU has devoted over 11,500 hours to this task, the equivalent of seven full-time positions (City Council Goals 1.1, 1.2).

9. SEU officers continued the partnership with a local University and the Boys and Girls Club in delivering Christmas gifts to “at risk” youths (City Council Goals 1.1, 1.2).

10. Provided eight Gang Information presentations to the community. Officers made presentations to local schools, businesses, and various community organizations (City Council Goals 1.1, 1.2).

11. Continued cooperative efforts with the Kern High School Police and conducted several joint truancy sweeps within the City (City Council Goals 1.1, 1.2).

FY 2015-16 ACTION PLAN

Patrol Section

1. Expand the role 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).

Traffic Section:

1. Continue targeted DUI enforcement and awareness by utilizing grant funds from California OTS to carry out saturation patrol, DUI checkpoints, and training in traffic investigation and enforcement (City Council Goal 1.2).

2. Use STEP 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 goals and objectives agreed upon between the City and California OTS for the STEP/AVOID Grant beginning October 2014. During this grant period the BPD will conduct twenty DUI/driver’s license checkpoints, 85 DUI Saturation Patrols, 11 Distracted Driving enforcements targeting drivers using hand held cell phones and texting, 24 Traffic Enforcement operations, including, but not limited to, primary collision factor violations, ten highly publicized Motorcycle Safety enforcement operations, five night-time (2100-0259) Click it or Ticket

106 2021 – Operations continued

enforcement operations, 12 Traffic Safety educational presentations impacting 250 community members, ten 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 2015 (City Council Goal 1.2).

4. The Traffic Section will complete the goals and objectives agreed upon between the City and the California Office of Traffic Safety “A Life Interrupted” Grant awarded in October 2014. During this grant period the BPD will conduct 122 “A Life Interrupted” education presentations for schools and civic groups. This grant expires in October 2015 (City Council Goal 1.2).

5. The Traffic Section will complete the goals and objectives agreed upon between the City, the California Office of Traffic Safety, for a portion of the Bicycle/Pedestrian Safety Grant awarded in October 2014. During this grant period the BPD will conduct 16 Bicycle/Pedestrian safety enforcement operations in identified areas of high bicycle and pedestrian traffic. This grant will expire in October 2015 (City Council Goals 1.1, 1.2).

6. The Traffic Section will effectively use Crimeview and Comstat mapping and statistical data systems to improve traffic safety efforts by Bakersfield Police. To accomplish this goal, the Traffic Section will: train all Traffic supervisors, officers, and police service technicians to use Crimeview system and Comstat data to identify traffic safety issues in the City of Bakersfield; establish standards to measure traffic safety enforcement efforts, to include use of accident, arrest, citation, and traffic survey reviews; and establish systems for problem identification, action plan development and evaluation at the line or supervisor level (City Council Goals 1.1, 1.2).

7. The Traffic Section will 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 five 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

107 2021 – Operations continued

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).

8. The Traffic Section will 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 problem 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 incorporate the BPD Bomb Squad 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 conduct monthly training with the Bomb Squad, joint scenario based training with the CNT (Crisis Negotiation Team) component of SWAT and annual training with the KCSD and BCFD (City Council Goal 1.2).

3. The SWAT Team will send an officer to the International School of Tactical Medicine to enabling 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).

4. The SWAT Team will 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).

5. The SWAT Team will work with TLO (Terrorism Liaison Officers) and the FBI to analyze emerging trends in terrorism and develop response plans for local

108 2021 – Operations continued

law enforcement and the community through scenario based exercises, internal police officer training, and community engagement (City Council Goals 1.1, 1.2).

Bomb Squad:

1. The Bomb Squad will conduct 350 hours of training to include advanced electronics, breaching and scenario based training (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 recruit three additional bomb technicians (City Council Goal 1.2).

3. The Bomb Squad will develop and deliver additional training to Police Department personnel on the safe and proper response to explosive related calls (City Council Goals 1.1, 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 (City Council Goals 1.1, 1.2).

2. SEU will participate in all local-area Street Interdiction Team efforts and will host at least three SIT operations within the City of Bakersfield in order to impact local criminal street gang activity (City Council Goals 1.1, 1.2).

3. SEU will maintain two 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 engage in directed law enforcement and community-response to gang-related shootings, including Ceasefire “call-ins,” community engagement events, and/or gang suppression directed at gangs identified as responsible for each shooting (City Council Goals 1.1, 1.2).

109 2021 – Operations continued

SERVICE LEVEL INDICATORS FY 13-14 FY 14-15 FY 15-16 Traffic, Patrol, Animal Control Actual Projected Proposed Citations 21,194 22,000 22,500 “A Life Interrupted” Presentations 122 122 122 Vehicle Impounds 2,120 2,500 2,500 Calls for Service 277,653 285,065 292,552

Traffic Enforcement (Calendar Year 2014) Citations issued 23,697 DUI arrests 940 Redflex 8,883 Non-injury collisions 2,834 Injury collisions 1,003 Fatal collisions 34 Vehicle impounds 2,727 DUI Checkpoints (Calendar Year 2014) Motorists screened 23,713 DUI arrests 61 DUID 2 Drug arrests 2

110 OPERATIONS

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 39,191,613 $ 42,192,275 $ 43,821,489 $ 50,140,097 Operating 5,159,973 5,538,385 5,574,995 6,314,984 Capital - - - -

Total $ 44,351,586 $ 47,730,660 $ 49,396,484 $ 56,455,081

SOURCE OF FUNDS:

General Fund $ 43,714,086 $ 47,184,660 $ 48,782,484 $ 55,585,151 Traffic Safety Fund 488,762 500,000 500,000 817,000 Supp Law Enforcement 50,389 46,000 114,000 52,930 ARRA Federal Stimulus Fund 98,349 - - -

Total $ 44,351,586 $ 47,730,660 $ 49,396,484 $ 56,455,081

111 2031 – Investigations

DIVISION GOAL

The Division will continue to conduct complete and through investigations while upholding a tradition of professionalism and accountability, working collaboratively with all other Divisions and allied agencies. The Investigations Division will continue to be innovative in its use of available crime fighting technologies, utilizing intelligence-led data and operating under the core values of trust, respect and teamwork.

FY 2014-15 ACCOMPLISHMENTS

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.

1. In 2014, Homicide Detectives investigated 17 homicides; five of which were determined to be gang related, 19 were cleared inclusive of four cold case homicides, resulting in a 111% clearance (City Council Goal 1.2).

2. Homicide detectives attended advanced training on officer -involved shooting investigations and child homicide investigations. Homicide detectives attended community forums and “Neighborhood Watch” meetings (City Council Goals 1.1, 1.2).

3. A multipurpose conference/interview monitor room for the Homicide Detail was constructed for briefings/debriefings of homicides as well as for the monitoring of interviews (City Council Goal 1.2).

4. In 2014, the Minor Assault Crimes (MAC) Robbery Detail transitioned to the Major Crimes Detail. This detail is comprised of six detectives under the supervision of a Sergeant. This detail investigates reported shootings, robberies and minor assault crimes. 485 robberies were investigated five of which were bank robberies. The Major Crimes Detail had a 41.3 % robbery clearance rate; an increase from a 38.4% rate in 2013. This detail continues to participate in robbery prevention training throughout the community (City Council Goal 1.2).

112 2031 – Investigations continued

5. A Computer Forensic Detail was established under the supervision of the Major Crimes Detail sergeant). The detail is responsible for the forensic processing of all computers, phones, and related devices (City Council Goals 1.1, 1.2).

6. The Crime Scene Unit (CSU) responded to 238 call-outs 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).

7. In 2014, the CSU received and processed a total of 5,054 requests for service, a 9% increase from 2013 and a 24% increase from 2012 (City Council Goal 1.2).

8. The addition of the Latent Print Examiner to the CSU led to the identification and arrests of several suspects involved in crimes. A total of 1,771 latent prints were entered into the Automated Fingerprint Identification System and received positive hits to known individuals on 409 entries. The Crime Scene Unit achieved a 133% increase in entries and a hit rate of 23.1% (City Council Goal 1.2).

9. The CSU Technicians and Latent Print Examiners received advanced training on friction ridge examination and scientific analysis funded through the Remote Access Network (RAN) Board (City Council Goals 1.1, 1.2).

10. In 2014, the Career Criminal Apprehension Team (CCAT) made 278 open felony arrests, 50 open misdemeanor arrests and 474 warrant arrests. In addition, 520 probation and parole searches were conducted, 32 search warrants were served, 23 firearms and other dangerous weapons seized (City Council Goals 1.1, 1.2).

11. The CCAT continues to primarily focus on contacting and investigating AB109 probationers in our community. In addition, they work extensively with specialized details in the Investigations and Operations Division in the surveillance and apprehension of wanted parolees and probationers. CCAT regularly collaborates with officers from the Kern County Probation Department and the California Department of Corrections (City Council Goals 1.1, 1.2).

12. CCAT continues to utilize crime analysis to disrupt part one crime trends in our community. They continually work with detectives on major investigations, as well as participating county-wide Street Interdiction Team (SIT) operations (City Council Goals 1.1, 1.2).

113 2031 – Investigations continued

13. In 2014, the Child Abuse Sexual Assault Unit merged with the Family Violence Unit to become the Special Victims Unit (SVU). This allowed for the collaboration of specially trained detectives to investigate all sexual assault cases as well as child abuse and domestic violence cases. The SVU continues to have an active partnership with the Jess Diamond Assessment Center, the Child Death Review Board of Kern County, and many allied community and law enforcement agencies throughout Kern County (City Council Goal 1.2).

14. In 2014, the Bakersfield Police Department on behalf of the SVU entered into an agreement with the Forensics Nurse Specialist of Central California to conduct specialized forensic sexual assault examinations for victims of sexual assault, child abuse and domestic violence (City Council Goal 1.2).

15. The SVU was awarded a $147,790 grant by the State of California Emergency Management Agency (CalEma) to create a collaborative multi-agency, multi-disciplinary team to respond to the needs of children exposed to domestic violence. As a result, 930 attempted contacts and 430 contacts were made to victims of domestic violence. This team incorporated the efforts of the Bakersfield Police Department, the Kern County Department of Human Services, and the Alliance Against Family Violence and Sexual Assault (City Council Goal 1.2).

16. In 2014, the Crime Analysis Unit (CAU) was formed. Approximately 1,011 analyses were conducted for the Investigations Division, Public Information Office and Command Staff by Crime Analysts. The CAU provided Department-wide training on a variety of intelligence-led policing methods including; Compstat, CrimeView and other technologies to increase the effectiveness of efforts in all divisions aimed at reducing crime (City Council Goals 1.1, 1.2).

17. Burglary Detail conducted 30 operations in 2014 which resulted in 94 arrests. Investigators identified and arrested several suspects responsible for committing daytime residential burglaries. A total of 4,066 cases were investigated an 11.7% decrease from 2013. An additional detective was added to this detail to assist in the investigations of these crimes (City Council Goal 1.2).

18. The Warrant Fugitive Detail coordinated the return of 44 warrant suspects through extradition and in-state pickups and arrested 220 warrant suspects within our jurisdiction. Reimbursements from the state totaled $15,538.47 for out-of-state extraditions (City Council Goal 1.2).

114 2031 – Investigations continued

19. The Warrant Fugitive Detail conducted and coordinated nine Department-wide warrant sweeps for the following outstanding warrants: Burglary, AVOID/DUI, Special Enforcement Operations, Domestic Violence, and Financial Crimes (City Council Goal 1.2).

20. The Suspicious Activity Reporting (SAR) Unit conducted 15 money laundering investigations, two of which resulted in asset forfeiture seizures totaling $101,000. Three additional criminal indictments are currently pending (City Council Goals 1.1, 1.2).

21. The Joint Vice Task Force (JVTF) assisted with the closure of 12 illegal gaming internet cafes during 2014 (City Council Goals 1.1, 1.2).

22. The JVTF received a $58,318 grant from the Department of Alcoholic Beverage Control (ABC) which increased 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).

23. The Narcotics Detail continues its commitment to collaborate with local, state and federal agencies to target drug trafficking organizations and individuals operating within the Greater Bakersfield area and throughout Kern County. Collaboration efforts include participation of four BPD Detectives in the Task Force Officer (TFO) program with Special Agents of the Drug Enforcement Administration (DEA) (City Council Goal 1.2).

24. The Narcotics Detail seized a total of approximately 6,874 pounds of marijuana, having a street value of approximately $76,646,036; sixty-five pounds of methamphetamine, having a street value of $1,857,969; thirteen pounds of cocaine hydrochloride, having a street value of $537,834; five pounds of heroin, having a street value of $215,870. The combined street value of the illicit drugs seized in 2014 totaled approximately $80,343,064 (City Council Goal 1.2).

25. The Narcotics Detail continues to monitor activities of medical marijuana dispensaries operating within the city limits (City Council Goals 1.1, 1.2).

26. The Narcotics Detail, in conjunction with the DEA seized an additional 35 pounds of methamphetamine, having a street value $1,596,696; six hundred forty-five pounds of marijuana, having a street value of $2,928,290; 30 grams of cocaine; and thirty-five 35 guns (City Council Goals 1.1, 1.2).

115 2031 – Investigations continued

27. The Southern Tri-County High Intensity Drug Trafficking Area (STC-HIDTA) Task Force seized over 132 pounds of methamphetamine, 323 pounds of cocaine HCL, and assisted in the eradication of over 42,264 marijuana plants from both private and public lands. In addition, SCT-HIDTA seized over $4,205,498 in currency and 16 firearms (City Council Goals 1.1, 1.2).

28. The Auto Theft Detail investigated the theft of 2,284 vehicles with a clearance rate for 2014 of 17.9%, an improvement of 8% over 2013 (City Council Goal 1.2).

29. The General Investigations Detail received advanced training on copper metal theft investigations and conducted numerous investigations resulting in the arrest of several suspects and the recovery of over 1,000 pounds of copper and scrap metal (City Council Goal 1.2).

30. The Financial Crimes Detail investigated a total of 1,583 cases consisting of 315 forgery cases, 358 credit card fraud cases, and 73 confidence game cases. The detail continues its association with the local Real Estate Anti- Fraud Advisory Committee (REAAC). A collaboration of Law Enforcement Investigators, the Kern County District Attorney’s Real Estate Fraud Unit and Bakersfield local real estate professionals (City Council Goal 1.2).

FY 2015-16 ACTION PLAN

All details and units within the Investigations Division will continue to work cooperatively with Headquarters, Operations and Support Services Divisions to develop strategies to aid in the prevention, interdiction and suppression of crimes within the City of Bakersfield.

1. Homicide Detail

a. The Homicide Detail will attend advanced formalized training in the area of Officer Involved shooting and critical incident investigations, solving cold cases, complex murders, and profiling of serial murder suspects (City Council Goal 1.2).

The Detail will conduct a P.O.S.T. certified in-service training on Basic Homicide Investigation (City Council Goal 1.2).

b. The Homicide Detail will implement the use of electronic/digital storage of Homicide case files (City Council Goal 1.2).

c. The Homicide Detail will continue to focus on improving community relations by partnering with the Support Services Division “Community

116 2031 – Investigations continued

Relations Unit” by attending community forums such as “Stop the Violence” and “Neighborhood Watch” meetings (City Council Goals 1.1, 1.2).

2. Major Crimes Unit

a. The Major Crimes Unit will expand its collaboration with the CAU to identify violent crime trends and conduct focused investigation using intelligence-led policing (City Council Goals 1.1, 1.2).

b. The Major Crimes Unit will provide ongoing training to all financial institutions within the City of Bakersfield regarding the prevention of robberies (City Council Goals 1.1, 1.2).

3. Career Criminal Apprehension Team (CCAT)

a. The CCAT Unit will work to utilize technology resources to effectively identify the most active AB109 offenders to ensure probation compliance and attempt to reduce criminal offenses. This unit will continue to be proactive with specialized operations and surveillances to assist in the apprehension of wanted suspects (City Council Goals 1.1, 1.2).

4. Special Victims Unit (SVU)

a. The SVU will continue to work closely with the Kern County District Attorney’s Office, Department of Human Services, Kern County Sexual Assault Response Team (SART), Domestic Violence Advisory Council (DVAC), Alliance Against Family Violence and law enforcement agencies throughout Kern County (City Council Goals 1.2).

b. The SVU interview room will be upgraded to allow for the improvement and privacy of interviewing victims of all sexual assaults, child abuse and domestic violence (City Council Goals 1.2).

5. Crime Scene Unit (CSU) a. The CSU will continue to work with Kern County Sheriff’s Department and the Remote Access Network (RAN) Board in developing a plan to digitize files of suspect fingerprint and palm cards for entry into the Kern County Archive. (City Council Goals 1.1, 1.2).

b. The CSU will utilize a recently purchased forensic 3D laser scanning system which will provide the ability to digitally render a 3D recreation of a crime scene or accident scene, allowing a jury, investigative

117 2031 – Investigations continued

review team or others to be immersed in the scene (City Council Goal 1.2).

c. The CSU will work with the Remote Access Network (RAN) Board to obtain Cogent Systems “Blue Check” field fingerprint identification devices (City Council Goals 1.1, 1.2).

6. Crime Analysis Unit

a. The Crime Analysis Unit will focus on expanding Intelligence-led data in identifying crime trends city wide. The expanded use of CompStat, Crime View and other crime analysis technology will continue to be utilized Department-wide (City Council Goals 1.1, 1.2).

7. Warrant Fugitive Detail

a. The Warrant Fugitive Detail will conduct seven focused warrant sweeps to improve warrant service levels and apprehend fugitives (City Council Goal 1.2).

8. Narcotics Details:

a. The Narcotics Detail will continue to utilize advanced technology to identify and apprehend major narcotics traffickers in the greater Bakersfield area. The detail will continue to partner with the DEA, state and local agencies on major narcotics investigations, and other federal and local agencies to share information and resources towards the goal of suppressing narcotics activity (City Council Goal 1.2).

b. The Narcotics Detail will continue a Highway Interdiction program in order to combat interstate transportation of narcotics and illicit funds used in the distribution of narcotics. The Narcotics Detail will add a K-9 team to its complement of resources. This will ensure consistency with the program. Targeted areas will be Highway 58, 99, Interstate 5 (City Council Goals 1.1, 1.2).

c. The Narcotics Detail will continue to provide pertinent in-service training on surveillance operations various types of drug labs, and other current drug trends to uniformed personnel. This will increase line officers level of expertise and will further our goal of impacting the sale and use of illicit narcotics in Bakersfield (City Council Goal 1.2).

I. The Southern Tri-County High Intensity Drug Trafficking Area (STC- HIDTA) Task Force

118 2031 – Investigations continued

1. The Task Force will promote coordinated law enforcement efforts toward dismantling the methamphetamine manufacturing, smuggling and distribution and other poly- drug operations as it affects Kern, Kings and Tulare Counties.

2. The Task Force will continue to encourage full cooperation between local, state and federal law enforcement and prosecutorial agencies to pursue, disrupt and dismantle these organizations by:

a. Identifying, arresting and prosecuting members of criminal organizations involved in the manufacturing, smuggling and trafficking of methamphetamine and other poly-drug operations.

b. Identifying and seizing assets relating to the sale, smuggling, distribution and manufacturing of methamphetamine.

c. Providing follow-up investigations on major clandestine laboratory seizures and developing evidence of links to the manufacturing, smuggling and trafficking organizations operating these labs.

d. Coordinating information inquiries and submissions through the LA Clearinghouse and coordinating all investigative and enforcement activities through the Central Valley HIDTA Intelligence Center and LA Clearinghouse.

e. Providing specific training pertaining to clandestine laboratory investigations and safety precautions as required by CAL/OSHA (City Council Goals 1.1, 1.2).

9. Joint Vice Task force (JVTF)

a. The JVTF will apply for an Alcoholic Beverage Control Gap 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.

b. Continue its efforts in combatting prostitution-related offenses throughout the Greater Bakersfield area (City Council Goals 1.1, 1.2).

119 2031 – Investigations continued

10. General Investigations Detail

a. The General Investigations Detail will add an additional detective to assist in the investigation of copper metal thefts occurring throughout the City of Bakersfield. The detail will continue to work closely with documented recycling centers within the Greater Bakersfield area to ensure reporting guidelines are being met (City Council Goal 1.2).

11. Auto Theft Detail

b. The Auto Theft Detail will continue to conduct proactive directed enforcement operations to apprehend suspects in connection with auto theft and work in conjunction with allied agencies including the California Highway Patrol Kern County Auto Theft Task Force.

c. The Auto Theft Detail will continue to utilize the License Plate Reader (LPR) system to effectively locate occupied and unoccupied stolen vehicles and apprehend suspect(s) responsible for the theft.

d. Detectives will attend conduct directed enforcement operations in an attempt to combat auto theft occurrences.

12. Financial Crimes Detail

a. The Financial Crimes Detail will attend the REEAC (Real Estate Anti- Fraud Advisory Coalition) monthly meetings. This partnership will assist in identifying the type of frauds taking place and the ever changing tactics of the individuals perpetrating these crimes (City Council Goals 1.1, 1.2).

b. The Suspicious Activity Reporting (SAR)

1. The SAR unit will continue to work closely with the United States Treasury Department in conducting investigations involving suspicious financial transactions (City Council Goals 1.1, 1.2).

120 2031 – Investigations continued

SERVICE LEVEL INDICATORS

FY 13-14 FY 14-15 FY 15-16 Investigations Actual Projected Proposed Criminal Case Filings 20,688 21,000 21,500 Major Narcotics Investigations 88 68 90

Prostitution Related Arrests 702 682 700

121

INVESTIGATIONS

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 12,647,300 $ 13,457,747 $ 13,457,747 $ 14,578,961 Operating 1,031,449 1,197,552 1,197,552 1,148,110 Capital 9,781 27,000 97,000 30,000

Total $ 13,688,530 $ 14,682,299 $ 14,752,299 $ 15,757,071

SOURCE OF FUNDS:

General Fund $ 13,688,530 $ 14,682,299 $ 14,752,299 $ 15,757,071

Total $ 13,688,530 $ 14,682,299 $ 14,752,299 $ 15,757,071

122

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 S.P.C.A.

FY 2014-15 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 Dog License Canvassing Project continued in FY 2014-15. The canvassers left licensing information at 10,188 homes, including clinic dates and spay/neuter information (City Council Goal 1.2).

3. Animal Control handled 15,558 calls for service during 2014. Animal Control Officers issued 163 citations for unlicensed and dogs running loose (City Council Goal 1.2).

4. Animal Control held 12 low cost vaccination, licensing, and microchip clinics in 2014-15. Revenue collected during clinics totaled $70,750 since June 2014; CBACC has collected $16,175 during weekly vaccine clinics (City Council Goal 1.2).

FY 2015 – 16 ACTION PLAN

1. Work with CBACC to promote community involvement and innovative and creative ideas involving problem solving skills (City Council Goal 1.2).

123 2041 – Animal Control continued

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 with the canvassing program to support public education and the 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 13-14 FY 14-15 FY 15-16 Animal Control Actual Projected Proposed

Animal Control Calls 15,558 16,505 18,500

124 ANIMAL CONTROL

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 570,772 $ 641,539 $ 641,539 $ 699,117 Operating 1,217,884 1,369,297 1,375,697 1,439,377 Capital - - - -

Total $ 1,788,656 $ 2,010,836 $ 2,017,236 $ 2,138,494

SOURCE OF FUNDS:

General Fund $ 1,788,656 $ 2,010,836 $ 2,017,236 $ 2,138,494

Total $ 1,788,656 $ 2,010,836 $ 2,017,236 $ 2,138,494

125 THIS PAGE INTENTIONALLY LEFT BLANK

126 FIRE SERVICES REMOVE THIS PAGE Fire Services

FY 2015-2016 Organizational Chart 127 Fire Services

DEPARTMENT GOAL

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

FY 2014-15 ACCOMPLISHMENTS

1. Administered grant funding from the State Homeland Security Grant Program (SHSGP) for specialized training including automatic external defibrillators, medical response jackets, structure fire helmets and other protective equipment (City Council Goal 1.3).

2. Continued to conduct analysis of build-out and population in City districts designated as future BFD Fire Station locations. Fire Chief Staff conducted research on 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 utilize grant funding and other alternative methods to develop and train personnel and specialized units as state-certified master mutual aid response resources including BFD Hazardous Materials Team (Type 1), and BFD Urban and Regional Urban Search and Rescue Team (Type 1, Heavy) (City Council Goal 1.3).

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 1.3).

5. Continued Fire Department training in the operational capabilities of the Fire Department Operations Center (DOC), in an effort to enhance City emergency response capacity, and assist other COB departments (City Council Goal 1.3).

6. Continued resolving Fire Department deferred maintenance and infrastructure repair and rehabilitation issues. Continued to work on the major, ongoing project for systemic and structural issues associated with FS 8, and worked in cooperation with Public Works towards a cost- effective rehabilitation solution (City Council Goal 1.3).

128 FIRE SERVICES

Adopted Amended Proposed Actual Budget Budget Budget DIVISIONS: 2013-14 2014-15 2014-15 2015-16

Administration $ 1,483,195 $ 1,542,406 $ 1,542,406 $ 1,564,190 Fire Safety 2,373,781 2,615,468 2,615,468 2,530,598 Fire Suppression 31,038,095 31,681,626 31,681,626 33,589,414

Total $ 34,895,071 $ 35,839,500 $ 35,839,500 $ 37,684,202

SOURCE OF FUNDS:

General Fund $ 33,781,868 $ 34,498,483 $ 34,498,483 $ 36,434,582 CUPA Fund 1,074,687 1,341,017 1,341,017 1,249,620 MMRS Grant 34,843 - - - UASI - CAL EMA 3,673 - - -

Total $ 34,895,071 $ 35,839,500 $ 35,839,500 $ 37,684,202

FULL TIME EMPLOYEES:

Administration 9.00 9.00 9.00 9.00 Fire Safety 15.00 16.00 16.00 16.00 Fire Suppression 174.00 174.00 174.00 174.00

Total 198.00 199.00 199.00 199.00

129 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 of Bakersfield departments.

FY 2014-15 ACCOMPLISHMENTS

1. Completed entry-level Firefighter Trainee recruitment; Fire Engineer exam; Fire Captain exam; Fire Battalion Chief exam; Bakersfield College Firefighter I Academy; Firefighter Recruit Academy 2015-1; 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 increases efficiency, reduces duplication of services, provides cost savings, and promotes collaboration in training and emergency response (City Council Goal 1.3).

3. Continued National Incident Management System (NIMS), State Emergency Management System (SEMS), and Type III Incident Management Team (IMT) training to retain mandated compliance for Fire Department employees (City Council Goal 1.3).

4. Administered grant funding from State Homeland Security Grant (SHSGP) for training personnel, and obtaining protective equipment and medical response equipment (City Council Goal 1.3).

5. Completed grant funding for the Urban Area Security Initiative (UASI) project for regional command and communications vehicle (City Council Goal 1.3)

6. Continued to administer and pursue State Homeland Security Grant (SHSGP), Assistance to Firefighters Grant (AFG), and other alternative funding in general, to achieve Council goals (City Council Goal 1.3).

7. Developed Fire Department social media sites and processes, including Facebook and Twitter sites (City Council Goal 1.3).

130 8. 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).

FY 2015-16 ACTION PLAN

1. Continue to administer and pursue State Homeland Security Grant (SHSGP), Assistance to Firefighters Grant (AFG), and other funding in general, to achieve Council goals (City Council Goal 1.3).

2. Continue to address fire protection in growth areas of the City, with regard to the Joint Powers Agreement (JPA) (City Council Goal 1.3).

3. Continue to conduct analysis of build-out and population in city-wide districts designated as future BFD Fire Station locations. Fire Chief Staff conducting research on 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 1.3).

6. Continue to develop Fire Department social media sites and processes, including Facebook and Twitter sites, and work to increase community outreach for safety information and public education (City Council Goal 1.3).

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).

131 ADMINISTRATION

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 1,270,195 $ 1,336,984 $ 1,336,984 $ 1,394,096 Operating 211,530 205,422 205,422 170,094 Capital 1,470 - - -

Total $ 1,483,195 $ 1,542,406 $ 1,542,406 $ 1,564,190

SOURCE OF FUNDS:

General Fund $ 1,448,352 $ 1,542,406 $ 1,542,406 $ 1,564,190 MMRS Grant 34,843 - - -

Total $ 1,483,195 $ 1,542,406 $ 1,542,406 $ 1,564,190

132 3021 – Fire Safety Services

DIVISION GOAL

Provide for a safe community through public education and fire code enforcement; provide an effective public education program to increase safety awareness in the community; support the Hazardous Materials Team with technical information and data; administer the unified programs 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 2014-15 ACCOMPLISHMENTS

1. Improved Fire Prevention revenue collection efforts through restoration of a previously displaced clerical position. Over $11,000 in past due accounts were collected just within the first six weeks of that position’s hire date (City Council Goal 1.3).

2. Completed 857 annual restaurant inspections. Only one fire at a restaurant occurred with no injuries or loss of life and only $6,000 in damage (City Council Goal 1.3).

3. Completed 237 Residential Care Facility annual inspections were assigned. One fire occurred at a nursing home and two fires occurred at boarding houses, with no injuries or loss of life and only $6,500 in total damages from all three fires (City Council Goal 1.3).

9. Provided COB input and oversight to CAD and other ECC systems upgrades. Continued with 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).

9. Continued work on Fire Department 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. Continued work on the major, ongoing project for systemic and structural issues associated with FS 8, and worked in cooperation with Public Works towards a cost-effective rehabilitation solution (City Council Goal 1.3).

133 FY 2015-16 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. Improve Fire Prevention permitting through adjustment of existing staff duties, so that applications are processed immediately upon receipt and plans are reviewed within 20 working days of receipt (City Council Goal 1.3).

3. Re-issue Triennial Certified Unified Program Agency (CUPA) permits to approximately 1200 businesses that handle regulated hazardous materials (City Council Goal 1.3).

Conduct annual inspections of approximately 500 oil wells within the City limits to insure compliance with fire safety and applicable State regulations (City Council Goal 1.3)

4. Continue working on resolving Fire Department deferred maintenance and infrastructure repair and rehabilitation issues (City Council Goal 1.3).

134

FIRE SAFETY

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 1,583,568 $ 1,565,049 $ 1,565,049 $ 1,628,300 Operating 689,984 623,419 623,419 819,298 Capital 100,229 427,000 427,000 83,000

Total $ 2,373,781 $ 2,615,468 $ 2,615,468 $ 2,530,598

SOURCE OF FUNDS:

General Fund $ 1,299,094 $ 1,274,451 $ 1,274,451 $ 1,280,978 CUPA Fund 1,074,687 1,341,017 1,341,017 1,249,620

Total $ 2,373,781 $ 2,615,468 $ 2,615,468 $ 2,530,598

135 3031 – Fire Suppression Services

DIVISION GOAL

Provide the community protection of life, property and the environment through fire suppression, emergency medical life-support services, and hazardous materials mitigation. Ensure all suppression personnel are properly trained, equipped, and prepared to respond in the appropriate manner.

FY 2014-15 ACCOMPLISHMENTS

1. Continued 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. 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).

3. Continued work on State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group (City Council Goal 1.3).

4. Continued 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).

5. Revised, updated and 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).

6. Continued work on the Fire Department Operations Center (DOC) in preparation for mandated Standard Emergency Management System and National Incident Management System (SEMS/NIMS) situational awareness and command oversight of major emergency events (City Council Goal 1.3).

7. Participated in an Insurance Services Office (ISO) re-rating process, which will continue through FY 2015-16. The Fire Department worked with the ISO to achieve an upgrade to a Class 2 Fire Department, which may result in lower commercial insurance rates in Bakersfield Fire Department served areas (City Council Goal 1.3).

136 FY 2015 -16 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 1.3).

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).

5. Continue to enhance City disaster response preparedness by complying with National Incident Management System and through the Administration of the Assistance to Firefighters Grant (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).

9. 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).

10. Train Fire Department Hazardous Materials Specialist in Bakken Crude related response techniques, tactics, and command strategies for future exposure to larger quantities traveling through the jurisdiction via rail.

137 SERVICE LEVEL INDICATORS FY 2013-14 FY 2014-15 FY 2015-16 Actual Actual Projected

Fires 1,440 1,545 1,623 Ruptures / Explosions 495 542 570 Rescue / Medical 18,450 20,962 22,010 Hazardous Condition 804 775 814 Service / Public Assist 1,654 1,669 1,752 Fire Alarms / Other 9,184 8,085 8,489

Total Responses 32,027 33,578 35,258 % change (+7%) (+4.8%) (+5%)

138

FIRE SUPPRESSION

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 27,909,945 $ 28,693,181 $ 28,693,181 $ 30,402,466 Operating 3,091,759 2,902,255 2,902,255 3,056,098 Capital 36,391 86,190 86,190 130,850

Total $ 31,038,095 $ 31,681,626 $ 31,681,626 $ 33,589,414

SOURCE OF FUNDS:

General Fund $ 31,034,422 $ 31,681,626 $ 31,681,626 $ 33,589,414 UASI - CAL EMA 3,673 - - -

Total $ 31,038,095 $ 31,681,626 $ 31,681,626 $ 33,589,414

139 THIS PAGE INTENTIONALLY LEFT BLANK

140 PUBLIC WORKS REMOVE THIS PAGE Public Works

FY 2015-2016 Organizational Chart

Public Works Director

Asst. to the Public Works Director Administrative Assistant

Asst.Asst. To Public Public WorksWorks Director 141 Thomas Roads Design Subdivisions Construction/ Traffic Public Works Wastewater Solid Waste Imp. Program Engineering Survey Engineer Operations Manager Manager Director (TRIP)

Equipment Wastewater Solid Treatment Waste

Fleet Operations

Streets

General Services 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.

FY 2015-16 SIGNIFICANT BUDGET CHANGES

1. The FY 2015-16 budget reflects Council’s continuing commitment to the graffiti eradication program. The amount budgeted for graffiti eradication provides sufficient funding to operate the program seven days a week, year round.

2. The FY 2015-16 Budget for Street Maintenance also reflects Council’s commitment to the street preventative maintenance program.

The FY 2015-16 proposed operating budget for Street Maintenance totals approximately $8.2 million. The FY 2014-15 operating budget was $8.1 million.

The FY 2015-16 proposed CIP budget for Street Maintenance includes $5 million of Capital Outlay funding and approximately $1.8 million for curb, gutter and sidewalk improvements within four select CDBG eligible areas.

3. Staff proposes a 2.4% user rate increase for residential sewer rates from $205 to $210. Commercial rates, which are primarily based on each user's water consumption, will see an average increase of 5.6%. The larger commercial rate increase includes the residential rate increase as a base, but also includes the increased costs resulting from the phase-in (year two of five) of the change in sewerage characteristics previously approved by the City Council. Rate increases are required to recover increasing electrical costs, and to continue to meet covenant requirements for the bonds used to expand Wastewater Treatment Plant 3. Connection fees for

142 Public Works continued

both residential and commercial customers are proposed to remain at current rates.

4. After having absorbed 8.5% in contract hauling rates increases over the past six years with no refuse rate increases, it is now necessary to increase rates 4.8% for both residential and commercial services.

5. The FY 2015-16 proposed budget includes continuation of the nationally recognized Freeway Litter Program. Continued funding from Caltrans and Kern COG, in addition to community sponsorships for litter abatement for the Westside Parkway, are included in the proposed budget.

6. The FY 2015-16 proposed budget includes the merger of the Communications Division with the IT and Fleet Divisions. Responsibilities transferred to the Fleet Division include the installation of communication equipment on fleet vehicles. All other Communication duties were transferred to the IT Division.

143 PUBLIC WORKS

Adopted Amended Proposed Actual Budget Budget Budget DIVISIONS: 2013-14 2014-15 2014-15 2015-16

Administration $ 614,542 $ 645,224 $ 645,224 $ 608,753 TRIP 889,150 762,377 762,377 711,425 Engineering 5,321,949 5,908,433 6,268,433 6,098,345 General Services 11,794,129 12,315,123 12,315,123 12,775,935 Streets 15,916,545 16,990,989 17,140,989 17,399,058 Equipment 25,995,960 25,215,058 26,027,095 23,377,237 Wastewater 28,308,255 9,781,326 9,781,326 10,006,743 Solid Waste 41,073,890 38,690,056 38,540,056 40,528,654

Total $ 129,914,420 $ 110,308,586 $ 111,480,623 $ 111,506,150

SOURCE OF FUNDS:

General Fund $ 22,996,952 $ 24,639,349 $ 24,639,349 $ 25,016,656 Dev. Services Fund 1,428,461 1,795,908 2,155,908 2,014,665 State Transportation 226,990 325,250 325,250 420,336 State Gas Tax 61,990 - - - Transportation Dev. Fund 140,815 - - - TDF TRIP Local Match 889,150 762,377 762,377 711,425 Sewer Service-Plant 2 6,069,805 2,725,373 2,725,373 2,872,246 Sewer Service-Plant 3 26,749,365 11,950,279 11,950,279 12,123,728 Refuse Fund 44,935,993 42,645,445 42,645,445 44,715,308 Aviation Fund 418,939 249,547 249,547 254,549 Equipment Fund 25,995,960 25,215,058 26,027,095 23,377,237

Total $ 129,914,420 $ 110,308,586 $ 111,480,623 $ 111,506,150

FULL TIME EMPLOYEES:

Administration 9.00 9.00 9.00 9.00 TRIP 5.00 5.00 5.00 5.00 Engineering 44.00 46.00 48.00 48.00 General Services 72.00 73.00 73.00 73.00 Streets 93.00 93.00 93.00 93.00 Equipment (a) 55.00 56.00 56.00 48.00 Wastewater 38.00 40.00 40.00 40.00 Solid Waste 106.00 107.00 107.00 107.00

Total 422.00 429.00 431.00 423.00

(a) FY 2015-16 proposed complement reflects the transfer of 7 positions to the Information Technology Division as a result of a merger and the deletion of one vacant full time position.

144

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 2014-15 ACCOMPLISHMENTS

1. Continued progress on accreditation process with the American Public Works Association.

2. Provided administrative support for Departmental Divisions.

3. Processed and monitored CIP expenditures.

4. Submitted reimbursement claims in a timely manner to enhance cash flow.

FY 2015-16 ACTION PLAN

1. Complete American Public Works Association Accreditation process.

2. Respond to City Council referrals and citizen requests promptly, efficiently and effectively.

145 ADMINISTRATIVE SERVICES

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 568,525 $ 556,642 $ 556,642 $ 553,677 Operating 46,017 88,582 84,082 55,076 Capital - - 4,500

Total $ 614,542 $ 645,224 $ 645,224 $ 608,753

SOURCE OF FUNDS:

General Fund $ 614,542 $ 645,224 $ 645,224 $ 608,753

Total $ 614,542 $ 645,224 $ 645,224 $ 608,753

146

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 2014-15 ACCOMPLISHMENTS

1. Development and implementation of the Thomas Road Improvement Program projects continues: (City Council Goal 2.2).

• The final phase (6C) of the Westside Parkway was completed in April 2015. The entire seven miles of the parkway is now open to traffic. (City Council Goal 2.4). • State Route 58 Gap Project construction was completed in spring of 2015. • State Route 178 at Morning Drive Interchange construction is on schedule with completion expected in July 2015. • The Hosking Road/State Route 99 Interchange project was awarded in September 2014. Construction began in January 2015, with a scheduled completion date of early 2016. • Final design and land acquisition for the Rosedale Highway Widening was completed, and the Project was awarded in January 2015. Construction is set to begin in April 2015 with an expected completion date in the fall of 2016. • Final design for the Auxiliary Lane at Rosedale Highway, an element of the Beltway System, is complete. Award of the construction contract is expected in summer of 2015 with an anticipated completion date in summer of 2016. • The Beltway Operational Improvement Project was awarded in October 2014. Construction is set to begin in June, 2015 with a scheduled completion date in the summer of 2017. • Final design and land acquisition for the State Route 178 Widening Project were completed. The project has been certified and was bid in March 2015. Construction is scheduled to begin in summer of 2015 with an expected completion date of spring 2017. • Environmental Clearance for the 24th Street Improvements Project was obtained in February of 2014. Final design and land acquisition for the project continues with construction scheduled to begin in 2016.

147 4021- TRIP continued

• The Final Environmental Document for the Hageman Flyover Project was certified in May 2014. Final design is expected to be complete in summer 2016, with land acquisition following in fall of 2017. • The Draft Environmental Document for the Centennial Corridor Project was circulated to the public in April of 2014. The Final Environmental Document is expected to be completed by the summer of 2015. The first phase of the project will construct the Kern River Bridges and is expected to begin in 2016. • MAP-21 federal highway legislation allows federal funds to be used in the acquisition of properties from willing sellers prior to approval of the environmental document. The Centennial Corridor Project has implemented this legislation and acquired over 100 homes needed for the future alignment. The City continues its’ efforts on this front.

2. City and Kern COG staff continue to pursue all potential funding sources that can be used to fund metropolitan Bakersfield transportation projects.

FY 2015-16 ACTION PLAN

1. Work with the County and other governmental entities to cooperatively plan for and fund multi-jurisdictional transportation facilities in the metropolitan area.

2. Implement the Thomas Roads Improvement Program including:

• Complete construction of the State Route 178 and Morning Drive Interchange Project by July 2015. • Complete construction of the Hosking Road/SR 99 Interchange Project by early 2016. • Complete construction for the Rosedale Highway Widening Project by fall of 2016. • Continue construction for the Beltway Operational Improvement Project. Completion is expected by summer of 2017. • Continue construction on Auxiliary Lane at Rosedale Highway. Completion is expected in summer of 2016. • Continue construction for the State Route 178 Widening Project. Completion is expected in spring 2017. • Complete land acquisition and final design work for the 24th Street Improvements Project and begin construction in 2016. • Continue with land acquisition and final design work for the Hageman Flyover Project. • Continue with land acquisition, obtain environmental clearance, and begin final design work for the Centennial Corridor Project. First phase of project will construct the Kern River Bridge and will begin in 2016.

148 4021- TRIP continued

3. Pursue the prudent acquisition of needed properties on designated transportation corridors from willing sellers with available funds designated for transportation purposes.

149 THOMAS ROADS IMPROVEMENT PROGRAM (TRIP)

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 669,765 $ 700,497 $ 700,497 $ 648,934 Operating 219,385 61,880 61,880 62,491 Capital - - - -

Total $ 889,150 $ 762,377 $ 762,377 $ 711,425

SOURCE OF FUNDS:

TDF TRIP Local Match $ 889,150 $ 762,377 $ 762,377 $ 711,425

Total $ 889,150 $ 762,377 $ 762,377 $ 711,425

150

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 2014-15 ACCOMPLISHMENTS

Design:

1. Submitted to City Council 33 projects to be awarded contracts including:

• Bike Lane Improvements: Akers Road from Pacheco Road to Wilson Road (City Council Goals 2.6, 2.3). • Bike Lane Improvements: Haggin Oaks between Ming Avenue and Camino Media; Stockdale Highway between Renfro Road and Allen Road; Snow Road between Allen Road and Norris Road (City Council Goals 2.6, 2.3). • Bike Lane Routes Improvements: Southwest Bakersfield (City Council Goals 2.6, 2.3). • Bridge Repairs: Oak Street over BNSF Railroad. • Sewer Lift Station Improvements: Fairfax Road at Paladino Road • Fire Station 8 Remodel (City Council Goal 4.1). • Police Evidence Room Building (City Council Goal 4.1). • Landscape Improvements to Existing Medians: Mt. Vernon Avenue from Columbus Street to University Avenue (City Council Goals 4.4, 6.1). • Synthetic Turfs for Existing Medians: six Locations (City Council Goals 4.2, 4.4, 6.1). • Pavement Reconstruction on Gosford Road: White Lane to Ming Avenue (City Council Goal 2.1). • Traffic Signal Installation: Buena Vista Road at Harris Road; Mt. Vista Road at Harris Road; Oswell Road at SR 58; and Jewetta Avenue at Reina Road • Traffic Signal Modification: South H. Street at Hosking Avenue • Sewer Main Rehabilitation: California Avenue from P. Street to Union Avenue

151 4031- Engineering continued

• Sewer Lift Station Rehabilitation: Hageman Road at Jewetta Avenue; Olive Drive at Calloway Drive • Street Improvements: McKee Road from Ruggiano Drive to SR 99; • Sports Village Phase III (Mass Grading) (City Council Goal 6.3). • Mesa Marin Phase II (Mass Grading) (City Council Goal 6.3). • Demolition Improvements: Stine Road Area; Truxtun Avenue Area • Street Improvements on Lake Street: Union Avenue to Tulare Street (City Council Goals 2.6, 3, 4.4). • Street Improvements: North of Brundage Lane and West of Union Avenue (City Council Goals 2.6, 3, 4.4). • Sidewalk Improvements: Canteria Drive (City Council Goal 2.6). • Storm Drain Improvements: Tract 5130 • Planz Park Restroom Rehabilitation • Street Improvements: Berkshire Road at Wible Road Right Turn Lane • Shoulder Widening: Cottonwood Road, Morning Drive, Old River Road • Street Improvements: Brimhall Road at Calamity Drive • Sewer Rehabilitation: Ming Avenue between Castro Lane and Chester Avenue; Brundage Lane between A Street and Chester Avenue, and between Castro Lane to S. Chester Avenue

Subdivision Engineering:

1. Accomplishments for calendar year 2014 include:

• Parcel Maps: Recorded five parcel maps dividing 334.77 acres into 21 parcels. • Tract Maps: Recorded 25 tract maps dividing 256.72 acres into 802 lots. • Improvement Plan Checks: 128 first checks, 69 second checks, 28 third checks or higher, 46 revisions, and 85 signatures. • Final Map Checks: 51 first checks, 37 second checks, 28 third checks or higher and 30 maps signed. • Minor Land Divisions: 46 • Maintenance Districts: 41 • Street Permits: 2,216 • Annexation Proceedings: Eight new applications processed • Grading Plan Checks: 112 first checks, 98 second checks, 51 third checks or higher, and 80 approved. • Drainage Studies: 28 first checks, 13 second checks, 4 third check or higher, and 32 approved. • Sewer Studies: six first checks, 12 approved. • Notices of Completion processed: 29 maps and 15 street permits. • Fees collected through the development process: Transportation Impact Fees = $20,471,717.37

152 4031- Engineering continued

Sewer Connection Fees = $7,013,239 Planned Sewer Area/Planned Drainage Area Fees = $980,147.67 Maintenance District Formation Fees = $75,755.30

Construction and Surveying:

1. Provided construction management and inspection services for 37 projects having a total contract value of over $20 million, including: • Resurfacing and Reconstruction of Truxtun Avenue, Panama Lane, and other road projects (City Council Goals 2.1, 2.3). • Rosedale Highway Widening Project (City Council Goal 2.2). • Street Improvement Projects on Lake Street, North of Brundage Lane and East of Union Avenue (City Council Goals 2.6, 3, 4.4). • Road Shoulder Widening of Various Locations (City Council Goal 2.3). • Bike Lane Improvement on Akers Road (City Council Goal 2.3, 2.6) • Oak Street Bridge Rehabilitation (City Council Goals (2.1, 2.3). • Construction of new Police Evidence Building (City Council Goal 4.1). • Bakersfield Municipal Airport Runway and Taxiway Rehabilitation (City Council Goal 4.4). • Synthetic Turf Installation in Various Median Islands (City Council Goals 4.2, 4.4, 6.1). • Rehabilitation of Mt. Vernon Median Islands (Council Goals 4.4 & 6.1). • Installation of new traffic signal interconnect systems (City Council Goal 2.3). • Installation of several new traffic signals and monitoring cameras (City Council Goal 2.3).

2. Inspected development infrastructure improvements for 54 tracts and parcel maps (City Council Goal 4.1).

3. Provided inspection services for 2,265 (calendar year 2014) street use permits (City Council Goals 2.3, 4.1).

Traffic:

1. Analyzed 26 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 13 additional traffic signals via the wire interconnect conduit network in the street for improved coordination/synchronization of traffic signals (City Council Goal 2.1).

153 4031- Engineering continued

3. Implemented new signal timing and route coordination plans at 18 intersections based on updated traffic volumes (City Council Goal 2.1).

4. Designed, received bids, and submitted to City Council for award of contracts including:

• Pedestrian countdown timer heads at 110 intersections throughout the City of Bakersfield (City Council Goal 2.6). • Traffic signal interconnect and synchronization equipment along White Lane, Truxtun Avenue, Gosford Road, 23rd and 24th Streets, and Coffee Road.

FY 2015-16 ACTION PLAN

Design Engineering:

1. Complete design and award all FY 2015-16 CIP projects before July 2016, including:

• Pavement reconstruction on Gosford Road: White Lane to Ming Avenue. • One new traffic signal – Harris and Mountain Vista. • Americans with Disability Acts improvements at various bus stops. • Street improvements to widen roadway for additional lanes at eight locations. • Facility remodel at Fire Station 8. • Bike Lane Improvements.

2. Investigate new construction methods which could potentially decrease construction/maintenance costs for City streets.

3. Evaluate pavement priority list to include projects into federally funded transportation programs.

4. Provide project management assistance for various CIP projects including projects for other City Departments.

Subdivision Engineering:

1. Complete review of maps and improvement plans within four weeks of submittal.

2. Complete update to all sections of the Subdivision Design Manual.

154 4031- Engineering continued

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).

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).

Traffic Engineering:

1. Analyze 20 or more intersections for traffic control warrants and update the current traffic signal priority list. Add new locations that meet warrants for consideration in subsequent CIP project lists.

2. Design and prepare construction documents for three federally-funded Congestion Management Air Quality signal interconnect/ synchronization projects totaling $900,000.

3. Continue the annual Traffic Signal Coordination Program. Collect traffic data and re-coordinate 20 signals annually as traffic volumes and patterns change.

155 4031- Engineering continued

SERVICE LEVEL INDICATORS FY 13-14 FY 14-15 FY 15-16 Actual Projected Proposed

Improvement Plans and Final Maps Checked 87% 75% 85% and Returned within Four Weeks

Permit Inspections Performed within 65% 70% 80% Twenty-Four Hours of Request

Intersections Analyzed for Traffic Control 32 26 20 Warrants

Budgeted Signal Communications Projects Bid 70% 80% 100% During the Fiscal Year

Signals Analyzed and Re-coordinated/Timed 22 18 20

Budgeted Public Works CIP Projects Bid 60% 75% 100% During the Fiscal Year

156 ENGINEERING

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 4,861,557 $ 5,276,821 $ 5,353,121 $ 5,482,240 Operating 460,392 631,612 886,612 616,105 Capital - - 28,700 -

Total $ 5,321,949 $ 5,908,433 $ 6,268,433 $ 6,098,345

SOURCE OF FUNDS:

General Fund $ 3,752,673 $ 4,112,525 $ 4,112,525 $ 4,083,680 Dev. Services Fund 1,428,461 1,795,908 2,155,908 2,014,665 Transportation Dev. Fund 140,815 - - -

Total $ 5,321,949 $ 5,908,433 $ 6,268,433 $ 6,098,345

157

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 2014-15 ACCOMPLISHMENTS

1. Anti-Graffiti program: Received 3,000 requests on the 32-Erase hotline, 24 requests from the graffiti website (this source of reporting ended in August 2014), 870 requests from the mobile phone application, and 500 internal requests. Removed a total of 11,000 graffiti sites (City Council Goal 1.2).

2. Street Lights:

• Responded to 2,500 street light service requests and replaced 28 street lights, including poles, for those damaged due to traffic accidents or deterioration (City Council Goal 2). • Replaced over 11,000 linear feet of copper wire stolen from various street light systems (City Council Goal 2). With replacement, staff includes measures to defer future thefts from reoccurring. • Converted 667 high pressure sodium street light fixtures to LED fixtures throughout the downtown area and adjoining arterials through PG&E’s On Bill Financing and Sustainable Solutions Turnkey Project (City Council Goal 3.1).

3. Traffic Signals:

• Replaced 17 traffic signal poles and related equipment due to accidents (City Council Goal 2). • Replaced 14 video detection cameras (City Council Goal 2). • Replaced traffic signal controller cabinets at six intersections (City Council Goal 2). • Responded to 190 after-hours emergency requests for traffic signals (City Council Goal 2).

158 4051 – General Services continued

4. Signing, Striping, and Marking Improvements:

• Fabricated 49 mast arm signs for City traffic signals including six for the Westside Parkway (City Council Goal 2.2). • Coordinated with BPD the installation of mile markers along the Kern River Parkway bike path from Enos Lane to Alfred Harrell Highway (City Council Goal 2.6). • Installed 12 Adopt-A-Highway signs on arterial streets (City Council Goal 6). • Installed six Adopt-A-Parkway signs on the Westside Parkway (City Council Goal 6). • Painted all striping and pavement markings for roadways sealed and resurfaced by the Streets Division throughout the City (City Council Goal 2.1). • Replaced 450 deteriorated street markers City-wide (City Council Goal 2). • New installation of 3.4 miles of bike lane, 35 bike lane ground marking symbols and 35 bike lane signs on Mountain Vista Drive from White Lane to Sharktooth Peak Drive (City Council Goal 2.6). • Maintenance of 1,000 bike lane markings (City Council Goal 2.6).

5. Rabobank and Convention Center Improvements:

• Constructed two Loge Boxes in the Rabobank Arena to generate additional revenue for the Bakersfield Condors and AEG (City Council Goals 6.2, 6.3). • Updated the existing Rabobank “Tap Room” with new wall coverings and countertops • Reroofed the Convention Center’s Stage House Roof • Repainted all light poles, benches, banner poles, and housing lights at the Rabobank Plaza (City Council Goal 3). • Upgraded the Convention Center lobby with new wall coverings and repaired tile work • Built a new dry goods storage room and press room; upgraded the dressing rooms and new coach’s rooms for the AHL project at Rabobank Arena • Upgraded the existing Convention Center theater lights to dimmable LED fixtures

6. Remodeling Projects:

• Expanded the Crime Analyst’s office, built a new office and added rooms to Homicide and upgraded the Special Victims Unit’s

159 4051 – General Services continued

interrogation room for the BPD Investigations Section (City Council Goal 1.2). • Replaced carpet and painted offices for the BPD’s Administrative section at the downtown facility (City Council Goal 1.2). • Remodeled the lobby area of Community Development with new countertops, vinyl floor covering, carpet, entryways and doors, LED fixtures, replacement of old ceiling tiles, installed t-bar ceilings, expanded offices and work areas and textured/painted walls.

7. Bakersfield Municipal Airport:

• Started construction of the Northeast Hangar Apron and Taxiway project which is 90% federally funded (City Council Goals 3.1, 4.4). • Negotiated an extension and added 5.5 acres to the long term ground lease with PCL Industrial Services which ensures a long term revenue source for the General Aviation Fund (City Council Goals 4.4, 5.1). • Purchased a 2,500 square foot hangar which is a long term revenue source to the General Aviation Fund through a month–to-month lease (City Council Goals 4.4, 5.1).

FY 2015-16 ACTION PLAN

1. Continue to improve the City of Bakersfield’s Anti-Graffiti Program, update the Anti-Graffiti Website, and promote reporting graffiti on the City’s mobile app in support of Council Goals (City Council Goal 1.2).

2. Replace 500 High Pressure Sodium (HPS) street light fixtures with energy efficient LED street lights (City Council Goal 2).

3. Repaint 1000 bike lane markings (City Council Goal 2).

4. Systematically replace all raised pavement markers in the quadrants sealed by street crews during yearly maintenance program (City Council Goal 2).

5. Bakersfield Municipal Airport: • Complete construction of the Northeast Hangar Apron and Taxiway project (City Council Goals 3.1, 4.4). • Compete the design of the rehabilitation project for the Northwest, and Main apron and taxiway areas (City Council Goal 3.1).

160 4051 – General Services continued

SERVICE LEVEL INDICATORS FY 13-14 FY 14-15 FY 15-16 Actual Projected Proposed

Graffiti Removal Sites 15,500 14,000 15,500

Replacement of Metro Street Markers 140 150 250

Installation of Bike Lanes Signs and Markings 60 70 80

Striping of City Streets (miles) 700 1,100 1,000

Replacement of Raised Pavement Markers 2,800 3,000 3,100

Street Light Repair Requests 2,200 2,500 3,000

161

GENERAL SERVICES

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 6,191,896 $ 6,581,576 $ 6,581,576 $ 6,683,420 Operating 5,537,601 5,674,847 5,663,847 6,033,815 Capital 64,632 58,700 69,700 58,700

Total $ 11,794,129 $ 12,315,123 $ 12,315,123 $ 12,775,935

SOURCE OF FUNDS:

General Fund $ 11,091,266 $ 11,740,326 $ 11,740,326 $ 12,101,050 State Transportation 226,990 325,250 325,250 420,336 State Gas Tax 56,934 - - - Aviation Fund 418,939 249,547 249,547 254,549

Total $ 11,794,129 $ 12,315,123 $ 12,315,123 $ 12,775,935

162

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 2014-15 ACCOMPLISHMENTS

1. Resurfaced/reconstructed approximately 116 lane miles of streets (City Council Goals 2.1, 2.3).

2. Maintained a safe working environment for employees with consistent training sessions and safety meetings.

3. Sealed approximately 412 street miles with a surface penetration sealer (City Council Goals 2.1, 2.3).

4. CDBG-Funded area: (City Council Goals 2.1, 2.3, 2.6, 4.4) Completed the installation of handicap ramp, curb, gutter, sidewalk repairs, and street reconstruction in the following areas:

• Beale Avenue to Williams Street, from Flower Street to Kentucky Street. • Between Martin Luther King Blvd. and Union Avenue, from East California Avenue to Brundage Lane. • Between Oleander Avenue and “H” Street, from Palm Street to Cherry Street. • Between South “H” Stret and South Chester Avenue, from Wilson Road to Sydney Drive.

5. Cleaned approximately 872 miles of City-owned sewer lines.

6. Constructed cul-de-sacs on Cedar and Beech Streets at 24th Street.

7. Continued to maintain once-a-month street sweeping throughout the City for existing routes.

163 4052 – Streets continued

8. Responded to numerous emergency calls during and after normal working hours such as: sewer backups, debris in the roadway, plugged storm drains, oil spills, vehicle accidents, potholes, cave-ins, and storm emergencies.

9. Constructed underground utilities, parking lots, and roadways for Sports Village Phase 3, Mesa Marin Phase II and Police Department Evidence Building.

FY 2015-16 ACTION PLAN

1. Update the existing street resurface/reconstruction list and prioritize street repairs.

2. Review and evaluate the once-a-month sweeping program.

3. Continue the retrofit of the City’s existing sewer and storm lift stations to help with growth and maintenance issues.

4. Video inspect approximately 80 miles of City sewer and storm lines annually.

5. Evaluate new technology and methods in the repair and maintenance of streets, sewers and storm drains for efficiency and cost effectiveness.

6. Implement and maintain the new Pavement Management System.

SERVICE LEVEL INDICATORS FY 13-14 FY 14-15 FY 15-16 Actual Projected Proposed

Residential Sweeping Cycle (days) - Existing 20 20 20 routes

Lane Miles Resurfaced/Reconstructed 94 116 75

Sewer Lines Inspected (miles) 7 58 80

Sewer Maintenance Service - Emergencies 300 170 150

164 STREETS

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 6,854,015 $ 7,691,600 $ 7,691,600 $ 7,761,439 Operating 9,035,648 9,282,389 9,432,389 9,620,619 Capital 26,882 17,000 17,000 17,000

Total $ 15,916,545 $ 16,990,989 $ 17,140,989 $ 17,399,058

SOURCE OF FUNDS:

General Fund $ 7,538,471 $ 8,141,274 $ 8,141,274 $ 8,223,173 State Gas Tax 5,056 - - - Sewer Service-Plant 3 4,510,915 4,894,326 4,894,326 4,989,231 Refuse Fund 3,862,103 3,955,389 4,105,389 4,186,654

Total $ 15,916,545 $ 16,990,989 $ 17,140,989 $ 17,399,058

165

4053 – Equipment

DIVISION GOAL

Provide all Departments/Divisions with the vehicular and non-vehicular and communications equipment needed to meet their objectives within the approved budget, and continue to maintain all equipment within the City in a safe and reliable manner.

FY 2014-15 ACCOMPLISHMENTS

1. Continued to monitor rental rates by extending useful lives of equipment whenever feasible for potential budgetary savings.

2. Continued to monitor off-road equipment to remain in compliance with California Air Resources Board Regulations.

3. Continued to install diesel particulate filters as needed in older trucks as part of the City’s commitment to cleaner air when those vehicles are replaced.

4. Continued expanding the City’s fleet of clean air vehicles when those vehicles are replaced.

5. Continued training for Fleet Services staff to meet federal, state and local training requirements.

FY 2015-16 ACTION PLAN

1. Continue to monitor rental rates to ensure accurate and timely replacement of worn equipment. Maintain an appropriate fund balance within the Equipment Management Fund to meet established replacement schedules.

2. 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.

3. Continue to expand the use of compressed/liquefied natural gas- powered heavy-duty vehicles to continue the City’s commitment to cleaner air.

166 4053 – Equipment continued

4. Continue to monitor and comply with California Air Resources Board revised regulations for off-road diesel emissions.

5. Continue to assist Departments/Divisions with any equipment needs.

6. Continue to provide mechanical training for any new equipment or updated technologies.

7. Continue to provide training to staff to meet federal, state and local training requirements.

SERVICE LEVEL INDICATORS FY 13-14 FY 14-15 FY 15-16 Actual Projected Proposed

Perform Preventative Maintenance and Routine Repairs of All Fleet Vehicles 15,960 16,000 17,000

167 EQUIPMENT

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 5,171,946 $ 5,536,887 $ 5,536,887 $ 4,699,612 Operating 15,218,888 11,325,431 11,294,175 10,711,925 Capital 5,605,126 8,352,740 9,196,033 7,965,700

Total $ 25,995,960 $ 25,215,058 $ 26,027,095 $ 23,377,237

SOURCE OF FUNDS:

Equipment Fund $ 25,995,960 $ 25,215,058 $ 26,027,095 $ 23,377,237

Total $ 25,995,960 $ 25,215,058 $ 26,027,095 $ 23,377,237

168

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 2014-15 ACCOMPLISHMENTS

1. Processed 11.0 billion gallons of wastewater at the two treatment plants including 223 million gallons of tertiary treated water (City Council Goal 4.2).

2. Produced approximately 2.1 million kW of energy with the Solar Power Generation System at Wastewater Plant 3 (City Council Goal 7.1).

3. Completed more than 853 pretreatment inspections of businesses for compliance with the Sewer Maintenance Ordinance and issued 3 written Notices of Violation, along with 66 Field Notices to restaurants regarding their required grease interceptors (City Council Goal 6.4).

4. Applied 9,600 tons of biosolids, in accordance with approved Biosolids Management Plan, onto City-owned farmland (City Council Goal 7.1).

FY 2015-16 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 Wastewater Revenue Program to support continued funding of sewer operations, capital costs and bonded debt (City Council Goal 7.1).

169 4071– Wastewater continued

3. Explore other renewable energy sources for wastewater treatment plants including expansion of solar energy. Implement operational changes at the treatment plants to increase efficiency in energy use (City Council Goal 7.1).

4. Continue Pretreatment Inspection and Permit Activities (City Council Goal 6.4).

SERVICE LEVEL INDICATORS FY 13-14 FY 14-15 FY 15-16 Actual Projected Proposed

Wastewater Treated (Million Gallons/Day) Plant No. 2 13.2 13.4 13.7

Plant No. 3 17.2 17.4 17.7

Permitted Industrial Dischargers 15.0 16.0 16.0

Parcels Served within Incorporated Area (on special assessment list) 93,273 94,285 95,250

170 WASTEWATER

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 3,575,366 $ 3,937,828 $ 3,937,828 $ 4,007,376 Operating 24,722,181 5,793,498 5,793,498 5,949,367 Capital 10,708 50,000 50,000 50,000

Total $ 28,308,255 $ 9,781,326 $ 9,781,326 $ 10,006,743

SOURCE OF FUNDS:

Sewer Service-Plant 2 $ 6,069,805 $ 2,725,373 $ 2,725,373 $ 2,872,246 Sewer Service-Plant 3 22,238,450 7,055,953 7,055,953 7,134,497

Total $ 28,308,255 $ 9,781,326 $ 9,781,326 $ 10,006,743

171

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 2014-15 ACCOMPLISHMENTS

1. Continued the Refuse Enterprise operation with no rate increase for the sixth straight year, while absorbing 8.5% inflation paid to private hauling contractors over this same period.

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 freeway litter control program through community business sponsorships.

4. Continued the after-school litter education program at Bakersfield School District reaching 30 schools and approximately 3,000 students.

FY 2015-16 ACTION PLAN

1. Expand efforts to fight litter.

2. Expand the Food Waste Recycling Program to more restaurants and businesses.

3. Continue to provide assistance to the business community in response to the new State mandatory commercial recycling law.

4. Implement a new “automated” method of composting at the green waste facility to save water energy and labor.

172 4081– Solid Waste continued

SERVICE LEVEL INDICATORS FY 13-14 FY 14-15 FY 15-16 Actual Projected Proposed

Anti-Litter and Beautification Events 511 600 800 Volunteers 8,787 11,000 14,000

Total Homes Served 99,376 100,576 101,976

Greenwaste Processed (tons) 210,000 202,000 208,000

173 SOLID WASTE

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 8,950,342 $ 9,496,857 $ 9,496,857 $ 9,673,572 Operating 29,426,554 29,193,199 29,043,199 30,171,460 Capital 2,696,994 - - 683,622

Total $ 41,073,890 $ 38,690,056 $ 38,540,056 $ 40,528,654

SOURCE OF FUNDS:

Refuse Fund $ 41,073,890 $ 38,690,056 $ 38,540,056 $ 40,528,654

Total $ 41,073,890 $ 38,690,056 $ 38,540,056 $ 40,528,654

174 WATER RESOURCES REMOVE THIS PAGE Water Resources

FY 2015-2016 Organizational Chart

Water Resources Manager

Water Resources Director

175 Business Manager Special Projects

Support Staff

Water Resources Superintendent

Agricultural Domestic Water Water

Hydrographics Operations Stormwater O & M Contractor Fire Hydrant Maintenance Water Resources

DEPARTMENT GOAL

To supply and conserve water for the benefit of present and future citizens of Bakersfield; to ensure the orderly regulation and distribution of Kern River water, including the preservation and augmentation of the underground water supply; operation of domestic water system to provide high quality water service; to 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; to implement a storm water monitoring program as required by California Regional Water Quality Control Board; and oversee municipal farm lease agreement for City wastewater discharge.

FY 2014-15 ACCOMPLISHMENTS

1. Administered the Urban Bakersfield Water Use Efficiency Project grant on behalf of the City’s Recreation and Parks and Water Resources Departments and Kern County Water Agency Improvement District No. 4. The project has an approximate total cost of $837,000, with $624,000 in grant funding. The project elements include water conservation devices for residential, commercial, and municipal customers and educational opportunities for students (City Council Goal 4.2).

2. As part of the Department’s enhanced storm water maintenance program, over 140 drainage basins were thoroughly cleaned and approximately 1,000 tons of bottom soil were removed to allow for percolation of storm water.

3. Completed upgrades, rehabilitation, and column extensions on eight domestic water wells in the City’s domestic water service area to ensure a safe and dependable water supply to residents during the multi-year drought (City Council Goal 4.2).

4. Received levee recertification from the Federal Emergency Management Agency for the City’s 12 mile South Levee along the Kern River. The City received a grant for costs associated with the recertification program in 2009. This allows new development to occur south of the levee, and impacts flood insurance rates for existing residents.

5. Submitted 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

176 Discharge Elimination System Municipal Separate Storm Sewer System) Permit. Water Resources worked collaboratively with multiple City and County Divisions/Departments to develop a user friendly SWMP to assist the City/County with compliance of the Federal Clean Water Act.

6. Implemented an annual contract with a contractor to perform service line replacements and other maintenance activities on the City’s domestic water system. This allowed many needed service line replacements and system repairs to be completed efficiently at a reasonable cost. Previously, many of these repairs/replacements were done as extraordinary maintenance under the Cal Water operation and maintenance contract.

7. Submitted a complete application, with detailed plans, to the United State Bureau of Reclamation for consideration of the six-mile multi-use path along the Friant-Kern Canal from the Kern River Channel to Seventh Standard Road. Worked with USBR and the Friant Water Authority to address comments on proposed project. Project is still in the review stages (City Council Goal 2.6).

FY 2015-2016 SIGNIFICANT BUDGET CHANGES

1. No increase in monthly water rates on the City’s domestic water system. Balanced the Domestic Water Division’s budget based upon existing rates.

2. The last increase in water rates on the system occurred five years ago in FY 2010-11 on October 1, 2010.

177 WATER RESOURCES

Adopted Amended Proposed Actual Budget Budget Budget DIVISIONS: 2013-14 2014-15 2014-15 2015-16

Agricultural Water $ 4,811,296 $ 4,543,834 $ 4,543,834 $ 4,687,708 Domestic Water 22,896,564 19,559,352 20,059,352 20,790,410

Total $ 27,707,860 $ 24,103,186 $ 24,603,186 $ 25,478,118

SOURCE OF FUNDS:

Agricultural Water $ 4,811,296 $ 4,543,834 $ 4,543,834 $ 4,687,708 Domestic Water 22,896,564 19,559,352 20,059,352 20,790,410

Total $ 27,707,860 $ 24,103,186 $ 24,603,186 $ 25,478,118

FULL TIME EMPLOYEES:

Agricultural Water 23.00 22.00 22.00 24.00 Domestic Water 5.00 6.00 6.00 4.00

Total 28.00 28.00 28.00 28.00

178 4511 - Agricultural Water

DIVISION GOAL

Provide for the proper distribution and delivery of Kern River water from the Isabella Lake Reservoir through river channel to canal head gates and agricultural districts and 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 2014-15 ACCOMPLISHMENTS

1. Completed rehabilitation and repairs on over 140 storm water drainage recharge basins throughout the City of Bakersfield. This work included the removal of over approximately 1,000 tons of material and debris from these basins.

2. Approximately 56 concrete panels were replaced on the Kern River Canal to improve the flow of water and reduce water seepage throughout the system.

3. Rodent control was one of the unacceptable issues noted by the U.S Army Corps of Engineers during the levee inspection conducted in August 2011. The Water Resources Department has 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 Allen Road, using 30,000 pounds of grouting material.

4. A total of 17 weirs and headgates were sandblasted and painted as part of routine maintenance operations along the Kern River and the canal system. New safety and location signs were also installed on the City’s weirs and headgates.

5. Staff has continued to work with regulatory agencies to acquire permits to implement the Kern River Channel Maintenance Program.

179 4511 – Agricultural Water continued

FY 2015-16 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 6.1).

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 project with the United States Army Corps of Engineers (City Council Goal 4.2).

4. Obtain all required federal and state permits necessary to implement the City’s Kern River Maintenance Program.

FY 13-14 FY 14-15 FY 15-16 SERVICE LEVEL INDICATORS Actual Projected Proposed

Rehabilitate Drainage Basins 140 140 120 Replace & Repair Canal & Basin Fencing (in ft.) 3,025 3,000 1,640

180 AGRICULTURAL WATER

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 1,766,921 $ 1,723,731 $ 1,723,731 $ 1,762,024 Operating 3,042,811 2,802,603 2,802,603 2,918,184 Capital 1,564 17,500 17,500 7,500

Total $ 4,811,296 $ 4,543,834 $ 4,543,834 $ 4,687,708

SOURCE OF FUNDS:

Agricultural Water $ 4,811,296 $ 4,543,834 $ 4,543,834 $ 4,687,708

Total $ 4,811,296 $ 4,543,834 $ 4,543,834 $ 4,687,708

181 4521 - Domestic Water

DIVISION GOAL

Provide a safe and dependable water supply in sufficient quantities to meet customer demands for high quality drinking water at a competitive price; administer provisions of the Domestic Water Operations Agreement to ensure the highest possible level of service to the City and its customers; maintain and upgrade standards for distribution system design and modernization; provide for future growth and the increasing water supply demand; maintain and repair fire hydrants throughout the City; and, accurately bill in a timely manner to customers.

FY 2013-14 ACCOMPLISHMENTS

1. Completed replacements of over 160 leaking service connections on the system within the street right of way.

2. Administered the Urban Bakersfield Water Use Efficiency Project grant on behalf of the City’s Recreation and Parks and Water Resources Departments and Kern County Water Agency Improvement District No. 4. The project has an approximate total cost of $837,000, with $624,000 in grant funding. The project elements include water conservation devices for residential, commercial, and municipal customers and educational opportunities for students (City Council Goal 4.2).

4. Implemented an annual contract with a contractor to perform service line replacements and other maintenance activities on the City’s domestic water system. This allowed many needed service line replacements and system repairs to be completed efficiently at a reasonable cost. Previously much of these repairs/replacements were done as extraordinary maintenance under the Cal Water operation and maintenance contract.

182 4521 – Domestic Water continued

FY 2015-16 ACTION PLAN

1. Construct water system distribution improvements in the Brimhall Road/Allen Road area to provide better looping and more reliable water pressure in the area (City Council Goal 4.2).

2. Continued 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.

3. 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).

4. Construct and equip two (2) water wells to increase production capacity to serve existing customers throughout the City’s domestic water system (City Council Goal 4.2).

5. Construct 16” diameter mainline extension along Rosedale Highway from Wedding Lane to Mohawk Street (City Council Goal 4.2).

6. Equip City Well CBK 41 with water treatment system at wellhead and get well on-line to serve existing customers (City Council Goal 4.2).

7. 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. Electrical use accounts for over 22% of Domestic Water’s annual budget.

FY 13-14 FY 14-15 FY 15-16 SERVICE LEVEL INDICATORS Actual Projected Proposed

New Service Connections 1,123 1,020 996 Water Wells Constructed 2 0 2

183 DOMESTIC WATER

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 1,025,981 $ 1,275,479 $ 1,275,479 $ 1,312,675 Operating 21,856,879 18,253,873 18,753,873 19,417,735 Capital 13,704 30,000 30,000 60,000

Total $ 22,896,564 $ 19,559,352 $ 20,059,352 $ 20,790,410

SOURCE OF FUNDS:

Domestic Water $ 22,896,564 $ 19,559,352 $ 20,059,352 $ 20,790,410

Total $ 22,896,564 $ 19,559,352 $ 20,059,352 $ 20,790,410

184 RECREATION AND PARKS REMOVE THIS PAGE Recreation and Parks FY 2015-2016 Organizational Chart Director

Assistant Director

Recreation Division Parks Division Administrative Services Sports/Athletics Park/Streetscape 185 Maintenance Financial Support Special Events, Saunders & Services Silver Creek Community Urban Center Forestry/Trees

MLK Community Planning/Projects – Center CIP & Major Repairs Craftworkers Aquatics Repair & Maintenance Recreation and Parks

DEPARTMENT GOAL

To enhance the quality of life through a variety of programs, parks and partnerships.

FY 2014-15 ACCOMPLISHMENTS

1. Collaborated with other City Departments to complete Planz Skate Park (City Council Goal 6.3).

2. Collaborated with City Departments to begin the design phase of Sports Village Phase III and Mesa Marin Sports Complex Phase II (City Council Goal 6.3).

3. Continued working with the Bakersfield Police Department and a contracted security service company, leading to arrests, and increased presence, and security for special events (City Council Goal 1.2).

4. Began the integration of the Maxi-Com system to expand irrigation conservation equipment in 18 parks as identified in the Water Resources grant (City Council Goal 4.2).

5. Conducted a thorough evaluation of the McMurtrey Aquatic Center’s slide using an outside consultant to identify and complete necessary levels of rehabilitation (City Council Goal 6.2).

6. Completed the design and began implementation of the Artificial Turf project in various medians throughout the City (Council Goal 4.2).

FY 2015-16 ACTION PLAN

1. Identify funding source(s) to review and update Recreation and Parks Master Plan to include future community needs (City Council Goal 4.1).

2. Adhere to state and local mandated water reductions while maintaining an exemplary image on water conservation (Council Goal 4.2).

3. Collaborate with other City Departments and outside Developers to consolidate ideas geared towards exploring technology and alternative plant material to lessen the use of water (City Council Goals 4.2, 6.1).

186 Recreation and Parks Continued

4. Promote enhanced safety standards for the Department’s staff using the Injury and Illness Prevention Program, constant training, and adopting a culture of employee safety (City Council Goal 7.1).

5. Utilize the new webpage and mobile app to increase efficient public service to the community (City Council Goal 6.2).

6. Collaborate with other City Departments to complete the construction of State Farm Sports Village Phase III and Mesa Marin Sports Complex Phase II (Council Goal 6.3).

FY 2015-2016 SIGNIFICANT BUDGET CHANGES

1. The Department is committed to placing Safety as its top priority. Constant training will be delivered to members of the Department where a culture of safety is anticipated to be adopted. Similarly, areas of deferred maintenance in parks and recreation centers will be addressed (City Council Goal 7.1).

187 RECREATION AND PARKS

Adopted Amended Proposed Actual Budget Budget Budget DIVISIONS: 2013-14 2014-15 2014-15 2015-16

Administration $ 1,146,736 $ 1,191,465 $ 1,191,465 $ 1,191,359 Parks 14,482,659 15,099,850 15,112,520 15,138,045 Recreation 2,839,127 3,003,132 3,003,132 3,048,804

Total $ 18,468,522 $ 19,294,447 $ 19,307,117 $ 19,378,208

SOURCE OF FUNDS:

General Fund $ 18,439,158 $ 19,264,147 $ 19,276,817 $ 19,348,208 Amtrak Operating Fund 29,364 30,300 30,300 30,000

Total $ 18,468,522 $ 19,294,447 $ 19,307,117 $ 19,378,208

FULL TIME EMPLOYEES:

Administration 9.00 9.00 9.00 9.00 Parks 128.00 128.00 128.00 128.00 Recreation 12.00 13.00 13.00 13.00

Total 149.00 150.00 150.00 150.00

188 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 2014-2015 ACCOMPLISHMENTS

1. Applied for a Gold Medal from the National Recreation and Park Association and became a Top Four Finalist (City Council Goal 6.2).

2. Increased marketing of services through free social media opportunities such as Facebook and Twitter (City Council Goal 7.1).

3. Monitored the use of Planz Skate Park and added rubberized surfacing behind the “Bakersfield” ramps to increase aesthetics and safety (City Council Goal 6.3).

4. Continued rehabilitation efforts on playgrounds at Silver Creek Park and Yokuts Park to include inclusive playground design (City Council Goal 6.3).

5. Worked with various non-profits with providing special events (City Council Goal 7.1).

FY 2015-2016 ACTION PLAN

1. Continue pursuing naming rights for Mesa Marin Sports Complex (City Council Goal 7.1).

2. Complete the design and construction of the McMurtrey Slide Rehabilitation project (City Council Goal 6.3).

3. Begin negotiations to renew naming rights of Bright House Networks Amphitheatre and State Farm Sports Village (City Council Goal 7.1).

4. Initiate ways to involve the public in satisfaction surveys on programs, facilities, and services (City Council Goal 6)

189 ADMINISTRATION

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 960,174 $ 1,010,390 $ 1,010,390 $ 998,061 Operating 186,562 181,075 181,075 193,298 Capital - - - -

Total $ 1,146,736 $ 1,191,465 $ 1,191,465 $ 1,191,359

SOURCE OF FUNDS:

General Fund $ 1,146,736 $ 1,191,465 $ 1,191,465 $ 1,191,359

Total $ 1,146,736 $ 1,191,465 $ 1,191,465 $ 1,191,359

190 5031 – RECREATION

DIVISION GOALS

Provide quality recreational services for the Bakersfield community.

FY 2014-2015 ACCOMPLISHMENTS

1. A new drainage system was installed in the grass area next to the Olympic Pool at the McMurtrey Aquatic Center. This repair cleared up the standing water and mud puddles created by the swimmers using the Olympic Pool. The repairs and improvements to the slides have been deferred until next fiscal year (City Council Goals 3.2, 6.2).

2. Kaiser Permanente’s Operation Splash Grant targeted children from low- income and underserved areas by funding $5 discounted swim lessons to 250 children ages 3 to 18 years whose families met the eligibility requirements. Through First 5 Kern, USA Swimming Foundation and Kaiser Permanente Grants, a total of 901 participants utilized the $5 discounted swim lessons this past summer (City Council Goals 6.2, 6.3).

3. The removal and installation of the ceiling tiles at the Dr. Martin Luther King Jr. Community Center’s basketball gym has been deferred by Public Works to next fiscal year (City Council Goals 4.4, 5.1).

4. Silver Creek Community Center expanded their program to include winter and spring afterschool/day camp programs this fiscal year (City Council Goal 6.2).

5. A new security contractor was secured to monitor recreation programs and facilities for staff and participants with great success (City Council Goal 6.2).

FY 2015-2016 ACTION PLAN

1. Expand security at recreation programs and facilities for staff and participants (City Council Goal 1.2).

2. Research the Center for Disease Control Model Aquatic Health Code to start the development of City policies and implementation plans (City Council Goal 6.2).

3. Work with other departments to complete the installation of new flooring and ceiling tiles for the basketball gym at the Dr. Martin Luther King, Jr. Community Center (City Council Goals 4.4, 5.1).

191 5031- Recreation continued

SERVICE LEVEL INDICATORS FY 13-14 FY 14-15 FY 15-16 (Total Attendance) Actual Projected Proposed Sports 270,795 250,000 250,000 Silver Creek Community Center/ 19,159 22,000 22,000 Saunders Recreation Facility 46,357 45,000 46,000 Martin Luther King Jr. Center 176,172 140,000 165,000 Aquatics

192 RECREATION

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 1,957,868 $ 2,043,613 $ 2,043,613 $ 2,109,194 Operating 862,292 943,919 943,919 924,010 Capital 18,967 15,600 15,600 15,600

Total $ 2,839,127 $ 3,003,132 $ 3,003,132 $ 3,048,804

SOURCE OF FUNDS:

General Fund $ 2,839,127 $ 3,003,132 $ 3,003,132 $ 3,048,804

Total $ 2,839,127 $ 3,003,132 $ 3,003,132 $ 3,048,804

193 5021 – PARKS

DIVISION GOALS

Develop operational management principles and practices that will lead to long term organizational sustainability while maintaining levels of services.

FY 2014-2015 ACCOMPLISHMENTS

1. Maintained, improved and enhanced parks, streetscapes and facilities with resources available (City Council Goals 6.1, 6.2, 7.1).

2. Continued partnering with other City Departments, agencies, and private and nonprofit sectors to offer additional park enhancements (City Council Goals 6.3, 7.1).

3. Preserved and maintained our urban forest section with tree plantings and continued use of the annual tree trimming contract (City Council Goal 6.1, 7.1).

4. Retained Tree City USA status for the 17th consecutive year (City Council Goal 6.1).

5. Built community support and a sustainable foundation for parks, streetscapes and facilities (City Council Goals 6.1, 6.2, 7.1).

6. Continued to achieve Commission for Accreditation of Park and Recreation Agencies standards (City Council Goals 6.1, 6.2, 6.3).

FY 2015-2016 ACTION PLAN

1. Continue the effort to promote and improve practices to insure safe environments for participants and staff (City Council Goals 1.2, 3.2).

2. Continue partnering with other City Departments, agencies, private and nonprofit sectors to offer clean, safe, and sustainable facilities (City Council Goals 2.6, 3.2, 4.1, 6.1, 6.2, 6.3, 6.3, 7.1).

3. Enhance the overall operation of the Mesa Marin Sports Complex and State Farm Sports Village with the overall intent of providing a wider variety of athletic opportunities for participants and attracting more regional events. (City Council Goals 4.1, 4.2, 6.1, 6.2, 6.3, 6.3,)

194 5021- Parks continued

4. Retain Tree City USA status for the 18th consecutive year (City Council Goals 6.1, 6.1).

5. Increase water conservation efforts through improvements to irrigation monitoring equipment and practices (City Council Goals 4.2, 4.2, and 6.3).

6. Perform strategic and long range planning functions for recreation facilities, open space and city park acquisition, design and development.

7. Continue with standards compliance of the National Accreditation process by dedicating the necessary resources to meet and exceed national standards set forth by the National Parks and Recreation Association (City Council Goal 6.2).

8. Implement a mass pruning program to more efficiently, effectively and fairly provide this service (City Council Goal 6.4, 7.1).

SERVICE LEVEL INDICATORS FY 13-14 FY 14-15 FY 15-16 Actual Projected Proposed Maintenance District Acreage 788 769 787 Non-Maintenance District Acreage 446 446 450 Facility/Park Reservations 4,7 08 4,750 4,800

195 PARKS

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 8,082,945 $ 8,400,886 $ 8,400,886 $ 8,665,812 Operating 6,399,714 6,698,964 6,707,634 6,472,233 Capital - - 4,000 -

Total $ 14,482,659 $ 15,099,850 $ 15,112,520 $ 15,138,045

SOURCE OF FUNDS:

General Fund $ 14,453,295 $ 15,069,550 $ 15,082,220 $ 15,108,045 State Transportation 29,364 30,300 30,300 30,000

Total $ 14,482,659 $ 15,099,850 $ 15,112,520 $ 15,138,045

196 COMMUNITY DEVELOPMENT REMOVE THIS PAGE Community Development

FY 2015-2016 Organizational Chart

Community Development Director 197 Business Manager

Planning Building Division Division

Current Advanced Permitting Economic Construction Permitting & Code Planning Planning & Zoning Development Inspections Plan Checking Enforcement 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 2015-16 SIGNIFICANT BUDGET CHANGES

1. Continue to budget for Building Inspector I/II and Engineer I/II positions restored during the FY 2014 -15 mid-year budget adjustment due to an increase in building activity.

198 COMMUNITY DEVELOPMENT

Adopted Amended Proposed Actual Budget Budget Budget DIVISIONS: 2013-14 2014-15 2014-15 2015-16

Planning $ 6,366,184 $ 7,166,716 $ 7,299,976 $ 4,349,612 Building 4,874,960 5,492,616 5,686,116 5,756,468

Total $ 11,241,144 $ 12,659,332 $ 12,986,092 $ 10,106,080

SOURCE OF FUNDS:

General Fund $ 3,187,035 $ 3,376,149 $ 3,436,149 $ 3,463,879 Development Srvcs. Fund 3,692,109 4,117,478 4,384,238 4,293,983 Community Dev. Block Grant 1,266,199 1,042,180 1,042,180 1,313,376 HOME Program 1,819,307 1,109,525 1,109,525 1,034,842 Nat'l Stabilization Program 1,096,983 - - - SA-OTKP - Housing 175,000 3,000,000 3,000,000 - SA-DTPA - Housing 4,511 - - - SA-OTKP - Cal Home Prog. - 14,000 14,000 -

Total $ 11,241,144 $ 12,659,332 $ 12,986,092 $ 10,106,080

FULL TIME EMPLOYEES:

Planning 26.00 24.00 24.00 24.00 Building 35.00 39.00 41.00 41.00

Total 61.00 63.00 65.00 65.00

199

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 2014-15 ACCOMPLISHMENTS

Planning:

1. Assisted in identifying a new Locally Generated Alternative (LGA) alignment for study by the High Speed Rail Authority (HSR); which assisted with the settlement of litigation with the HSR and helped identify a path forward which encourages the HSR to engage in a new public process, in coordination with the City (City Council Goal 4.1).

2. Re-initiated discussions with HSR regarding a Station Area Planning Grant for the new station located at F Street and Golden State in Downtown Bakersfield (City Council Goals 3.1, 3.3, 4.1, 4.3, 4.4, 5.1, 6.1).

3. Participated in outreach efforts with local interest groups to facilitate a unified approach to Downtown Redevelopment (City Council Goals 3.1, 3.2, 3.3, 4.4, 5.1).

4. Met with multiple commercial and residential business developers to encourage movement of new business into Downtown (City Council Goals 3.1, 3.2, 3.3, 4.4, 5.1).

5. Re-started the preparation of an Environmental Impact Report for the Hosking/SR 99 Commercial Shopping Center project (City Council Goal 4.1).

6. Continued the preparation of an Environmental Impact Report for the Olive Drive/SR 99 Walmart project (City Council Goal 4.1).

7. Allocated staff to review and begin processing more than 20 subdivision map applications that were submitted in a short period of time; in order to accommodate the growing demand for new residential development within the City (City Council Goal 4.1).

8. Responded to direction from City Council to re-initiate processing of annexation requests and immediately scheduled items for hearing that had been on hold (City Council Goal 4.1).

200 6011– Planning continued

9. Worked with the California Department of Fish and Wildlife and the U.S. Fish and Wildlife Service to secure a five-year extension of the Incidental Take Permit (ITP) document; also known as the Metropolitan Bakersfield Habitat Conservation Plan (MBHCP) (City Council Goal 4.1).

10. Provided administrative support staff for the existing Metropolitan Bakersfield Habitat Plan Trust Group (MBHCP) (City Council Goal 4.1).

11. Worked to ensure that grant funding remained in place 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).

a. Completed US Fish and Wildlife Service (USFWS) FY 2011 HCP Planning Grant and provided required matching funds for BHCP Phase 1 (i.e. data collection and mapping).

b. Commenced BHCP Phase 2 (i.e. conservation strategy and impact analysis).

c. Created framework Obtained confirmation that the City will receive USFWS FY 2014 HCP Planning Grant to be used for first stage of BHCP Phase 3 (i.e. CEQA/NEPA analysis).

12. Submitted an application for the Sustainable Transportation Planning Grant which would fund a Master Plan to provide infrastructure to accelerate the transformation of Downtown Bakersfield into dense, compact, integrated urban core with jobs and housing balance; and multi-model transportation options (City Council Goals 3.1, 3.3, 4.1, 4.4, 5.1).

13. Assisted the City Manager’s Office with the submittal of Grant application for Bike Path Improvements Strategic Growth Council Affordable Housing and Sustainable Communities Program (SGC – AHSC) (City Council Goal 2.6).

14. 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).

15. Submitted an application to the League of American Bicyclists (LAB). LAB responded with recommendations for further improvements before presenting the Bicycle Friendly Community designation (City Council Goal 2.6).

16. Began processing of eight pending annexations with LAFCO (City Council Goal 4.1).

Economic Development:

1. Sold and provided down-payment assistance to six of the 14 Creekview Villas Townhomes, an affordable for-sale housing community (City Council Goals 3.1, 3.3, 4.3).

2. Completed construction of the Residences at Old Town Kern (50-unit affordable housing project) in conjunction with the Kern County Housing Authority, including the adaptive re-use of the historically-significant Cornet Building (City Council Goals 3.3, 4.3). 201 6011– Planning continued

3. Initiated construction on the 57-unit Mill Creek Courtyard Senior Residences project estimated to be complete by fall 2015 (City Council Goals 3.1, 3.3, 4.3).

4. Initiated construction on the 56-unit Park 20th Apartments project (400 20th Street), estimated to be complete in fall 2015. At least 20 units in this development will be set aside to house homeless veterans (City Council Goals 3.3, 4.3).

5. Funded and administered the Emergency Solutions Grant funds for the following nonprofit 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).

6. Provided services to over 400 consumers and providers concerning information, training, and counseling on Fair Housing and compliance issues (City Council Goal 4.3).

7. Provided financial assistance and co-administered seven capital improvement program activities totaling over $2 million of CBDG funds (City Council Goals 2.1, 2.3).

8. Provided financial assistance and co-administered park improvements at Planz and Jefferson Parks (City Council Goal 6.3).

9. Administered improvements to Bakersfield ARC to increase efficiency and capacity at the Materials Recovery Facility, promoting job creation at the facility (City Council Goal 6.4).

10. Initiated improvements at Baker Street Village in partnership with the Housing Authority of the County of Kern and Clinica Sierra Vista for the creation of a new neighborhood clinic, and promoting the creation of new jobs in Old Town Kern (City Council Goals 3.3, 4.3, 5.1).

11. Obtained citizen input and analyzed community needs data to complete the Consolidated Plan 2020 and Analysis Impediments to Fair Housing Choice (City Council Goal 4.3).

12. Assisted 16 disabled households through the home accessibility grant program (City Council Goal 4.3).

FY 2015-16 ACTION PLAN

Planning:

1. Continue efforts to secure funding for the next phases for the new Bakersfield Regional Habitat Conservation Plan with federal wildlife grants (City Council Goal 4.1).

2. Apply for grants to fund identified projects within the adopted Bicycle Transportation Plan to enhance and/or construct new bicycle facilities within the City (City Council Goal 2.6).

3. Continue coordination with Kern County to update the Metropolitan Bakersfield 202 6011– Planning continued General Plan policies (City Council Goal 4.1).

4. Continue to provide administrative support staff for the existing MBHCP Trust Group (City Council Goal 4.1).

5. Coordinate with LAFCo and the City Manager’s office regarding processing of annexations as needed (City Council Goal 4.1).

6. Continue monitoring regional planning efforts through the Kern Council of Governments (City Council Goal 4.1).

7. Negotiate a grant agreement with the California High Speed Rail Authority and begin the process of developing a land use plan for the downtown area in anticipation of a future high speed rail station being located in the area of Golden State Highway and “F” Street (City Council Goals 3.1, 3.3, 4.1, 4.4, 5.1, 6.1).

8. Complete the State-required 2015 update to the General Plan Housing Element (City Council Goals 3.3, 4.1, 4.3).

9. 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. Continue to provide excellent customer service by being attentive, respectful, and understanding of customer requests, and being proactive in identifying and resolving concerns or problems (City Council Goal 4.1).

10. Implement the Novus electronic agenda management system for Planning Commission meetings (City Council Goal 4.1).

11. Continue to act in an advisory capacity to the Downtown Bakersfield Development Corporation (City Council Goals 3.1, 4.4).

SERVICE LEVEL INDICATORS FY 13-14 FY 14-15 FY 15-16 (by application type) Actual Projected Proposed

Concurrent (Gen Plan Amend/Zone Change) 14 10 8 Conditional Use Permits 37 30 30 General Plan Amendments 4 2 2 Home Occupations 193 240 240 Land Divisions 47 45 45 Site Plan Reviews 70 70 70 Zone Changes 3 3 3 Zoning Modifications 14 15 15 Annexations 0 0 10

203 6011– Planning continued

Economic Development:

1. Pursue all funding opportunities to protect, improve, and diversify the economy of Bakersfield (City Council Goal 5.1).

2. Participate and play a coordinating role in the County-City Workforce Development Project (City Council Goal 5.1).

3. Complete construction of the 56-unit Park 20th Apartments affordable housing project using various housing resources, designating at least 20 units for homeless veterans (City Council Goals 3.3, 4.3).

4. Complete construction of the Courtyard Senior Apartments affordable housing development as part of the South Mill Creek development (City Council Goals 3.1, 3.3, 4.3).

5. Initiate construction of the 19th Street Senior Housing development, providing 64 affordable housing units as part of the Mill Creek Development (City Council Goals 3.1, 3.3, 4.3).

6. Initiate construction on the second phase of the Creekview Villas Townhome development in South Mill Creek (City Council Goals 3.1, 3.3, 4.3).

7. Continue to provide down payment assistance to low and moderate income homebuyers for Parkview Cottages and Creekview Villas Townhomes (City Council Goal 3.1, 3.3, 4.3).

8. 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, 3.3).

9. 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).

10. 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).

11. Provide $2 million in CDBG financial assistance and co-administer four capital improvement program activities (City Council Goals 2.1, 2.3).

12. Assist 15 disabled households through the home accessibility grant program (City Council Goal 4.3).

13. 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).

14. Implement programs and activities identified in the FY 2014-2015 HUD Action Plan, 204 6011– Planning continued including CDBG-funded CIP projects, housing activities, and public facilities (City Council Goals 2.1, 2.3, 4.3, 4.4).

15. Continue to provide staff support to the Historic Preservation Commission (City Council Goal 4.1).

16. 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 4.1).

FY 13-14 FY 14-15 FY 15-16 SERVICE LEVEL INDICATORS Actual Projected Proposed

Home Access Grant Program 7 16 15 Fair Housing Education, Outreach and 250 300 450 Counseling Down payment Assistance Loans 10 17 10 Economic development information requests1 125 125 125 Project assistance/business retention requests2 2 2 0

205 PLANNING

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 2,395,874 $ 2,416,322 $ 2,416,322 $ 2,386,611 Operating 3,970,310 4,750,394 4,883,654 1,963,001 Capital - - - -

Total $ 6,366,184 $ 7,166,716 $ 7,299,976 $ 4,349,612

SOURCE OF FUNDS:

General Fund $ 1,117,876 $ 1,128,707 $ 1,128,707 $ 1,132,728 Development Srvcs. Fund 886,308 872,304 1,005,564 868,666 Comm. Dev. Block Grant 1,266,199 1,042,180 1,042,180 1,313,376 HOME Program 1,819,307 1,109,525 1,109,525 1,034,842 Nat'l Stabilization Program 1,096,983 - - - SA-OTKP - Housing 175,000 3,000,000 3,000,000 - SA-DTPA - Housing 4,511 - - - SA-OTKP - Cal Home Prog. - 14,000 14,000 -

Total $ 6,366,184 $ 7,166,716 $ 7,299,976 $ 4,349,612

206

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 2014-15 ACCOMPLISHMENTS

1. Remodeled the lobby area 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).

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. Completed the HVAC replacement and the resurfacing of the roof parking area for the Community Development Building (City Council Goals 4.1, 7.1).

FY 2015-16 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 2.6).

2. 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).

207 6021– Building continued

Permit History 12,000

10,000

8,000

6,000

4,000

2,000

0 FY 10 FY 11 FY 12 FY 13 FY 14

Permit Valuations (Valuations are in Millions $) $700

$600

$500

$400

$300 Valuations in Millions $200

$100

$0 FY 10 FY 11 FY 12 FY 13 FY 14

208

BUILDING

Adopted Amended Proposed Actual Budget Budget Budget EXPENDITURES: 2013-14 2014-15 2014-15 2015-16

Personnel $ 4,237,778 $ 4,736,246 $ 4,889,386 $ 4,999,490 Operating 635,182 756,370 766,030 756,978 Capital 2,000 - 30,700 -

Total $ 4,874,960 $ 5,492,616 $ 5,686,116 $ 5,756,468

SOURCE OF FUNDS:

General Fund $ 2,069,159 $ 2,247,442 $ 2,307,442 $ 2,331,151 Development Srvcs Fund 2,805,801 3,245,174 3,378,674 3,425,317

Total $ 4,874,960 $ 5,492,616 $ 5,686,116 $ 5,756,468

209 THIS PAGE INTENTIONALLY LEFT BLANK

210 NON-DEPARTMENTAL REMOVE THIS PAGE Non-Departmental

This section includes expenditures which cannot be attributed to a single department or division. These expenditures are for services which may impact a number of City departments and functions.

• Retiree Medical Benefits - This item provides for contributions to medical insurance premiums for retired City employees with at least 10, 15, or 20 years of service credit depending on date of hire, as provided for in various labor agreements. Currently, the City provides benefits to over 300 retired employees. Additionally, due to changes in Governmental Accounting Standards Board pronouncements (GASB 43/45), this account may also reflect the cost of benefits earned by current employees during the fiscal year. The GASB now requires all governmental agencies to recognize the cost of Other Post Employment Benefits (OPEB) as they are earned by employees rather than when the premium subsidies are paid.

• Elections - This item includes funds for the planning for and execution of all City elections.

• Property Tax Administration - Section 97 of the Revenue and Taxation Code allows the County to charge all districts in the county for their share of the County’s “Property Tax Administration Cost”. This cost commenced with the 1990-91 fiscal year as a result of state budgetary action. The cost to each district is based upon its share of the current AB8 tax dollars, plus a share of the countywide Unitary Tax Allocation. 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 Court’s ruling, the City of Bakersfield realizes a reduced annual administrative fee based on the clarified methodology.

• Park Development (NOR) – This item provides for the allocation of Park Development Fees collected by the City within the NOR Recreation and Parks District towards park acquisition and development by that agency.

• Contingency - The Contingency fund is intended to cover unanticipated expenditures which the City Council decides to fund throughout the fiscal year.

211 NON-DEPARTMENTAL

Adopted Amended Proposed Actual Budget Budget Budget 2013-14 2014-15 2014-15 2015-16

Non-Departmental $ 7,023,088 $ 13,747,575 $ 13,053,646 $ 11,125,326

Total (a) (b) $ 7,023,088 $ 13,747,575 $ 13,053,646 $ 11,125,326

SOURCE OF FUNDS:

General Fund $ 6,388,028 $ 12,604,635 $ 11,755,890 $ 10,722,100 Development Servcs. Fund 201,700 431,900 431,900 320,900 T.O.T. Fund 82,583 111,040 111,040 82,326 Park Development (NOR) 37,158 - - - COF - Local TRIP - - 1,303,776 COF Utility/Road Funds 313,619 600,000 (548,960) -

Total Total (a) (b) $ 7,023,088 $ 13,747,575 $ 13,053,646 $ 11,125,326

FULL TIME EMPLOYEES:

Non- Departmental 0.00 0.00 0.00 0.00

Total 0.00 0.00 0.00 0.00

(a) Does not include debt service or interfund transfers (b) Items of note included in the 2015-16 non-departmental budget include: (1) Council Contigency of $250,000 (2) City's Share of Cost for LAFCo, KEDC and KernCOG (3) Estimated Share of Elections Costs for 2016 Primary Election

212 SPECIAL FUNDS REMOVE THIS PAGE Special Revenue Funds

These funds account for the proceeds of specific revenue sources that are legally restricted to expenditure for specific purposes.

• Community Development Block Grant Fund - Used to account for resources provided by the Federal Housing and Community Development Act of 1974 for the elimination of slums and blight, housing conservation, and improvements of community services.

• HOME Investment Partnership Program Fund - Used to account for resources provided by Federal Housing and Urban Development for a wide range of activities that buy, build and rehabilitate affordable housing opportunities for rent or home ownership for low-income citizens.

• Neighborhood Stabilization Program Fund – Used to account for resources provided by the Federal Housing and Urban Development to aid in purchase of foreclosed or abandoned homes and to rehabilitate, resell, or develop these homes in order to stabilize neighborhoods and stem the decline of house values of neighboring homes. The program is authorized under Title III of the Housing and Economic Recovery Act of 2008.

• Federal Transportation Fund - Used to account for resources provided by the Federal Intermodal Surface Transportation Efficiency Act (ISTEA) of 1991. These resources include four programs comprised of the Surface Transportation Program (STP), Congestion Mitigation and Air Quality (CMAQ), Transportation Enhancement Activity (TEA), and Highway Bridge Replacement and Rehabilitation (HBRR).

• Thomas Roads Improvement Program (TRIP) Fund - Used to account for the resources provided by the Federal SAFETEA-LU Section 1302 National Corridor Infrastructure Improvement Program promoted by Congressman Bill Thomas. These monies will provide significant federal funding for twelve (12) specific projects identified in the federal program award, including the North Beltway, West Beltway, State Route 178 and the Centennial Corridor projects.

• State (TDA) Transportation Fund - Used to account for the City's allocation of 1/4 percent of sales tax authorized by SB 325 Transportation Development Act (TDA) and State Grants for operation of an Amtrak Station.

• State Gas Tax Fund - Used to account for the City's share, based upon population, of state gasoline taxes. State law requires these gasoline taxes be used to maintain streets or for major street construction.

• Traffic Safety Fund - Used to account for the City's share of traffic fine resources which are transferred to the General Fund to assist in funding the cost of traffic safety and traffic control devices, and the cost of the red light enforcement program.

213 Special Revenue Funds continued

• CUPA/UASI – Certified Union Program Agency (CUPA) is used to account for fire prevention activities. City businesses pay fees for one or more activities, such as hazardous materials, fuel storage tanks, fire alarms, sprinklers, etc. The Urban Area Security Initiative (UASI) is used to account for program funds directed at improving homeland security capabilities within high-risk, high density urban areas. The Bakersfield Fire Department was designated the single point of contact as per the UASI grant guidelines.

• Supplemental Law Enforcement Safety Fund - Used to account for the City’s share, based upon population of the Supplemental Law Enforcement Block Grant commencing with the State’s 1996-97 fiscal year and other categorical public safety grants.

• Transient Occupancy Tax Fund - Established in July 1998 to account for the general revenues provided by a 12 percent room tax (M.C. 3.40) and the operation and debt obligations related to Rabobank Arena complex, ice rink and the Bakersfield Convention and Visitors Bureau.

214 CITY OF BAKERSFIELD FINANCIAL SUMMARY COMMUNITY DEVELOPMENT BLOCK GRANT FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $414,305 $7,457,635 $415,252 $110,700

Revenues Intergovernmental Revenue 3,549,867 7,457,635 7,310,777 3,483,486 Charges for Services Miscellaneous Revenue 177,948 175,868 175,868 168,868

Total Revenues 3,727,815 7,633,503 7,486,645 3,652,354

Expenditures Personnel 470,913 534,663 534,663 548,509 Operating 795,286 507,517 1,207,240 764,867

Total Operating 1,266,199 1,042,180 1,741,903 1,313,376

Capital Improv. Projects 1,876,235 2,166,273 5,462,407 1,771,132

Total Expenditures 3,142,434 3,208,453 7,204,310 3,084,508

Transfers Transfers in 146,858 146,858 Transfers out (584,434) (586,887) (586,887) (582,823)

Fund Balance - June 30 $ 415,252 $ 11,295,798 $ 110,700 $ 95,723

215 CITY OF BAKERSFIELD FINANCIAL SUMMARY HOME INVESTMENT PARTNERSHIP PROGRAM FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 94,258 $ 153,186 $ 153,186 $ 170,986

Revenues Intergovernmental Revenue 1,809,087 4,892,493 4,892,493 1,004,842 Miscellaneous Revenue 84,530 30,000 47,800 36,000

Total Revenues 1,893,617 4,922,493 4,940,293 1,040,842

Expenditures Personnel 112,441 100,911 100,911 79,453 Operating 1,722,248 1,008,614 4,821,582 955,389

Total Expenditures 1,834,689 1,109,525 4,922,493 1,034,842

Fund Balance - June 30 $ 153,186 $ 3,966,154 $ 170,986 $ 176,986

216 CITY OF BAKERSFIELD FINANCIAL SUMMARY NEIGHBORHOOD STABILIZATION PROGRAM

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ - $ 4,000 $ 4,000 $ 67,900

Revenues Intergovernmental Revenue 1,096,983 Miscellaneous Revenue 4,000 63,900

Total Revenues 1,100,983 63,900

Expenditures Personnel Operating 1,096,983 Capital Outlay

Total Expenditures 1,096,983

Fund Balance - June 30 $ 4,000 $ 4,000 $ 67,900 $ 67,900

217 CITY OF BAKERSFIELD FINANCIAL SUMMARY FEDERAL TRANSPORTATION FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ - $ - $ - $ -

Revenues Intergovernmental Revenue 5,243,751 18,408,380 18,408,380 6,044,601

Total Revenues 5,243,751 18,408,380 18,408,380 6,044,601

Expenditures Personnel Operating 332,361

Total Operating 332,361

Capital Improv. Projects 4,911,390 4,297,174 18,408,380 6,044,601

Total Expenditures 5,243,751 4,297,174 18,408,380 6,044,601

Fund Balance - June 30 $ - $ 14,111,206 $ - $ -

218 CITY OF BAKERSFIELD FINANCIAL SUMMARY THOMAS ROADS IMPROVEMENT PROGRAM (TRIP)

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 387,522 $ 242,941 $ 242,941 $ 242,941

Revenues Intergovernmental Revenue 42,599,789 381,348,336 381,348,336 72,500,871 Miscellaneous Revenue 688

Total Revenues 42,600,477 381,348,336 381,348,336 72,500,871

Expenditures Operating 3,617,024 (1,568,087) 2,908,667

Total Operating 3,617,024 2,908,667

Capital Improv. Projects 39,128,034 108,924,696 378,439,669 72,500,871

Total Expenditures 42,745,058 108,924,696 381,348,336 72,500,871

Fund Balance - June 30 $ 242,941 $ 272,666,581 $ 242,941 $ 242,941

219 CITY OF BAKERSFIELD FINANCIAL SUMMARY STATE TRANSPORTATION FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ - $ - $ - $ -

Revenues Intergovernmental 774,767 2,979,443 2,979,443 459,836 Miscellaneous Revenue 2,954 500 500 500

Total Revenues 777,721 2,979,943 2,979,943 460,336

Expenditures Operating 256,354 355,550 355,550 450,336

Capital Improv. Projects 521,367 2,411,043 2,624,393

Total Expenditures 777,721 2,766,593 2,979,943 450,336

Fund Balance - June 30 $ - $ 213,350 $ - $ 10,000

220 CITY OF BAKERSFIELD FINANCIAL SUMMARY GAS TAX FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 5,280,902 $ 11,478,470 $ 11,478,470 $ 1,881,398

Revenues Intergovernmental Revenue 10,612,476 8,410,000 10,210,000 7,710,000 Fines & Forfeits 111,035 10,000 40,000 30,000 Miscellaneous Revenue 100,933 25,000 40,000 40,000

Total Revenues 10,824,444 8,445,000 10,290,000 7,780,000

Expenditures Operating 223,000 27,771 Capital Outlay 11,971

Total Operating 234,971 27,771

Capital Improv. Projects 4,391,905 12,801,836 19,859,301 9,059,578

Total Expenditures 4,626,876 12,801,836 19,887,072 9,059,578

Fund Balance - June 30 $ 11,478,470 $ 7,121,634 $ 1,881,398 $ 601,820

221 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRAFFIC SAFETY FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 139,613 $ 65,840 $ 65,840 $ 65,840

Revenues Charges for Services 256,322 250,000 250,000 250,000 Fines and Forfeits 1,252,064 1,100,000 1,100,000 1,100,000 Miscellaneous Revenue 6,603 1,160

Total Revenues 1,514,989 1,350,000 1,350,000 1,351,160

Expenditures Operating 488,762 500,000 500,000 817,000

Total Expenditures 488,762 500,000 500,000 817,000

Transfers Transfers out (1,100,000) (850,000) (850,000) (600,000)

Fund Balance - June 30 $ 65,840 $ 65,840 $ 65,840 $ -

222 CITY OF BAKERSFIELD FINANCIAL SUMMARY CUPA/UASI FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 365,504 $ 440,078 $ 440,078 $ 169,241

Revenues Intergovernmental Revenue 8,176 10,000 10,000 Licenses and permits 204,284 195,500 211,000 211,000 Fines and Forfeits Charges for Services 934,269 912,000 880,000 880,000 Miscellaneous Revenue 6,205 1,000 3,000 3,000

Total Revenues 1,152,934 1,108,500 1,104,000 1,104,000

Expenditures Personnel 816,673 762,506 762,506 787,165 Operating 258,014 225,511 259,331 409,455 Capital Outlay 3,673 353,000 353,000 53,000

Total Operating 1,078,360 1,341,017 1,374,837 1,249,620

Total Expenditures 1,078,360 1,341,017 1,374,837 1,249,620

Fund Balance - June 30 $ 440,078 $ 207,561 $ 169,241 $ 23,621

223 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUPPLEMENTAL LAW ENFORCEMENT SAFETY FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 517,065 $ 668,327 $ 668,327 $ 277,940

Revenues Intergovernmental 607,361 619,139 369,139 580,066 Miscellaneous Revenue 7,896 3,000 1,000

Total Revenues 615,257 619,139 372,139 581,066

Expenditures Personnel 50,389 114,000 114,000 52,930 Operating 236,942 230,078 300,875 381,566 Capital Outlay 176,664 275,061 347,651 145,570

Total Expenditures 463,995 619,139 762,526 580,066

Fund Balance - June 30 $ 668,327 $ 668,327 $ 277,940 $ 278,940

224 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSIENT OCCUPANCY TAX

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 2,082,120 $ 3,580,047 $ 3,495,136 $ 2,714,060

Revenues Taxes 8,826,003 8,465,000 9,000,000 8,725,000 Charges for Services 6,267,450 6,163,793 6,163,793 6,194,254 Miscellaneous Revenue 1,687,605 1,200,000 1,215,000 1,215,000 Other Financing Source 170,173

Total Revenues 16,951,231 15,828,793 16,378,793 16,134,254

Expenditures Personnel 2,704,675 2,585,427 2,585,427 2,690,177 Operating 5,088,133 4,599,804 4,713,777 4,619,482 Capital Leases 3,191,283 3,211,990 3,211,990 3,189,476

Total Expenditures 10,984,091 10,397,221 10,511,194 10,499,135

Transfers Transfers out (4,554,124) (6,648,675) (6,648,675) - (7,024,927)

Fund Balance - June 30 $ 3,495,136 $ 2,362,944 $ 2,714,060 $ 1,324,252

Analysis of Fund Balance

Capital Lease Reserve $ 900,000 $ 900,000 $ 900,000 $ 900,000 Unreserved 2,595,136 1,462,944 1,814,060 424,252

Total $ 3,495,136 $ 2,362,944 $ 2,714,060 $ 1,324,252

225

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.

226 CITY OF BAKERSFIELD FINANCIAL SUMMARY EQUIPMENT MANAGEMENT FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 24,822,038 $ 20,887,960 $ 20,887,960 $ 16,076,480

Revenues Intergovernmental Revenue 478,360 478,360 Charges for Services 22,368,773 23,087,373 23,087,373 23,946,226 Miscellaneous Revenue 634,285 901,297 928,445 243,000

Total Revenues 23,003,058 24,467,030 24,494,178 24,189,226

Expenditures Personnel 5,171,946 5,536,887 5,536,887 4,699,612 Operating 16,582,850 12,691,970 12,737,857 12,311,847 Capital Outlay 6,991,192 11,110,478 16,297,273 9,458,335

Total Operating 28,745,988 29,339,335 34,572,017 26,469,794

Capital Improv. Projects 30,000 60,000 91,500

Total Expenditures 28,745,988 29,369,335 34,632,017 26,561,294

Tranfers Transfers in 1,808,852 5,326,359 5,326,359 2,192,486

Transfers In 1,808,852 5,326,359 5,326,359 2,192,486

Fund Balance - June 30 $ 20,887,960 $ 21,312,014 $ 16,076,480 $ 15,896,898

227 CITY OF BAKERSFIELD FINANCIAL SUMMARY SELF INSURANCE FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ (2,031,251) $ (2,733,773) $ (2,733,773) $ (2,388,993)

Revenues Charges for Services 10,046,287 9,766,438 9,825,738 10,293,788 Miscellaneous Revenue 1,856,642 1,670,447 2,045,447 1,350,000

Total Revenues 11,902,929 11,436,885 11,871,185 11,643,788

Expenditures Personnel 2,757,678 2,898,103 2,898,103 2,896,478 Operating 9,847,773 8,538,782 8,628,302 8,873,238

Total Expenditures 12,605,451 11,436,885 11,526,405 11,769,716

Transfers Transfers in Transfers out (54,452)

Transfers in/(out) (54,452)

Fund Balance - June 30 $ (2,733,773) $ (2,733,773) $ (2,388,993) $ (2,514,921)

228

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.

229 CITY OF BAKERSFIELD FINANCIAL SUMMARY ASSESSMENT DISTRICTS FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 16,208,763 $ 13,995,317 $ 14,285,716 $ 11,509,601

Revenues Taxes and Assessments 6,960,613 6,262,772 6,262,772 6,221,654 Miscellaneous Revenue 62,625 669 669 Other Financing Sources 205,000

Total Revenues 7,023,238 6,263,441 6,263,441 6,426,654

Expenditures Operating 114,698 193,000 195,068 153,500 Debt Service 7,947,095 7,241,331 7,241,331 7,288,819

Total Operating 8,061,793 7,434,331 7,436,399 7,442,319

Capital Improv. Projects 884,492 1,603,157

Total Expenditures 8,946,285 7,434,331 9,039,556 7,442,319

Fund Balance - June 30 $ 14,285,716 $ 12,824,427 $ 11,509,601 $ 10,493,936

230

Capital Improvement Program Funds

• Capital Outlay Fund - To account for the cost of capital projects financed primarily by general revenues.

• Recreation Facilities Fund - To account for the City's share of the State of California general obligation bonds authorized by Proposition 12 park bond issue and Proposition 13 water bond issue, which were approved by California voters in March 2000, and other major revenue sources for Park and Recreation Capital projects.

• Park Improvement Fund - On November 7, 1990, the City Council adopted Ordinance No. 3327 establishing a fee for the purpose of developing, improving and/or enhancing public parks and recreation facilities serving the residential development. The fee is calculated in relationship to the number of people residing in the development and the current estimated cost of constructing a park. The fee is set by resolution on a per unit basis.

• Transportation Development Fund - The adopted Metropolitan Bakersfield General Plan mandated that a Transportation Impact Fee be developed to mitigate impacts of new development on the regional circulation system. The City Council adopted the fee program on January 28, 1992 and the Kern County Board of Supervisors adopted a similar fee program on April 6, 1992. The fee is collected at the building permit stage and the amount of the fee is directly related to the individual project's traffic generation potential. A portion of these funds is allocated to serve as the Local Match for the Thomas Roads Improvement Program.

231 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 6,881,233 $ 15,125,993 $ 14,003,462 $ 5,023,414

Revenues Intergovernmental 522,370 1,062,297 1,062,297 Charges for Service 228,978 228,978 Fines & Forfeits 1,361,707 1,361,707 Miscellaneous Revenue 916,863 870,617 885,616 15,000 Other Financing Source 660,000 660,000

Total Revenues 1,439,233 4,183,599 4,198,598 15,000

Expenditures Operating 230,343 1,122,531

Capital Improv. Projects 8,647,636 12,466,518 26,111,308 7,643,799

Total Expenditures 8,647,636 12,466,518 26,111,308 7,643,799

Tranfers Transfers in 14,988,498 13,247,300 13,247,300 7,430,000 Transfers out (657,866) (314,638) (314,638) (530,000)

Fund Balance - June 30 $ 14,003,462 $ 19,775,736 $ 5,023,414 $ 4,294,615

Analysis of Fund Balance

Facilities Reserve $5,000,000 $5,000,000 $5,000,000 $4,200,000 Unreserved 9,003,462 14,775,736 23,414 94,615

Total $14,003,462 $19,775,736 $5,023,414 $4,294,615

232 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND - LOCAL TRIP

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 7,656,456 $ 52,435,581 $ 47,659,015 $ 37,389,329

Revenues Intergovernmental 40,000,000 1,122,012 1,122,012 Miscellaneous Revenue 2,559 3,848,858 5,000

Total Revenues 40,002,559 1,122,012 4,970,870 5,000

Expenditures Operating 1,429,478 1,429,478

Capital Improv. Projects 16,240,556 16,240,556 24,500,000

Total Expenditures 16,240,556 16,240,556 24,500,000

Tranfers Transfers in 1,000,000 1,000,000

Fund Balance - June 30 $ 47,659,015 $ 38,317,037 $ 37,389,329 $ 12,894,329

233 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY - UTILITY/ROAD FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 3,214,714 $ 253,540 $ 3,540 $ 144,345

Revenues Taxes 4,974,371 5,075,000 5,075,000 5,175,000 Intergovernmental 1,127,796 Charges for Service 85,130 Miscellaneous Revenue 65,700 1,000 30,000 30,000

Total Revenues 6,252,997 5,076,000 5,105,000 5,205,000

Expenditures Operating 313,619 (298,960) Capital Outlay

Total Operating 313,619 (298,960)

Capital Improv. Projects 9,150,552 (5,827,409) 4,964,195 4,937,646

Total Expenditures 9,464,171 (6,126,369) 4,964,195 4,937,646

Tranfers Transfers in Transfers out (250,000) (250,000)

Transfers In

Fund Balance - June 30 $ 3,540 $ 11,455,909 $ 144,345 $ 411,699

234 CITY OF BAKERSFIELD FINANCIAL SUMMARY RECREATION FACILITIES FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ - $ - $ - $ -

Revenues Intergovernmental 476,450 476,450

Total Revenues 476,450 476,450

Expenditures Capital Improv. Projects 476,450

Total Expenditures 476,450

Fund Balance - June 30 $ - $ 476,450 $ - $ -

235 CITY OF BAKERSFIELD FINANCIAL SUMMARY PARK IMPROVEMENT FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 5,036,918 $ 6,963,143 $ 6,887,420 $ 2,598,330

Revenues Assessments 2,149,215 1,325,720 1,848,720 1,240,000 Miscellaneous Revenue 78,761 40,000 40,000

Total Revenues 2,227,976 1,325,720 1,888,720 1,280,000

Expenditures Operating 37,158 Debt Service 392,000 638,875

Total Operating 37,158 392,000 638,875

Capital Improv. Projects 340,316 2,299,600 5,538,935 3,361,000

Total Expenditures 377,474 2,691,600 6,177,810 3,361,000

Fund Balance - June 30 $ 6,887,420 $ 5,597,263 $ 2,598,330 $ 517,330

236 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSPORTATION DEVELOPMENT FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 6,899,041 $ 18,182,944 $ 18,182,944 $ 94,841

Revenues Intergovernmental 1,462,671 308,039 308,039 Charges for Service 29,944 100,000 2,000 1,000 Assessments 21,273,301 18,000,000 18,044,500 16,000,000 Miscellaneous 610,751 3,025,000 3,163,830 50,000

Total Revenues 23,376,667 21,433,039 21,518,369 16,051,000

Expenditures Personnel 134,347 Operating 6,468

Total Operating 140,815

Capital Improv. Projects 6,693,874 2,775,000 11,074,427 1,402,470

Total Expenditures 6,834,689 2,775,000 11,074,427 1,402,470

Transfers Transfers out (1,600,000) (28,532,045) (28,532,045) (13,525,000)

Fund Balance - June 30 $ 18,182,944 $ 8,308,938 $ 94,841 $ 1,218,371

237 CITY OF BAKERSFIELD FINANCIAL SUMMARY TDF TRIP LOCAL MATCH

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 22,610,014 $ 23,519,026 $ 23,519,026 $ 60,000

Revenues Charges for Service 152,416 Miscellaneous 110,339 60,000 65,000

Total Revenues 262,755 60,000 65,000

Expenditures Personnel 1,030,518 1,090,171 1,090,171 1,052,066 Operating 227,589 73,269 73,269 71,408

Total Operating 1,258,107 1,163,440 1,163,440 1,123,474

Capital Improv. Projects 14,095,636 27,656,912 50,887,631 12,397,328

Total Expenditures 15,353,743 28,820,352 52,051,071 13,520,802

Transfers Transfers In 16,000,000 28,532,045 28,532,045 13,525,000

Fund Balance - June 30 $ 23,519,026 $ 23,230,719 $ 60,000 $ 129,198

238 CITY OF BAKERSFIELD FINANCIAL SUMMARY MAJOR BRIDGE & THOROUGHFARE DISTRICTS

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ - $ 27,671 $ 27,671 $ 35,221

Revenues Charges for Service Assessments 27,671 7,450 Miscellaneous 100

Total Revenues 27,671 7,550 -

Fund Balance - June 30 $ 27,671 $ 27,671 $ 35,221 $ 35,221

239

Debt Service Fund

• General Obligation Debt Service Fund - Used to accumulate monies for the payment of $4,900,000 HUD Section 108 loans. The loans were issued in August 2003 with annual principal payments ranging from $161,000 to $381,000 plus interest at 1.61% to 4.76% with a scheduled final maturity in August 2023. Community Development Block Grant Funds are used to service this debt.

240 CITY OF BAKERSFIELD FINANCIAL SUMMARY MUNICIPAL IMPROVEMENT DEBT SERVICE FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ - $ - $ - $ -

Revenues Miscellaneous 81,932 82,613 82,613 83,087

Total Revenues 81,932 82,613 82,613 83,087

Expenditures Debt Service 720,490 958,175 958,175 742,742

Total Expenditures 720,490 958,175 958,175 742,742

Transfers Transfers In 638,558 875,562 875,562 659,655

Fund Balance - June 30 $ - $ - $ - $ -

241 CITY OF BAKERSFIELD

SCHEDULE OF LONG-TERM DEBT OUTSTANDING

June 30, 2015

Principal Interest Total General Fund- Compensated Absences - Accrued- Sick Leave and Vacation - Estimate $ 6,100,000 $ - $ 6,100,000

Transient Occupancy Tax Fund- Convention Center - Arena Projects Series 2006A - Refunding COP 13,425,000 2,426,225 15,851,225 Series 2006B - Refunding COP 5,035,000 1,056,000 6,091,000

Community Development Block Grant Fund- HUD Section 108 Loan, 2003 ($4.1 m) 2,181,000 510,787 2, 691,787 HUD Section 108 Loan, 2003 ($0.8 m) 454,000 121,628 575, 628 HUD Section 108 Loan, 2003 ($1.0 m) 594,000 161,081 755, 081 HUD Section 108 Loan, 2009 ($1.8 m) 998,000 115,451 1, 113,451

PG & E Retrofit Loan 77,377 - 77,377 PG & E Retrofit Loan #2 221,741 - 221,741

Wastewater Treatment Fund: State Water Resources Loan 4,512,758 902,572 5, 415,330 Sewer Revenue Bonds, 2007A 174,255,000 92,957,906 267, 212,906 Sewer Revenue Bonds, 2012A 10,000,000 6,900,695 16, 900,695

Domestic Water Fund- KCWA Water Rights 20,135,758 13,180,497 33, 316,255

Successor Agency Fund: California Housing Finance Authority: The Village @ Baker Street 303,883 23,128 327, 011

Centennial Garden Reimb. 1997 8,400,000 8,400,000 RDA - 2006 Arena COPS Series A 13,425,000 2,426,225 15, 851,225 RDA - 2006 Arena COPS Series B 5,035,000 1,056,000 6, 091,000 HUD Section 108 Loan, Millcreek South 3,020,000 1,140,160 4, 160,160 HUD Section 108 Loan, Fire Station 5 1,217,000 457,670 1, 674,670 HUD Section 108 Loan, 2003 ($1.0 m) 643,000 194,694 837, 694 I Bank - Millcreek 8,589,986 3,772,939 12, 362,925 RDA Loans - Reimbursement to City 2,369,280 171,664 2, 540,944 RDA-Tax Allocation Bond Series 2009A 1,810,000 1,198,127 3, 008,127 RDA-Tax Allocation Bond Series 2009B 1,070,000 683,311 1, 753,311

Special Assessment Districts (23) 43,835,000 13,230,773 57, 065,773

242 CITY OF BAKERSFIELD SCHEDULE OF LONG-TERM DEBT MATURITIES

FISCAL YEAR 2015-16

Principal Interest Fiscal Charges Total Transient Occupancy Tax Fund- Convention Center - Arena Projects 2,285,000 856,150 3,141,150

Community Development Block Grant Fund- HUD Section 108 Loans, 2003 465,000 195,910 5,000 665,910 PG & E Retrofit Loans 76,832 76,832 Trip Loc 2014 A

Wastewater Treatment Fund: State Water Resources Loan 752,126 150,429 902,555 Sewer Revenue Bonds, 2007A 5,475,000 8,534,406 34,000 14,043,406 Sewer Revenue Bonds, 2012A 5,000,000 100,000 46,300 5,146,300 Sewer Revenue Bonds, 2015 230,000 230,000

Domestic Water Fund: KCWA Water Rights 556,212 915,710 1,471,922 Mainline Extenstion Reimbursement 150,000 150,000

Successor Agency Fund:

California Housing Finance Authority: The Village @ Baker Street 300,000 27,011 327,011

Centennial Garden Reimb. 1997 1,200,000 1,200,000 RDA - 2006 Arena COPS Series A 1,665,000 604,400 3,500 2,272,900 RDA - 2006 Arena COPS Series B 620,000 251,750 3,500 875,250 HUD Section 108 Loans, Millcreek South 165,000 148,218 313,218 HUD Section 108 Loans, Fire Station 6 74,000 65,448 139,448 I Bank - Millcreek 261,235 263,086 25,770 550,091 RDA Reimbursement to City 1,349,954 31,087 1,381,041 RDA 2009 Tab - Series A 70,000 133,125 5,400 208,525 RDA 2009 Tab - Series B 40,000 76,125 5,400 121,525

Special Assessment Districts (19) 4,866,550 2,205,669 216,600 7,288,819

Total Debt Service 25,371,909 14,558,524 575,470 40,505,903

243 THIS PAGE INTENTIONALLY LEFT BLANK

244 ENTERPRISE FUNDS REMOVE THIS PAGE Enterprise Funds

These funds account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs (including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where the governing body has decided that periodic determination of net income is appropriate for accountability purposes.

• Wastewater Treatment Fund - Used to account for the provision of sewer service to the residents of the City and some residents of the County. This fund also accounts for the activities related to the debt issues which provided for the Wastewater Treatment Facilities.

• Sewer Connection Fund - Used to account for connection fees dedicated to debt service and capital projects.

• Refuse Service Fund - Used to account for the collection and disposal of solid waste within the City. All activities necessary to provide such services are accounted for in this fund.

• Agricultural Water Fund - Used to account for the provision of water service restricted primarily to agricultural purposes to users within the City and some users within the County (some Kern River water is exchanged for California State Aqueduct water for domestic water purposes.) All activities necessary to provide such service are accounted for in this fund.

• Domestic Water Fund - Used to account for the provision of water service to some residents of the City and the County. All activities necessary to provide such service are accounted for in this fund.

• Airpark Fund - Used to account for the acquisition and operation of the Bakersfield airpark. The majority of acquisition and improvement financing for the airport facility is to be provided by an annual grant from the Federal Aviation Administration.

• Offstreet Parking Fund - Used to account for the operations of a parking garage located on 18th Street between "H" and Eye Streets and various surface parking lots within the City.

245 CITY OF BAKERSFIELD FINANCIAL SUMMARY WASTEWATER TREATMENT FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 73,125,796 $ 57,632,742 $ 57,260,742 $ 43,242,309

Revenues Intergovernmental Revenue Charges for Services 30,488,131 29,908,000 30,278,436 30,629,320 Fines & Forfeits 151,410 151,410 Miscellaneous Revenue 1,830,174 814,000 953,900 790,000 Other Financing Sources 250,000 250,000

Total Revenues 32,318,305 31,123,410 31,633,746 31,419,320

Expenditures Personnel 5,783,325 6,406,696 6,406,696 6,503,147 Operating 27,007,655 8,206,956 8,229,113 8,430,827 Capital Outlay 62,000 62,036 62,000 Debt Service 17,856,758 19,314,449 19,314,449 20,322,261

Total Operating 50,647,738 33,990,101 34,012,294 35,318,235

Capital Improv. Projects 5,535,621 2,500,000 18,639,885 6,609,900

Total Expenditures 56,183,359 36,490,101 52,652,179 41,928,135

Transfers Transfers in 16,000,000 16,000,000 16,000,000 13,000,000 Transfers out (8,000,000) (9,000,000) (9,000,000) (7,000,000)

Transfers 8,000,000 7,000,000 7, 000,000 6,000,000

Fund Balance - June 30 $ 57,260,742 $ 59,266,051 $ 43,242,309 $ 38,733,494

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 37,060,742 39,066,051 23,042,309 18,533,494

Total $ 57,260,742 $ 59,266,051 $ 43,242,309 $ 38,733,494

246 CITY OF BAKERSFIELD FINANCIAL SUMMARY SEWER CONNECTION FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 5,153,675 $ 4,446,228 $ 4,446,228 $ 2,661,228

Revenues Taxes 66,056 50,000 50,000 50,000 Charges for Services 7,137,561 5,140,000 5,145,000 5,148,000 Miscellaneous Revenue 88,936 10,000 20,000 15,000

Total Revenues 7,292,553 5,200,000 5,215,000 5,213,000

Transfers Transfers Out (8,000,000) (7,000,000) (7,000,000) (6,000,000)

Fund Balance - June 30 $ 4,446,228 $ 2,646,228 $ 2,661,228 $ 1,874,228

247 CITY OF BAKERSFIELD FINANCIAL SUMMARY REFUSE SERVICE FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 20,104,357 $ 16,351,354 $ 16,371,354 $ 11,067,146

Revenues Intergovernmental Revenue 2,071,426 1,995,043 1,892,640 2,486,777 Charges for Services 39,664,962 38,842,991 39,901,919 41,228,749 Miscellaneous Revenue 871,924 289,200 359,845 339,200

Total Revenues 42,608,312 41,127,234 42,154,404 44,054,726

Expenditures Personnel 10,694,067 11,422,338 11,442,338 11,585,953 Operating 31,544,932 31,223,107 31,266,049 32,445,733 Capital Outlay 2,696,994 1,000,000 683,622

Total Operating 44,935,993 42,645,445 43,708,387 44,715,308

Capital Improv. Projects 357,822 200,000 577,300 455,000

Total Expenditures 45,293,815 42,845,445 44,285,687 45,170,308

Transfers Transfers out (1,047,500) (3,172,925) (3,172,925) (1,160,246)

Fund Balance - June 30 $ 16,371,354 $ 11,460,218 $ 11,067,146 $ 8,791,318

Analysis of Fund Balance

Cart Replacement Reserve $ 5,354,000 $ 5,354,000 $ 5,354,000 $ 5,354,000 Unreserved 11,017,354 6,106,218 5,713,146 3,437,318

Total $ 16,371,354 $ 11,460,218 $ 11,067,146 $ 8,791,318

248 CITY OF BAKERSFIELD FINANCIAL SUMMARY AGRICULTURAL WATER FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 6,944,869 $ 6,217,281 $ 6,217,281 $ 5,242,447

Revenues Charges for Services 4,204,853 4,610,000 4,185,000 4,960,000 Miscellaneous Revenue 114,232 22,000 40,600 22,000

Total Revenues 4,319,085 4,632,000 4,225,600 4,982,000

Expenditures Personnel 1,766,921 1,723,731 1,723,731 1,762,024 Operating 3,042,811 2,802,603 2,812,682 2,918,184 Capital Outlay 1,564 17,500 17,500 7,500

Total Operating 4,811,296 4,543,834 4,553,913 4,687,708

Capital Improv. Projects 235,377 100,000 611,521 100,000

Total Expenditures 5,046,673 4,643,834 5,165,434 4,787,708

Transfers out (17,000) (35,000) (35,000) (49,158)

Fund Balance - June 30 $ 6,217,281 $ 6,170,447 $ 5,242,447 $ 5,387,581

249 CITY OF BAKERSFIELD FINANCIAL SUMMARY DOMESTIC WATER FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 41,190,682 $ 41,170,156 $ 41,172,068 $ 24,808,449

Revenues Intergovernmental 99,074 99,074 Charges for Services 25,772,195 24,959,000 25,238,000 25,359,000 Miscellaneous Revenue 656,518 267,000 313,300 267,000

Total Revenues 26,428,713 25,325,074 25,650,374 25,626,000

Expenditures Personnel 1,025,981 1,275,479 1,275,479 1,312,675 Operating 21,856,879 18,753,873 18,891,732 19,417,735 Capital 13,704 30,000 39,298 60,000 Debt Service 1,619,702 1,620,010 1,621,922 1,621,922

Total Operating 24,516,266 21,679,362 21,828,431 22,412,332

Capital Improv. Projects 1,931,061 4,100,000 20,150,562 1,950,000

Total Expenditures 26,447,327 25,779,362 41,978,993 24,362,332

Transfers Transfers Out (35,000) (35,000) (49,158)

Fund Balance - June 30 $ 41,172,068 $ 40,680,868 $ 24,808,449 $ 26,022,959

250 CITY OF BAKERSFIELD FINANCIAL SUMMARY AIRPARK FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 753,487 $ 496,804 $ 496,804 $ 458,875

Revenues Intergovernmental Revenues 547,982 787,062 787,062 10,000 Charges for Services 293,224 282,500 292,500 292,500 Miscellaneous Revenue 8,297 2,000 2,600 2,000

Total Revenues 849,503 1,071,562 1,082,162 304,500

Expenditures Personnel 75,089 76,994 76,994 79,443 Operating 343,850 172,553 177,165 175,106

Total Operating 418,939 249,547 254,159 254,549

Capital Improv. Projects 687,247 300,000 865,932 55,000

Total Expenditures 1,106,186 549,547 1,120,091 309,549

Fund Balance - June 30 $ 496,804 $ 1,018,819 $ 458,875 $ 453,826

251 CITY OF BAKERSFIELD FINANCIAL SUMMARY OFFSTREET PARKING FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 4,621,075 $ 80,877 $ 80,877 $ 20,609

Revenues Charges for Services 67,150 60,500 62,135 83,500 Miscellaneous Revenue 78,496 100 2,700 500

Total Revenues 145,646 60,600 64,835 84,000

Expenditures Operating 4,715,844 110,103 110,103 117,959

Total Operating 4,715,844 110,103 110,103 117,959

Capital Improv. Projects 45,000 45,000

Total Expenditures 4,715,844 155,103 155,103 117,959

Transfers Transfers In 30,000 30,000 30,000 15,000 Transfers Out

Transfers In 30,000 30,000 30,000 15,000

Fund Balance - June 30 $ 80,877 $ 16,374 $ 20,609 $ 1,650

252 SUCCESSOR AGENCY FUNDS REMOVE THIS PAGE Successor Agency Funds

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

• 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.

• Successor Agency Debt Service Funds – Used to account for the payment of principal and interest on the Redevelopment Tax Allocation Bonds, Certificates of Participation, and Notes and Interagency loans.

253 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR AGENCY FUNDS

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ (14,932) $ 349,715 $ 349,715 $ 342,707

Revenues Taxes 3,281,375 4,501,254 4,494,246 4,487,000 Intergovernmental Revenue 301,205 1,970,083 Charges for Services 3,143,000 3,145,150 3,145,150 3,141,150 Miscellaneous Revenue 11,123 1,152

Total Revenues 6,736,703 7,646,404 9,609,479 7,629,302

Expenditures Operating 46,148 250,000 250,000 250,000 Capital Outlay Debt Service 6,042,507 7,396,404 7,396,404 7,389,009

Total Operating 6,088,655 7,646,404 7,646,404 7,639,009

Capital Improv. Projects 283,401 1,970,083

Total Expenditures 6,372,056 7,646,404 9,616,487 7,639,009

Transfers Transfers In 2,899,505 4,251,254 4,251,254 4,247,859 Transfers Out (2,899,505) (4,251,254) (4,251,254) (4,247,859)

Transfers In / Out - - - -

Fund Balance - June 30 $ 349,715 $ 349,715 $ 342,707 $ 333,000

Analysis of Fund Balance

Debt Service Reserve $ 333,000 $ 333,000 $ 333,000 $ 333,000 Unreserved 16,715 16,715 9,707 -

Total $ 349,715 $ 349,715 $ 342,707 $ 333,000

254 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUCCESSOR HOUSING AGENCY FUND

Amended Revised Proposed Actual Budget Estimates Budget 2013-14 2014-15 2014-15 2015-16

Fund Balance - July 1 $ 5,745,549 $ 2,759,924 $ 5,759,924 $ 270,754

Revenues Taxes 175,000 4,872,968 Miscellaneous Revenue 99,043

Total Revenues 274,043 4,872,968

Expenditures Operating 259,668 6,036,000 10,349,539 35,000

Total Operating 259,668 6,036,000 10,349,539 35,000

Transfers In / Out 0

Fund Balance - June 30 $ 5,759,924 $ (3,276,076) $ (24,838) $ 235,754

255 THIS PAGE INTENTIONALLY LEFT BLANK

256 CAPITAL IMPROVEMENTS REMOVE THIS PAGE

Alan Tandy · City Manager

May 6, 2015 TO: HONORABLE MAYOR AND CITY COUNCIL

FROM: ALAN TANDY, CITY MANAGER AT

SUBJECT: FISCAL YEAR 2015-2020 CAPITAL IMPROVEMENT PROGRAM SUMMARY

Submitted for your information is the proposed Capital Improvement Program (CIP) Budget five-year plan for the period of 2015-2020, which totals $494,491,025. 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 2015-16 totals $152,879,825 as summarized below:

Department FY 2015-16 Arena/Convention Ctr. $ 70,000 Public Works 146,978,825 Recreation and Parks 3,781,000 Water Resources 2,050,000 TOTAL $152,879,825

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 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 for flexibility to address changing priorities as the community grows.

Capital Improvement Program Budget Highlights

This memorandum highlights proposed projects with a budget of $100,000 or greater. Individual CIP project worksheets provide additional information for all proposed projects.

______City of Bakersfield • City Manager’s Office • 1600 Truxtun Avenue Bakersfield, California • 93301 (661) 326-3751 • Fax (661) 324-1850 257 Honorable Mayor and City Council FY 2015-2020 Proposed CIP - Letter of Transmittal May 6, 2015

Thomas Roads Improvement Program (TRIP) Projects

TRIP Projects comprise 81 percent of the total FY 2015-16 Capital Improvement Budget. The amount proposed for TRIP Projects totals $123,395,423. This is includes $72,500,871 in federal earmark funds and $50,894,552 of local funding. Local funding is comprised of gas tax revenues, utility surcharge revenue, traffic impact fees, and funds from the $40 million contribution the County made to the City last year for the TRIP projects.

There are multiple TRIP projects proposed for FY 2015-16.

• 24th Street Improvement Project - Federal funding of $7,620,850, and local funding of $28,502,296 which includes County funding of $24,500,000 is proposed for right-of- way acquisition and construction for this project. This project widens 24th Street from SR-99 to Oak Street to eight lanes, Oak Street to D Street to six lanes, and the 23rd Street/ 24th Street Couplet to four lanes in each direction.

• Truxtun Avenue Widening - Local funding of $3,950,000 is proposed for right-of-way acquisitions and construction to widen Truxtun Avenue to three lanes in each direction from Empire Drive to approximately 600 feet east of Oak Street. The purpose of the project is to eliminate an area of increased traffic congestion that has arisen since the opening of the Westside Parkway. The project includes a retaining wall beneath the SR-99 bridge, as well as the lengthening of the box culvert for the Carrier Canal.

• Various TRIP Projects (Programming of Remaining Local Match Requirements) - The proposed FY 2015-16 CIP budget includes the remaining local match funding needed for the construction phase for two TRIP projects. The local match funding

258 Honorable Mayor and City Council FY 2015-2020 Proposed CIP - Letter of Transmittal May 6, 2015

for these two projects was to be programmed over two years, commencing in FY 2014-15. The amounts proposed for FY 2015-16 programs the remaining local match requirements as follows:

• Beltway Operational Improvements: $653,428 • Westside Parkway Operational Improvements: $976,500

Facility Improvements

Funding for proposed facility improvement projects are derived from multiple funding sources, which are noted for each project. Projects proposed for FY 2015-16 include:

• Modular Building Replacement Mt. Vernon Green Waste Facility - This $380,000 project, using refuse enterprise funds, will replace the existing modular buildings at the Facility. The existing two modular buildings currently used as offices, training rooms, break rooms, and locker rooms are 30 years old and in need of major repairs. The buildings were acquired as used units, and have damage from pests and rodents. The two units total 2,400 square feet in aggregate. Approximately 30 percent of the cost will be funded by Kern County pursuant to the existing Green Waste Agreement.

Park Facility Improvements

Funding for proposed park facility improvements includes Capital Outlay and Park Improvement funds. Projects proposed for FY 2015-16 include:

• Mesa Marin Phase II - $750,000 of Park Improvement funds is proposed for FY 2015- 16. Prior year budgets allocated $3.7 million to the Mesa Marin Phase II project. Total project funding will reach $4.45. This project provides for construction of two additional softball fields, tot lots, restroom, parking lot expansion, shade structure, dog park, and walkway amenities. Additional features, such as a splash pad, may be added as funding allows.

259 Honorable Mayor and City Council FY 2015-2020 Proposed CIP - Letter of Transmittal May 6, 2015

Sanitary Sewer and Storm Drain Improvements

All proposed Capital Projects within this section would be funded with sewer enterprise funds.

260 Honorable Mayor and City Council FY 2015-2020 Proposed CIP - Letter of Transmittal May 6, 2015

• Secondary Effluent Reuse - This $400,000 project will provide secondary effluent for the reuse at the septage/grease receiving station and for general plant cleaning. This project will provide approximately 50 to 70 percent monthly savings on current water usage and charges.

• Rehabilitation of Aeration Basin - This $100,000 project will rehabilitate a malfunctioning aeration basin. Rehabilitation includes grit removal, along with pump, mixer, and diffuser replacement.

Street Improvements

Funding for proposed street improvement projects are derived from multiple funding sources, which are noted for each project. Projects proposed for FY 2015-16 include:

261 Honorable Mayor and City Council FY 2015-2020 Proposed CIP - Letter of Transmittal May 6, 2015

o Ashe Road from Ming Avenue to Stockdale Highway - This $1,865,000 project will rehabilitate the pavement along this road segment. Funding for this project includes $1,552,782 of federal funds with Capital Outlay funds providing the $312,218 local match requirement. o Brundage Lane from Union Avenue to Washington Street - This $2,528,300 project will rehabilitate the pavement along this road segment. Funding for this project includes $2,114,468 of federal funds with Capital Outlay funds providing the $413,832 local match requirement. o Wilson Road from Wible Road to South H Street - This $1,315,000 project will rehabilitate the pavement along this road segment. Funding for this project includes $1,094,796 of federal funds with Capital Outlay funds providing the $220,204 local match requirement. o Sidewalk Improvements near Perimeter of Frank West Elementary School - This $312,000 project includes installing accessible ramps and sidewalks at Frank West Elementary school. The sidewalk improvements include the perimeter of the school and adjoining Wilson Park. This project is 100 percent federally funded. o Resurfacing Various Streets - This $5,000,000 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.

• Reconstruction Areas - Four select areas within the CDBG-eligible area are proposed to be reconstructed during FY 2015-16. The primary goal for these projects is to improve safety for pedestrians and vehicles by constructing storm drain facilities, such as curb and gutter, catch basins, outlet structure, cross gutters and new road pavement, where needed. The four areas are as follows: o East California Reconstruction Area - This $365,272 project reconstructs select areas within the area bounded by East California Avenue, Brundage Lane, Union Avenue and Collins Way. o Oleander Reconstruction Area - This $500,000 project reconstructs select areas within the area bounded by Verde Street, California Avenue, A Street, and Chester Avenue. o Madison Drive Reconstruction Area - This $300,000 project reconstructs selected areas within the area bounded by Madison Drive, Cottonwood Road, Casa Loma Drive, and Brooks Street. o Union/Brundage Reconstruction Area - This $605,860 project reconstructs select areas within the area bounded by Brundage Lane, Union Avenue, 4TH Street and the Kern Island Canal.

262 Honorable Mayor and City Council FY 2015-2020 Proposed CIP - Letter of Transmittal May 6, 2015

improve signal timing, thereby reducing traffic congestion and vehicle emissions. The two signal projects are as follows: o Traffic Signal, Intersection of Snow Road and Jewetta Avenue - The total budget for this project is $272,700 (federal funding of $223,538 with $49,162 of Capital Outlay funds providing the local match requirement). o Traffic Signal, Intersection of Snow Road and Norris Road - The total budget for this project is $360,400 (federal funding of $298,170 with $62,230 of Capital Outlay funds providing the local match requirement).

• Street Improvements - o Street Improvement on McCutchen Road - This project will construct a missing street segment along this roadway, leading to the Sports Village. A majority of the project qualifies for TDF funding ($244,670) and is budgeted in FY 2015- 16. The balance of the funds will be realized from projected savings on the Hosking Avenue Interchange Project.

Water Improvements

Significant projects for the Water Resources Department, all funded within the Agricultural and Domestic Water Fund, include:

263 Honorable Mayor and City Council FY 2015-2020 Proposed CIP - Letter of Transmittal May 6, 2015

Notable Miscellaneous Improvements

• Bakersfield East Monument Entry Sign - This $110,000 project will install a fabricated concrete monument sign along Highway 58, providing a visual entrance to the east side of the City. The sign was previously constructed and will match the existing entry signs located on Highway 99 near Taft Highway and south of 7th Standard Road.

264 Honorable Mayor and City Council FY 2015-2020 Proposed CIP - Letter of Transmittal May 6, 2015

• Replace Autoscope and Vehicle Detection Cameras - The proposed budget includes $90,000 for the first year of funding for this multi-year project. This proposed project will replace the existing vehicle detection systems at 32 signalized intersections with an updated system. The existing 2020 autoscope camera computers and vehicle detection cameras no longer have parts, service, or software support from the manufacturer. This may result in traffic signal detection failure. This project will be phased over a three-year period with $180,000 programmed in the five-year CIP plan for FY’s 2016-17 and 2017-18.

Summary

Staff is pleased to present the CIP budget five-year plan for 2015-2020, and the proposed FY 2015-16 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. Staff has provided Council the necessary information to facilitate long-range planning and allow flexibility to address changing priorities.

Thanks to all staff involved in preparing, managing, and monitoring the City of Bakersfield’s CIP budget.

265 City of Bakersfield CIP SUMMARY BY FUND Fiscal Year 2015-16 Thomas Roads Improvement Fund 47.42%

Transportation Utility Road Fund Development Fund 3.23% 9.01% 266

Sewer Enterprise Fund County Fund/Local TRIP 4.32% Match Fund 16.03%

Refuse Collection Fund 0.30% Agricultural Water Fund 0.07% Park Improvement Fund 2.20% Community Gas Tax Fund Development Block 5.93% Grant General Aviation Fund 1.16% 0.04% Federal Transportation Equipment Capital Outlay Fund Fund Management Fund Domestic Water Fund 5.00% 3.95% 0.06% 1.28% Funding Code Key

Code Funding Source Description Source Fund

CDBG Community Development Block Grant Federal 111 FTF Federal Transportation Fund Federal 121 TRIP Thomas Roads Improvement Program Federal/State 124/125 GTF Gas Tax Fund State 151 COF Capital Outlay Fund Local 311 URF Utility Road Fund Local 316 PIF Park Improvement Fund Local 321 COFLT County Fund/Local TRIP Match Fund Local 314/315 TDF Transportation Development Fund Local 331/335 SEF Sewer Enterprise Funds Local 411/412 RCF Refuse Collection Fund Local 421 AWF Agricultural Water Fund Local 431 DWF Domestic Water Fund Local 441 GAF General Aviation Fund Local 451 EMF Equipment Management Fund Local 511

267 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2015-2020 SUMMARY BY DEPARTMENT

Department FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Total

Rabobank Arena/Convention Center $ 70,000 $ - $ - $ - $ - $ 70,000 Fire - 605,000 500,000 275,000 155,000 1 ,535,000 Public Works 146,978,825 16,855,000 239,819,000 61,437,200 14,955,000 480,045,025 Recreation and Parks 3,781,000 - - - - 3,781,000 Water Resources 2,050,000 1,800,000 1,700,000 1,700,000 1,810,000 9,060,000

268 Total $ 152,879,825 $ 19,260,000 $ 242, 019,000 $ 63,412,200 $ 16, 920,000 $ 494,491,025 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2015-2020 FUNDING SUMMARY

Source Fund Funding Source Description FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Total

CDBG 111 Community Development Block Grant $ 1,771,132 $ - $ - $ - $ - $ 1,771, 132 FTF 121 Federal Transportation Fund 6,044,601 - - - - 6,044,601 TRIP 124/125 Thomas Roads Improvement Fund 72,500,871 - - - - 72,500,871 GTF 151 Gas Tax Fund 9,059,578 5,560, 000 - - - 14,619,578 COF 311 Capital Outlay Fund 7,643,799 2,766, 000 1,030, 000 625,000 505,000 12,569, 799 COFLT 314/315 County Fund/Local TRIP Match Fund 24,500,000 33,001, 000 57,501, 000 URF 316 Utility Road Fund 4,937,646 - - - - 4,937,646 PIF 321 Park Improvement Fund 3,361,000 - - - - 3,361,000 269 TDF 331/335 Transportation Development Fund 13,799,798 4,704, 000 204,683, 000 60,482, 200 - 283,668,998 SEF 411/412 Sewer Enterprise Fund 6,609,900 4,225, 000 1,550, 000 550,000 14,550, 000 27,484, 900 RCF 421 Refuse Collection Fund 455,000 150,000 - - - 605,000 AWF 431 Agricultural Water Fund 100,000 100,000 100,000 100,000 60,000 460,000 DWF 441 Domestic Water Fund 1,950,000 1,700, 000 1,600, 000 1,600, 000 1,750, 000 8,600, 000 GAF 451 General Aviation Fund 55,000 55,000 55,000 55,000 55,000 275,000 EMF 511 Equipment Management Fund 91,500 - - - - 91,500

Total $ 152,879,825 $ 19,260,000 $ 242,019, 000 $ 63,412, 200 $ 16,920, 000 $ 494,491,025 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT RABOBANK ARENA / CONVENTION CENTER

Proj. Project Title Ward Source Fund FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Total

P6C223 CC MEETING RM REFURB 2 COF 311 $ 50,000 $ - $ - $ - $ - $ 50,000 P6C224 CC OFFICE IMPROVEMENTS 2 COF 311 20,000 - - - - 20,000

Total $ 70,000 $ - $ - $ - $ - $ 70,000 270 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT FIRE

Proj. Project Title Ward Source Fund FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Total

Current Year Proposed Projects: P0H103 FS3 KITCHEN REHAB 1 COF 311 $ - $ - $ - $ 75,000 $ 75,000 P0H109 FS9 KITCHEN REHAB 5 COF 311 - - - 80,000 80,000 P7H101 FS1 REPLACE PARKG ASPHALT 2 COF 311 - 250,000 - - - 250,000 P7H102 FS9 REPLACE PRKG ASPHALT 5 COF 311 - 175,000 - - - 175,000 P7H103 FS1,10,13 PAINT INTERIOR 2,3,6 COF 311 - 1 80,000 - - - 1 80,000 P8H101 FS2,3,4,6 PAINT APP BAYS 1,2 COF 311 - - 200,000 - - 200,000 P8H103 FS7,9,11,13 PAINT APP BAY 2,5,6 COF 311 - - 200,000 - - 200,000 P8H109 FS3 REPLACE ASPHALT PRKG 1 COF 311 - - 100,000 - - 100,000

271 P9H101 FS1 KITCHEN REHAB 2 COF 311 - - - 1 15,000 - 1 15,000 P9H109 FS9 RESTROOM REHAB 5 COF 311 - - - 160,000 - 160,000

Total Current Year Proposed Projects $ - $ 605,000 $ 500,000 $ 275,000 $ 155,000 $ 1,535,000 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS (TRIP PROJECTS REPORTED UNDER SEPARATE SECTION)

Proj. Project Title Ward Source Fund FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Total

Current Year Proposed Projects:

T6K218 MADISON AREA C&G RECONST 1 CDBG 111 $ 300,000 $ - $ - $ - $ - $ 300,000 T6K219 E CALIFORNIA C&G RECONST 1 CDBG 111 365,272 - - - - 365,272 T6K220 UNION/BRUNDGE C&G RECONST 1 CDBG 111 605,860 - - - - 605,860 T6K221 OLEANDER C&G RECONSTR 2 CDBG 111 500,000 - - - - 500,000 T6K203 TR SIG INTERC STOCKDALE 4 ISTEA 121 448,847 - - - - 448,847 T6K204 TR SIG SNOW NORRIS INTERC 3 ISTEA 121 298,170 - - - - 298,170 T6K205 TR SIG SNOW JEWETTA INTER 4 ISTEA 121 223,538 - - - - 223,538 T6K207 FRANK WEST SCH ATP SR25 7 ISTEA 121 312,000 - - - - 312,000 272 T6K208 PAVEMENT REHAB ASHE RD 56 ISTEA 121 1,552,782 - - - - 1,552,782 T6K209 PAVEMENT REHAB BRUNDAGE 1 ISTEA 121 2,114,468 - - - - 2,114,468 T6K210 PAVEMENT REHAB WILSON RD 7 ISTEA 121 1,094,796 - - - - 1,094,796 P5K211 STLT WOOD POLE TEST/INSP VARIOUS COF 311 31,000 31,000 - - - 62,000 P5K215 REPL ICE CHLLR @ RABO FRR 2 COF 311 250,000 250,000 - - - 500,000 P6K206 REPLC AUTOSCOPE & VEH CAM VARIOUS COF 311 90,000 180,000 180,000 - - 450,000 P6K218 BKSFLD EAST MONUMENT SIGN COUNTY COF 311 110,000 - - - - 110,000 P6K220 CBACC-MISC IMP FRR 1 COF 311 30,000 50,000 50,000 50,000 50,000 230,000 P6K222 ARENA/CC MISC IMPROV FRR 2 COF 311 100,000 100,000 100,000 100,000 100,000 500,000 T6K200 RESURFACING STREETS DIV VARIOUS COF 311 5,000,000 - - - - 5,000,000 T6K201 ADA TRSTN MISC PROJ FRR VARIOUS COF 311 150,000 150,000 150,000 150,000 150,000 750,000 T6K203 TR SIG INTERC STOCKDALE 4 COF 311 58,153 - - - - 58,153 T6K204 TR SIG SNOW NORRIS INTERC 3 COF 311 62,230 - - - - 62,230 T6K205 TR SIG SNOW JEWETTA INTER 4 COF 311 49,162 - - - - 49,162 T6K208 PAVEMENT REHAB ASHE RD 56 COF 311 312,218 - - - - 312,218 T6K209 PAVEMENT REHAB BRUNDAGE 1 COF 311 413,832 - - - - 413,832 T6K210 PAVEMENT REHAB WILSON RD 7 COF 311 220,204 - - - - 220,204 T6K211 BRIDGE DECK IMPR VARIOUS 2, 4, 5 COF 311 200,000 - - - - 200,000 T6K222 FLASHING BEACON LIBERTY H 4 COF 311 77,000 - - - - 77,000 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS (TRIP PROJECTS REPORTED UNDER SEPARATE SECTION)

Proj. Project Title Ward Source Fund FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Total

Current Year Proposed Projects (Continued):

T5K212 ST IMP PANAMA: GSFRD/CACT 6 TDF 331 $ 953,000 $ - $ - $ - $ - $ 953,000 T6K213 ST IMPROV HOSKING: E/H ST 7 TDF 331 87,900 - - - - 87,900 T6K214 ST IMPROV WIBLE RD: S/HOS 7 TDF 331 116,900 - - - - 116,900 T6K217 ST IMPROV MCCUTCHEN: E/AS 6 TDF 331 244,670 - - - - 244,670 E6K201 OPER & ENERGY CONSERVATIO 1, 6 SEF 411 1,000,000 1,000,000 - - - 2,000,000 E6K202 REHAB TRICKLING PUMP STAT 1 SEF 411 200,000 - - - 200,000

273 E6K203 WWTP MISC IMPROVEMENTS 1, 6 SEF 411 275,000 275,000 275,000 275,000 275,000 1,375,000 E6K204 SECONDARY EFFL REUSE PROJ 1 SEF 411 400,000 - - - - 400,000 E6K209 SEWER LIFT REHAB 2 SITES 37 SEF 411 534,000 - - - - 534,000 E6K210 STM IMP: MONITOR AT PACHE 1 SEF 411 85,000 - - - - 85,000 E5K201 SEWER LIFT & STRM PMP STA VARIOUS SEF 412 1,000,000 1,000,000 1,000,000 - - 3,000,000 E6K201 OPER & ENERGY CONSERVATIO 1, 6 SEF 412 1,500,000 1,500,000 - - - 3,000,000 E6K203 WWTP MISC IMPROVEMENTS 1, 6 SEF 412 275,000 275,000 275,000 275,000 275,000 1,375,000 E6K205 CONSULTANT STUDY FOR H2S 6 SEF 412 150,000 - - - - 150,000 E6K206 REHAB AERATION BASIN 6 SEF 412 100,000 - - - - 100,000 E6K207 ODOR CONTROL BLOWER REHAB 6 SEF 412 100,000 - - - - 100,000 E6K208 HANDRAIL IMPROVEMENTS DAF 6 SEF 412 50,000 - - - - 50,000 E6K209 SEWER LIFT REHAB 2 SITES 37 SEF 412 100,000 - - - - 100,000 E6K211 STINE ROAD SEWER IMPROV 6 SEF 412 58,900 - - - - 58,900 E6K212 SEWER LIFT REHAB WHITE/BV 5 SEF 412 782,000 - - - - 782,000 P6K200 MODULAR BLDG REPLACEMENT 1 RCF 421 380,000 - - - - 380,000 Q6K200 FALL PROTECTION SYSTEM 1 RCF 421 75,000 - - - - 75,000 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 P6K209 FIRE ALARM SYS @ FLEET 2 EMF 511 36,000 - - - - 36,000 P6K210 FIRE ALARM SYS @ TELE/COM 2 EMF 511 20,500 - - - - 20,500 P6K219 REPL OVERHD DOORS BLD-D 2 EMF 511 35,000 - - - - 35,000

Total Current Year Proposed Projects $ 23,583,402 $ 4,866,000 $ 2,085,000 $ 905,000 $ 905,000 $ 32,344,402 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS (TRIP PROJECTS REPORTED UNDER SEPARATE SECTION)

Proj. Project Title Ward Source Fund FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Total

Future Year Proposed Projects:

TZK228 PVMT REH BRUND MTVR OSWEL 1 GTF 151 $ - $ 3,600,000 $ - $ - $ - $ 3,600,000 TZK231 PVT RHB STKDL-RNF TO ALLE 4 GTF 151 - 1,960,000 - - - 1,960,000 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 REPLCE HVAC @ CHN 2 COF 311 - 420,000 - - - 420,000 P1K203 RECOAT CHN VISITOR PARKNG 2 COF 311 - 40,000 - - - 40,000

274 P6K208 REPL HVAC CRP YD BLDG A 2 COF 311 - 170,000 - - - 170,000 TZK248 DOWNTOWN LITES 19TH/EYE 2 COF 311 - 100,000 - - - 100,000 T6K202 SIG MOD MISCELLANEOUS VARIOUS COF 311 - 50,000 50,000 50,000 50,000 200,000 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 T5K214 ST IMP HOSKING/MON/UNION 1 TDF 331 - 591,000 - - - 591,000 T6K212 ST IMPR WIBLE: HOSK-BRKSH 7 TDF 331 - 1,321,000 - - - 1,321,000 T7K115 STREET IMPROV STINE ROAD 6, 7 TDF 331 - 1,060,000 - - - EZK216 COGEN GAS BLENDING TRAIN 6 SEF 412 - 175,000 - - - 175,000

Total Future Year Proposed Projects $ - $ 11,839,000 $ 50,000 $ 50,000 $ 50,000 $ 5,369,000

Total Current & Future Year Proposed Projects $ 23,583,402 $ 16,705,000 $ 2,135,000 $ 955,000 $ 955,000 $ 37,713,402 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS: TRIP

Proj. Project Title Ward Source Fund FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Total

Current Year Proposed Projects: TRRH37 24TH ST IMPROVE - CONST 2 TRIP 124 $ 7,620,850 $ - $ - $ - $ - $ 7,620,850 TRCC13 CENTENNIAL CORR-DESIGN P2 2 TRIP 125 4,073,809 - - - - 4,073,809 TRCC15 CENTENNIAL CORR UTILITIES 2 TRIP 125 20,020,000 - - - - 2 0,020,000 TRCC17 CENTENNIAL CORR - CONST 2 TRIP 125 40,786,212 - - - - 4 0,786,212 TRBI17 BELTWAY OP IMP - CONST 2 GTF 151 653,428 - - - - 653,428 TRCC17 CENTENNIAL CORR - CONST 2 GTF 151 3,975,000 - - - - 3,975,000 TRRH37 24TH ST IMPROVE - CONST 2 GTF 151 3,454,650 - - - - 3,454,650 TRWP77 WSP OPERATIONAL IMPRMNT 2 GTF 151 976,500 - - - - 9 76,500 275 TRRH37 24TH ST IMPROVE - CONST 2 COFLT 314 24,500,000 - - - - 24,500,000 TRRH34 24TH ST IMPROVE - ROW 2 URF 316 547,646 - - - - 547,646 TRWP84 TRUXTUN AVE WIDENING-ROW 2 URF 316 750,000 - - - - 750,000 TRWP87 TRUXTUN WIDENING - CONST 2 URF 316 3,200,000 - - - - 3 ,200,000 TRWP97 PG&E RETAINING WALL @ WSP 2 URF 316 250,000 - - - - 250,000 TSHP17 SUMP HABITAT PLAN ALL URF 316 190,000 - - - - 1 90,000 TRCC17 CENTENNIAL CORR - CONST 2 TDF 335 12,397,328 - - - - 1 2,397,328

Total Current Year Proposed Projects $ 123,395,423 $ - $ - $ - $ - $ 123,395,423

Future Year Proposed Projects: TRCC19 CENTENNIAL CORR-CONST P2 2 COFLT 315 - - 33,001,000 - - 33,001,000 TRCC19 CENTENNIAL CORR-CONST P2 2 TDF 335 - - 204,683,000 - - TRCC37 HAGEMAN FLYOVER CONST 3 TDF 335 - - - 60,482,200 -

Total Future Year Proposed Projects $ - $ - $ 237,684,000 $ 60,482,200 $ - $ 33,001,000

Total Current & Future Year Proposed Projects $ 123,395,423 $ - $ 237,684,000 $ 60,482,200 $ - $ 156,396,423 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT Recreation and Parks

Proj. Project Title Ward Source Fund FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Total

Current Year Proposed Projects: P6C215 BILL PARK PLGRN REHAB 4 COF 311 $ 375,000 $ - $ - $ - $ - 375,000 P6C217 MCM CHEMICAL STATION 2 COF 311 45,000 - - - - 45,000 P4C131 SPORTS VILLAGE PHASE III 6 PIF 321 1,700,000 - - - - 1,700,000 P4C132 MESA MARIN PHASE II 3 PIF 321 750,000 - - - 750,000 P5C122 MCMURTREY SLIDE REHAB 2 PIF 321 570,000 - - - - 5 70,000 P6C216 CORAL KEYS PLGRND REHAB 6 PIF 321 341,000 - - - - 3 41,000

Total Current Year Proposed Projects $ 3,781,000 $ - $ - $ - $ - $ 3,781,000 276 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT WATER RESOURCES

Proj. Project Title Ward Source Fund FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Total

E6J002 CANAL/STORM DRAIN FENCING Various AWF 431 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 300,000 E1J102 WELLHEAD FACIL UPGRADES 4,6 DWF 431 300,000 300,000 300,000 300,000 300,000 1,500,000 P6J001 ROAD BASE Various AWF 441 40,000 40,000 40,000 40,000 160,000 E2J202 WELL COLUMN EXTENSIONS 4,5,6 DWF 441 200,000 100,000 300,000 E5J102 PUMP STATION UPGRADES 4,6 DWF 441 400,000 250,000 250,000 250,000 400,000 1,550,000 E6J007 WATER MAIN EXTENSIONS 4,5,6 DWF 441 450,000 450,000 450,000 450,000 450,000 2,250,000 E9J102 SERV CONNECTION REPL PROG 4,5,6 DWF 441 600,000 600,000 600,000 600,000 600,000 3,000,000

Total $ 2,050,000 $ 1,800,000 $ 1,700,000 $ 1,700,000 $ 1,810,000 $ 9,060,000 277 THIS PAGE INTENTIONALLY LEFT BLANK

278 APPENDICES REMOVE THIS PAGE Appendices

This section includes the City’s financial policies, including the investment policy, the budget amendment process, basis of accounting and budgeting, and the budget calendar. The schedules in this section offer demographic and economic indicators to help the reader understand the environment and how the information in the City’s budget relates to the services the City provides and the activities it performs.

CONTENTS City Council Ward Boundaries Map 280 Miscellaneous Statistics 281 Miscellaneous Statistics Graphs 282 Personnel Complement by Division 284 Salary Schedule 286 City Budget Process 296 Budget Calendar 297 Operating Budget 298 Basis of Accounting and Budgeting 299 Investment Policy 301 Budget Amendment Process 302

279 ?x

E IT JAMES RD N A R G S CHERRYAVE ?Ã SACO RD RD TAIN BEECHAVE PETROL RD UN PETROL RD E PETROL RD O M QUINN RD D ?x N U SEVENTH STANDARD RD ME O D RL R

R E DRIVER RD HA GG R ARD DR P E E MA K N G O R A R E S S Z U

BAKER RD S T ?Ã R ETCHART RD D W DAY AVE DAY AVE BOUGHTON DR SANTA FE WAY GOLDEN STATE HWY

VERDUGO LN SNOW RD RUDDAVE KERN RIVER SNOW RD W A R D 3 LAKE MING RD

SUPERIOR RD

SHANE ST CHINA GRADE LOOP

AIRPORTDR

MC CRAY ST W A R D 4 KRATZMEYER RD NORRIS RD NORRIS RD CHERRYAVE

QUAILCREEK RD

P KNUDSEN DR NCHESTER AVE O SULLIVAN RD O MANO RST L Ag REINA RD DECATUR ST OLIVE DR E V D PA N RENFRO RD ORAM A

COFFEE RD D E LN A R PALADINO DR SUPERIOR RD G R ALLEN RD S A MO HAWK ST VICTOR ST T A G M ER CHIN ROBERTS LN E R OB DR E A MA A D R D JEWETTAAVE A RAM NORIEGA RD OW OLD FARMRD OR O NORIEGA RD S N AN R RD R A P NORIEGA RD P D CALLOWAYDR I V P S E UNIVERSITY AVE MASTERSONST RUDDAVE KERN RIVER A R N L L L O I A RAMA DR H

PATTON PATTON WAY

K HALEY ST Y CHESTER AVE IT E RD E VINELANDRD C G

S OILDALES DR D S I HAGEMAN RD R

RIVERBLVD

D MO RNINGDR N R W COLUMBUS ST E

BEECHAVE A} K COLUMBUS ST AUBURN ST BR E C VERDUGO LN MEANY AVE ALTA VISTA DR ALTA

FRUITVALEAVE

STANDARDST Ag MEACHAM RD MEACHAM RD E MEACHAM RD V ND K

DOWNING AVE MTVERNON AVE A N JEWETTA AVE A HL O WEGISAVE 34TH ST HIG LLS C T BERNARD ST DR H VINELAND RD A C SE AVE E m GRANITE FALLS DR UNIONAVE L ? L I

SIDDING RD S

NORDAVE

Q STQ

BUCKOWENS BLVD LANDCO DR N

BRAE BURN DR ?m F ST FLOWER ST COLLEGE AVE COLLEGE AVE

HEATH RD

DRIVER RD

S HALEY ST

OSWELLST PALM AVE K 21ST ST PALM AVE RUDDAVE BEALEAVE PALM AVE H ST MO RNINGDR

JENKINS RD PALM AVE VERDUGO LN W W A R D 2 SUMNER ST S A BAKER ST RENFRO RD H NILES ST AL H A NE AVE GREELEYRD O TRUXTUN AVE TRUXTUN AVE

CHESTERAVE

OLD FARMRD

M EDISON HWY BRIMHALL RD ALLENRD BRIMHALL RD BRIMHALL RD CALIFORNIA AVE E E CALIFO RNIA AVE PIONEER DR PIONEER DR

A ?Ã BRENTWOOD DR

SUPERIOR RD

MONICAST JOHNSON RD T E

JOHNSON RD VERDUGO LN

W FAIRFAX RD OAKST PALM ST E 4TH ST E 4TH ST VIRGINIA AVE MILLS DR BRECKENRIDGE RD J EDISON HWY

A ST A

P STP

REALRD WEGISAVE KERN RIVER

QUANTICO AVE

DRIVER RD

STO CKDALE HWY COMANCHEDR

WASHINGTON ST

ROMANINIRD STERLINGRD

VINELANDRD

MONTCLAIR ST OAKST

GREELEYRD

JENKINS RD BRUNDAGE LN KINGS ST N EL RIODR A} E BRUNDAGE LN EDISONRD ?m

S PS ST HUGHES LN

S S RENFRORD E BELLE TERRACE BELLE TERRACE E BELLE TERRACE ZEPHYR LN KERRNITA RD

CAMINO MEDIA MADISONST RIVER RUN BLVDDEER PEAK DR HS ST

NEWSTINE RD STINE RD

S S OSWELLST ?ÿ MING AVE CASA LOMA DR REDBANK RD REDBANK RD REDBANK RD

S REALS RD S CHESTER AVE VE S A GR KE AND L A WILSON RD D EL PORTAL DR WATTS DR S MTVERNON AVE E WILSON RD E WILSON RD S ALLENS RD C L V H B SCARLET OAKBLVD LF MOON R A DR A MBE D H V N L S COMANCHE DR B ?m MUNZER RD N O E L L Y R 280 LAUREL G S S M H D PLANZ RD PI A N E PLANZ RD TEJONHWY A DR LF O MULLER RD M O

A R K

S S VINELANDRD

LILY LILY DR WHITE LN V

HUGHES LN

W A R D 1 HARMONRD I E WHITE LN E E WHITE LN E WHITE LN W BOLTHOUSE DR D R DISTRICT BLVD

PACHECO RD E PACHECO RD S OSWELLST HERMOSA RD

W A R D 6 AKERSRD MOUNTAIN VISTA DR ?m PENSINGER RD HARRIS RD FAIRVIEW RD E FAIRVIEW RD E FAIRVIEW RD

S S EDISONRD W A R D 5 SPARKS ST

PANAMA LN S HST RELIANCE DR

MONITOR ST E PANAMA LN

BUENAVISTA RD

WIBLERD BERKSHIRE RD ?Ã BERKSHIRE RD BERKSHIRE RD KAM AVE BERKSHIRE RD E BERKSHIRE RD

MC CUTCHEN RD HOSKING AVE HOSKING AVE E HOSKING AVE COTTONWOOD RD MO UNTAIN VIEW RD !"$^ ALLEN S RD WARDS WARD 4 - Bob Smith

MOUNTAIN RIDGEDR S FAIRFAXRD

MC KEE RD MC KEE RD S UNIONAVE

HYLTON LN

GREEN RD WARD 1 - Willie Rivera

SHANNONDR

HUGHES LN WARD 5 - Harold Hanson

W A R D 7 ADOBERD TAFT HWY BRUNOST PANAMA RD AÑ D WARD 2 - Terry Maxwell R WARD 6 - Jacquie Sullivan

ROMERO RD W CURNOW RD V E E CURNOW RD HALL RD WARD 3 - Ken Weir H WARD 7 - Chris Parlier

VAN VAN HORNRD

ENGLE RD ENGLE RD DI GIORGIO RD ROADS

MAY MAY ST COBB RD COBB RD HIGHWAY LAMB AVE Ü ARTERIAL PROGRESS RD HOUGHTON RD BUENA VISTA BLVD 0 0.5 1 2 Miles

ASHE RD

STINE RD

GOSFORD RD

COSTAJORD

OLD RIVERRD

LINDSAY RD EBERLERD

S S VINELANDRD

S S HST 01/05/152/10/2011 TAH SHAFTER RD SHAFTER RD SHAFTER RD E SHAFTER RD SUNSET BLVD

ADOBERD

PROGRESS RD CUDADR BEAR MOUNTAIN BLVD A© WILDMAN RD CITY OF BAKERSFIELD www.bakersfieldgis.us Prepared by the City of Bakersfield, CA Geographical Information Service 2015 WARDS division of Management Information Services. The City of Bakersfield makes no warranty, representation, or guarantee regarding the accuracy of this map. This map is intended for display purposes only and does not replace official recorded documents. R:\User_Projects\A-GIS\BASIC_MAPS\WardMaps\2015\WardS_8x11 CITY OF BAKERSFIELD MISCELLANEOUS STATISTICS

DATE OF INCORPORATION 1898

CHARTER ADOPTED 1915

FORM OF GOVERNMENT COUNCIL-MANAGER

POPULATION (2014) 367, 315

CITY EMPLOYEES/1,000 4.18

AREA (2014) 150.13 sq. mi.

MILES OF STREETS (2014) 1,258

NUMBER OF TRAFFIC SIGNALS (2014) 413

MILES OF SANITARY SEWERS (2014) 1,071

NUMBER OF PARKS AND ACREAGE (2014) 59 PARKS (568 ac.)

Prepared by the City Manager’s Office

281 CITY OF BAKERSFIELD FISCAL YEAR 2015-16

City Square Miles

175 143.6 144.58 149.89 150 150.13 150 125 100 75 50 25

SquareMiles 0 2010 2011 2012 2013 2014 End of Calendar Year

Annual Population Growth

367,315 400,000 347,483 351,443 354,480 360,633 350,000 300,000 250,000 200,000 150,000

Population 100,000 50,000 2010 2011 2012 2013 2014 End of Calendar Year

City Employees per 1,000 Population

6 5 4.15 4.10 4.16 4.15 4.18 4 3 2 1 Employees 0 2010 2011 2012 2013 2014 End of Calendar Year

282 CITY OF BAKERSFIELD FISCAL YEAR 2015-16

Total Miles of Sewer Lines

1400 1,061 1,061 1,071 1200 1,060 1,061 1000 800 600 400 Sewer Lines Sewer 200 2010 2011 2012 2013 2014 End of Calendar Year

Total Traffic Signals

450 395 403 413 400 361 366 350 300 250 200 Signals 150 100 50 2010 2011 2012 2013 2014 End of Calendar Year

City Street Miles

1,400 1,245 1,249 1,252 1,255 1,258 1,200 1,000 800 600 Street Miles Street 400 2010 2011 2012 2013 2014 End of Calendar Year

283 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 PERSONNEL COMPLEMENT BY DIVISION

Authorized Authorized Authorized Authorized Change Proposed Division FY 2011-12 FY 2012-13 FY 2013-14 FY 14-15* FY 15-16 FY 2015-16

Mayor 1.00 1.00 1.00 1.00 0.00 1.00 Total Legislative 1.00 1.00 1.00 1.00 0.00 1.00 City Manager 6.00 6.00 7.00 7.00 0.00 7.00 City Clerk 7.00 8.00 8.00 8.00 0.00 8.00 Human Resources 9.00 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 (a) 30.00 30.00 30.00 31.00 7.00 38.00 Total Executive 55.00 57.00 58.00 59.00 7.00 66.00 Administration 5.00 5.00 5.00 5.00 0.00 5.00 Accounting and Reporting 14.00 15.00 15.00 15.00 0.00 15.00

284 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 31.00 32.00 32.00 32.00 0.00 32.00 Legal Counsel 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 117.00 124.00 130.00 132.00 0.00 132.00 Operations 280.00 293.00 296.00 314.00 0.00 314.00 Investigations 84.00 90.00 92.00 96.00 0.00 96.00 Animal Control 5.00 10.00 10.00 9.00 0.00 9.00 Total Police Services 486.00 517.00 528.00 551.00 0.00 551.00 Administration 8.00 8.00 9.00 9.00 0.00 9.00 Fire Safety 14.00 14.00 15.00 16.00 0.00 16.00 Fire Suppression 173.00 174.00 174.00 174.00 0.00 174.00 Total Fire Services 195.00 196.00 198.00 199.00 0.00 199.00 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 PERSONNEL COMPLEMENT BY DIVISION

Authorized Authorized Authorized Authorized Change Proposed Division FY 2011-12 FY 2012-13 FY 2013-14 FY 14-15* FY 15-16 FY 2015-16

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 45.00 44.00 44.00 48.00 0.00 48.00 General Services 69.00 71.00 72.00 73.00 0.00 73.00 Streets 89.00 91.00 93.00 93.00 0.00 93.00 Equipment (a) 53.00 55.00 55.00 56.00 (8.00) 48.00 Wastewater 37.00 37.00 38.00 40.00 0.00 40.00 Solid Waste 102.00 103.00 106.00 107.00 0.00 107.00 Total Public Works 409.00 415.00 422.00 431.00 (8.00) 423.00 Agricultural Water 23.00 23.00 23.00 23.00 0.00 23.00 Domestic Water 5.00 5.00 5.00 5.00 0.00 5.00 285 Total Water Resources 28.00 28.00 28.00 28.00 0.00 28.00 Rabobank Arena (b) 4.00 4.00 4.00 4.00 0.00 4.00 Convention & Visitors Bureau 4.00 4.00 4.00 4.00 0.00 4.00 Total Rabobank Arena/CVB 8.00 8.00 8.00 8.00 0.00 8.00 Administration 10.00 10.00 9.00 9.00 0.00 9.00 Parks 126.00 128.00 128.00 128.00 0.00 128.00 Recreation 11.00 11.00 12.00 13.00 0.00 13.00 Total Recreation & Parks 147.00 149.00 149.00 150.00 0.00 150.00 Planning 34.00 26.00 24.00 24.00 0.00 24.00 Building 38.00 35.00 37.00 41.00 0.00 41.00 Community Development 72.00 61.00 61.00 65.00 0.00 65.00

Total Personnel 1,442.00 1,474.00 1,495.00 1,534.00 (1.00) 1,533.00 Notes: (*) Includes mid year changes to Police, Community Develoment and Public Works Departments (a) Increase in the Executive Department is due to merger of Information Technology and Telecommunications staff. Corresepdonding reduction is reflected in Public Works Department. (b) Remaining City employees that did not become employees of AEG CITY OF BAKERSFIELD FISCAL YEAR 2015-16 SALARY SCHEDULE

Position # Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 OT 26030 ACCOUNTANT I 180 23.148 24.307 25.529 26.801 28.142 A 26039 ACCOUNTANT I - TEMP 780 23.034 A 57950 ACCOUNTANT II G23 29.884 31.38 32.954 34.601 36.327 C 26050 ACCOUNTING CLERK I 30 15.823 16.612 17.446 18.321 19.233 A 26059 ACCOUNTING CLERK I - TEMP 735 15.745 A 26060 ACCOUNTING CLERK II 55 17.485 18.36 19.282 20.242 21.257 A 26070 ACCOUNTING CLERK II - CGCC 55 17.485 18.36 19.282 20.242 21.257 A 26069 ACCOUNTING CLERK II - TEMP 745 17.399 A 57960 ACCOUNTING SUPERVISOR G45 35.448 37.22 39.084 41.039 43.094 C 28010 ADMINISTRATIVE AIDE 180 23.148 24.307 25.529 26.801 28.142 A 26040 ADMINISTRATIVE ANALYST I 235 25.639 26.921 28.258 29.667 31.158 A 26049 ADMINISTRATIVE ANALYST I-TEMP 787 25.513 A 26110 ADMINISTRATIVE ANALYST II 285 27.425 28.817 30.275 31.814 33.419 A 56130 ADMINISTRATIVE ANALYST III G30 32.137 33.744 35.433 37.204 39.063 C 89320 ADMINISTRATIVE ANALYST III M04 32.137 33.744 35.433 37.204 39.063 D 22010 ADMINISTRATIVE ASSISTANT I 180 23.148 24.307 25.529 26.801 28.142 A 22019 ADMINISTRATIVE ASSISTANT I-TEM 780 23.034 A 22020 ADMINISTRATIVE ASSISTANT II 215 24.809 26.055 27.353 28.719 30.155 A 26430 ADMINISTRATIVE TECHNICIAN 215 24.809 26.055 27.353 28.719 30.155 A 14140 AIR CONDITIONING TECH I 200 23.606 24.793 26.031 27.337 28.71 A 17570 AIR CONDITIONING TECH II 230 25.313 26.578 27.911 29.297 30.762 A 59020 AIRPORT SUPERVISOR G30 32.137 33.744 35.433 37.204 39.063 C 27200 ANIMAL CONTROL OFFICER 10 14.432 15.151 15.907 16.706 17.547 A 27209 ANIMAL CONTROL OFFICER - TEMP 860 14.361 A 57180 ANIMAL CONTROL SUPERVISOR G30 32.137 33.744 35.433 37.204 39.063 C 57130 APPLICATIONS SYSTEMS SUPV G38 34.284 35.996 37.797 39.691 41.676 C 90539 AQUATICS COORDINATOR - TEMP 972 13.13 13.635 A 14210 AQUATICS MAINTENANCE TECH 201 23.615 24.803 26.032 27.34 28.703 A 90499 AQUATICS SPECIALIST I - TEMP 943 8.333 A 90489 AQUATICS SPECIALIST II - TEMP 951 9.595 A 88330 ASSISTANT BUILDING DIRECTOR M33 49.268 51.736 54.318 57.036 59.891 D 88090 ASSISTANT CITY ATTORNEY M60 57.642 60.527 63.555 66.735 70.072 D 57440 ASSISTANT CITY CLERK G25 30.25 31.764 33.351 35.023 36.774 C 89120 ASSISTANT CITY MANAGER M60 57.642 60.527 63.555 66.735 70.072 D 88070 ASSISTANT FINANCE DIRECTOR M24 45.109 47.363 49.735 52.22 54.829 D 88120 ASSISTANT FIRE CHIEF M45 55.622 58.412 61.327 64.39 67.619 D 88122 ASSISTANT FIRE CHIEF-SUPPRESS M03 39.731 41.718 43.803 45.997 48.293 D 25049 ASSISTANT PLANNER - TEMP 787 25.513 A 88320 ASSISTANT PLANNING DIRECTOR M24 45.109 47.363 49.735 52.22 54.829 D 88520 ASSISTANT POLICE CHIEF M66 62.211 65.324 68.593 72.023 75.628 D 90119 ASSISTANT POOL MANAGER 954 10.605 11.11 A 57150 ASSISTANT SUPERINTENDENT G45 35.448 37.22 39.084 41.039 43.094 C 89330 ASSISTANT TO THE CITY MANAGER M12 43.29 45.456 47.729 50.116 52.623 D 88250 ASSOCIATE ATTORNEY M02 32.215 33.832 35.523 37.299 39.168 D 27069 ASSOCIATE PLANNER - TEMP 798 32.056 A 25040 ASSOCIATE PLANNER I 235 25.639 26.921 28.258 29.667 31.158 A 27060 ASSOCIATE PLANNER II 360 32.215 33.832 35.523 37.299 39.168 A 27070 ASSOCIATE PLANNER-COMM DEV 360 32.215 33.832 35.523 37.299 39.168 A 27240 ASST CODE ENFORCEMENT OFFICER 60 18.786 19.726 20.716 21.755 22.842 A 89900 ASST DIR OF INFORMATION TECH M06 39.27 41.23 43.29 45.461 47.731 D 88900 ASST DIRECTOR REC & PARKS M29 47.808 50.196 52.707 55.342 58.112 D 88050 ASST PUBLIC WORKS DIRECTOR M54 56.787 59.626 62.61 65.743 69.03 D 90049 ASST SITE MANAGER I - TEMP 901 10.1 A

286 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 SALARY SCHEDULE

Position # Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 OT 90039 ASST SITE MANAGER II - TEMP 956 10.605 A 87890 ASST TO THE PUBLIC WORKS DIR M06 39.27 41.23 43.29 45.461 47.731 D 27360 AUDIO VISUAL SPECIALIST 150 22.458 23.593 24.758 25.997 27.299 A 13088 AUDITORIUM MAINTAINER I TEMP-T 710 11.134 A 13081 AUDITORIUM MAINTAINER I-T STEP 710 11.134 A 13089 AUDITORIUM MAINTAINER I-TEMP 735 15.745 A 13120 AUDITORIUM MAINTAINER II 50 17.369 18.23 19.139 20.09 21.101 A 57400 AUDITORIUM STAGE MANAGER G25 30.25 31.764 33.351 35.023 36.774 C 26470 BENEFITS TECHNICIAN 285 27.425 28.817 30.275 31.814 33.419 A 58620 BLDG INSP III - PLMBG & MECH G40 34.756 36.497 38.325 40.238 42.255 C 27140 BLDG INSPECTOR I 210 24.679 25.928 27.23 28.615 30.07 A 27149 BLDG INSPECTOR I - TEMP 782 24.557 A 27080 BLDG INSPECTOR II 265 27.145 28.508 29.93 31.43 32.996 A 27089 BLDG INSPECTOR II - TEMP 790 27.011 A 58600 BLDG INSPECTOR III G40 34.756 36.497 38.325 40.238 42.255 C 58610 BLDG INSPECTOR III - ELEC SPEC G40 34.756 36.497 38.325 40.238 42.255 C 57100 BOX OFFICE MANAGER - CGCC G15 27.39 28.762 30.201 31.717 33.297 C 57090 BOX OFFICE SUPERVISOR G15 27.39 28.762 30.201 31.717 33.297 C 89150 BUILDING DIRECTOR M48 53.513 56.187 59 61.95 65.048 D 58609 BUILDING INSPECTOR III - TEMP 610 34.584 C 13060 BUILDING MAINTAINER I 10 14.432 15.151 15.907 16.706 17.547 A 13069 BUILDING MAINTAINER I - TEMP 727 12.759 A 13061 BUILDING MAINTAINER I T-STEP 705 10.151 A 13068 BUILDING MAINTAINER I TEMP-T 705 10.151 A 13100 BUILDING MAINTAINER II 30 15.823 16.612 17.446 18.321 19.233 A 27169 BUILDING PERMIT TECH - TEMP 782 24.557 A 27160 BUILDING PERMIT TECHNICIAN 210 24.679 25.928 27.23 28.615 30.07 A 57880 BUSINESS MANAGER G45 35.448 37.22 39.084 41.039 43.094 C 27520 BUYER I 60 18.786 19.726 20.716 21.755 22.842 A 27540 BUYER II 180 23.148 24.307 25.529 26.801 28.142 A 88500 C V B MANAGER M18 43.356 45.529 47.807 50.194 52.709 D 13340 CANAL TENDER I 50 17.369 18.23 19.139 20.09 21.101 A 13341 CANAL TENDER I T STEP 715 13.549 A 13349 CANAL TENDER I TEMP 742 17.283 A 13348 CANAL TENDER I TEMP-T 715 13.549 A 13350 CANAL TENDER II 90 19.535 20.508 21.529 22.619 23.743 A 90069 CASHIER 900 9 A 26120 CASHIER-RECEPTIONIST 15 15.107 15.869 16.657 17.487 18.367 A 26129 CASHIER-RECEPTIONIST-TEMP 730 13.354 A 57270 CHIEF CODE ENFORCEMENT OFFICER G52 37.649 39.531 41.512 43.588 45.771 C 89200 CITY ATTORNEY M83 91.655 D 89250 CITY CLERK M09 42.069 44.172 46.381 48.7 51.138 D 89300 CITY MANAGER M89 123.095 D 89960 CITY TREASURER M09 42.069 44.172 46.381 48.7 51.138 D 58360 CIVIL ENGINEER III G60 40.684 42.719 44.858 47.104 49.456 C 58369 CIVIL ENGINEER III - TEMP 620 40.484 C 88380 CIVIL ENGINEER IV M42 51.248 53.809 56.504 59.327 62.296 D 90289 CLASS B DRIVER - TEMP 972 13.13 13.635 A 90239 CLERICAL AIDE/RECEPTIONIST 900 9 A 26180 CLERK STENO I 15 15.107 15.869 16.657 17.487 18.367 A 26210 CLERK STENO II 35 16.349 17.159 18.016 18.93 19.865 A 26220 CLERK TYPIST I 5 13.783 14.476 15.194 15.958 16.757 A 26221 CLERK TYPIST I - T-STEP 700 10.753 A

287 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 SALARY SCHEDULE

Position # Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 OT 26229 CLERK TYPIST I - TEMP 725 13.715 A 26228 CLERK TYPIST I - TEMP T-STEP 700 10.753 A 26230 CLERK TYPIST II 25 15.611 16.391 17.219 18.073 18.978 A 26239 CLERK TYPIST II - TEMP 732 15.534 A 27250 CODE ENFORCEMENT OFFR I 250 25.928 27.23 28.615 30.07 31.573 A 27259 CODE ENFORCEMENT OFFR I - TEMP 788 25.801 A 27260 CODE ENFORCEMENT OFFR II 295 28.508 29.93 31.43 33.005 34.655 A 27269 CODE ENFORCEMENT OFFR II - TEM 793 28.368 A 57260 CODE ENFORCEMENT OFFR III G40 34.756 36.497 38.325 40.238 42.255 C 89340 COMM DEVELOPMENT COORDINATOR G55 39.881 41.878 43.974 46.172 48.479 D 79950 COMMUNICATIONS CENTER SUPV N15 27.696 29.086 30.537 32.067 33.673 C 89940 COMMUNICATIONS COORDINATOR M08 41.23 43.29 45.456 47.729 50.116 D 57900 COMMUNICATIONS ENGINEER G45 35.448 37.22 39.084 41.039 43.094 C 79970 COMMUNICATIONS OPERATIONS SUPV N45 35.846 37.637 39.519 41.5 43.574 C 27379 COMMUNICATIONS TECH I - TEMP 782 24.557 A 27389 COMMUNICATIONS TECH II - TEMP 795 29.015 A 27370 COMMUNICATIONS TECHNICIAN I 210 24.679 25.928 27.23 28.615 30.07 A 27380 COMMUNICATIONS TECHNICIAN II 300 29.159 30.613 32.148 33.75 35.437 A 89460 COMMUNITY DEVELOPMENT DIRECTOR M71 62.693 65.83 69.121 72.579 76.209 D 25030 COMMUNITY DEVELOPMENT TECH 210 24.679 25.928 27.23 28.615 30.07 A 21509 COMMUNITY REL SPECIALIST-TEMP 761 19.625 A 21500 COMMUNITY RELATIONS SPECIALIST 92 19.723 20.714 21.75 22.845 23.977 A 89100 COMMUNITY SERVICES MANAGER M69 58.539 61.466 64.545 67.772 71.162 D 25200 COMPUTER DRAFTING TECH I 115 21.463 22.525 23.656 24.841 26.075 A 25209 COMPUTER DRAFTING TECH I-TEMP 770 21.358 A 25240 COMPUTER DRAFTING TECH II 225 25.153 26.407 27.729 29.119 30.572 A 25250 CONSTRUCTION INSPECTOR I 210 24.679 25.928 27.23 28.615 30.07 A 25259 CONSTRUCTION INSPECTOR I-TEMP 782 24.557 A 25260 CONSTRUCTION INSPECTOR II 295 28.508 29.93 31.43 33.005 34.655 A 88460 CONSTRUCTION SUPERINTENDENT M18 43.356 45.529 47.807 50.194 52.709 D 88030 CONVENTION CTR SUPERINTENDENT M18 43.356 45.529 47.807 50.194 52.709 D 99989 COUNCILMEMBER 987 101 A 21600 CRIME ANALYST 210 24.679 25.928 27.23 28.615 30.07 A 51440 CRIME PREVENTION SUPERVISOR G45 35.448 37.22 39.084 41.039 43.094 C 26170 DATA ENTRY CLERK 30 15.823 16.612 17.446 18.321 19.233 A 26179 DATA ENTRY CLERK - TEMP 735 15.745 A 88240 DEPUTY CITY ATTORNEY I M15 41.659 43.739 45.929 48.229 50.638 D 88260 DEPUTY CITY ATTORNEY I M39 50.262 52.781 55.424 58.193 61.107 D 88080 DEPUTY CITY ATTORNEY II M54 56.787 59.626 62.61 65.743 69.03 D 26350 DEPUTY CITY CLERK 70 19.214 20.176 21.186 22.244 23.348 A 88280 DEPUTY FIRE CHIEF M57 60.213 63.229 66.391 69.71 73.197 D 41040 DETECTIVE P25 32.177 33.801 35.518 37.319 39.202 A 41049 DETECTIVE - TEMP P25 32.177 33.801 35.518 37.319 39.202 A 25070 DEVELOPMENT ASSISTANT 235 25.639 26.921 28.258 29.667 31.158 A 25060 DEVELOPMENT ASSOCIATE 360 32.215 33.832 35.523 37.299 39.168 A 25069 DEVELOPMENT ASSOCIATE - TEMP 798 32.056 A 25020 DEVELOPMENT SPECIALIST 150 22.458 23.593 24.758 25.997 27.299 A 88200 DIR OF FIRE PREV/ENV SERVICES M18 43.356 45.529 47.807 50.194 52.709 D 89870 DIR OF INFORMATION TECHNOLOGY M42 51.248 53.809 56.504 59.327 62.296 D 58200 DIRECTOR OF ENVIRONMENTAL SVS G60 40.684 42.719 44.858 47.104 49.456 C 88040 DIRECTOR OF OPERATIONS - PARKS M18 43.356 45.529 47.807 50.194 52.709 D 89000 DIRECTOR RECREATION & PARKS M71 62.693 65.83 69.121 72.579 76.209 D 89360 ECONOMIC DEVELOPMENT DIRECTOR M71 62.693 65.83 69.121 72.579 76.209 D

288 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 SALARY SCHEDULE

Position # Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 OT 14139 ELECTRICAL ASSISTANT 871 14.471 A 14130 ELECTRICAL TECHNICIAN I 205 24.045 25.256 26.508 27.828 29.233 A 14100 ELECTRICAL TECHNICIAN II 263 27.08 28.422 29.847 31.342 32.905 A 25120 ENGINEER I 315 29.884 31.38 32.954 34.601 36.327 A 25129 ENGINEER I - TEMP 797 29.736 A 25150 ENGINEER II 375 34.369 36.085 37.891 39.791 41.774 A 25159 ENGINEER II - TEMP 799 34.2 A 58300 ENGINEER III - WASTEWATER G60 40.684 42.719 44.858 47.104 49.456 C 25180 ENGINEERING AIDE I 50 17.369 18.23 19.139 20.09 21.101 A 25189 ENGINEERING AIDE I - TEMP 742 17.283 A 25210 ENGINEERING AIDE II 90 19.535 20.508 21.529 22.619 23.743 A 25220 ENGINEERING AIDE III 115 21.463 22.525 23.656 24.841 26.075 A 88390 ENGINEERING SERVICES MANAGER M48 53.513 56.187 59 61.95 65.048 D 25270 ENGINEERING TECHNICIAN I 265 27.145 28.508 29.93 31.43 32.996 A 55300 ENGINEERING TECHNICIAN II G40 34.756 36.497 38.325 40.238 42.255 C 90359 EVENT ATTENDANT 960 13.533 A 57000 EVENTS SUPERVISOR G15 27.39 28.762 30.201 31.717 33.297 C 13500 FACILITY WORKER 10 14.432 15.151 15.907 16.706 17.547 A 13509 FACILITY WORKER - TEMP 860 14.361 A 13508 FACILITY WORKER - TEMP T 860 14.361 A 41260 FEMALE INVESTIGATOR I P10 27.802 29.204 30.679 32.232 33.863 A 41300 FEMALE INVESTIGATOR II P15 29.204 30.679 32.232 33.863 35.58 A 41150 FEMALE INVESTIGATOR III P20 30.526 32.073 33.695 35.403 37.195 A 89350 FINANCE DIRECTOR M71 62.693 65.83 69.121 72.579 76.209 D 26080 FINANCIAL INVESTIGATOR 70 19.214 20.176 21.186 22.244 23.348 A 68130 FIRE BATT CHIEF-DAYS F65 45.601 47.882 50.278 52.797 55.432 D 68132 FIRE BATT CHIEF-SUPPRESS F60 32.572 34.203 35.913 37.711 39.595 C 88130 FIRE BATTALION CHIEF - DAYS M21 41.844 43.936 46.139 48.449 50.863 D 88132 FIRE BATTALION CHIEF-SUPPRESS M01 29.885 31.384 32.953 34.605 36.332 D 67180 FIRE CAPTAIN - DAYS F55 36.4 38.242 40.169 42.201 44.34 A 67182 FIRE CAPTAIN - SUPPRESSION F50 25.999 27.324 28.688 30.154 31.678 A 89400 FIRE CHIEF M74 69.161 72.617 76.256 80.064 84.069 D 26260 FIRE DISPATCHER I 45 17.673 18.554 19.486 20.463 21.484 A 26269 FIRE DISPATCHER I - TEMP 740 17.586 A 26290 FIRE DISPATCHER II 76 19.619 20.607 21.636 22.718 23.853 A 26299 FIRE DISPATCHER II - TEMP 756 19.522 A 32150 FIRE ENGINEER - DAYS F30 30.463 32.016 33.624 35.33 37.127 A 32152 FIRE ENGINEER - SUPPRESSION F15 21.761 22.86 24.007 25.234 26.515 A 21479 FIRE INSPECTOR-TEMPORARY 135 22.211 23.324 24.488 25.716 26.999 A 68440 FIRE MARSHAL/TRAINING OFFICER F70 47.835 50.229 52.742 55.382 58.144 A 88440 FIRE MARSHAL/TRAINING OFFICER M36 43.893 46.087 48.399 50.821 53.357 D 27040 FIRE PLANS EXAMINER 325 30.907 32.47 34.114 35.848 37.654 A 21480 FIRE PREVENTION INSP/PETROLEUM 135 22.211 23.324 24.488 25.716 26.999 A 21470 FIRE PREVENTION/ENVIRON OFFR 250 25.928 27.23 28.615 30.07 31.573 A 32200 FIREFIGHTER - DAYS F25 27.314 28.705 30.161 31.686 33.293 A 32202 FIREFIGHTER - SUPPRESSION F10 19.717 20.708 21.761 22.858 24.007 A 32260 FIREFIGHTER TRAINEE - DAYS F01 18.543 A 32262 FIREFIGHTER TRAINEE - SUPPRESS F05 15.782 16.587 17.425 18.297 19.249 A 14330 FLEET MECHANIC I 110 21.433 22.507 23.624 24.809 26.055 A 14280 FLEET MECHANIC II 245 25.944 27.241 28.603 30.025 31.532 A 14300 FLEET MECHANIC III 260 26.921 28.278 29.715 31.212 32.796 A 14040 FLEET SERVICE WORKER I 50 17.369 18.23 19.139 20.09 21.101 A 14060 FLEET SERVICE WORKER I 50 17.369 18.23 19.139 20.09 21.101 A

289 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 SALARY SCHEDULE

Position # Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 OT 14069 FLEET SERVICE WORKER I - TEMP 742 17.283 A 14061 FLEET SERVICE WORKER I T-STEP 715 13.549 A 14068 FLEET SERVICE WORKER I-TEMP-T 715 13.549 A 14050 FLEET SERVICE WORKER II 90 19.535 20.508 21.529 22.619 23.743 A 14460 FLEET SERVICE WORKER II 90 19.535 20.508 21.529 22.619 23.743 A 14049 FLEET SERVICE WORKER TEMP 50 17.369 18.23 19.139 20.09 21.101 A 14048 FLEET SERVICE WORKER TEMP-T 715 13.549 A 22130 FLEET SERVICES SYSTEMS ANALYST 145 22.426 23.55 24.731 25.966 27.265 A 88400 FLEET SUPERINTENDENT M18 43.356 45.529 47.807 50.194 52.709 D 21510 GENERAL SERVICES COORDINATOR 115 21.463 22.525 23.656 24.841 26.075 A 88510 GENERAL SERVICES SUPT M18 43.356 45.529 47.807 50.194 52.709 D 25140 GIS ANALYST 280 27.006 28.363 29.78 31.272 32.833 A 57140 GIS SUPERVISOR G32 32.674 34.311 36.023 37.826 39.723 C 25000 GIS TECHNICIAN 97 20.316 21.329 22.39 23.521 24.689 A 25009 GIS TECHNICIAN - TEMP 882 20.62 A 25230 GRAPHICS TECHNICIAN 150 22.458 23.593 24.758 25.997 27.299 A 57200 HAZARDOUS MATERIALS COORD G45 35.448 37.22 39.084 41.039 43.094 C 27230 HAZARDOUS MATERIALS SPECIALIST 325 30.907 32.47 34.114 35.848 37.654 A 90809 HEARING OFFICER 978 18.18 A 13220 HEAVY EQUIP OPERATOR - WATER 183 23.407 24.566 25.799 27.1 28.444 A 13240 HEAVY EQUIP OPR - WASTE WATER 183 23.407 24.566 25.799 27.1 28.444 A 13230 HEAVY EQUIP OPR-SW & RECYCLING 183 23.407 24.566 25.799 27.1 28.444 A 13210 HEAVY EQUIPMENT OPR - PARKS 183 23.407 24.566 25.799 27.1 28.444 A 13200 HEAVY EQUIPMENT OPR - STREETS 183 23.407 24.566 25.799 27.1 28.444 A 25080 HELP DESK SPECIALIST 85 19.499 20.479 21.504 22.582 23.712 A 27010 HUMAN RESOURCES ANALYST I 235 25.639 26.921 28.258 29.667 31.158 A 27019 HUMAN RESOURCES ANALYST I TEMP 787 25.513 A 27000 HUMAN RESOURCES ANALYST II 315 29.884 31.38 32.954 34.601 36.327 A 26440 HUMAN RESOURCES CLERK 70 19.214 20.176 21.186 22.244 23.348 A 89910 HUMAN RESOURCES MANAGER M42 51.248 53.809 56.504 59.327 62.296 D 57020 HUMAN RESOURCES SUPERVISOR G45 35.448 37.22 39.084 41.039 43.094 C 26400 HUMAN RESOURCES TECHNICIAN 215 24.809 26.055 27.353 28.719 30.155 A 26409 HUMAN RESOURCES TECHNICIAN-TEM 785 24.686 A 56990 HYDROGRAPHIC SUPERVISOR G45 35.448 37.22 39.084 41.039 43.094 C 14350 INDUSTRIAL WASTE INSPECTOR 165 22.998 24.148 25.356 26.619 27.956 A 24350 INDUSTRIAL WASTE INSPECTOR 210 24.679 25.928 27.23 28.615 30.07 A 14359 INDUSTRIAL WASTE INSPECTOR-TEM 165 22.998 24.148 25.356 26.619 27.956 A 24359 INDUSTRIAL WASTE INSPECTOR-TEM 782 24.557 A 57160 INFORMATION TECHNOLOGY SUPV G25 30.25 31.764 33.351 35.023 36.774 C 89930 INSURANCE COORDINATOR M06 39.27 41.23 43.29 45.461 47.731 D 58110 INTERNAL AUDITOR G45 35.448 37.22 39.084 41.039 43.094 C 13490 LABORER 1 10.337 10.855 11.399 11.97 12.569 A 13499 LABORER - TEMP 840 10.286 A 52080 LAW OFFICE ADMINISTRATOR G10 24.393 25.613 26.895 28.24 29.653 C 26300 LEGAL SEC - MUNICIPAL LAW 95 20.174 21.181 22.248 23.353 24.514 A 26310 LEGAL SECRETARY 95 20.174 21.181 22.248 23.353 24.514 A 26319 LEGAL SECRETARY - TEMP 765 20.075 A 90449 LIFEGUARD I 905 9.595 10.1 A 90459 LIFEGUARD II 915 5.515 A 13190 LIGHT EQUIPMENT OPERATOR-WATER 94 20.022 21.022 22.066 23.184 24.334 A 13180 LIGHT EQUIPMENT OPR - PARKS 94 20.022 21.022 22.066 23.184 24.334 A 13170 LIGHT EQUIPMENT OPR - STREETS 94 20.022 21.022 22.066 23.184 24.334 A 13179 LIGHT EQUIPMENT OPR-STREETS-TE 762 19.923 A

290 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 SALARY SCHEDULE

Position # Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 OT 13580 MACHINIST 245 25.944 27.241 28.603 30.025 31.532 A 14200 MAINT CRAFTWORKER I 201 23.615 24.803 26.032 27.34 28.703 A 13080 MAINTAINER - CGCC 30 15.823 16.612 17.446 18.321 19.233 A 13090 MAINTAINER - CGCC 30 15.823 16.612 17.446 18.321 19.233 A 14220 MAINTENANCE CRAFTWORKER II 229 25.298 26.577 27.912 29.331 30.82 A 14320 MAINTENANCE MECHANIC 150 22.458 23.593 24.758 25.997 27.299 A 90269 MAINTENANCE WORKER-EQUIPMENT 939 8.141 A 90249 MAINTENANCE WORKER-GENERAL 939 8.141 A 90279 MAINTENANCE WORKER-PARKS 939 8.141 A 90259 MAINTENANCE WORKER-STREETS 939 8.141 A 86090 MANAGEMENT ASSISTANT M05 25.639 26.921 28.258 29.667 31.158 D 25010 MARKETING & EVENTS SPECIALIST 150 22.458 23.593 24.758 25.997 27.299 A 99999 MAYOR 990 928.735 A 26140 MICROGRAPHIC TECHNICIAN 25 15.611 16.391 17.219 18.073 18.978 A 13270 MOTOR SWEEPER OPERATOR 160 22.521 23.647 24.831 26.063 27.371 A 25100 NETWORK SYSTEMS ANALYST 220 24.885 26.127 27.432 28.804 30.247 A 25130 NETWORK SYSTEMS ENGINEER 297 28.652 30.094 31.614 33.215 34.896 A 25119 NETWORK SYSTEMS TECH - TEMP 776 21.936 A 25110 NETWORK SYSTEMS TECHNICIAN 130 22.045 23.146 24.311 25.523 26.804 A 52100 OFFICE ADM-PUBLIC RELATIONS G25 30.25 31.764 33.351 35.023 36.774 C 25089 OFFICE SYSTEMS SUPP ASST-TEMP 757 17.929 A 90153 OFFICIAL I 972 13.13 13.635 A 90673 OFFICIAL I (ADULT) 872 A 90703 OFFICIAL I (YOUTH) 951 9.595 A 90163 OFFICIAL II 981 15.15 A 90683 OFFICIAL II (ADULT) 878 15.6 A 90713 OFFICIAL II (YOUTH) 860 14.361 A 90693 OFFICIAL III (ADULT) 981 15.15 A 90723 OFFICIAL III (YOUTH) 866 17.283 A 26410 PARK & LANDSCAPE DESIGNER 350 31.687 33.273 34.938 36.684 38.519 A 59800 PARK CONSTRUCTION & FAC PLNR G55 39.881 41.878 43.974 46.172 48.479 C 13300 PARK MAINTAINER 50 17.369 18.23 19.139 20.09 21.101 A 13320 PARK MAINTAINER II 90 19.535 20.508 21.529 22.619 23.743 A 13308 PARK MAINTAINER TEMP-T 715 13.549 A 13301 PARK MAINTAINER-T 715 13.549 A 90199 PARK SECURITY GUARD - TEMP 961 12.027 A 13310 PARK SERVICES COORDINATOR 115 21.463 22.525 23.656 24.841 26.075 A 24500 PARK SERVICES TECHNICIAN 145 22.426 23.55 24.731 25.966 27.265 A 24440 PARK TECHNICIAN 265 27.145 28.508 29.93 31.43 32.996 A 88480 PARKS SUPERINTENDENT M18 43.356 45.529 47.807 50.194 52.709 D 24349 PARTS & INVENTORY SPEC - TEMP 869 17.283 A 24340 PARTS & INVENTORY SPECIALIST 50 17.369 18.23 19.139 20.09 21.101 A 26090 PAYROLL TECHNICIAN 70 19.214 20.176 21.186 22.244 23.348 A 88310 PERMIT AND PLAN CHECK MANAGER M18 43.356 45.529 47.807 50.194 52.709 D 11111 PLACE HOLDER F01 18.543 A 27029 PLAN CHECKER - TEMP 794 30.755 A 27020 PLAN CHECKER-ELECTRICAL SPEC 325 30.907 32.47 34.114 35.848 37.654 A 27030 PLAN CHECKER-PLUMB & MECH SPEC 325 30.907 32.47 34.114 35.848 37.654 A 27050 PLAN CHECKER-RESIDENTIAL SPEC 325 30.907 32.47 34.114 35.848 37.654 A 89450 PLANNING DIRECTOR M48 53.513 56.187 59 61.95 65.048 D 25039 PLANNING TECHNICIAN - TEMP 781 23.434 A 14489 PLANT MAINTENANCE WORKER-TEMP 738 15.5 A 90409 POLICE CADET 900 9 A

291 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 SALARY SCHEDULE

Position # Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 OT 88530 POLICE CAPTAIN M51 56.419 59.236 62.197 65.313 68.573 D 89500 POLICE CHIEF M80 73.344 77.016 80.869 84.915 89.15 D 51300 POLICE CRIME LAB SUPERVISOR G30 32.137 33.744 35.433 37.204 39.063 C 26370 POLICE DISPATCHER I 75 19.234 20.203 21.212 22.272 23.385 A 26379 POLICE DISPATCHER I - TEMP 755 19.14 A 26380 POLICE DISPATCHER II 100 20.462 21.491 22.56 23.691 24.878 A 26389 POLICE DISPATCHER II - TEMP 767 20.362 A 21200 POLICE LAB TECHNICIAN 245 25.944 27.241 28.603 30.025 31.532 A 21300 POLICE LATENT PRINT EXAMINER 245 25.944 27.241 28.603 30.025 31.532 A 88540 POLICE LIEUTENANT M30 50.68 53.218 55.88 58.677 61.617 D 41250 POLICE OFFICER P10 27.802 29.204 30.679 32.232 33.863 A 77360 POLICE SERGEANT P55 38.941 40.884 42.932 45.081 47.338 C 21450 POLICE SERVICE TECHNICIAN 60 18.786 19.726 20.716 21.755 22.842 A 21459 POLICE SERVICE TECHNICIAN-TEMP 750 18.693 A 41430 POLICE TRAINEE P05 22.204 23.311 24.479 25.705 26.991 A 90139 POOL MANAGER 958 11.615 12.12 A 90609 POOL MANAGER I 930 6.828 A 90619 POOL MANAGER II 933 7.09 A 90629 POOL MANAGER III 936 7.353 A 59890 PRINCIPAL PLANNER G55 39.881 41.878 43.974 46.172 48.479 C 59899 PRINCIPAL PLANNER TEMP 615 39.685 C 90059 PROGRAM COORDINATOR I - TEMP 903 12.12 A 90079 PROGRAM COORDINATOR II - TEMP 965 12.625 A 90029 PROGRAM LEADER I - TEMP 945 9.09 A 90019 PROGRAM LEADER II - TEMP 951 9.595 A 25090 PROGRAMMER ANALYST 290 27.806 29.2 30.656 32.189 33.795 A 25099 PROGRAMMER ANALYST - TEMP 884 27.669 A 57350 PROPERTY ROOM SUPERVISOR G20 28.2 29.613 31.09 32.644 34.275 C 59710 PUBLIC INFORMATION OFFICER G30 32.137 33.744 35.433 37.204 39.063 C 89560 PUBLIC WORKS DIRECTOR M77 66.514 69.839 73.334 77.003 80.849 D 88060 PUBLIC WORKS OPERATIONS MGR M48 53.513 56.187 59 61.95 65.048 D 27510 PUBLIC/FIRE SAFTETY EDUC SPEC 180 23.148 24.307 25.529 26.801 28.142 A 59920 PURCHASING OFFICER G45 35.448 37.22 39.084 41.039 43.094 C 26000 REAL PROPERTY AGENT I 235 25.639 26.921 28.258 29.667 31.158 A 26010 REAL PROPERTY AGENT II 360 32.215 33.832 35.523 37.299 39.168 A 86100 REAL PROPERTY MANAGER M10 41.23 43.29 45.456 47.729 50.116 D 26420 RECEPTIONIST 15 15.107 15.869 16.657 17.487 18.367 A 57910 RECORDS SUPERVISOR G45 35.448 37.22 39.084 41.039 43.094 C 26360 RECREATION COORDINATOR 60 18.786 19.726 20.716 21.755 22.842 A 90639 RECREATION COORDINATOR I 942 8.193 A 90649 RECREATION COORDINATOR II 945 9.09 A 90659 RECREATION COORDINATOR III 948 9.176 A 90669 RECREATION COORDINATOR IV 954 10.605 11.11 A 90089 RECREATION LEADER I 803 A 90109 RECREATION LEADER II 906 5.515 A 90129 RECREATION LEADER III 912 5.777 A 26020 RECREATION SPECIALIST 180 23.148 24.307 25.529 26.801 28.142 A 88590 RECREATION SUPERINTENDENT M18 43.356 45.529 47.807 50.194 52.709 D 27100 REHABILITATION SPECIALIST 265 27.145 28.508 29.93 31.43 32.996 A 26390 REVENUE PROGRAM AIDE 65 19.061 20.01 21 22.059 23.16 A 57070 REVENUE PROGRAM SUPERVISOR G15 27.39 28.762 30.201 31.717 33.297 C 86020 RISK MANAGER M08 41.23 43.29 45.456 47.729 50.116 D 13390 SANITATION WORKER I 50 17.369 18.23 19.139 20.09 21.101 A

292 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 SALARY SCHEDULE

Position # Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 OT 13391 SANITATION WORKER I - T STEP 715 13.549 A 13398 SANITATION WORKER I TEMP-T 715 13.549 A 13420 SANITATION WORKER II 90 19.535 20.508 21.529 22.619 23.743 A 13429 SANITATION WORKER II-TEMP 760 17.961 A 13439 SANITATION WORKER III TEMP 770 21.358 A 90143 SCOREKEEPER 900 9 A 90733 SCOREKEEPER I 805 A 90743 SCOREKEEPER II 821 A 90753 SCOREKEEPER III 833 A 26450 SECRETARY I 55 17.485 18.36 19.282 20.242 21.257 A 26459 SECRETARY I - TEMP 745 17.399 A 26490 SECRETARY II 70 19.214 20.176 21.186 22.244 23.348 A 26500 SECRETARY II - CGCC 70 19.214 20.176 21.186 22.244 23.348 A 26499 SECRETARY II - TEMP 752 19.119 A 27205 SENIOR ANIMAL CONTROL OFFICER 40 16.638 17.47 18.347 19.261 20.228 A 20010 SENIOR KENNEL TECHNICIANS 10 14.432 15.151 15.907 16.706 17.547 A 25139 SENIOR OFFICE SYS ANALYST-TEMP 792 25.219 A 41170 SENIOR POLICE LAB TECHNICIAN P20 30.526 32.073 33.695 35.403 37.195 A 41270 SENIOR POLICE OFFICER P15 29.204 30.679 32.232 33.863 35.58 A 26460 SENIOR POLICE RECORDS CLERK 70 19.214 20.176 21.186 22.244 23.348 A 27340 SENIOR PROPERTY TECHNICIAN 150 22.458 23.593 24.758 25.997 27.299 A 56100 SENIOR REAL PROPERTY AGENT G40 34.756 36.497 38.325 40.238 42.255 C 25160 SENIOR SALES REPRESENTATIVE 235 25.639 26.921 28.258 29.667 31.158 A 13709 SERVICE MAINTENANCE WKR-TEMP 866 17.283 A 13708 SERVICE MAINTENANCE WKR-TEMP T 715 13.549 A 13700 SERVICE MAINTENANCE WORKER 50 17.369 18.23 19.139 20.09 21.101 A 13701 SERVICE MAINTENANCE WORKER-T 715 13.549 A 13440 SEWER MAINTAINER I 50 17.369 18.23 19.139 20.09 21.101 A 13449 SEWER MAINTAINER I - TEMP 742 17.283 A 13441 SEWER MAINTAINER I T-STEP 715 13.549 A 13448 SEWER MAINTAINER I TEMP-T 715 13.549 A 13460 SEWER MAINTAINER II 97 20.316 21.329 22.39 23.521 24.689 A 13470 SEWER MAINTAINER III 140 22.32 23.428 24.6 25.833 27.12 A 90179 SITE MANAGER I - TEMP 902 11.11 A 90189 SITE MANAGER II - TEMP 962 11.615 A 89130 SOLID WASTE DIRECTOR M48 53.513 56.187 59 61.95 65.048 D 13430 SOLID WASTE EQUIPMENT OPERATOR 115 21.463 22.525 23.656 24.841 26.075 A 88560 SOLID WASTE SUPERINTENDENT M18 43.356 45.529 47.807 50.194 52.709 D 57010 SPECIAL EVENTS MGR - RABOBANK G55 39.881 41.878 43.974 46.172 48.479 C 59700 SPECIAL PROJECTS MANAGER G55 39.881 41.878 43.974 46.172 48.479 C 13640 SPRAY RIG OPR/PEST CONTROL ADV 105 20.507 21.532 22.61 23.743 24.929 A 57410 STAGE MANAGER - CGCC G25 30.25 31.764 33.351 35.023 36.774 C 14440 STAGE TECHNICIAN - CGCC 150 22.458 23.593 24.758 25.997 27.299 A 90509 STAGEHAND I 963 11.743 A 90519 STAGEHAND II 972 13.13 13.635 A 90529 STAGEHAND III 975 13.546 A 13140 STREET MAINTAINER 50 17.369 18.23 19.139 20.09 21.101 A 13141 STREET MAINTAINER T-STEP 715 13.549 A 13148 STREET MAINTAINER TEMP-T 715 13.549 A 13149 STREET MAINTAINER-TEMP 742 17.283 A 88640 STREET MAINTENANCE SUPT M18 43.356 45.529 47.807 50.194 52.709 D 90389 STUDENT HELP 900 9 A 90439 STUDENT INTERN 927 6.513 A

293 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 SALARY SCHEDULE

Position # Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 OT 59880 SUPERVISING FIRE DISPATCHER G05 22.961 24.111 25.319 26.587 27.92 C 57110 SUPERVISOR I G15 27.39 28.762 30.201 31.717 33.297 C 57080 SUPERVISOR I - CGCC G15 27.39 28.762 30.201 31.717 33.297 C 57210 SUPERVISOR I - RECREATION G15 27.39 28.762 30.201 31.717 33.297 C 57119 SUPERVISOR I - TEMP 600 27.255 C 57460 SUPERVISOR I - TREES G15 27.39 28.762 30.201 31.717 33.297 C 57120 SUPERVISOR II G30 32.137 33.744 35.433 37.204 39.063 C 57830 SUPERVISOR II - RECREATION G30 32.137 33.744 35.433 37.204 39.063 C 57220 SUPERVISOR II - RECYCLING G30 32.137 33.744 35.433 37.204 39.063 C 57850 SUPERVISOR II - WASTEWATER G30 32.137 33.744 35.433 37.204 39.063 C 57710 SUPERVISOR III - WASTEWATER G45 35.448 37.22 39.084 41.039 43.094 C 55470 SUPERVISOR-SURVEY OPERATIONS G35 32.94 34.591 36.319 38.137 40.042 C 57840 SUPV II-W W PRETREAT REV PROG G30 32.137 33.744 35.433 37.204 39.063 C 25280 SURVEY PARTY CHIEF I 210 24.679 25.928 27.23 28.615 30.07 A 25300 SURVEY PARTY CHIEF II 265 27.145 28.508 29.93 31.43 32.996 A 90099 SWIM INSTRUCTOR 939 8.141 A 90469 SWIM INSTRUCTOR I 918 10.1 10.353 A 90479 SWIM INSTRUCTOR II 921 6.04 A 90329 TICKET SELLER 930 6.828 A 14480 TRADES ASSISTANT FIRE HYDRANT 90 19.535 20.508 21.529 22.619 23.743 A 14471 TRADES ASSISTANT T-STEP 720 14.873 A 14479 TRADES MAINT WORKER - TEMP 877 19.439 A 14478 TRADES MAINT WORKER TEMP-T 720 14.873 A 14470 TRADES MAINTENANCE WORKER 90 19.535 20.508 21.529 22.619 23.743 A 88370 TRAFFIC ENGINEER M42 51.248 53.809 56.504 59.327 62.296 D 25290 TRAFFIC OPERATIONS TECHNICIAN 263 27.08 28.422 29.847 31.342 32.905 A 14080 TRAFFIC PAINTER I 50 17.369 18.23 19.139 20.09 21.101 A 14081 TRAFFIC PAINTER I T-STEP 715 13.549 A 14088 TRAFFIC PAINTER I TEMP-T 715 13.549 A 14089 TRAFFIC PAINTER I-TEMP 50 17.369 18.23 19.139 20.09 21.101 A 14190 TRAFFIC PAINTER II 90 19.535 20.508 21.529 22.619 23.743 A 17190 TRAFFIC PAINTER III 115 21.463 22.525 23.656 24.841 26.075 A 15310 TRAFFIC SIGNAL TECHNICIAN 263 27.08 28.422 29.847 31.342 32.905 A 41060 TRAINING OFFICER P25 32.177 33.801 35.518 37.319 39.202 A 26250 TRANSCRIBING TYPIST 40 16.638 17.47 18.347 19.261 20.228 A 26259 TRANSCRIBING TYPIST-TEMP 737 16.556 A 90209 TRANSPORTATION OFFICER I 942 8.193 A 90219 TRANSPORTATION OFFICER II 942 8.193 A 90229 TRANSPORTATION OFFICER III 971 13.637 A 13610 TREE MAINTAINER I 50 17.369 18.23 19.139 20.09 21.101 A 13618 TREE MAINTAINER I TEMP-T 715 13.549 A 13611 TREE MAINTAINER I-T STEP 715 13.549 A 13620 TREE MAINTAINER II 97 20.316 21.329 22.39 23.521 24.689 A 13630 TREE MAINTAINER III 115 21.463 22.525 23.656 24.841 26.075 A 57500 URBAN FORESTER G45 35.448 37.22 39.084 41.039 43.094 C 88580 UTILITIES MANAGER M48 53.513 56.187 59 61.95 65.048 D 13480 UTILITY WORKER 30 15.823 16.612 17.446 18.321 19.233 A 13489 UTILITY WORKER-TEMP 735 15.745 A 14360 W W TREAT PLANT LAB TECH 165 22.998 24.148 25.356 26.619 27.956 A 14390 W W TREATMENT PLANT OPR I 65 19.061 20.01 21 22.059 23.16 A 14420 W W TREATMENT PLANT OPR II 115 21.463 22.525 23.656 24.841 26.075 A 14430 W W TREATMENT PLANT OPR III 229 25.298 26.577 27.912 29.331 30.82 A 90349 WARDROBE 957 9.343 A

294 CITY OF BAKERSFIELD FISCAL YEAR 2015-16 SALARY SCHEDULE

Position # Position Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 OT 88690 WASTEWATER MANAGER M48 53.513 56.187 59 61.95 65.048 D 14290 WASTEWATER PLANT MECHANIC 245 25.944 27.241 28.603 30.025 31.532 A 88680 WASTEWATER TREATMENT SUPT M18 43.356 45.529 47.807 50.194 52.709 D 89110 WATER RESOURCES DIRECTOR M48 53.513 56.187 59 61.95 65.048 D 89160 WATER RESOURCES MANAGER M71 62.693 65.83 69.121 72.579 76.209 D 88570 WATER RESOURCES SUPERINTENDENT M18 43.356 45.529 47.807 50.194 52.709 D 57450 WATER SUPERVISOR I G15 27.39 28.762 30.201 31.717 33.297 C 57170 WATER SUPERVISOR II G30 32.137 33.744 35.433 37.204 39.063 C 25050 WEBMASTER 220 24.885 26.127 27.432 28.804 30.247 A 13510 WELDER I 200 23.606 24.793 26.031 27.337 28.71 A 13520 WELDER II 245 25.944 27.241 28.603 30.025 31.532 A

295 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.

296 FY 2015-16 Budget Calendar

FEBRUARY 6 Budget Kickoff Deadline to Submit Salary Projection File changes to Finance Department 13

Revenue Projections for All Funds Due to Finance. 16 Internal Service Requests Are Due. MARCH Deadline for all Operating and Capital Improvement budget data to be entered into HTE. User access will be limited after this date.

Items due to City Manager’s Office:

16 • Department/Division Goals and Objectives and Organizational Charts • Operating Budget Transmittal Memo • New Personnel Request Memo • CIP Request Memo

19 – 27 Department Budget Review Meetings with Budget Team APRIL City Manager’s recommended budget available to departments online. 10

13-22 Review Of Department Budget Presentations. MAY City Manager’s Budget Overview Presentation to Council and Budget Workshop. 6 Department Budget Presentations/Council Presentations: General Government, City Attorney and Finance.

Department Budget Presentations/Council Presentations: Police, Water 20 Resources and Public Works.

21 Proposed CIP Budget to Planning Commission JUNE Department Budget Presentations/Council Presentations: Fire, Rabobank Arena/AEG, CVB, Recreation and Parks and Community Development.

3 Proposed FY 2015-16 Operating and Capital Improvement Plan (CIP) Budgets and Appropriations Limit City Council Hearing.

City Council Adoption of FY 2015-16 Operating and Capital Improvement 24 Program (CIP) Budgets and Appropriations Limit.

2/2/2015

297 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.

298 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.

Accounting and Budgetary Basis

The modified accrual basis of accounting is used by all General, Special Revenue, Debt Service, and Capital Projects Funds. This means that revenues are recognized when they become both measurable and available. Measurable means the amount of the transaction can be determined and available means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures are recorded when liabilities are incurred, except that principal and interest payments on long-term debt are recognized as expenditures when due.

The accrual basis of accounting is utilized by all Enterprise and Internal Service

299 Basis of Accounting and Budgeting continued

Funds. This means that revenues are recorded when earned and that expenses are recorded at the time liabilities are incurred.

The City’s basis for budgeting is consistent with accounting principles generally accepted in the United States of America and with the City’s financial statements as presented in the Comprehensive Annual Financial Report (CAFR).

Exceptions are as follows:

• Capital expenditures within the Enterprise Funds and Internal Service Funds are recorded as assets on an accounting basis but are shown as expenditures on a budgetary basis.

• Depreciation of capital assets and amortization of various deferred charges are recorded on an accounting basis only. Principal payments on long - term debt within the Enterprise Funds and Internal Service Funds are applied to the outstanding liability on an accounting basis but are shown as expenditures on a budgetary basis.

Funds are appropriated for all of the City’s funds (General, Special Revenue, Enterprise, etc.).

300 Investment Policy

The Investment Policy of the City of Bakersfield as adopted by Policy Resolution No. 213-14, is intended to provide guidelines for the prudent investment of the City of Bakersfield’s temporary idle cash, and outline the policies for maximizing the efficiency of the City’s cash management system.

It is the policy of the City to invest public funds in a manner which will provide safety of principal and at least a market rate of return while meeting the daily cash flow demands of the City. Investments will conform to all statutes governing the investment of public funds.

The primary goals of the investment policy are:

• To assure compliance with all Federal, State and Local laws governing the investment of public funds under the control of the City Treasurer.

• To maintain the principal value of financial assets and ensure ample liquidity to meet operating expenditures.

• Within the constraints of safety and liquidity, and within the parameters of this Investment Policy generate a market rate of return.

The ultimate goal is to enhance the economic status of the City of Bakersfield while protecting the safety of its financial assets.

301 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.

302 GLOSSARY REMOVE THIS PAGE Glossary

- A -

ACCOUNTING SYSTEM – The total structure of records and procedures to discover, record, classify, summarize, and report information on the financial position and the results of operations of a government or any of its funds, fund types, or organizational components.

ACCRUAL BASIS OF ACCOUNTING − An accounting method that recognizes and reports a financial transaction when it occurs, rather that when cash is paid or received.

ACTION PLAN – An action plan qualitatively or quantitatively identifies a service to be provided. Action plans are specific in nature and directly correlate to achieving the department goal.

ACTIVITY – A specific line of work performed by one or more governmental components for accomplishing a function for which the government is responsible.

ADOPTED BUDGET – A financial plan presented, reviewed and approved by the governing body for the upcoming fiscal year.

ALLOCATION – (1) A portion of a lump-sum appropriation designated for specific organization units and/or special purposes, activities, or objects. (2) The designated number of full-time regular positions approved for each budget unit.

ARRA – American Recovery and Reinvestment Act of 2009. Developed in response to the national economic crisis for the Federal Government to make significant investments in both the public and private sectors.

ANNUAL OPERATING BUDGET – An outline of planned governmental expenditures, revenues, activities, programs and objectives for the fiscal year. A financial plan that consists of policy and funding priorities, as well as a presentation of the economic outlook for a given fiscal year.

APPROPRIATION – A legal authorization and allocation granted by the Council to make expenditures of governmental resources (revenues) for specific purposes.

ASSET − An economic resource or probable future benefit obtained or controlled by a particular entity as a result of past transactions or events.

303 Glossary continued

AUDIT – A review of the city’s accounts by an independent accounting firm to substantiate year-end fund balances, reserves, and cash on hand.

AUTHORIZED POSITIONS – Employee positions, which are authorized in the adopted budget, to be filled during the year.

- B -

BALANCED BUDGET – Management of the financial plan with the objective of ensuring that expenditures do not exceed revenues.

BOND − A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. The City sells bonds as a means of borrowing revenue for costly projects and repays the debt to the lender over an extended period of time, similar to the manner in which a homeowner repays a mortgage. A bond differs from a note in two ways. A bond is issued for a longer period of time than a note and requires greater legal formality. Bonds are primarily used to finance capital projects.

BUDGET AMENDMENT – Legal means by which an adopted expenditure authorization or limit is increased and could be authorized with a publication, a hearing, or a re-certification of the budget.

BUDGET CALENDAR − A timetable showing when particular tasks must be completed in order for the council to approve the spending plan before the beginning of the next fiscal year.

BUDGET DOCUMENT – The instrument used by the budget-making authority to present a comprehensive financial program to the City Council. Once adopted by the City Council, it becomes the City’s Annual Operating Budget. The operating budget provides for direct services and support functions of the City (e.g., Police, Fire, Public Works, etc.). The capital budget (Capital Improvement Program) provides for improvements to the City’s infrastructure and facilities, and utilizes long-term financing instruments. (See also Adopted Budget, Annual Operating Budget, Balanced Budget, Capital Improvement Program Budget, Operating Budget.)

BUDGET HEARING – A public meeting to allow citizens to comment on the proposed budget.

BUDGET MANUAL − A booklet prepared by the budget office that includes, at a minimum, the budget calendar, the forms departments need to prepare their budget requests, and a description of the budget process.

304 Glossary continued

BUDGET MESSAGE – A general discussion of the proposed budget as presented in writing by the budget-making authority to the City Council, including the primary budget issues and policy changes found in the proposed budget. The City’s budget message is presented as the City Manager’s letter in the proposed and adopted budget documents.

BUDGETARY BASIS – This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual.

- C -

CDBG – Community Development Block Grant. Used to account for resources provided by the Federal Housing and Community Development Act of 1974 for the elimination of slums and blight, housing conservation and improvements of community services.

CAPITAL IMPROVEMENTS – Any significant physical acquisition, construction, replacement, or improvement to a City service delivery system.

CAPITAL IMPROVEMENT PROGRAM BUDGET – A five-year expenditure plan financing new infrastructure and facilities, or improvements to the existing infrastructure and facilities. Set forth in the CIP is the name of each project, the expected beginning and ending date, the amount to be expended in each year, and the proposed method of financing the projects. (For more information see the CIP section of this document.)

CAPITAL OUTLAY – Expenditures used to purchase fixed assets costing more than $1,000.

CARRY-OVER – Appropriated funds that remain unspent at the end of a fiscal year and are allowed to be retained in the appropriating budget and expended in subsequent fiscal years for the purpose designated.

CASH FLOW − The net cash balance at any given point. The treasurer prepares a cash budget that projects the inflow, outflow, and net balance of cash reserves on a daily, weekly, and monthly basis.

CASH FUND BALANCE – The cash available for expenditure after all current obligations are paid or encumbered and all current revenues are received. The cash fund balance does not include allowances for depreciation, asset value and other non-cash accounting items.

305 Glossary continued

CITY COUNCIL – The legisative (governing) body of the City. (A list of current Councilmembers and their respective wards is available on the first page of this document.)

CITY MANAGER – An official appointed and employed by an elected council to direct the administration of a city government on a day-to-day basis.

COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) − Usually referred to by its abbreviation, this report summarizes financial data for the previous fiscal year in a standardized format. The CAFR is organized by fund and contains two basic types of information: (1) a balance sheet that compares assets with liabilities and fund balance and (2) an operating statement that compares revenues with expenditures.

CONSUMER PRICE INDEX (CPI) – A statistical description of price levels provided by the UNITED STATES Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation).

CONTINGENCY – Funds set aside for unforeseen emergencies or unanticipated uses.

CONTRACTUAL SERVICES – A cost related to a legal agreement. Examples include insurance premiums, utility costs, printing services and temporary employees (hired through a private firm).

COUNCIL – MANAGER GOVERNMENT – A system of local government that combines political leadership of elected officials in the form of a governing body, with day-to-day management by a City Manager.

COUNCILMEMBER – Elected official who represents the interests of the citizens of a specified ward within the City. Councilmembers serve four-year terms. (A list of current Councilmembers and their respective wards is available on the first page of this document.)

- D -

DEBT SERVICE – Payment of principal and interest of an obligation resulting from the issuance of bonds or notes.

DEBT SERVICE REQUIREMENT – The amount of money required to pay interest on outstanding debt, serial maturities of principal for serial bonds, and payments required for accumulating monies for future retirement of term bonds.

306 Glossary continued

DEPARTMENT – A major organizational unit of the City that has management responsibility for a group of related operations.

DEPRECIATION – (1) The process of accounting for expiration in the service life of a fixed asset due to deterioration, inadequacy and obsolescence. This is calculated by taking the cost of the fixed asset less any salvage value, prorated over the estimated service life of the asset. (2) The portion of depreciation charged as an expense during a particular period. This accounting transaction does not involve a cash expense or affect the cash available for operations.

DISTINGUISHED BUDGET PRESENTATION AWARDS PROGRAM – A voluntary awards program administered by the Government Finance Officers Association (GFOA) to encourage governments to prepare effective budget documents.

DIVISION – A sub-unit of a department that encompasses a substantial portion of the duties assigned to a department. May consist of several sections, which in turn may consist of clearly defined activities.

- E -

ECONOMIC DEVELOPMENT – The process of attracting new businesses by use of incentives or innovative financing methods.

EFFICIENCY – Effective operation as measured by a comparison of production with cost (as in energy, time, and money), or the ratio of the useful energy delivered by a dynamic system to the energy supplied to it.

EFFECTIVENESS – Producing a decided, decisive, or desired effect.

EMPLOYEE (OR FRINGE) BENEFITS – Contributions made by a government to meet commitments or obligations for employees beyond base pay. The government’s share of costs for Social Security and the various pension, medical and life insurance plans are included.

ENCUMBERANCE – Obligations in the form of purchase orders or contracts which are chargeable to an appropriation and for which a part of the appropriation is reserved. Encumbrances are eliminated when paid or when an actual liability is established.

ENFORCEABLE OBLIGATIONS PAYMENT SCHEDULE (EOPS) – 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

307 Glossary continued

the Recognized Obligation Payment Schedule when approved by the Oversight Board; A requirement of State Assembly Bill 26.

ENTERPRISE FUND – A fund established to account for a service which should be paid for by those who use the service. Belong to the group of funds called “proprietary” and account for operations that provide services to the community at large.

ENTITLEMENTS – Payments to which local governmental units are entitled, pursuant to an allocation formula determined by the agency providing the monies, usually the state or federal government.

EQUIPMENT MANAGEMENT FUND – Used to account for the cost of operating and maintaining a maintenance facility for vehicular, telecommunications and computer equipment used by other City departments.

EXPENDITURE – Use of funds for payment of current operating expenses, payment of bonds, and payment of major purchases. Expenditures are budgeted by function: personnel (salaries and benefits), operating, capital, non- departmental, and debt services.

EXPENSE – Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest or other charges.

- F -

FTE – Full-Time Equivalent. A measure of the total quantity of all employees. The FTE converts all employee work activity into a number equivalent to work activity hours performed by full-time employees. This serves as a standard measure among departments. A standard 40-hour per week full-time employee is equivalent to 1 FTE. (e.g., if a seasonal employee is calculated at 25%, the FTE is calculated at 0.25.)

FEDERAL AND STATE GRANTS AND CONTRIBUTIONS – Revenue received from the federal and state governments under an administrative agreement to provide financial assistance for programs such as low-cost housing, youth programs, health-related programs, or other federal and state-supported projects.

FEES – Monies paid to the government for expenses incurred for providing special services.

FINANCING – Furnishing the necessary funds to operate or conduct a program or business. Funds can be raised internally, borrowed, or received from a grant.

308 Glossary continued

FINES AND PENALTIES – Revenue derived primarily from Municipal Court fines, forfeits, and penalties.

FISCAL POLICY – A government’s policies with respect to revenues, spending and debt management as these relate to government services, programs and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming, or government budgets and their funding.

FISCAL YEAR – The 12-month budget period, beginning on July 1, to which the annual operating budget applies. At the end of the fiscal year, the government determines its financial position and the results of its operations.

FIXED ASSET – An asset of a long-term character such as land, building, machinery, furniture, and other equipment, with a value greater than $1,000 and a useful life of longer than one year.

FIXED COST – A cost that varies little relative to the service level provided.

FULL-TIME EQUIVALENT POSITION (FTE) – A position converted to the decimal equivalent based on 2,080 hours per year. For example, a summer lifeguard working 8 hours per day for 4 months, or 690 hours, would be equivalent to 0.3 of a full-time position.

FUND – An accounting entity with accounts for recording revenues and expenditures to carry on specific purposes.

FUND BALANCE – The total dollars remaining after current expenditures for operations and debt service for capital improvements are subtracted from the sum of the beginning fund balance and current resources.

- G -

GAAP – Generally Accepted Accounting Principles. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.

GAS TAX – A tax on the sale of fuel dedicated to transportation.

GENERAL FUND – The City’s principle operating account, which is supported primarily by taxes and fees having no restriction on their use.

GOALS – A long-term condition or end result. It describes a vision or philosophy about major social and environmental concerns of the community. The City of Bakersfield’s goals are: (1) Provide Quality Public Safety Services; (2) Enhance

309 Glossary continued

the City’s Transportation Network; (3) Continue Positive Downtown Development; (4) Plan for Growth and Development; (5) Strengthen and Diversify our Economic Base; (6) Promote Community Pride and Image; and, (7) Fiscal Solvency.

GOVERNING BODY – Consists of one Mayor, elected at large, and seven Councilmembers, each representing a ward within the City. (A list of the current governing body is available on the first page of this document.) GOVERNMENTAL FUNDS – An accounting entity used to account for operations that rely mostly on current assets and current liabilities. Governmental funds include the General Fund, special revenue funds, enterprise funds and redevelopment funds.

GRANT – A grant is contributions or gifts of cash or other assets from another organization or governmental entity for use in a specific purpose, activity, or facility.

- H -

HUD – United States Department of Housing & Urban Development. A federal agency that is charged with increasing homeownership, supporting community development, and improving access to affordable housing. HUD administers the CDBG (Community Development Block Grant) program.

- I -

INDIRECT COSTS – Those elements of cost necessary in the production of a good or service that are not directly traceable to the product or service.

INFRASTRUCTURE – The physical assets or foundation of the City, including buildings, parks, streets, and water and sewer systems.

INTEREST EARNINGS – Revenue derived from the proper management of the City’s assets, through investment of public funds being held until expended or distributed to other units of government.

INTERGOVERNMENTAL REVENUE – Revenue received from federal, state, and other local government sources in the form of grants, shared revenues, and payments in-lieu of taxes.

INTERNAL SERVICE FUND – A fund used to account for the centralized financing of goods or services provided by one department or agency to other government departments or agencies, or to other governments, on a cost- reimbursement basis. Internal service funds belong to the “proprietary” group of

310 Glossary continued

funds. The City of Bakersfield uses internal service funds for the central administration of insurance and equipment replacement.

- L -

LAWS – A binding custom or practice of a community: a rule of conduct or action prescribed or formally recognized as binding or enforced by a controlling authority. LICENSES – A legal document issued by a government granting privileges to the holder to engage in regulated activity. All licenses issued by the City of Bakersfield are for regulatory purposes and are based on the premise of protecting the public safety, health, and general welfare. Licenses are issued after certain requirements and standards are fulfilled.

LINE ITEM – The smallest expenditure detail in department budgets. The line item also is referred to as an “object”, with numerical “object codes” used to identify expenditures in the accounting system.

- M -

MAYOR – Elected official who presides over business that is brought before the City Council.

MODIFIED-ACCRUAL BASIS – Revenue is recognized when it becomes measurable and available as net current assets. Expenditures are recognized when the related fund liability is incurred.

- O -

OBJECTIVE – A readily measurable statement of an expected accomplishment within the fiscal year.

OPERATING BUDGET – A budget which applies to all costs other than those for capital improvement projects or major purchases. This refers more to the day- to-day operations of the City.

OPERATING EXPENDITURES – Those costs which are associated with the general operations of departments, exclusive of personnel and capital expenditures. Typical examples include materials and supplies, contractual services, travel, and other miscellaneous expenses.

OPERATING REVENUES – Funds that the government receives as income to pay for ongoing operation. It includes such items as taxes, fees from specific

311 Glossary continued services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day services.

ORDINANCE – A formal legislative enactment by the City Council, which has the full force of law within the boundaries of the municipality unless pre-empted by a higher form of law, such as a state statute or constitutional provision. (See also resolution).

OVERSIGHT BOARD – 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.

- P -

PERSONNEL EXPENDITURES – All costs related to compensating employees, including employee benefit costs such as the City’s contribution for retirement, social security, and health and life insurance.

PRINCIPAL – The base amount of debt, which is the basis for interest computations.

PROGRAM SERVICE OBJECTIVE – The program service objective describes in specific and measurable terms the results a program (within a particular division) is expected to achieve within a given time frame. Program service objectives are derived from City Council Goals.

PROGRAM – A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the division or department is responsible.

PROPERTY TAX – A tax levied on real property.

PROPOSED BUDGET – A schedule of revenues and expenditures submitted by various departments or divisions to be reviewed and considered for the upcoming fiscal year.

PROPRIETARY FUNDS – Accounting entities to account for operations similar to a private enterprise with a balance sheet that incorporates long-term debt obligations, assets and liabilities, and depreciation. Enterprise funds and internal service funds are “proprietary” funds.

312 Glossary continued

PUBLIC HEARING − An open meeting regarding proposed operating or capital budget allocations, which provide citizens with an opportunity to voice their views on the merits of the proposals.

- R –

RECOGNIZED OBLIGATION PAYMENT SCHEDULE (ROPS) – A document approved in draft form by the Successor Agency and submitted to the Oversight Board for final approval and forwarding to the State Controller’s Office and the State 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 six-month fiscal period; A requirement of State Assembly Bill 26.

Once the ROPS is approved by the Oversight Board and transmitted to the Department of Finance and State Controller’s Office, only those payments listed on the ROPS may be made by the Successor Agency from the funds specified.

REFUSE FUND – Rates charged by the City cover operations and maintenance costs associated with refuse service and street sweeping.

RESERVE – A portion of fund equity legally restricted for a specific purpose or not available for appropriation and subsequent spending. It is normally set aside in funds for emergencies or unforeseen expenditures not otherwise budgeted.

RESOLUTION − A legislative enactment that has less legal formality than an ordinance and has a lower legal status. RESOURCES – Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances.

REVENUE – Money received from taxes, fees, permits, licenses, interest, intergovernmental sources, and other sources.

RISK MANAGEMENT FUND – Provides a self-funded program for general liability and workers’ compensation insurance.

- S -

SERVICE – A specific deliverable provided to the public. It has a specific budget, as well as performance measures to determine the benefits received. A service is ultimately aligned to one of the Council’s seven goals.

313 Glossary continued

SERVICE LEVEL INDICATORS – The service level indicators describe in specific and measurable terms the results a program (within a particular division) is expected to achieve within a given time frame. Service level indicators are derived from the action plan.

SIGNIFICANT BUDGET CHANGES – A significant budget change represents a major departure from historical practice or treatment of a program or line item within a department’s budget.

SPECIAL ASSESSMENTS – Compulsory charges levied by a government to finance current or permanent public services to a particular group of persons or properties.

SPECIAL REVENUE FUND – An accounting entity to record revenue that is legally destined for a specific purpose and the expenditure of the dedicated revenue.

SPHERE OF INFLUENCE (SOI) – A plan, adopted by Kern Local Agency Formation Commission (LAFCo), for the probable physical boundaries and service area of the City.

SUCCESSOR AGENCY – 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.

- T -

TAX INCREMENT FINANCING – Use of taxes collected within a specifically designated area for repayment of tax increment debt and major infrastructure expenditures.

TAXES – Compulsory assessments levied by a government for the purpose of financing services performed for the common benefit of the citizens. Taxes do not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Generally includes property taxes, sales taxes, franchise taxes, business license taxes, real property transfer taxes, and transient occupancy taxes.

TRANSIENT OCCUPANCY TAX – Used to account for Transient Occupancy Tax Revenues (Hotel Tax) and expenditures funded by this revenue source.

TRANSPORTATION DEVELOPMENT FUND – Used to account for funds collected from fees paid to mitigate the traffic impacts to the regional circulation system caused by a development project. The fees are paid when a building permit for

314 Glossary continued the development project is obtained, and are based upon the amount of traffic the development will generate.

TRUST FUND – Used when the City is custodian of money to be reserved and spent for a special purpose.

- U -

UNENCUMBERED BALANCE – The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purposes.

UNRESERVED FUND BALANCE – The portion of a fund’s balance that is not restricted for a specific purpose and is available for general appropriation.

USER CHARGES/FEES – These represent payment for services which would not be provided to the individual if the charge were not paid.

315