FY 2010-11 City of Bakersfield Adopted Budget[Icon]

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Mill Creek is a master planned mixed use development that will be centered along a new 1 ½ mile linear park and waterfront – stretching from Golden State Avenue to California Avenue and positioned along the Kern Island Canal.

Renovations in Central Park began in December 2007 with the creation of a new pond, bicycle and walking path, historic themed lighting, benches, lighted pedestrian bridge, trees, landscaping, and fencing. In addition, the canal is lined and large boulders have been installed to provide a continued wild and scenic river look that replicates some areas of the upper Kern River. Additional improvements planned along the remaining northern and southern portions of the canal began in December 2008.

The master planned developments around Mill Creek include nearly 400 residential units, over 200,000 square feet of new commercial space, and the renovation of Central Park as the center point. The renovated park will enjoy new plaza space and the linear addition will have areas that will allow regular programming by the Recreation & Parks Department for community venues. The cover also features a rendering of the Federal Courthouse to be constructed by the General Services Agency in Central Park.

The Mill Creek master planned project is expected to take approximately five years to complete and will be home to several new commercial attractions that include a mix of restaurants, the new cinema complex and additional shopping. Funding for the project comes from a variety of special redevelopment grants and loans and from private investment.

Photography Credit: - Federal Courthouse Rendering: NBBJ Seattle, WA - Photos: Rick Kirkwood, Management Assistant

CITY OF BAKERSFIELD

FINAL BUDGET

FY 2010 – 11

MAYOR

Harvey L. Hall

CITY COUNCILMEMBERS

Irma Carson Councilmember, Ward 1 Susan M. Benham Councilmember, Ward 2 Ken Weir Councilmember, Ward 3 David R. Couch Councilmember, Ward 4 Harold W. Hanson Councilmember, Ward 5 Jacquie Sullivan Councilmember, Ward 6 Zack Scrivner Councilmember, Ward 7

Submitted by

Alan Tandy City Manager

CITY OF BAKERSFIELD

EXECUTIVE STAFF

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

THIS PAGE INTENTIONALLY LEFT BLANK TABLE OF CONTENTS

BUDGET MESSAGE Letter of Transmittal ...... v Distinguished Budget Presentation Award ...... xxvi Organizational Chart ...... xxviii Employee Incentive Program ...... xxix

BUDGET SUMMARIES ...... 1 General Background ...... 2 Exhibits Resources and Appropriations – General Fund ...... 12 General Fund Budget Charts ...... 13 Resources and Appropriations – Operating Budget – All Funds ..... 14 Operating Budget – All Funds Charts ...... 15 Operating Fund Distribution ...... 16 Operating Fund Distribution Charts ...... 17 Resources and Appropriations – All Funds ...... 18 Resources – All Funds Chart ...... 19 Appropriations by Function – All Funds Chart ...... 20 Departmental Appropriations by Fund ...... 21 General Fund – Appropriations by Department ...... 25 Financial Summary – All Funds ...... 27 Estimated Balances – June 30, 2010 ...... 31 Interfund Transfers – Summary ...... 32 Interfund Transfers – Detail ...... 33 FY 2010-11 Appropriations Limitation ...... 34

REVENUES ...... 35 Exhibits Property/Sales Tax Revenues Graphs ...... 38 Transient Occupancy Tax/License and Permit Revenues Graphs . 39 Motor Vehicle-In-Lieu Revenues/Charges for Services Graphs ...... 40 General Fund – Revenue by Source ...... 41 Estimated Revenue by Fund ...... 43

LEGISLATIVE ...... 45 Legislative ...... 46 Mayor & City Council ...... 48

EXECUTIVE ...... 53 City Manager ...... 56 City Clerk ...... 59 Human Resources ...... 63 Risk Management ...... 67 Information Technology ...... 69

i Table of Contents (Continued) FINANCIAL SERVICES ...... 73 Administrative Services ...... 76 Accounting and Reporting ...... 78 Treasury ...... 80 Purchasing ...... 82

CITY ATTORNEY ...... 85

POLICE SERVICES ...... 91 Headquarters ...... 95 Support Services ...... 98 Operations ...... 105 Investigations ...... 113

FIRE SERVICES ...... 119 Administration ...... 122 Fire Safety ...... 125 Fire Suppression ...... 128

PUBLIC WORKS ...... 131 Administrative Services ...... 139 Thomas Roads Improvement Program (TRIP) ...... 141 Engineering ...... 144 General Services ...... 148 Streets ...... 152 Equipment ...... 155 Wastewater ...... 159 Solid Waste ...... 163

WATER RESOURCES ...... 165 Agricultural Water ...... 168 Domestic Water ...... 170

RECREATION AND PARKS ...... 173 Administrative Services ...... 177 Recreation ...... 179 Parks ...... 181

DEVELOPMENT SERVICES ...... 185 Planning ...... 189 Building ...... 192

ECONOMIC/COMMUNITY DEVELOPMENT ...... 195 Community Development ...... 200 Economic Development ...... 204 Convention and Visitors Bureau ...... 207

ii Table of Contents (Continued) NON-DEPARTMENTAL ...... 211

ECONOMIC STIMULUS ...... 213

SPECIAL FUNDS Special Revenue Funds ...... 219 Internal Service Funds ...... 233 Fiduciary Fund ...... 236 Capital Improvement Program Funds ...... 238 Debt Service Funds ...... 246 Schedule of Long-Term Debt Outstanding ...... 249 Schedule of Long-Term Debt Maturities ...... 250

ENTERPRISE FUNDS ...... 251

REDEVELOPMENT FUNDS ...... 261

CAPITAL IMPROVEMENT PROGRAM Letter of Transmittal ...... 273 Capital Improvement Program Overview ...... 279 Exhibits C.I.P. Summary by Fund Chart ...... 286 Key to Funding Codes ...... 287 Infrastructure Graphs ...... 288 C.I.P. Five-Year Plan Summary by Department ...... 289 C.I.P. Five-Year Plan Funding Summary ...... 290 C.I.P. Five-Year Plan Department Detail ...... 291

APPENDICES ...... 297 City Council Goals and Guiding Principles ...... 298 City Budget Process ...... 330 Operating Budget ...... 332 Basis of Accounting and Budgeting ...... 333 Investment Policy ...... 335 Budget Amendment Process ...... 336 Exhibits City Council Ward Boundaries Map ...... 309 Miscellaneous Statistics ...... 310 Miscellaneous Statistics Graphs ...... 311 Governmental Activities Tax Revenue by Source ...... 312 Principal Property Taxpayers ...... 313 Assessed Value of Taxable Property (Table) ...... 314 Assessed Value of Taxable Property (Graphs) ...... 315 Sales Tax Revenue Payers by Industry ...... 316 Demographic and Economic Statistics ...... 317 Property Value and Construction ...... 318 Operating Indicators by Function ...... 319 iii Table of Contents (Continued)

APPENDICES (Continued) Capital Asset Statistics by Function ...... 320 Personnel Complement by Division ...... 321 Salary Schedule ...... 323 Budget Calendar ...... 331

GLOSSARY ...... 337

iv BUDGET MESSAGE FROM CITY MANAGER THIS PAGE INTENTIONALLY LEFT BLANK v Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 2 addition to cuts that took place in connection with the 2009-10 budget adoption and additional cuts that took place in mid-year 2009-10. After the City’s budget was adopted for FY 2009-10, the State of California “borrowed” $6.7 million from our General Fund and captured $2.8 million of our redevelopment funds, for a total of $9.5 million, to solve its budget problems. Those takes, combined with continued declines in our own revenues during the year, necessitated a continued hiring freeze, expenditure controls and mid-year budget adjustments to further downsize the organization. The City’s operations sustained significant damage over the last two years, as follows:

Personnel Compliment: The adoption of the FY 2009-10 budget included a reduction to the City’s workforce of 161 positions, which reflected a decrease of 10.0 percent as compared to FY 2008-09. This total reflected damage throughout the entire organization, including the deletion of several management level positions, as well as thirty-one (31) sworn positions in Police and Fire.

Cost-of-Living Adjustment (COLA) and Labor Negotiations: SEIU (Blue and White Collar) employees, as well as Management and Supervisory employees, previously negotiated a 4.0 percent cost-of-living adjustment (COLA) to be received in December 2009. In April 2009, SEIU employees voted to defer this COLA to be received in the amount of 2.0 percent each in December 2010 and September 2011. At this same time, Management and Supervisory employees voted to forgo their 4.0 percent COLA entirely. These votes reduced the damage to services that would have been even more extreme than what occurred with adoption of the budget in June 2009.

In January 2010, negotiations were initiated with SEIU employees with the goal of deferring the 2.0 percent COLA scheduled to be received in December 2010. Absent a positive vote to defer the COLA, the only option available to the City was to displace thirteen (13) positions, which would have been in addition to the ten (10) slated to be displaced for FY 2010-11. SEIU employees again demonstrated a spirit of cooperation and understanding by voting to defer the 2.0 percent COLA that was scheduled to be received in December 2010 to December 2011. Their vote also defers the 2.0 percent COLA that was scheduled to be received in September 2011 to July 2012. We sincerely thank the SEIU members for their action and recognize their sacrifice and willingness to continue to help to lessen the damage to the organization.

vi Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 3 staff by two (2) sworn positions in the Arson Unit and Training Division. The result of this first option would be the reduced need for overtime, as members of the staffing pool would be called back to fill in for vacancies. Another option that would achieve the same amount of savings would be the closure of Fire Station No. 14. The first option is presented on an interim basis and both options are subject to change, pending the conclusion of negotiations.

It is important to note the adopted budget reflects the use of one-time monies, available due to better than expected experience resulting in a higher year-end balance in the Self-Insurance Fund than had been projected in the amount of $222,000, in order to facilitate a Councilmember’s request to delay the reduction in the Fire Department’s staffing for up to three (3) months. The purpose of the delay would either be to: (a) negotiate staffing reductions which would not result in the closure of Fire Station No. 14, or (b) to conclude the collective bargaining process so that City Council could unilaterally implement the Fire Chief’s preferred alternate which does not involve a station closure. This use of one-time monies as a temporary bridge will result in the reduction of long-term costs to be in line with long term revenues.

Street Resurfacing/Reconstruction: The City has completed most of the work put under contract for the street resurfacing/reconstruction program in FY 2009-10 with the $12,100,000 in funding received from the American Recovery and Reinvestment Act (ARRA). In FY 2010- 11, this level of activity will not be seen since this funding, as well as $2,000,000 typically budgeted in the General Fund for the purchase of street paving materials, is not included in the FY 2010-11 adopted budget. Combined with other reductions, the General Fund portion of the Public Works Streets Division has been reduced by 33.8 percent, as compared to the FY 2009-10 Adopted Budget.

Capital Projects and Equipment: A number of capital projects to repair City facilities and the purchase of replacement equipment (e.g., vehicles, computers, phone system, etc.) will continue to be deferred where practical.

Recreational and Cultural Activities: In March 2010, the City Council approved staff’s recommendation to not open the two (2) pools located at Planz and Siemon Parks or hold the Beale Band Concerts and Movies in the Park in the summer of 2010. The FY 2010-11 budget does not include funding for the Fall Festival in the fall of 2010, as well as the Beale Band Concerts and Movies in the Park in the summer of 2011. The two (2) pools at Planz and Siemon Parks will continue to be closed.

vii Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 4

Economic and Community Development: Due to the economic circumstances, the General Fund is no longer able to support redevelopment activity as it has for the past several years. The budget reflects the shift of personnel and operating costs to the Redevelopment funds and a set-aside in the amount of $600,000 for the State Education Revenue Augmentation Fund (SERAF) shift.

General Fund Revenue Sources:

Property Tax: The FY 2009-10 Adopted Budget assumed an 11.0 percent decline in current year secured property taxes. The FY 2010-11 budget reflects a 2.0 percent decline in current year secured property taxes based on Kern County’s projections.

Sales and Use Tax (Excluding Sales Tax In-Lieu): The FY 2009-10 Adopted Budget assumed sales and use tax revenues, not including sales tax in-lieu, would decline 4.5 percent, as compared to the revised estimate for FY 2008-09. The most recent data, which reflects the activity of the fourth quarter of calendar year 2009, was the twelfth of the past thirteen quarters that were in decline. Based on this information, the revised estimate for FY 2009-10 projects that sales and use tax revenues will be down 17.5 percent, as compared to the same four quarters of FY 2008-09.

The FY 2010-11 budget reflects the assumption that sales and use tax revenues, not including sales tax in-lieu, will decline 3.0 percent, as compared to the revised estimate for FY 2009-10.

Other Revenue Sources, the State Budget, and Pension Costs:

Recent information indicates that the low price of natural gas may result in a 50.0 percent decrease in the franchise payments that the City typically receives from its gas franchises with Southern California Gas Company and Pacific Gas & Electric. In essence this may result in a $500,000 decrease in this particular revenue source in FY 2009-10, as compared to the payments received in FY 2008-09. The FY 2010- 11 budget reflects the assumption the price of natural gas will remain low in the future.

The State Budget and the Gas Tax Swap: The Legislature and Governor continue to create a great deal of uncertainty. The State still has a $20 billion deficit that it struggles to resolve and the Legislative Analyst’s Office projected the State will have operating shortfalls of at least $20 billion each year through 2014-15.

viii Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 5

The Governor signed a bill that will allow for the sales tax on gasoline, referred to as Proposition 42 funds, to be swapped for an increase to the gas excise tax, referred to as Gas Tax. Though the State indicates the allocation formula provided under Proposition 42 will remain in place, the swap essentially removes the constitutional protection of this source. Gas Tax funds are not constitutionally protected and payments are often delayed by the State in an effort to manage its cash flow. Since payment will no longer be guaranteed, this swap puts a major funding source for our street resurfacing/reconstruction program at risk.

Pension and Retiree Medical Costs: In 2005, the CalPERS Board adopted rate stabilization, or “smoothing”, methods to mitigate the impact of fluctuations in the investment return on employer rates. As a result of the market downturn between 2008 and 2009, the CalPERS fund lost 27.0 percent of its value. Since the current smoothing method could not handle this loss, the CalPERS Board adopted a new smoothing method which will result in: • A large rate increase in FY 2011-12; • The increase will stair step upward over the following three (3) years; and, • Ultimately the estimated increase will total $7.5 million per year for the next thirty (30) years, absent any changes in pension or staffing levels.

Personnel:

Since adoption of the FY 2007-08 budget and adoption of the FY 2009-10 budget, the City’s workforce has been reduced by a total of 166 positions. The “FY 2009-10 Authorized” column in Table 1 reflects damage throughout the entire organization, including the deletion of several vacant management positions, twenty-nine (29) vacant sworn positions in Police and two (2) vacant sworn positions in Fire.

Mid-Year FY 2009-10 Staffing Changes: In August 2009, the City received American Recovery and Reinvestment Act (ARRA) funding that allowed the reinstatement of seventeen (17) sworn positions and two (2) civilian positions in the Police Department. The ARRA funds will cover the cost of these nineteen (19) positions for three years, after which time the City will assume responsibility for the cost. The City also received Community Development Block Grant (CDBG) funding to add two (2) sworn positions that will provide increased police patrol in the downtown area. The CDBG funds will cover the costs of these two (2) positions for a period of one year. The numbers in the “FY 2009-10 Adjusted” column in Table 1 reflect the: (a) addition of grant funded positions; (b) transfer of one (1) position from the Recreation and Parks Department to the City Clerk’s Office in the Executive Department; and, (c) addition of six (6) positions as part of the Wastewater Treatment Plant No. 3 expansion project.

ix Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 6

Table 1: Personnel Compliment History and Percent Change since FY 2007-08 FY 2007-08 FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11 Percent Department Authorized Authorized Authorized Adjusted * Adopted ** Change Legislative 1 1 1 1 1 0.0% Executive (b) 69 69 58 59 55 -20.3% Financial Services 35 35 32 32 31 -11.4% City Attorney 13 13 11 11 10 -23.1% Police Services (a) 517 517 471 492 485 -6.2% Fire Services 212 210 200 200 200 -5.7% Public Works (c) 456 454 409 415 409 -10.3% Water 25 27 26 26 28 12.0% Rabobank Arena 4 4 4 4 4 0.0% Recreation & Parks (b) 170 170 151 150 143 -15.9% Development Services 94 91 69 69 61 -35.1% ED/CD 22 22 20 20 19 -13.6% Totals 1,618 1,613 1,452 1,479 1,446 -10.6% * "FY 2009-10 Adjusted" reflects the: (a) reinstatement of 21 positions in Police Services with ARRA and CDBG grant funding; (b) transfer of 1 position from Recreation and Parks to the City Clerk's Office; and, (c) addition of 6 positions in Public Works for WWTP No. 3. ** "FY 2010-11 Adopted" reflects the deletion of 24 vacant positions, discplacement of 10 positions, and reinstatement of 1 position. SEIU's vote to defer the 2% COLA (scheduled to be received in December 2010) avoided the need to displace an additional 13 positions.

FY 2010-11 Staffing Changes: Continued declines in revenues, as well as workload in certain departments, require additional reductions to the City’s workforce of thirty-three (33) positions. This total is comprised of the deletion of twenty-four (24) vacancies, displacement of ten (10) employees, and reinstatement of one (1) position, which were identified after a thorough analysis of each department’s operations and workload. We exerted every effort to avoid layoffs by identifying opportunities to transfer affected employees to fill existing vacancies. Thanks are due to SEIU for voting to defer the COLA scheduled for December 2010 which avoided further damage to the organization that would have been caused by the displacement of thirteen (13) additional positions.

Table 2 illustrates the true impact of the above reductions to the City’s workforce, absent the adjustments for the twenty-one (21) ARRA and CDBG grant funded positions restored in FY 2009-10.

x Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 7

Table 2: Personnel Compliment History and Percent Change Since FY 2007-08 Absent Positions Restored With Grant Funds FY 2007-08 FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11 Percent Department Authorized Authorized Authorized Adjusted * Adopted ** Change Legislative 1 1 1 1 1 0.0% Executive (b) 69 69 58 59 55 -20.3% Financial Services 35 35 32 32 31 -11.4% City Attorney 13 13 11 11 10 -23.1% Police Services (a) 517 517 471 471 464 -10.3% Fire Services 212 210 200 200 200 -5.7% Public Works (c) 456 454 409 415 409 -10.3% Water 25 27 26 26 28 12.0% Rabobank Arena 4 4 4 4 4 0.0% Recreation & Parks (b) 170 170 151 150 143 -15.9% Development Services 94 91 69 69 61 -35.1% ED/CD 22 22 20 20 19 -13.6% Totals 1,618 1,613 1,452 1,458 1,425 -11.9%

* "FY 2009-10 Adjusted" excludes: (a) the 21 positions in Police Services that were reinstated with ARRA and CDBG grant funding, but includes: (b) the transfer of 1 position from Recreation and Parks to the City Clerk's Office, and (c) the addition of 6 positions in Public Works for WWTP No. 3.

** "FY 2010-11 Adopted" reflects the deletion of 24 vacant positions, displacement of 10 positions, and reinstatement of 1 position. SEIU's vote to defer the 2% COLA (scheduled to be received in December 2010) avoided the need to displace an additional 13 positions.

Positives:

The FY 2010-11 budget contains some positives, largely in follow up to actions taken in previous years outside of General Fund sources, as follows:

Projects Headed to Completion in FY 2010-11:

Freeway and Road Construction: It is anticipated that construction will be completed by the summer of 2010 on the interchange at Fairfax Road / SR-178 and a segment of the North Beltway, which will widen Seventh Standard Road from SR-99 west to Santa Fe Way.

Bids on the extension of Mohawk Street from Truxtun Avenue to Rosedale Highway have been awarded. A great deal of that construction was completed in FY 2009- 10. A favorable bid environment in FY 2009-10 allowed us to award bids on the Westside Parkway project from Mohawk Street to Allen Road, which is farther than the original phase that would have ended at Calloway Road. Construction on these projects will continue into 2010-11. The California Transportation Commission

xi Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 8 approved the allocation of $24 million in funding for Phase 4 of the Westside Parkway project.

The Thomas Roads Improvement Program (TRIP) will continue to work through 2010- 11 on the following projects: 24th Street Widening from SR-99 to “M” Street; expansion of the intersection at Oak Street and 24th Street; widening of Rosedale Highway; Morning Drive / SR-178 Interchange; widening of SR-178 from Canteria Street to Miramonte Drive; Hageman Flyover; Centennial Corridor; and, all phases of the Westside Parkway.

Park Projects: We expect to complete construction of the Mesa Marin Sports Complex and the first eight (8) soccer fields of the Sports Village in the fall of 2010. It is expected these facilities will be open to the public in the spring of 2011. Other parks projects scheduled to be completed in 2010-11 include: the Kern River Upland Project, Greystone Park, City in the Hills Park, new streetscapes, and Mill Creek Linear Park.

Overview of Appropriations and Resources:

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

Appropriations:

The total appropriated for both operating and capital expenditures for FY 2010-11 is $437,128,966, including $87,654,176 in interfund transfers. The total appropriations in FY 2010-11 for all City funds reflects a decrease of $8,247,722, or 1.9 percent, as compared to the FY 2009-10 Adopted Budget. Most of the decrease is due to the reductions to the General Fund appropriations.

The total appropriated for the Operating Budget is $359,092,381, which reflects a decrease of $9,728,200, or 2.6 percent, as compared to the FY 2009-10 Adopted Budget.

The total appropriated for the Capital Improvement Budget is $78,036,585, which reflects an increase of $1,480,478, or 1.9 percent, as compared to the FY 2009-10 Adopted Budget. The Capital Improvement Program (CIP) for FY 2010-11 does not contain any projects for the Bakersfield Redevelopment Agency. The CIP section of this document contains an itemized listing of projects included in the plan.

xii Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 9

General Fund Expenditures: General Fund appropriations total $156,614,264, which reflects a decrease of $8,681,836, or 5.3 percent, as compared to the FY 2009-10 Adopted Budget. The budget reductions in the General Fund are primarily the result of the elimination of positions and various reductions made by departments.

Resources:

Revenue projections for FY 2010-11 reflect the lack of development activity in FY 2009-10 that has resulted in a significant slowdown in receipts for traffic impact fees, building permit fees, and park development fees, as well as revenues associated with planning processes.

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 2010-11 total $156,614,264, which reflects a decrease of $8,681,836, or 5.3 percent, as compared to the FY 2009-10 Adopted Budget. The General Fund revenue sources derived from taxes include: $59,507,000 in property taxes, $45,030,000 in sales and use taxes, and $14,325,000 in other taxes. These figures reflect the estimated $11,150,000 of local sales tax revenue captured and repaid with property tax by the State, commonly known as the “Sales Tax Triple Flip”. The remainder of the resources for the General Fund is comprised of $20,565,264 in other revenue sources, $15,765,000 in beginning fund balance, and $1,422,000 in transfers.

Current year secured property taxes reflect the continued slowdown in development activity and the reassessment of properties by the Kern County Assessor’s Office. The budget assumes a 2.0 percent decline based on Kern County’s recent assessed valuation projection information.

It is projected that sales and use tax revenues, not including sales tax in-lieu, will decline by 3.0 percent, as compared to the revised estimate for FY 2009-10.

Capital Improvement Program (CIP):

The Capital Improvement Program (CIP) provides planning for the City of Bakersfield’s infrastructure over a five-year planning period. Revenue sources identified within the CIP may be from grants, taxes, user fees, bond issues, transfers from other funds, or assessments. Many of these projects are possible because

xiii Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 10 staff has been successful in obtaining grants and other specialized funds that would not ordinarily be available or used for ongoing operations.

Project Highlights:

Thomas Road Improvement Program (TRIP) Projects – The amount budgeted for TRIP projects totals $54,197,000, which is comprised of $12,411,840 in federal funds, $12,435,160 in Traffic Impact Fee revenue as the source of the local match for the federal funds, an allocation in the amount of $24,000,000 in state funds approved by the California Transportation Commission, and $5,350,000 in additional PG&E Surcharge revenues, that were designated for road projects by the City Council, as follows: • 24th Street Widening from SR-99 to “M “Street - $3,200,000 • Expansion of the intersection at Oak Street and 24th Street - $600,000 • Widening of Rosedale Highway - $1,350,000 • Morning Drive / SR-178 Interchange - $9,000,000 • Westside Parkway – All Phases - $40,047,000

Reconstruction of Various Streets – The budget includes two (2) projects that directly tie to Council goals for the street maintenance program with funding from the following sources: Federal Transportation funds in the amount of $1,991,925 and Gas Tax funds, as the source of the local match, in the amount of $258,075. These projects will rehabilitate pavement on Truxtun Avenue from Commercial Way to Oak Street as well as on Stine Road from Pacheco Road to White Lane.

Resurfacing Funds for Public Works Streets Division – The CIP budget includes Capital Outlay funds in the amount of $3,500,000 and Gas Tax (Proposition 42) funds in the amount of $750,000 for the Streets Division to continue street resurfacing/reconstruction work.

As noted above, funding has historically been budgeted in the $2,000,000 range in the Public Works Streets Division’s operating budget for the purchase of street paving materials. Unfortunately, due to the economic circumstances, this funding is not included in the FY 2010-11 budget. This reduction, alone, represents a 33.8 percent decrease to the General Fund portion of the Public Works Streets Division’s street resurfacing/reconstruction program.

Traffic Signal Coordination – A project to expand the City’s signal communication network will be funded 88.53 percent with federal Congestion Management Air Quality (CMAQ) funds and 11.47 percent with Gas Tax funds.

xiv Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 11

New Traffic Signals – There are a total of two (2) new traffic signal projects in the CIP. The budget includes federal funds with the match from Transportation Development funds to install one (1) new traffic signal at the intersection of Akers Road and Berkshire Road. Traffic Development funds are also budgeted to install one (1) new traffic signal at the intersection of Akers Road and Hosking Avenue.

Repair of Oak Street Bridge – Gas Tax funds are budgeted in FY 2010-11 for the first of a two-phase project to repair the Oak Street Bridge. This first phase will replace the major expansion joint gaskets and repair some damaged concrete. The second phase, planned to occur in FY 2011-12, will replace the rest of the expansion joint gaskets and seal the bridge deck.

CDBG-funded Public Works Projects – Community Development Block Grant funding is budgeted for several Public Works projects, as follows: • Municipal Airport Landscaping – This $200,000 project will install landscaping and fencing around the perimeter of the airport. General Aviation funds in the amount of $50,000 are also budgeted for this project. • Curb & Gutter - Belle Terrace – This $500,000 project will install curbs and gutters needed in this area to resolve pavement failures caused by standing water. • Curb & Gutter – Beale Area – This $500,000 project will install curbs and gutters needed in this area to resolve pavement failures caused by standing water. • Alley, Sidewalk, and Curb Refurbishment – This $431,401 project will reconstruct the alleyway, sidewalk and curbs between “G”, “H”, 18th, 19th Streets adjacent to the Padre Hotel.

CDBG-funded Parks Projects – CDBG funding is budgeted in the amount of $163,084 for three (3) Parks projects, including: installation of shade structures over the existing playground equipment at MLK Park and replacement of the bleachers located in the MLK Community Center Gym, as well as installation of shade structures over the playground equipment at Jefferson Park and Planz Park.

Street Improvements – Transportation Development funds are budgeted in the amount of $2,500,000 for six (6) street improvement projects, as follows: • California Avenue at Chester Avenue. • Coffee Road south of Goesling Avenue. • East side of Stine Road between Berkshire Road and Panama Lane. • East side of Calloway Drive from Lake Superior Drive to Norris Road. • Wible Road from Berkshire Road to Panama Lane. • Buena Vista Road from Campus Park Drive to White Lane.

xv Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 12

Sewer Rehabilitation Projects – Sewer funds are budgeted in the amount of $5,270,000 for two (2) sewer rehabilitation projects, as follows: • Sewer line on “P” Street from Brundage Lane to 13th Street. • Sewer line on Gosford Road from Panama Lane to the District Boulevard lift station.

Solid Waste Projects – Refuse Collection funds are budgeted in the amount of $475,000 for three (3) projects. Per Agreement No. 08-087 with Kern County, 30.0 percent of these projects will be funded by the County, as follows: • Truck tarping station to provide a platform with a railing to safely install tarps over loads of compost and wood chips. • Pilot project at the Mt. Vernon Recycling Facility to sample different equipment and help plan for the construction of a system to comply with a new San Joaquin Air Pollution Control District Rule which will require the control of air emissions from greenwaste compost piles by 2012. • Paving of the dirt surface of the wood and greenwaste recycling work area at the Mt. Vernon Recycling Facility.

Narrow Banding of Communication Equipment – This is a multi-year project to replace old broadband infrastructure equipment (receivers, comparators, and repeaters) to the FCC required narrow band capacity by December 2012. Funds in the amount of $225,000 are budgeted in the Capital Outlay Fund for FY 2010-11.

Airport Projects – General Aviation funds are budgeted in the amount of $108,000 and Federal Aviation Administration funds in the amount of $150,000 for three (3) projects at the City’s airport.

Improvements to Rabobank Arena/Ice Sports Center – The FY 2010-11 CIP includes funds to replace two (2) of the five (5) compressors located at the Rabobank Arena and Ice Sports Center.

Water Resources Projects – Several projects for the Water Resources Department are budgeted to increase production capacity due to moderate growth of the system, including construction of up to seven (7) miles of pipeline from the new Bakersfield Water Treatment Plant.

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 2010-11 Adopted Budget to the FY 2009-10 Adopted Budget.

xvi Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 13

These percentages differ from the percentage changes shown in Tables 1 and 2 that only reflect the reduction in each department’s workforce.

Police. The operating budget for the Police Department is $65,562,276, which is a 1.4 percent decrease as compared to the FY 2009-10 Adopted Budget. The Personnel Compliment reflects the mid-year FY 2009-10 reinstatement of seventeen (17) sworn positions and two (2) civilian positions with American Recovery and Reinvestment Act funding, as well as the addition of two (2) sworn positions with CDBG funds for additional patrol in the downtown area. For FY 2010-11, five (5) vacant sworn and two (2) vacant civilian positions were deleted.

Fire. The operating budget for the Fire Department is $30,467,268, which is a 1.3 percent decrease as compared to the FY 2009-10 Adopted Budget.

A recent audit conducted by the California Environmental Protection Agency of the Fire Department’s Certified Unified Program Agency (CUPA) program identified the need to create a separate fund with accounting controls to account for CUPA revenues and expenditures. A separate “CUPA” fund has been created to account for all of the appropriations previously proposed to be budgeted in the General Fund.

Since negotiations with the Fire Union were not concluded at the time the budget was prepared, as a place holder, the budget reflects the option of creating a staffing pool by reducing staffing on two (2) pieces of equipment and reducing staff by two (2) sworn positions in the Arson Unit and Training Division. The result of this first option would be the reduced need for overtime, as members of the staffing pool would be called back to fill in for vacancies. Another option that would achieve the same amount of savings would be the closure of Fire Station No. 14. The first option is presented on an interim basis and both options are subject to change, pending the conclusion of negotiations.

xvii Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 14

Public Works. The operating budget for the Public Works Department is $94,091,458, which is a 2.5 percent increase as compared to the FY 2009-10 Adopted Budget. Funding for this department comes from various sources, including the General Fund, Development Services Fund, Gas Tax Fund, Transportation Development Fund, Equipment Management Fund, enterprise funds, and other special revenue funds. The budget reflects the deferral of some purchases of equipment, where practical, as well as extending the life of vehicles and equipment. However, the increase is largely attributable to a recent Environmental Protection Agency regulation which requires the replacement of certain pieces of equipment that cannot be retrofitted to comply with certain air emission regulations. The Personnel Compliment reflects the mid-year FY 2009-10 addition of six (6) positions in Wastewater as part of the Wastewater Treatment Plant No. 3 Expansion and Upgrade project. For FY 2010-11, five (5) vacant positions were deleted and one (1) position was displaced/transferred, due to a reduction in development-related workload, to the Water Resources Department.

Resurfacing Funds for Public Works Streets Division – The FY 2010-11 operating budget includes $7,352,083 for street resurfacing/reconstruction, which is comprised of funds budgeted in the amounts of $4,852,083 in the General Fund and $2,500,000 in the Gas Tax Fund. As noted above, additional funding has historically been budgeted in the General Fund in the $2,000,000 range for the purchase of street paving materials. This funding is not included in the FY 2010-11 budget. Combined with other reductions, the General Fund portion of the street resurfacing/reconstruction program has been reduced by 33.8 percent as compared to the FY 2009-10 Adopted Budget.

The CIP budget for street resurfacing/reconstruction includes Capital Outlay funds in the amount of $3,500,000 and Gas Tax (Proposition 42) funds in the amount of $750,000. The CIP also includes various other sources (CDBG, Federal Transportation and Gas Tax) that amount to $3,250,000 for various projects as described in the CIP section above.

The combined operating and CIP budgets for street resurfacing/reconstruction projects total $14,852,083.

Staff in the Thomas Roads Improvement Program (TRIP) Division work alongside staff from Parson Transportation Group, County of Kern Roads Department, and Caltrans in the management and delivery of the federally-funded TRIP projects.

Recreation and Parks. The operating budget for the Recreation and Parks Department is $15,703,253, which is a 3.5 percent decrease as compared to the FY

xviii Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 15

2009-10 Adopted Budget. In March 2010, the City Council approved staff’s recommendation to not open the two (2) pools located at Planz and Siemon Parks or hold the Beale Band Concerts and Movies in the Park unless sponsors came forth to support these events. The FY 2010-11 budget for the Recreation and Parks Department reflects the continued closure of the two (2) pools at Planz and Siemon Parks and does not include funding for the Beale Band Concerts, Movies in the Park, and Fall Festival. The budget also reflects the shift of $15,000 from Council Contingency to the Recreation and Parks Department’s operating budget in order to be able to keep the spray parks open one (1) additional hour per day. The Personnel Compliment reflects the mid-year FY 2009-10 transfer of one (1) position from Recreation and Parks to the City Clerk’s Office. For FY 2010-11, four (4) vacant positions were deleted and three (3) positions were displaced.

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

Development Services. The operating budget for the Development Services Department is $7,137,096, which is a 13.6 percent decrease as compared to the FY 2009-10 Adopted Budget. The Development Services Department has experienced a significant slow down in the levels of development activity over the past three fiscal years. For FY 2010-11, one (1) vacant Building Inspector position was deleted and two (2) additional Building Inspector positions in the Building Division were displaced in response to the slowdown in building activity. In addition, three (3) positions in Planning and two (2) positions in Building were displaced due to workload reductions in both divisions.

Economic and Community Development. General Fund support of operating and administrative costs for Economic Development and Redevelopment programs and activities has been eliminated and all costs will be borne by the Redevelopment Funds.

Convention and Visitors Bureau – Due to declines in Transient Occupancy Tax receipts, reductions in this Division’s budget for advertising, attendance at trade shows, and contributions to events that locate in Bakersfield were implemented. For FY 2010-11, one (1) vacant position was deleted.

Redevelopment. Redevelopment activity is continuing in each of the three Redevelopment Project Areas, with several major mixed-use and affordable housing projects underway. The Redevelopment Budget for FY 2010-11 was

xix Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 16 prepared in accordance with the goals and objectives of the Bakersfield Redevelopment Agency.

Due to the economic circumstances, the General Fund is no longer able to support redevelopment activity as it has for the past several years. The FY 2010-11 budget was prepared with the shift of personnel and operating costs within the three (3) redevelopment areas. The FY 2010-11 budget also sets aside $600,000 in redevelopment funds for the State Education Revenue Augmentation Fund (SERAF) shift slated to take place in FY 2010-11. The legality of this State capture, in addition to the $2.8 million State capture in FY 2009-10, is currently the subject of a legal challenge filed by the California Redevelopment Association.

Significant issues for the three project areas are as follows:

Downtown Redevelopment Project Area – The Downtown Project Area (DTPA) has a projected gain of 13.0 percent in tax increment revenues for FY 2010-11. Funding in the amount of $125,000 has been set aside for the SERAF shift slated to occur in FY 2010-11.

Old Town Kern Redevelopment Project Area (OTKP) – The Old Town Kern Project (OTKP) area is projected to have a decline of 9.0 percent in FY 2010-11 due to the reassessment of properties. Funding in the amount of $200,000 has been set aside for the SERAF shift slated to occur in FY 2010-11.

Southeast Redevelopment Project Area (SEPA) – The Southeast Project Area (SEPA) is projected to have a decline of 6.0 percent in tax increment revenues in FY 2010- 11. Funding in the amount of $275,000 has been set aside for the SERAF shift slated to occur in FY 2010-11.

Mayor. The operating budget for the Mayor’s Office is $129,327, which is a 3.4 percent decrease as compared to the FY 2009-10 Adopted Budget. The budget reflects a 7.0 percent reduction in the Mayor’s salary as well as other line item reductions.

City Council. The operating budget for the City Council is $299,102, which is a 2.7 percent decrease as compared to the FY 2009-10 Adopted Budget.

Executive. The operating budget for the Executive Department is $17,058,064, which is a 2.3 percent increase as compared to the FY 2009-10 Adopted Budget. Funding for this department comes from various sources, including the General Fund, Equipment Management Fund, and Self-Insurance Fund. The increase is largely attributable to the rates charged for Workers’ Compensation insurance

xx Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 17 accounted for in the Self-Insurance Fund. These rates are based on an actuarial that reflects changes in the workers’ compensation program due to adverse loss development, as well as increasing industry loss trends and workers’ compensation court decisions. The Risk Management Division analyzed the fund assets in the Self- Insurance Fund as well as the rates charged to departments to determine if it would be possible to maintain, as much as possible, the rates from FY 2009-10 through FY 2010-11. Approximately $1.8 million of the fund assets in the Self- Insurance Fund will be used to accomplish this goal.

It is also important to note the transfer of fund assets in the Self-Insurance Fund in the amount of $1,000,000 to the Capital Outlay Fund in the CIP budget for the street resurfacing/reconstruction program, as well as the transfer in the amount of $222,000 to the General Fund in the Fire Department’s operating budget in order to facilitate a Councilmember’s request to delay the reduction in the Fire Department’s staffing for up to three (3) months.

The General Fund budget for the Executive Department reflects a 7.5 percent decrease as compared to the FY 2009-10 Adopted Budget. All operations reflect decreases, shown in parenthesis, as follows: City Manager’s Office (-7.5%); City Clerk (-8.9%); Human Resources (-21.6%); and, Information Technology (-1.5%). The Personnel Compliment reflects the mid-year FY 2009-10 transfer of one (1) position from Recreation and Parks to the City Clerk’s Office. For FY 2010-11, four (4) vacant positions were deleted, shown in parenthesis, as follows: City Manager’s Office (2), Human Resources (1), and Information Technology (1).

City Attorney. The operating budget for the City Attorney’s Office is $3,131,000, which is a 3.9 percent decrease as compared to the FY 2009-10 Adopted Budget. For FY 2010-11, one (1) vacant position was deleted.

Financial Services. The operating budget for the Finance Department is $3,217,953, which is a 5.1 percent decrease as compared to the FY 2009-10 Adopted Budget. The Finance Department’s budget includes accounting services provided to, and funded by, the Thomas Roads Improvement Program (TRIP). For FY 2010-11, one (1) vacant position was deleted.

Enterprise Funds. Enterprise Funds account for business-like activities supported primarily by user charges, such as water and wastewater utilities, refuse, and the municipal airport.

Water Resources – The operating budget for the Water Resources Department is $21,608,944, which is a 4.9 percent increase as compared to the FY 2009-10 Adopted Budget. This increase reflects the transfer of one (1) position from the

xxi Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 18

Public Works Department, which was displaced from Public Works due to a reduction in development-related workload and the need for the position in the Water Resources Department, as well as the reinstatement of one (1) position, Water Resources Director, which was previously deleted in FY 2008-09.

Agricultural Water Fund – The operating budget for the Agricultural Water Division is $4,791,093, which is a 2.3 percent increase as compared to the FY 2009-10 Adopted Budget.

Domestic Water Fund – The operating budget for the Domestic Water Division is $16,817,851, which is a 5.7 percent increase as compared to the FY 2009-10 Adopted Budget. The budget reflects an increase for the quantity rate for City domestic water service customers. The current quantity rate is $0.88 per hundred cubic feet unit, which will increase by $0.03 to a new quantity rate of $0.91 per unit on October 1, 2010. A typical resident will see a total increase of $0.84 per month. These increases are due to the cost of new water supply programs, and general cost increases in electricity and the operations and maintenance contract.

Refuse Fund – There is no refuse rate increase for FY 2010-11. Staff was able to balance the budget for the Refuse Fund based upon existing rates.

Sewer Fund – The budget reflects a 2.6 percent increase in residential sewer user rates. The single-family residential sewer user rate will increase from $195 to $200. Since most sewer user fees are based upon this single-family rate, those rates will also increase by the same percentage. This increase is needed to cover both operating and capital costs, in addition to servicing the debt payments on the bonds issued for the Wastewater Treatment Plant No. 2 upgrade and Wastewater Treatment Plant No. 3 upgrade and expansion projects. A combination of connection fees and user fees are used to fund this debt service. With the recent decline in development activity, there has been a commensurate drop in sewer connection fee revenue. Therefore, more of the debt service payments must be recovered through the sewer user fee.

The sewer connection fee per single-family household will increase from $3,700 to $4,000, which is an increase of $300, effective July 1, 2010. This increase reflects the final year of a five-year phase-in period. These fees, which are paid upon application for a building permit or permit to connect an existing building to the City sewer system, will be applied toward the debt service payments for the Wastewater Treatment Plant No. 3 Expansion Project.

xxii Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 19

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 – In FY 2009-10, the Fleet Division of Public Works analyzed the life of every piece of equipment and determined that it could be extended in many cases. The purchase of replacement equipment was also deferred where practical. The combination of these efforts translated to lower rates charged to the departments since, in many cases, the monthly rent for non- fully depreciated equipment was lowered, and the rate for fully- depreciated equipment includes operations and maintenance costs. In FY 2011-12, the rates may be lowered more due to the loss of positions in this Division noted above.

Telecommunications Division – Due to the deferral of the purchase of the replacement phone system, to an unknown date in the future, the Telecommunications Division of Public Works is striving to keep the current phone system operational.

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

The Risk Management Division of the Executive Department analyzed the fund assets in the Self-Insurance Fund as well as the rates charged to departments to determine if it would be possible to maintain, as much as possible, the rates from FY 2009-10 through FY 2010-11. Approximately $1.8 million of the fund assets in the Self-Insurance Fund will be used to accomplish this goal.

It is also important to note the transfer of fund assets in the Self-Insurance Fund in the amount of $1,000,000 to the Capital Outlay Fund in the CIP budget for the

xxiii Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 20 street resurfacing/reconstruction program, as well as the transfer in the amount of $222,000 to the General Fund in the Fire Department’s operating budget in order to facilitate a Councilmember’s request to delay the reduction in the Fire Department’s staffing for up to three (3) months.

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

HUD Entitlements – Community Development Block Grant (CDBG) and HOME Investment Partnership funds come from the Federal Government Department of Housing and Urban Development (HUD) for the elimination of slums and blight, development of affordable housing and the creation of jobs. The City’s allocation of CDBG funds and HOME Investment Partnership funds is budgeted in the amount of $3,634,857 and $1,695,784 respectively. Emergency Shelter Grant funds are budgeted in the amount of $147,357. These funds will primarily be spent on contributions to agencies for eligible activities, police patrol in the downtown and Mill Creek area, and graffiti removal efforts. Of the CDBG funds above, $1,794,485 is budgeted for various CIP projects in HUD eligible areas.

Transient Occupancy Tax Fund – The Transient Occupancy Tax Fund was established in July 1998 to account for the general revenues provided by a 12.0 percent room tax (M.C. 3.40) and the operation and debt related to the Rabobank Arena. This includes the contract with SMG for privatization of the operations of the facilities. Revenues from operation of the complex go into this fund. This fund also includes debt service payments on the Arena facility. The operational costs and revenues for the Bakersfield Ice Sports Center are included in this fund. The proposed budget includes the Convention and Visitors Bureau (CVB) staffed by City employees within the Economic and Community Development Department. Any available Transient Lodging Tax funds, after taking into account the City’s long term commitments for Rabobank Arena, Ice Sports Center, CVB, etc. are transferred to the City’s Capital Improvement Program budget for street resurfacing/reconstruction purposes.

Contributions. In March 2010, the City Council provided direction to staff regarding a contribution to the Bakersfield Symphony Orchestra in FY 2010-11. Based on the direction given, funding was not budgeted. In accordance with Council policy for contributions to non-profit groups, CDBG funds are budgeted for the Bakersfield Senior Center in the amount of $85,000.

xxiv Honorable Mayor and City Council FY 2010-11 Adopted Budget - Letter of Transmittal July 1, 2010 Page 21

Summary

The FY 2010-11 budget reflects the unprecedented and changing economic environment we are faced with. We have made the necessary budget reductions to operate within our available resources. This has required difficult choices and recommendations and also involved the hard work and cooperation of many City employees to develop a reasoned and workable budget.

Acknowledgements

As is the case every year, this document represents the compilation of many hours of work by many people throughout the organization. My thanks to the department heads and their business managers, division managers and staff for submitting thorough and well-prepared budget proposals. Thanks also goes to the Budget Team headed up by Management Assistant Rick Kirkwood and Finance Director Nelson Smith, and also included Assistant City Manager John W. Stinson, Assistant Public Works Director Brad Underwood, Administrative Analyst Steve Teglia, Assistant to the City Manager Rhonda Smiley, Engineer IV Arnold Ramming, Assistant to the Public Works Director Georgina Lorenzi, Secretary Michelle Muniz, and Clerk Typist Michelle Cruz.

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

xxv xxvi xxvii City of Bakersfield

FY 2010-2011 Organizational Chart

Citizens of Bakersfield

Mayor City Council

Bakersfield Redevelopment Boards and Agency Commissions

City Attorney

xxviii City Manager

Information Assistant City Manager Executive Staff City Clerk Legal Counsel Technology

Assistant to the City Manager Budget

Administrative Analyst Risk Management

Finance Police Fire Public Works Water Resources Recreation DevelopmentDevelopment Svcs. Econ./Comm. and& Parks Parks Services Development

Administration Headquarters Administration Administration Agricultural Administration Planning Comm. Development

Accounting Operations Safety EngggTRIPineering Domestic Parks Building EconomicEconomic Devevelo Developpmentment

Treasury Investigations Suppression GeneralEngineering Svcs. Recreation Convention & Visitors Bureau Purchasing Support Services GeneralStreets Svcs.

Streets

WastewaterEquipment

SolidWastewater Waste

Solid Waste “HIGH FIVES”

The High Five award is for immediate recognition of City employees for their quality of work, high levels of productivity, notable customer service, or an old- fashioned “Thank You.” Approximately 450 High Five awards were distributed in FY 2009–10 WELL DONE!

“BRIGHT IDEAS”

The City of Bakersfield is fortunate Donna Barnes, Economic & Community Development to employ individuals who think Kristy Carolina, Police beyond the box. If employees see Nancy Clements, Police Billy Owens, Development Services something that needs to be achieved Sheena Parrish, Public Works or improved, they are encouraged to Elaine Sack, Finance submit a Bright Idea. Mitchell Smith, Information Technology Thomas Trammell, Public Works To the right is a listing of those Keitha Turner, Mayor’s Office individuals who did just that. Tiffany Van Fossen, Finance John Williams, Public Works

“EXCELLENCE IN ACTION 2009”

This award is given to employees of the City of Bakersfield that exemplify the traits of excellent customer service, leadership by example, willingness to solve problems, and consistently high performance.

Pictured are the winners of the prestigious award for 2009

GOOD JOB!

Front row from left: Jeff Mullich (Fire), Lisa Phillips (Recreation & Parks), Pamela McCarthy – Extra Mile Recipient (City Manager’s Office), Dan Polach (Public Works), Elizabeth Agerton (Police).

Back row from left: Howard Wines (Fire), Christopher Huot (Economic & Community Development), Michael Johnston (Water Resources), Matthew Lawson (Public Works), Steven Zimmerman (Development Services), Ryan Kroeker (Police), Charles Webb (Public Works).

Not pictured: Ed Lazaroti, (Recreation & Parks) xxix THIS PAGE INTENTIONALLY LEFT BLANK

xxx BUDGET SUMMARIES THIS PAGE INTENTIONALLY LEFT BLANK Budget Summaries

LIST OF EXHIBITS

Resources and Appropriations – General Fund ...... 12 General Fund Budget Charts ...... 13 Resources and Appropriations – Operating Budget – All Funds ...... 14 Operating Budget – All Funds Charts ...... 15 Operating Fund Distribution ...... 16 Operating Fund Distribution Charts ...... 17 Resources and Appropriations – All Funds ...... 18 Resources – All Funds Chart ...... 19 Appropriations – All Funds Chart ...... 20 Departmental Appropriations by Fund ...... 21 General Fund – Appropriations by Department ...... 25 Financial Summary – All Funds ...... 27 Estimated Balances – June 30, 2011 ...... 31 Interfund Transfers – Summary ...... 32 Interfund Transfers – Detail ...... 33 FY 2010-11 Appropriations Limitation ...... 34

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

1 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 GENERAL BACKGROUND

History

Bakersfield was settled in 1858 by a handful of families who had trekked northward through the EL Tejon Pass seeking home sites rather than gold. The town was named by an early settler, Colonel Thomas Baker, who invited the weary travelers through the valley to rest overnight. These travelers would plan in advance to meet and rest in Colonel Baker’s “field”. Baker formally laid out the town in 1869, and within two years the city had a telegraph office, two stores, a newspaper, two boarding houses, one doctor, a wagon shop, one attorney, a saloon, and fifty school pupils. The Rabobank Arena, Theater and Convention Center, as well as the Centennial Plaza community park, rests on part of Colonel Baker’s original field.

The City of Bakersfield was first incorporated in 1873, and in the same year, the County seat was moved from the booming little town of Havilah to Bakersfield. Three years later, the town decided to disincorporate. It was not until 1898 that the community incorporated again. In 1910, the City of Kern, formerly the Town of Sumner (East Bakersfield), annexed to the City of Bakersfield.

Government

In 1915, the citizens of the City adopted a charter calling for the city to operate under the council-manager form of government. This charter provides that the governing body of the city shall be the City Council composed of seven members, one to be elected from each of the seven wards of the city for four-year, overlapping terms, with a Mayor elected from the Council. In 1957, the charter was amended to elect a Mayor at large.

Bakersfield was one of the first cities in the United States to adopt the council- manager form of government. This type of government provides that the City Council adopts ordinances; appoints members of various committees, boards, and commissions; and, establishes general policies for the City. Final determination of all City policies rests with the seven members of the City Council. The Council also appoints a city manager to implement Council policies.

Bakersfield offers a full range of City services including: • Fire and Police Protection • Streets and Infrastructure Maintenance • Planning and Community Development • Parks and Recreation Services

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

This document includes the financial activities of the City, the Bakersfield Redevelopment Agency, and the Public Financing Authority.

Location

The changes have been many since Colonel Baker’s time, but Bakersfield still retains the hospitality originally extended by the Colonel. The City of Bakersfield, population 338,952 (as of January 1, 2010) is located approximately 116 miles north of Los Angeles in the southern San Joaquin Valley. Major highways, including Interstate 5 and State Route 99, link the City with a major trade corridor. Other major cities and attractions nearby to Bakersfield are: Las Vegas (284 miles), Sacramento (281 miles), San Diego (235 miles), San Francisco (286 miles), Santa Barbara (151 miles), Sequoia National Park (129 miles), and Yosemite National Park (190 miles).

Bakersfield is the regional center for industry, government, transportation, retail trade, medical services and oil field operations. Major manufacturing activities include iron and steel fabrication, plastic foam products, food products, petroleum refining, and textiles. As the County seat, it is the location of many county, state and federal offices.

Quality of Life

Bakersfield offers a wide variety of amenities to its residents and visitors, with 125 K- 12 schools, Bakersfield College, and California State University at Bakersfield. Rabobank Arena is the largest convention center complex in the San Joaquin Valley and Bakersfield is home to many entertainment and special events, including: rodeos, Bakersfield Blaze (Baseball), and Bakersfield Condors (Hockey). The City maintains sixty (60) parks, for a total of 573 acres, and offers year-round recreation with boating, white water rafting, fishing, hiking, golf, camping, water skiing, and skydiving. For those looking to travel to and from Bakersfield, there are several options such as Meadows Field (airport), AMTRAK (train), and GreyHound (bus). There are four (4) movie theaters, over 100 restaurants, and seven (7) public golf courses. Cultural activities include four (4) museums, the Bakersfield Jazz Festival, blues and reggae festivals, and the Spotlight Theater and Café.

FACTORS AFFECTING FINANCIAL CONDITION

Local Economy and Local Budget Issues – The City has experienced a slowdown in both new housing starts and commercial development. The City of

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

In the past years, the City has expanded its economic base to provide for growth in retail sales. Past retail sales growth has been due to the significant increase in population, which is partially due to the availability of affordable housing within the Bakersfield area, and its location as a regional center for the southern San Joaquin Valley. Unfortunately, job losses, store closures and downward trends in income levels have been pervasive in the economy for the last two years. The most recent data, which reflects the activity of the fourth quarter of calendar year 2009, was the twelfth of the past thirteen quarters that were in decline. Based on this information, the revised estimate for FY 2009-10 projected that sales and use tax revenues would be down 17.5 percent, as compared to the same four quarters of FY 2008-09. The adopted budget reflects an expectation that sales tax revenues will decline by 3.0 percent, compared to the revised estimate for FY 2009-10, as a result of the continued decline in economic activity over the past year.

Property tax revenues also reflect the slowdown in development activity. Property tax revenues are expected to decline by 2.0 percent for FY 2010-11 based on information from the Kern County Assessor.

In 2005, the California Public Employees’ Retirement System (CalPERS) Board adopted rate stabilization methods to mitigate the impact of fluctuations in the investment return on employer rates. As a result of the unique market downturn experienced in 2008, the CalPERS fund is expected to lose approximately 25.0 percent of its value and the current smoothing method will not handle this very well. Such a decline will have a significant impact on the funded status of plans at CalPERS and on the contribution rates that the City as the employer will have to pay in the future. CalPERS’ current smoothing method would have resulted in a large rate increase in the 2011-12 fiscal year. In order to mitigate this large rate increase, CalPERS has changed its smoothing method to stair step the increase over three (3) years.

State Budgetary Actions – Budget problems at the State level continue to be a major concern for the City of Bakersfield. The City has adjusted to prior State actions, including the reduction of Vehicle License Fees (VLF) and the State action of taking one-fourth of its sales tax revenues to be replaced with property tax revenues (also known as the sales tax “triple flip”). The City has compensated for the negative effects on cash flow and interest earnings within the General Fund due to the timing and receipt of “backfill” of monies by increasing the cash basis reserve funds during the last few budget cycles. The City is aware of the State’s significant budget deficit and will continue to monitor any potential actions that may have a negative effect on the City’s financial status.

4 Long Term Financial Planning – The City continues to monitor departmental needs for satellite storage and staging areas for Public Works and Parks operations. As the City continues to grow both in population and geographic area, opportunities are constantly evaluated to become more efficient and effective in efforts to serve the community.

The City is also planning for the future with the expansion and upgrade of Wastewater Treatment Plant No. 3. The bonds that will pay for this project will be a combination of fixed and variable rate bonds to take advantage of current market conditions and allow for flexibility in possible early retirement of the debt. Sewer connection fees and the 2.6 percent sewer user rate increase approved by the City Council have been taken into consideration to fund the annual debt service payments associated with the bond financing over the next twenty-five (25) to thirty (30) years. The sewer user rate increase will also provide funds to establish and replenish sewer reserve funds to adequate levels to provide certain assurances to bond holders and rating agencies regarding the financial stability of the enterprise. Since the project upgrades the existing facilities and treatment processes in addition to adding capacity to the plant operations we will use a combination of increased user fees and increased connection fee revenues to repay the debt. This expansion will provide for cost effective modern wastewater treatment facilities for existing residents as well as for anticipated planned development within the City’s sphere of influence over this time frame.

Accounting System and Internal Controls – The accounting and budgeting basis for the City are the same. The City's accounting system is organized and operated on a fund basis. Each fund is a distinct self-balancing accounting entity. Various funds utilized by the City of Bakersfield are fully described in the “Special Funds”, “Enterprise Funds”, and “Redevelopment” sections of this document. The City's accounting records for general governmental operations are maintained on a modified-accrual basis whereby revenues are recognized when measurable and available, and expenditures are recognized when materials and services are received. Accounting records for the Enterprise and Internal Services Funds are recorded on an accrual basis, whereby revenues are recognized when earned and expenses are recognized when incurred.

In developing and evaluating the City's accounting system, consideration is given to the adequacy of internal accounting controls. Internal accounting controls are designed to provide reasonable, but not absolute, assurance regarding: (1) the safeguarding of assets against loss from unauthorized use or disposition; and (2) the reliability of financial records for preparing financial statements and maintaining accountability for assets. The concept of reasonable assurance recognizes that: (a) the cost of a control should not exceed the benefits likely to be derived, and (b) the evaluation of costs and benefits requires estimates and judgments by management.

5 Balanced Budget – The City of Bakersfield annually adopts a balanced budget on a fiscal year basis. A balanced budget means there are sufficient revenues and unreserved fund balances appropriated to fund all City of Bakersfield Operating, Capital Improvement, Debt Services and Interfund Transfers for the fiscal year beginning July 1 and ending June 30.

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

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

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

The annual budget serves from July 1 to June 30, and is a vehicle that accurately and openly communicates these priorities to the community, businesses, vendors, employees and other public agencies. Additionally, it establishes the foundation of effective financial planning by providing resource planning, performance measures and controls that permit the evaluation and adjustment of the City’s performance.

The City’s budget is prepared and based on four expenditure categories: personnel, supplies and services, minor capital outlay, and capital improvement programs. The first three listed are considered operational in nature and known as recurring costs. Capital Improvement Projects are asset acquisition, facilities, systems and infrastructure improvement, typically over $40,000, and/or those items “outside” of the normal operational budget. These are known as one-time costs or significant non-routine capital expenditures.

6 FUND STRUCTURE

The City collects and records revenue and expenditures within Governmental Activities and Business-Type Activities.

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

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

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

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

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

Proprietary Funds – When the City charges customers for the services it provides, whether to outside customers or to other units of the City, these services are generally reported in Proprietary funds. Proprietary funds are reported in the same way that all activities are reported in the Statement of Net Assets and the Statement of Revenues, Expenses and Charges in Fund Net Assets. In fact, the City’s Enterprise Funds are the same as the Business-Type activities reported in the Government-wide statements, but provide more detail and additional information such as cash flows, for Proprietary funds. The City uses Internal

7 Service Funds (the other component of Proprietary funds) to report activities that provide supplies and services for the City’s other programs and activities—such as the City’s Self-Insurance and Equipment Management Funds. The Internal Service Funds are reported with governmental activities in the government-wide financial statements.

Fiduciary Funds – The City is the trustee, or fiduciary, for certain funds held on behalf of various third parties. The City’s fiduciary activities are reported in separate Statements of Fiduciary Net Assets. The City excludes these activities from its other financial statements because the City cannot use these assets to finance its operations. The City is responsible for ensuring that the assets reported in these funds are used for their intended purposes.

Budget Process – The budget process begins as a team effort in January of each year, starting with an annual strategic planning meeting called the Budget Kickoff. Individual departments then use projected revenue assumptions based on trend analysis data from the past three years, current economic circumstances, including impacts of the State budget, and other external factors to recommend the next fiscal year’s objectives. The City Manager’s Office and the Finance Department review all budget proposals and revenue assumptions as well as all current financial obligations before preparing the document that is proposed to the City Council. The City Council reviews the Proposed Budget through a series of public workshops and meetings, and the final adoption of the budget is normally scheduled for the second City Council meeting in June.

Budgetary Controls – The objective of these budgetary controls is to ensure compliance with legal provisions embodied in the annual appropriated budget approved by the City Council. Project length financial plans are adopted for the capital projects funds. The level of budgetary control is established at the fund level. The City also maintains an encumbrance accounting system as one technique of accomplishing budgetary control. Unencumbered amounts lapse at year end. However, encumbrances and certain capital projects are reappropriated as part of the following year's budget. The FY 2009-10 City of Bakersfield appropriation limit established as required by state statute was $274,091,361.

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

8 Cash Management – The City maintains a cash and investment pool that is available for use by all funds, except the Pension Trust Fund and the Deferred Compensation Fund. Each fund type's portion of this pool is displayed on the combined balance sheet as cash and short-term investments. The deposits and investments of the Pension Trust Fund and the Deferred Compensation Fund are held separately from other City funds.

Cash balances of each of the City’s funds, except for certain Trust and Agency Funds, are pooled and invested by the City. Income earned from pooled investments is allocated to each of the funds based on average pooled cash balances during the year. Deficit cash balances are classified as due to other funds and funded by the General Fund or related operating fund.

Cash Basis Reserve – The City budget provides for a cash basis reserve in order to finance operations between July 1 and the date of receipt of the first installment of property taxes. The cash basis reserve also provides short-term interfund loans for funds on a reimbursable basis.

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

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

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

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

9 The LAIF has oversight by the Local Investment Advisory Board. The LAIF Board consists of five members as designated by Statute. The Chairman is the State Treasurer, or his designated representative. Two members qualified by training and experience in the field of investment of finance, and two members who are treasurer’s, finance or fiscal officers, or business managers employed by any County, City, or local district or municipal corporation of this state are appointed by the State Treasurer. The term of each appointment is two years, or at the pleasure of the appointing authority.

Long-Term Debt ─ Legislation does not mandate a debt limit for the City of Bakersfield. The City of Bakersfield as a charter City is not required by law to formally adopt a policy regarding debt issuance and management; however, the City is conservative and issues debt instruments only when it is absolutely necessary. At the end of FY 2008-09, the City of Bakersfield had a total debt outstanding of $257,330,448. The City of Bakersfield’s total debt decreased by a net amount of $4,698,891 during the current fiscal year. The debt reductions were generally the result of normal debt maturities.

The City of Bakersfield maintains an “Aa3” rating from Moody’s for its general obligation (GO) debt issued in 2002. Certificates of Participation issued by the City and the Bakersfield Redevelopment Agency in 2006 carry a Reserve Fund Surety from Ambac Assurance Company. Moody’s Investor’s service raing on Ambac is currently “Caa2”. The current underlying rating on the Certificates has not been revised (currently “A2”). Such reduced rating on the Certificates reflects only the view of Moody’s, and any desired explanation of the significance of such rating should be obtained from Moody’s. There is no assurance that such rating will continue for any given period of time or that such rating will not be revised or withdrawn by Moody’s if, in the judgment of Moody’s, circumstances so warrant.

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

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

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

10 OTHER INFORMATION

Independent Audit – The City Charter requires an annual audit by independent certified public accountants. In addition to meeting the requirements set forth in state statutes, the audit also was designed to meet the requirements of the Federal Single Audit Act of 1984 and related OMB Circular A-133. The auditors report on the basic financial statements, including the notes to the financial statements, but their opinion does not cover the combining and individual fund statements. Awards – The Government Finance Officers Association of the United States and Canada (GFOA) awarded a Certificate of Achievement for Distinguished Budget Presentation to the City of Bakersfield for its Budget for the fiscal year ended June 30, 2010, marking the eighth consecutive year Bakersfield has received the GFOA certificate. The Distinguished Budget Presentation Award is a prestigious national award recognizing conformance with the highest standards for preparation of state and local government financial reports.

In order to be awarded a Certificate of Achievement, a government unit must publish an easily readable and efficiently organized budget document, whose contents conform to program standards. Such reports must satisfy criteria as a policy document, financial plan, operations guide, and communications device. The City of Bakersfield’s Fiscal Year 2010-11 Final Budget document continues to conform to the Distinguished Budget Presentation Award Program requirements, and is being submitted to GFOA to determine its eligibility for another certificate.

CONTACTING THE CITY’S BUDGET OFFICE

This budget document is designed to provide the citizens, taxpayers, customers, investors and creditors with a general overview of the City’s finances and to show the City’s accountability for the money it receives. Questions concerning any of the information provided in this report or requests for additional budget information can be sent via e-mail to: [email protected]. Formal written requests should be addressed to: City of Bakersfield, Attn: City Manager’s Office, 1600 Truxtun Avenue, Bakersfield, CA 93301.

11 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 RESOURCES AND APPROPRIATIONS GENERAL FUND Adopted Adopted Adopted Sources by Type 2008-09 2009-10 2010-11

Resources Property Tax$ 66,086,000 $ 58,682,200 $ 59,507,000 Sales Tax 62,270,000 55,030,300 45,030,000 Other Taxes 11,465,000 13,116,215 14,325,000 Total Taxes $ 139,821,000 $ 126,828,715 $ 118,862,000

Licenses and Permits$ 2,247,870 $ 2,427,795 $ 2,016,945 Intergovernmental Revenue 2,988,165 1,434,675 2,224,600 Charges for Service 16,817,565 16,104,665 15,295,935 Fines and Forfeits 561,000 895,000 700,800 Miscellaneous Revenues 432,055 276,600 326,984 Total Other Revenues $ 23,046,655 $ 21,138,735 $ 20,565,264

Beginning Balance 17,607,000 16,428,650 15,765,000

Transfers In 700,000 900,000 1,422,000

TOTAL REVENUES $ 181,174,655 $ 165,296,100 $ 156,614,264

Appropriations Police$ 69,733,823 $ 65,208,132 $ 63,613,676 Fire 31,724,892 30,876,345 29,636,132 Total Public Safety $ 101,458,715 $ 96,084,477 $ 93,249,808

Public Works$ 22,837,247 $ 21,009,572 $ 18,414,538 Recreation and Parks 17,976,768 16,231,092 15,672,953 Development Services 10,284,576 8,258,135 7,137,096 Economic Development 855,122 422,696 0 General Government 12,342,332 11,565,103 10,814,810 Non-Departmental 13,657,795 8,430,555 5,965,059 Total Operations $ 77,953,840 $ 65,917,153 $ 58,004,456

Contingencies 250,000 50,000 10,000

Transfers Out 1,512,100 3,244,470 5,350,000

TOTAL APPROPRIATIONS $ 181,174,655 $ 165,296,100 $ 156,614,264

12 CITY OF BAKERSFIELD FISCAL YEAR 20102010-11-11 GENERAL FUND BUDGET $156,614,264 Where it comes from...

Sales Tax Property Tax 28.75% 38.00%

Licenses & Permits Beg. Balance 1.43% & Transfers 10.97% Inter- governmental Misc. and 1.42% Other Fines & Forfeits 9.33%9 33% Charges for 0.45%0 45% Services 9.77%

Where it goes ...

Police 40.62% Fire 18.92%

Transfers 3.42%

Non- Public Works Departmental 11.76% 3.82% Recreation & General Economic Parks 10.01% Government Development Development 6.91% 0.00% Services 4.56%

13 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 RESOURCES AND APPROPRIATIONS OPERATING BUDGET - ALL FUNDS Adopted Adopted Adopted Sources by Type 2008-09 2009-10 2010-11

Resources Capital Project Funds$ 12,368,634 $ 20,603,870 $ 15,623,613 Economic Stimulus 0 2,203,124 1,437,120 Special Revenue Funds 24,731,586 25,050,943 23,926,906 General Operating Funds 181,174,655 165,296,100 156,614,264 Redevelopment Agency Funds 18,979,286 17,978,524 18,486,190 Improvement Districts 9,714,201 13,998,335 7,725,874 Internal Service Funds 33,159,774 27,493,661 34,436,713 Enterprise Funds 107,001,748 95,712,858 100,053,329 Debt Service Funds 4,015,833 483,166 788,372 Total $ 391,145,717 $ 368,820,581 $ 359,092,381

Appropriations General Government$ 25,979,705 $ 23,770,851 $ 23,835,446 Police 70,188,123 66,503,905 65,562,276 Fire 31,724,892 30,876,345 30,467,268 Public Works 100,959,001 91,786,413 94,091,458 Water Resources 20,623,034 20,596,069 21,608,944 Rabobank & Recreation and Parks 24,576,544 23,156,864 22,389,683 ED/CD & Development Services 22,214,060 17,184,074 13,498,130 Non-Departmental & Transfers 94,880,358 94,946,060 87,639,176 Total $ 391,145,717 $ 368,820,581 $ 359,092,381

14 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 OPERATING BUDGET - ALL FUNDS $359,092,381

Where it comes from...

Capital Project Economic Debt Service Funds Stimulus Funds 4.35% 0.40% 0.22%

Enterprise Funds Special Revenue 27.86% Funds 6.66%

Internal Service Funds 9.59%

Improvement General Districts Operating Funds Redevelopment 2.15% 43.61% Agency Funds 55.15% 15%

Where it goes...

Non- General Departmental & Government Transfers 6.64% 24.41% Police 18.26% ED/CD & Development Services 3.76% Fire Rabobank & 8.48% Recreation and Parks 6.24% Water Resources Public Works 6.02% 26.20%

15 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 OPERATING FUND DISTRIBUTION

Adopted Adopted Adopted Expenditures 2008-09 2009-10 2010-11

All Funds Personnel $ 169,510,263 $ 155,647,254 $ 154,913,091 Operating 170,429,762 162,499,667 150,426,463 Capital 214,744,876 4,196,560 7,728,370 Fiscal Transfers 41,400,947 46,477,100 46,024,457 Total All Funds $ 596,085,848 $ 368,820,581 $ 359,092,381

General Fund Personnel $ 136,994,096 $ 123,065,422 $ 119,911,658 Operating 42,379,614 38,840,108 31,231,406 Capital 288,845 146,100 121,200 Fiscal Transfers 1,512,100 3,244,470 5,350,000 Total General Fund $ 181,174,655 $ 165,296,100 $ 156,614,264

16 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 OPERATING FUND DISTRIBUTION

ALL FUNDS $359,092,381

Fiscal Transfers 12.82%

Capital 1.14% Personnel 43.14%

Operating 41.89%

GENERAL FUND $156,614,264

Fiscal Transfers 3.42% Personnel 76.56%

Capital 0.08%

Operating 19.94%

17 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 RESOURCES AND APPROPRIATIONS ALL FUNDS Adopted Adopted Adopted Sources by Type 2008-09 2009-10 2010-11

Resources Taxes and Assessments$ 179,555,953 $ 157,033,678 $ 146,253,453 Licenses and Permits 2,247,870 2,427,795 2,247,945 Inter-Governmental & Enterprise 183,494,677 49,252,767 55,596,567 Charges for Service 137,696,371 130,069,351 127,219,990 Fines and Forfeits 1,691,000 2,020,000 1,800,800 Miscellaneous Revenue 33,446,633 27,611,232 28,945,939 Other Financing Sources - 1,380,785 920,000 Fund Balance 16,552,397 29,103,980 28,119,815 Transfers In 41,400,947 46,477,100 46,024,457 TOTAL REVENUES $ 596,085,848 $ 445,376,688 $ 437,128,966

Appropriations Police$ 70,188,123 $ 66,503,905 $ 65,562,276 Fire 32,842,892 30,995,345 30,467,268 Total Public Safety $ 103,031,015 $ 97,499,250 $ 96,029,544

Public Works$ 291,156,132 $ 159,855,251 $ 166,774,959 Water Resources 29,148,034 25,796,069 26,798,944 Rabobank & Recreation and Parks 28,776,544 24,675,133 22,537,767 ED/CD & Development Services 22,614,060 14,269,567 11,128,279 General Government 25,979,705 23,770,851 23,835,446 Non-Departmental 94,880,358 79,882,043 71,537,837 Bakersfield Redevelopment Agenc 500,000 19,628,524 18,486,190 TOTAL APPROPRIATIONS $ 596,085,848 $ 445,376,688 $ 437,128,966

18 CITY OF BAKERSFIELD FY 2010-11 RESOURCES - ALL FUNDS

Inter-Governmental Licenses and Permits and Enterprise Revenue

Charges for Services

Taxes and Assessments

Fines and Forfeits

Miscellaneous Revenue

Transfers In Other Financing Sources

Fund Balance

Taxes and Assessments$ 146,253,453 33.5% Licenses and Permits 2,247,945 0.5% Inter-Governmental and Enterprise Reven 55,596,567 12.7% Charges for Services 127,219,990 29.1% Fines and Forfeits 1,800,800 0.4% Miscellaneous Revenue 28,945,939 6.6% Other Financing Sources 920,000 0.2% Fund Balance 28,119,815 6.4% Transfers In 46,024,457 10.5% TOTAL RESOURCES - ALL FUNDS$ 437,128,966 100.0%

19 CITY OF BAKERSFIELD FY 2010-11 APPROPRIATIONS - ALL FUNDS

Public Works

Fire Water Resources

Rabobank & Recreation and Police Parks ED/CD & Development Services

Non-Departmental - General includes transfers GtGovernment Bakersfield Redevelopment Agency

General Government$ 23,835,446 5.5% Police 65,562,276 15.0% Fire 30,467,268 7.0% Public Works 166,774,959 38.2% Water Resources 26,798,944 6.1% Rabobank & Recreation and Parks 22,537,767 5.2% ED/CD & Development Services 11,128,279 2.5% Non-Departmental - includes transfers 71,537,837 16.4% Bakersfield Redevelopment Agency 18,486,190 4.2% TOTAL APPROPRIATIONS - ALL FUNDS$ 437,128,966 100.0%

20 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 DEPARTMENTAL APPROPRIATIONS BY FUND

Non- Rabobank & ED/CD and General Water Departmental Police Fire Public Works Recreation Development Total Government Resources Includes and Parks Services Transfers Budget Summary Operating Budgets City of Bakersfield$ 23,835,446 $ 65,562,276 $ 30,467,268 $ 94,091,458 $ 21,608,944 $ 22,374,683 $ 11,128,279 $ 71,537,837 $ 340,606,191

Bakersfield Redev. Agency - 2,369,851 16,116,339 18,486,190 Total Operating$ 23,835,446 $ 65,562,276 $ 30,467,268 $ 94,091,458 $ 21,608,944 $ 22,374,683 $ 13,498,130 $ 87,654,176 $ 359,092,381

Capital Improvements City of Bakersfield$ - $ - $ - $ 72,683,501 $ 5,190,000 $ 163,084 $ - $ - $ 78,036,585 21 Bakersfield Redev. Agency - - Total Capital Improvements$ - $ - $ - $ 72,683,501 $ 5,190,000 $ 163,084 $ - $ - $ 78,036,585

Total Appropriations$ 23,835,446 $ 65,562,276 $ 30,467,268 $ 166,774,959 $ 26,798,944 $ 22,537,767 $ 13,498,130 $ 87,654,176 $ 437,128,966 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 DEPARTMENTAL APPROPRIATIONS BY FUND

Non- Rabobank & ED/CD and General Water Departmental Police Fire Public Works Recreation Development Total Government Resources Includes and Parks Services Transfers City of Bakersfield Operating Budget Agriculture Water$ - $ - $ - $ - $ 4,791,093 $ - $ - $ - $ 4,791,093 ARRA Federal Stimulus - 1,437,120 1,437,120 State Transportation - 254,448 30,300 284,748 Assessment Districts 287,500 7,438,374 7,725,874 Aviation - 189,796 189,796 CUPA 831,136 831,136 Community Dev. Block Grant - 1,596,012 708,717 2,304,729 Domestic Water - 16,817,851 914,240 17,732,091 Equipment Management 2,471,696 20,827,329 23,299,025 22 Gas Tax - 4,457,162 4,457,162 General Fund 10,814,810 63,613,676 29,636,132 18,414,538 15,657,953 7,137,096 11,340,059 156,614,264 HOME Program - 1,795,784 1,795,784 Municipal Improvement Debt - 788,372 788,372 Parking Lots/Structures 101,217 101,217 Refuse Collection - 37,163,057 1,495,000 38,658,057 Self Insurance 9,915,688 1,222,000 11,137,688 Supp. Law Enforcement - 37,450 37,450 Traffic Safety - 474,030 1,200,000 1,674,030 Transient Occupancy Taxes - 6,686,430 599,387 5,256,050 12,541,867 Transportation Development - 358,873 14,000,000 14,358,873 TDF TRIP Local Match 244,535 1,020,205 1,264,740 Wastewater Treatment Plant - 11,406,050 27,175,025 38,581,075 Total Operating$ 23,835,446 $ 65,562,276 $ 30,467,268 $ 94,091,458 $ 21,608,944 $ 22,374,683 $ 11,128,279 $ 71,537,837 $ 340,606,191 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 DEPARTMENTAL APPROPRIATIONS BY FUND

Non- Rabobank & ED/CD and General Water Departmental Police Fire Public Works Recreation Development Total Government Resources Includes and Parks Services Transfers City of Bakersfield Capital Improvements Agriculture Water$ - $ - $ - $ - $ 100,000 $ - $ - $ - $ 100,000 Aviation - 258,000 258,000 Captial Outlay - 9,210,000 9,210,000 Community Dev. Block Grant - 1,631,401 163,084 1,794,485 Domestic Water - 5,090,000 5,090,000 Federal Transportation - 2,260,261 2,260,261 Gas Tax - 1,498,868 1,498,868 Refuse Collection - 475,000 475,000 Transportation Development - 2,982,971 2,982,971 23 TDF TRIP Local Match - 12,435,160 12,435,160 TRIP - 36,411,840 36,411,840 Wastewater Treatment Plant - 5,520,000 5,520,000 Total Capital Improvements$ - $ - $ - $ 72,683,501 $ 5,190,000 $ 163,084 $ - $ - $ 78,036,585

Total City of Bakersfield$ 23,835,446 $ 65,562,276 $ 30,467,268 $ 166,774,959 $ 26,798,944 $ 22,537,767 $ 11,128,279 $ 71,537,837 $ 418,642,776 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 DEPARTMENTAL APPROPRIATIONS BY FUND

Non- Rabobank & ED/CD and General Water Departmental Police Fire Public Works Recreation Development Total Government Resources Includes and Parks Services Transfers Bakersfield Redevelopment Agency Operating Budget Downtown $ - $ - $ - $ - $ - $ - $ 380,991 $ 2,150,984 $ 2,531,975 Old Town Kern Pioneer - 246,254 1,716,661 1,962,915 Southeast - 534,489 2,589,095 3,123,584

Housing Downtown - 630,300 630,300 Old Town Kern Pioneer - 377,817 350,000 727,817 Southeast - 200,000 882,000 1,082,000 24

Debt Service Downtown - 4,576,143 4,576,143 Old Town Kern Pioneer - 1,346,061 1,346,061 Southeast - 2,505,395 2,505,395 Total Operating$ - $ - $ - $ - $ - $ - $ 2,369,851 $ 16,116,339 $ 18,486,190

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

Total BRDA$ - $ - $ - $ - $ - $ - $ 2,369,851 $ 16,116,339 $ 18,486,190 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 GENERAL FUND - APPROPRIATIONS BY DEPARTMENT Adopted Amended Proposed Actual Department Budget Budget Budget 2008-09 2009-10 2009-10 2010-11

Mayor$ 129,248 $ 133,835 $ 133,835 $ 129,327 City Council 302,834 307,383 307,383 299,102 TOTAL LEGISLATIVE $ 432,082 $ 441,218 $ 441,218 $ 428,429

City Manager$ 994,861 $ 971,693 $ 971,693 $ 899,012 City Clerk 774,488 800,649 826,457 729,310 Human Resources 1,354,129 1,411,150 1,411,150 1,105,761 Information Technology 3,536,766 3,469,012 3,469,012 3,416,597 Risk Management - - - - TOTAL EXECUTIVE $ 6,660,244 $ 6,652,504 $ 6,678,312 $ 6,150,680

25 Administration$ 427,157 $ 465,391 $ 465,391 $ 454,048 Accounting and Reporting 1,142,716 1,206,951 1,206,951 1,120,723 Treasury 691,698 669,858 669,858 660,144 Purchasing 297,599 271,561 271,561 269,786 TOTAL FINANCIAL SERVICES $ 2,559,170 $ 2,613,761 $ 2,613,761 $ 2,504,701

Legal Counsel$ 1,583,940 $ 1,857,620 $ 1,857,620 $ 1,731,000 TOTAL CITY ATTORNEY $ 1,583,940 $ 1,857,620 $ 1,857,620 $ 1,731,000

Administration$ 16,023,164 $ 15,967,286 $ 17,364,970 $ 15,696,702 Operations 36,199,200 36,466,154 36,387,006 36,182,902 Investigations 12,727,208 12,774,692 12,719,882 11,734,072 TOTAL POLICE SERVICES $ 64,949,572 $ 65,208,132 $ 66,471,858 $ 63,613,676

Administration$ 1,461,886 $ 1,704,262 $ 1,704,262 $ 1,406,077 Safety Services 2,160,891 1,459,644 1,459,644 1,088,059 Fire Suppression 27,715,716 27,712,439 28,038,639 27,141,996 TOTAL FIRE SERVICES $ 31,338,493 $ 30,876,345 $ 31,202,545 $ 29,636,132

CITY OF BAKERSFIELD FISCAL YEAR 2010-11 GENERAL FUND - APPROPRIATIONS BY DEPARTMENT Adopted Amended Proposed Actual Department Budget Budget Budget 2008-09 2009-10 2009-10 2010-11

Administration$ 639,279 $ 621,114 $ 623,114 $ 543,180 Engineering 5,982,265 5,242,528 5,253,185 4,911,380 General Services 8,117,992 7,848,762 7,848,762 8,107,895 Streets 6,802,339 7,297,168 7,297,168 4,852,083 Equipment - - - - Wastewater - - - - Solid Waste - - - - TOTAL PUBLIC WORKS $ 21,541,875 $ 21,009,572 $ 21,022,229 $ 18,414,538

Administration$ 1,129,517 $ 1,183,147 $ 1,157,339 $ 1,108,549 Parks 11,781,310 12,072,090 12,072,670 11,930,755 26 Recreation 2,891,744 2,975,855 2,999,705 2,633,649 TOTAL RECREATION AND PARKS $ 15,802,571 $ 16,231,092 $ 16,229,714 $ 15,672,953

Planning $ 3,773,201 $ 2,487,971 $ 2,607,986 $ 2,025,831 Building 5,820,113 5,770,164 5,848,484 5,111,265 TOTAL DEVELOPMENT SERVICES $ 9,593,314 $ 8,258,135 $ 8,456,470 $ 7,137,096

Community Development$ - $ - $ - $ - Economic Development 542,288 422,696 422,696 - TOTAL ECONOMIC/COMMUNITY DEV. $ 542,288 $ 422,696 $ 422,696 $ -

TOTAL BY DEPARTMENT $ 155,003,549 $ 153,571,075 $ 155,396,423 $ 145,289,205

Non-Departmental$ 6,542,313 $ 8,430,555 $ 1,676,587 $ 5,965,059 Debt Service - - - - Contingencies 50,000 50,000 50,000 10,000 Transfers Out 1,512,100 3,244,470 3,244,470 5,350,000 TOTAL GENERAL FUND $ 163,107,962 $ 165,296,100 $ 160,367,480 $ 156,614,264 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 FINANCIAL SUMMARY - ALL FUNDS Estimated Adopted Estimated Transfers Budget Appropriations Fund Group Balance Balance Revenues 7/1/2010 In Out Operating C.I.P. 6/30/2011

Governmental Funds General Operating$ 27,765,000 $ 139,627,264 $ 1,422,000 $ 5,350,000 $ 151,264,264 $ - $ 12,200,000 Economic Stimulus - 1,437,120 1,437,120 - Special Revenue 5,245,846 65,926,706 3,908,717 20,018,189 41,965,454 5,280,192 Debt Service - 79,655 708,717 788,372 - Capital Project 24,352,569 8,080,000 22,350,000 14,000,000 1,623,613 24,628,131 14,530,825

Proprietary Funds Enterprise 75,148,027 100,273,850 13,000,000 14,592,500 85,460,829 11,443,000 76,925,548 Internal Service 26,168,826 29,341,796 1,592,500 1,222,000 33,214,713 22,666,409

27 Fiduciary Funds Improvement Districts 17,397,062 7,751,853 7,725,874 17,423,041 Redevelopment Agency 2,137,420 10,466,450 6,951,240 6,951,240 11,534,950 1,068,920 Total $ 178,214,750 $ 362,984,694 $ 46,024,45 7 $ 46,024,45 7 $ 313,067,92 4 $ 78,036,58 5 $ 150,094,93 5 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 FINANCIAL SUMMARY - ALL FUNDS Estimated Adopted Estimated Transfers Budget Appropriations Fund Group Balance Balance Revenues 7/1/2010 In Out Operating C.I.P. 6/30/2011

General Operating Funds $ - General$ 15,765,000 $ 139,427,264 $ 1,422,000 $ 5,350,000 $ 151,264,264 $ - $ - Cash Basis Reserve 12,000,000 200,000 12,200,000

Economic Stimulus Funds ARRA Federal Stimulus Program - 1,437,120 1,437,120 -

Special Revenue Funds Community Development 332,020 4,115,714 708,717 1,596,012 1,794,485 348,520 Home Investment Partnership 2,451,095 1,795,784 1,795,784 2,451,095 Federal Transportation - 2,260,261 2,260,261 -

28 TRIP - 36,411,840 36,411,840 - State Transportation - 284,748 284,748 - Gas Tax 1,020,974 5,605,600 4,457,162 1,498,868 670,544 Traffic Safety 681,572 1,475,000 1,200,000 474,030 482,542 CUPA - 857,000 831,136 25,864 Supplemental Law Enforcement 226,189 275,000 37,450 463,739 Metro Medical Response System 6,399 6,399 Transient Occupancy Tax 527,597 12,845,759 2,000,000 10,541,867 831,489

Debt Service Funds Municipal Improvement Debt - 79,655 708,717 788,372 -

Capital Project Funds Capital Outlay 5,672,525 200,000 3,000,000 3,860,000 5,012,525 Capital Outlay-Utility/Road Fund 918,053 5,350,000 5,350,000 918,053 Park Improvements 3,908,319 1,130,000 5,038,319 Transportation Development (TDF) 12,302,953 6,600,000 14,000,000 358,873 2,982,971 1,561,109 TDF TRIP Local Match 1,550,719 150,000 14,000,000 1,264,740 12,435,160 2,000,819 Total $ 57,363,415 $ 215,150,745 $ 24,480,717 $ 23,258,717 $ 175,131,558 $ 66,593,585 $ 32,011,017 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 FINANCIAL SUMMARY - ALL FUNDS Estimated Adopted Estimated Transfers Budget Appropriations Fund Group Balance Balance Revenues 7/1/2010 In Out Operating C.I.P. 6/30/2011

Enterprise Funds Wastewater Treatment $41,685,681 $29,407,050 $13,000,000 $6,322,500 $25,483,575 $5,520,000 46,766,656 Sewer Connections 3,428,609 4,336,000 6,775,000 989,609 Refuse Collection 10,728,867 37,264,000 1,495,000 37,163,057 475,000 8,859,810 Landfill Closure 1,665,537 75,000 1,740,537 Agricultural Water 3,946,811 5,080,000 4,791,093 100,000 4,135,718 Domestic Water 13,402,211 23,630,000 17,732,091 5,090,000 14,210,120 Airpark 248,562 413,000 189,796 258,000 213,766 Offstreet Parking 41,749 68,800 101,217 9,332

Internal Service Funds

29 Equipment Management 21,268,372 20,840,037 1,592,500 23,299,025 20,401,884 Self-Insurance 4,900,454 8,501,759 1,222,000 9,915,688 2,264,525

Improvement District Funds Assessment Districts 17,397,062 7,751,853 7,725,874 17,423,041 Total $ 118,713,915 $ 137,367,499 $ 14,592,500 $ 15,814,500 $ 126,401,416 $ 11,443,000 $ 117,014,998 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 FINANCIAL SUMMARY - ALL FUNDS Estimated Adopted Estimated Transfers Budget Appropriations Fund Group Balance Balance Revenues 7/1/2010 In Out Operating C.I.P. 6/30/2011

Redevelopment Agency Funds

Operating Downtown$ 544,011 $ 2,230,300 $ - $ 1,989,984 $ 541,991 $ - $ 242,336 Old Town Kern-Pioneer 82,206 1,921,200 1,475,161 487,754 40,491 Southeast 842,332 2,572,600 2,254,095 869,489 291,348

Housing Downtown 250,397 20,000 574,600 630,300 214,697 Old Town Kern-Pioneer 379,966 20,000 479,100 350,000 377,817 151,249

30 Southeast 30,099 550,000 630,700 882,000 200,000 128,799

Debt Service Downtown 8,409 3,152,350 1,415,384 4,576,143 - Old Town Kern-Pioneer 1,346,061 1,346,061 - Southeast 2,505,395 2,505,395 - Total $ 2,137,420 $ 10,466,450 $ 6,951,240 $ 6,951,240 $ 11,534,950 $ - $ 1,068,920 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 ESTIMATED BALANCES - JUNE 30, 2011 Fund Title Total Unreserved Reserved Comment Cash Basis Reserve$ 12,200,000 $ - $ 12,200,000 Cash required prior to Tax Turnover Community Development 348,520 348,520 Home Investment Partnership 2,451,095 2,451,095 Gas Tax 670,544 670,544 Traffic Safety 482,542 482,542 CUPA 25,864 25,864 Supplemental Law Enforcement 463,739 463,739 Metro Medical Response System 6,399 6,399 Transient Occupancy Tax 831,489 231,489 600,000 Tax accruals Capital Outlay 5,012,525 12,525 5,000,000 Facilities Reserve Capital Outlay-Utility/Road Fund 918,053 918,053 Park Improvements 5,038,319 5,038,319 Transportation Development 1,561,109 1,561,109 TDF TRIP Local Match 2,000,819 2,000,819 Wastewater Treatment 46,766,656 24,766,656 22,000,000 Debt Service/Capital Reserves Sewer Connections 989,609 989,609 31 Refuse 8,859,810 3,515,810 5,344,000 Cart Replacement Reserves Landfill Closure 1,740,537 - 1,740,537 Landfill Cap Reserve Agriculture Water 4,135,718 4,135,718 Domestic Water 14,210,120 14,210,120 Airpark 213,766 213,766 Offstreet Parking 9,332 9,332 Equipment Management 20,401,884 (21,144,024) 41,545,908 Accumulated Depreciation @ 06/30/0 Self Insurance 2,264,525 2,264,525 Assessment Districts 17,423,041 9,275,946 8,147,095 Reserve for Debt Service Redevelopment Operating: - Downtown 242,336 242,336 Old Town Kern-Pioneer 40,491 40,491 Southeast 291,348 291,348 Redevelopment Housing: - Downtown 214,697 - 214,697 Housing setaside Old Town Kern-Pioneer 151,249 - 151,249 Housing setaside Southeast 128,799 - 128,799 Housing setaside Total $ 150,094,935 $ 53,022,650 $ 97,072,285 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 INTERFUND TRANSFERS - SUMMARY

Fund Title Transfers In Transfers Out

General$ 1,422,000 A$ 5,350,000 Traffic Safety/O.T.S. 1,200,000 Transient Occupancy Tax 2,000,000 Capital Outlay 3,000,000 B Capital Outlay-Utility/Road 5,350,000 Agriculture Water Domestic Water Sewer Plant #2 6,225,000 C Sewer Plant # 3 13,000,000 C 97,500 D Sewer Connections 6,775,000 C Refuse 1,495,000 D Equipment 1,592,500 D Self Insurance 1,222,000 E Assessment District

CDBG 708,717 Municipal Debt 708,717

Transportation Development 14,000,000 TDF TRIP Local Match 14,000,000

Redevelopment Agency: Operating 5,719,240 F Housing 1,684,400 G 1,232,000 H Debt 5,266,840 I

Total Transfers$ 46,024,457 $ 46,024,457

32 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 INTERFUND TRANSFERS - DETAIL OF SELECT ITEMS

Fund Title Transfers In Transfers Out

Traffic Safety/O.T.S.$ 1,200,000 Self Insurance 222,000 General Fund Total 1,422,000 A

General Transient Occupancy Tax 2,000,000 Self Insurance 1,000,000 Capital Outlay Fund Total 3,000,000 B

General 222,222 Capital Outlay 1,000,000 Self Insurance Total 1,222,222 E

REDEVELOPMENT AGENCY F) Operating 5,719,240 F SEPA Housing 630,700 SEPA Debt 1,623,395 OTKP Housing 479,100 OTKP Debt 996,061 DTPA Housing 574,600 RDA - DTPA Debt 1,415,384

G) Housing Set Aside 1,684,400 G SEPA Operating 630,700 OTKP Operating 479,100 DTPA Operating 574,600

H) Housing Set Aside 1,232,000 H SEPA Debt 882,000 OTKP Debt 350,000

I) Debt Service 5,266,840 I SEPA Operating 1,623,395 SEPA Housing 882,000 OTKP Operating 996,061 OTKP Housing 350,000 DTPA Operating 1,415,384

33 City of Bakersfield FY 2010-11 Appropriations Limitation

$350,000,000

$300,000,000 $273,178,512

$250,000,000

$200,000,000 $159,150,723 $150,000,000

$100,000,000 $113,199,024 $50,000,000 $85,972,400 $0 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Fiscal Year Ending

The Appropriations Limitation imposed by Propositions 4 and 111 creates a restriction on the amount of revenue which can be appropriated in any fiscal year. The Limit is based on actual appropriations during the 1978 - 79 fiscal year, and is increased each year using the growth of population and inflation. Not all revenues are restricted by the Limit; only those which are referred to as "proceeds of taxes." Some examples of proceeds of taxes are sales tax, property tax, transient occupancy tax, and state motor vehicle in lieu tax.

During any fiscal year, a city may not appropriate any proceeds of taxes they receive in excess of their limit. If they do receive excess funds in any one year, they can carry them into the subsequent year to be used if they are below their Appropriations Limit in that year. Any excess funds remaining after the second year have to be returned to the taxpayers by reducing tax rates or fees. As an alternative, a majority of the voters may approve an "override" to increase the Appropriations Limit.

The City has experienced steady growth in population which has enabled us to spend at levels well below our limit. With the passage of Proposition 111, the gap between the Appropriations Limit and the City's expenditures which are subject to limitation has widened.

▲ = Appropriations Limitation ■ = Appropriations Subject to Limitation

34 REVENUES THIS PAGE INTENTIONALLY LEFT BLANK Revenues

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

Projected Revenue Assumptions:

Projected revenue assumptions are based on a combination of historic trend data and current economic circumstances, including proposed State budget information and other external factors. The key assumptions in the General Fund and Transient Occupancy Tax revenue forecast for fiscal year 2010-11 are: 1) Property tax revenues are expected to decline by 2.0 percent based on Kern County assessed valuation projections; 2) Sales tax revenues are expected to decline by 3.0 percent compared to the current year revised estimate as a result of the continued decline in economic activity over the past year; 3) License and Permit revenues are expected to remain fairly flat as a result of continued stagnant local construction activity; and, 4) Motor Vehicle In-Lieu fees reflect a 2.0 percent decline as this revenue is now linked to general property taxes. 5) Transient Occupancy Tax revenues are expected to decline by 2.0 percent compared to current year revised estimates as a result of fairly flat tourism and convention activity;

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

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

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

35 Revenues continued

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

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

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

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

• Motor Vehicle-In-Lieu Revenues - The Vehicle License Fee (VLF) is a special license fee equivalent to 2.0 percent of the market value of motor vehicles and is imposed annually by the state in-lieu of local property taxes. Originally motor vehicles were counted in the local property tax assessment, but for ease of administration and conformity, the State now collects these fees through the in-lieu tax. In 1998, the State began a series of reductions to the VLF which have ultimately resulted in a 67.5 percent reduction in the fee. These tax reductions would have resulted in significant local government losses. Instead, the legislature has replaced the reduced VLF revenues with property tax allocations on a dollar-for-dollar basis. Thus, this VLF in-lieu property tax revenue has provided cities and counties the same amount of revenue as under prior law. Revenues derived from the motor vehicle license fee are apportioned monthly and distributed near the 10th of each month. Section 11005(a) specifies that 81.25 percent of the Base VLF revenues are to be divided equally between cities and counties and apportioned on the basis of population. The use of revenues received from the motor vehicle in- lieu tax is unrestricted. It is included in the General Fund to help support general government services.

36 Revenues continued

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

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

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

The use of revenues is unrestricted. Some cities earmark these revenues for certain business activities, business development, a Convention Bureau, etc.

37 CITY OF BAKERSFIELD FISCAL YEAR 2010-11

Property Tax Revenues $59,507,000

$67,000,000 $62,000,000 $57,000,000$57,000,000 $52,000,000 $47,000,000 $42,000,000 $37,000,000 $32,000,000 $27,000,000 Millions $22,000,000 $17,000,000$17 000 000 $12,000,000 $7,000,000 02 03 04 05 06 07 08 09 10 11 Fiscal Year Ending

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

Sales Tax Revenues $45,030,000 $70$70,000,000 000 000 $65,000,000 $60,000,000 $55,000,000 $50,000,000

llions $45,000,000 i $40,000,000 Millions $35,000,000 $30,000,000 $25,000,000 02 03 04 05 06 07 08 09 10 11 Fiscal Year Ending

Budgeted Sales Tax * Includes Sales Tax In-Lieu Related to Triple Flip

38 CITY OF BAKERSFIELD FISCAL YEAR 2010-11

Transient Occupancy Tax $5,963,000

$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 02 03 04 05 06 07 08 09 10 11 Fiscal Year Ending

License and Permit Revenues $2,016,945 $4,500,000

$4,000,000

$3,500,000

$3,000,000

$2,500,000

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

$1,000,000

$500,000 02 03 04 05 06 07 08 09 10 11 Fiscal Year Ending

39 CITY OF BAKERSFIELD FISCAL YEAR 2010-11

Motor Vehicle-In-Lieu Revenues $895,000

$18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 Millions $4,000,000 $2,000,000 $0 02 03 04 05 06 07 08 09 10 11 Fiscal Year Ending * Reflects VLF Reduction and $$3.1 Million Capture by State in 2004-05 and 2005-06

Charges for Services $15,295,935 $22,000,000 $20,000,000 $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 Millions $8,000,000 $6,000,000 $4,000,000 $2,000,000 02 03 04 05 06 07 08 09 10 11 Fiscal Year Ending

40 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 GENERAL FUND - REVENUE BY SOURCE Amended Revised Adopted Actual Revenues Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Taxes Property Taxes Current year secured$ 40,385,534 $ 34,195,300 $ 34,057,000 $ 33,392,000 Current year unsecured 1,567,796 1,106,500 1,575,000 1,575,000 Property tax in-lieu 26,939,159 24,245,200 24,310,500 23,800,000 Prop 1A - State borrowing (6,738,432) (6,738,432) Delinquent taxes and penalties 1,976,795 1,110,000 1,110,000 740,000 TOTAL PROPERTY TAXES $ 70,869,284 $ 53,918,568 $ 54,314,068 $ 59,507,000

41 Sales and Use Tax: Sales and use tax$ 42,874,957 $ 31,971,600 $ 35,391,600 $ 34,315,000 Sales tax in-lieu 13,740,470 13,053,400 13,028,400 10,715,000 TOTAL SALES AND USE TAX $ 56,615,427 $ 45,025,000 $ 48,420,000 $ 45,030,000

Other Taxes Utility franchise tax$ 5,487,872 $ 7,992,015 $ 8,991,325 $ 10,445,000 Business license tax 3,899,841 3,104,200 3,104,200 2,980,000 Real property transfer tax 896,193 900,000 900,000 900,000 Payments in-lieu of taxes 2,240,000 1,120,000 1,120,000 TOTAL OTHER TAXES $ 12,523,906 $ 13,116,215 $ 14,115,525 $ 14,325,000 TOTAL TAXES$ 140,008,617 $ 112,059,783 $ 116,849,593 $ 118,862,000

Licenses and Permits Development permits$ 1,756,267 $ 1,690,895 $ 1,619,295 $ 1,625,045 Alarm permits 172,931 140,000 140,000 140,000 Storage tank permits 100,044 85,000 90,000 Dog licenses 229,256 200,000 200,000 200,000 Other licenses and permits 318,259 191,900 192,900 51,900 TOTAL LICENSES AND PERMITS$ 2,576,757 $ 2,307,795 $ 2,242,195 $ 2,016,945 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 GENERAL FUND - REVENUE BY SOURCE Amended Revised Adopted Actual Revenues Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Intergovernmental State motor vehicle in-lieu tax$ 962,870 $ 720,000 $ 895,000 $ 895,000 State Homeowners subvention 388,027 303,000 357,400 357,400 Grants 2,052,637 1,720,864 1,571,462 972,200 Other Reimbursements 49,000 20,000 20,000 TOTAL INTERGOVERNMENTAL$ 3,452,534 $ 2,763,864 $ 2,843,862 $ 2,224,600

Charges for Service Maintenance district services$ 4,700,080 $ 4,420,000 $ 4,420,000 $ 4,600,000

42 Interdepartmental charges 3,817,523 4,060,000 4,060,000 4,169,400 Development fees 1,930,446 1,836,265 1,645,245 1,603,985 Fire charges 4,913,575 4,357,600 4,351,000 3,536,500 Police charges 644,479 492,000 557,000 557,000 Recreation fees 1,041,459 675,500 689,250 708,550 Other charges 221,565 125,500 141,500 120,500 TOTAL CHARGES FOR SERVICE$ 17,269,127 $ 15,966,865 $ 15,863,995 $ 15,295,935

Fines and Forfeits Court fines and asset forfeitures$ 1,036,609 $ 961,840 $ 867,800 $ 700,800 TOTAL FINES AND FORFEITURES$ 1,036,609 $ 961,840 $ 867,800 $ 700,800

Miscellaneous Interest income$ 502,372 $ 198,500 $ 76,000 $ 101,000 Contributions 1,881,642 143,102 831,365 201,000 Reimbursements 223,408 1,307,000 1,328,900 17,000 Sale of property 5,633 32,617 10,000 2,000 Other revenue 32,993 10,000 10,708 5,984 TOTAL MISCELLANEOUS$ 2,646,048 $ 1,691,219 $ 2,256,973 $ 326,984 TOTAL REVENUES$ 166,989,692 $ 135,751,366 $ 140,924,418 $ 139,427,264 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 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$ 118,862,000 $ 2,247,945 $ 2,224,600 $ 15,727,535 $ 700,800 $ 326,120 $ - $ 140,089,000 Cash Basis Reserve 200,000 200,000 Community Development 3,782,214 333,500 4,115,714 Home Investment Partnership 1,695,784 100,000 1,795,784 Federal Transportation 2,260,261 2,260,261 TRIP 12,411,840 12,411,840 State Transportation 284,248 500 284,748 Gas Tax 5,555,600 50,000 5,605,600 Traffic Safety 375,000 1,100,000 1,475,000 Supplemental Law Enforcement 275,000 275,000 ARRA Federal Stimulus Program 1,437,120 1,437,120 Transient Occupancy Tax 5,963,000 5,642,759 1,240,000 12,845,759 Municipal Improvement Debt 79,655 79,655 Capital Outlay 200,000 200,000 Park Improvements 1,030,000 100,000 1,130,000 43 Transportation Development 6,000,000 200,000 400,000 6,600,000 TDF TRIP Local Match 150,000 150,000 Wastewater Treatment 28,537,050 870,000 29,407,050 Sewer Connections 50,000 4,246,000 40,000 4,336,000 Refuse 1,452,400 35,478,600 333,000 37,264,000 Landfill Closure 75,000 75,000 Agriculture Water 5,012,000 68,000 5,080,000 Domestic Water 454,000 23,176,000 23,630,000 Airpark 160,000 247,500 5,500 413,000 Offstreet Parking 68,000 800 68,800 Equipment Management 20,140,037 700,000 20,840,037 Self Insurance 7,744,759 757,000 8,501,759 Assessment Districts 7,751,853 7,751,853 Redevelopment Operating: Downtown 2,214,800 500 15,000 2,230,300 Old Town Kern-Pioneer 1,904,200 12,000 5,000 1,921,200 Southeast 2,477,600 45,000 50,000 2,572,600 Redevelopment Housing: Downtown 20,000 20,000 Old Town Kern-Pioneer 20,000 20,000 Southeast 550,000 550,000 Redevelopment Debt: Downtown 3,152,350 3,152,350 Total $146,253,453 $2,247,945 $31,596,567 $127,025,590 $1,800,800 $28,945,075 $920,000 $338,789,430 THIS PAGE INTENTIONALLY LEFT BLANK

44 LEGISLATIVE THIS PAGE INTENTIONALLY LEFT BLANK Legislative FY 2010-2011 Organizational Chart

Citizens of Bakersfield

45 Mayor City Council

Support Staff Ward 1 Ward 4

Ward 2 Ward 5

Ward 3 Ward 6

Ward 7 Legislative

DEPARTMENT 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 2009-10 ACCOMPLISHMENTS

1. Adopted the updated City Council Goals in January 2010.

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

3. Appointed citizens to City boards and commissions.

4. Worked toward equitable representation and resource allocations relative to the Kern Council of Governments.

46 LEGISLATIVE

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2008-09 2009-10 2009-10 2010-11

Mayor $ 129,248 $ 133,835 $ 133,835 $ 129,327 City Council 302,834 307,383 307,383 299,102

Total $ 432,082 $ 441,218 $ 441,218 $ 428,429

SOURCE OF FUNDS:

General Fund $ 432,082 $ 441,218 $ 441,218 $ 428,429

Total $ 432,082 $ 441,218 $ 441,218 $ 428,429

FULL TIME EMPLOYEES:

Mayor 1.00 1.00 1.00 1.00 City Council 0.00 0.00 0.00 0.00

Total 1.00 1.00 1.00 1.00

47 1011 - Mayor 1051 - City Council

DIVISION GOAL

Enhance the City's transportation network; provide quality public safety services; continue positive development trends for downtown; plan for growth and development; maintain and upgrade the City's infrastructure; ensure efficient use of fiscal resources; attract and foster a qualified work force; improve City government communications with its citizens; strengthen and diversify the City's economic base; support positive intergovernmental relations; and, promote community pride. Formulate City policies which reflect the needs and priorities of the community. Establish and promote efforts to enhance community pride and improved communications between government and its citizens.

FY 2009-10 ACCOMPLISHMENTS

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

2. Provided Council direction to staff through Council committees.

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

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

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

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

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

FY 2009-10 ACTION PLAN

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

48 1011 – Mayor and 1051 – City Council continued

2. Provide Council direction to staff through Council committees.

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

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

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

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

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

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

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

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

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted

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

Council Meetings held 19 22 19

Proclamations Issued 94 104 100

49 MAYOR

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 101,258 $ 98,654 $ 98,654 $ 98,108 Operating 27,990 35,181 35,181 31,219 Capital

Total $ 129,248 $ 133,835 $ 133,835 $ 129,327

SOURCE OF FUNDS:

General Fund $ 129,248 $ 133,835 $ 133,835 $ 129,327

Total $ 129,248 $ 133,835 $ 133,835 $ 129,327

50 CITY COUNCIL

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 157,636 $ 157,348 $ 157,348 $ 154,914 Operating 145,198 150,035 150,035 144,188 Capital

Total $ 302,834 $ 307,383 $ 307,383 $ 299,102

SOURCE OF FUNDS:

General Fund $ 302,834 $ 307,383 $ 307,383 $ 299,102

Total $ 302,834 $ 307,383 $ 307,383 $ 299,102

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52 EXECUTIVE THIS PAGE INTENTIONALLY LEFT BLANK Executive

FY 2010-2011 Organizational Chart

City Manager 53 Assistant City Executive Staff Information Human City Clerk Manager Technology Resources

Assistant to the Budget City Manager

Risk Administrative Management Analyst 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 2009-10 ACCOMPLISHMENTS

1. Staffed City Council meetings and Council committee meetings.

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

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

4. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2009-10 Final Budget.

FY 2010-11 ACTION PLAN

The Executive Department will continue working on various development projects and overseeing major capital efforts of the City. Annexation of islands and other annexations requested by property owners will be overseen by the City Manager’s Office. The City Manager’s Office will coordinate efforts by departments to secure grant funding for transportation, parks, economic development, and other available areas from the infrastructure bonds passed by the State.

FY 2010-11 SIGNIFICANT BUDGET CHANGES

1. Mid-Year FY 2009-10: Transferred one (1) position from the Recreation and Parks Department to the City Clerk’s Office.

2. FY 2010-11: Deleted two (2) vacant positions in the City Manager’s Office; Deleted one (1) vacant position in Human Resources; and, Deleted one (1) vacant position in Information Technology.

54 EXECUTIVE

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2008-09 2009-10 2009-10 2010-11

City Manager $ 994,861 $ 971,693 $ 971,693 $ 899,012 City Clerk 774,488 800,649 826,457 729,310 Human Resources 1,354,129 1,411,150 1,411,150 1,105,761 Risk Management 8,880,158 7,811,863 8,439,463 8,515,688 Information Technology 6,295,862 5,684,066 5,684,066 5,808,293

Total $ 18,299,498 $16,679,421 $17,332,829 $ 17,058,064

SOURCE OF FUNDS:

General Fund $ 6,660,244 $ 6,652,504 $ 6,678,312 $ 6,150,680 Equipment Fund 2,759,096 2,215,054 2,215,054 2,391,696 Self Insurance Fund 8,880,158 7,811,863 8,439,463 8,515,688

Total $ 18,299,498 $16,679,421 $17,332,829 $ 17,058,064

FULL TIME EMPLOYEES:

City Manager 8.00 8.00 8.00 6.00 City Clerk 7.00 6.00 7.00 7.00 Human Resources 13.00 10.00 10.00 9.00 Risk Management 4.00 3.00 3.00 3.00 Information Technology 37.00 31.00 31.00 30.00

Total 69.00 58.00 59.00 55.00

55 1331 - City Manager

DIVISION GOAL

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

FY 2009-10 ACCOMPLISHMENTS

1. Prepared and distributed the proposed and final operating budgets for fiscal year 2009-10.

2. Coordinated efforts to ensure equitable distribution to the City of Bakersfield of road funds from state and federal revenues. Congressman William Thomas obtained $630 million Federal road monies for the City. The City Manager’s Office with the Public Works Department through meetings with CalTrans and Kern COG secured local matching funds of $157 million, for an overall total of $787 million. Coordinated planning for Thomas Roads project implementation.

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

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

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

6. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2009-10 Final Budget.

56 1331 – City Manager continued

FY 2010-11 ACTION PLAN

1. Prepare and distribute the proposed and final operating budgets for Fiscal Year 2010-11.

2. Oversee the coordination of the road and freeway funds made possible by the Thomas Roads Improvement Program (TRIP) funding, including attending weekly meetings.

3. Continue to work with the Local Agency Formation Commission on processing annexations.

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

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

6. Oversee and monitor City utility franchises.

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

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

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

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

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted

Annexation Growth – Population (annual) 167 796 450

Annexation Growth – Square Miles (annual) 3.2 1.24 2.0

General Information Memoranda 52 52 52

Agenda Highlights Memoranda 27 27 27

Staffed Council Committee Meetings 39 40 40

57 CITY MANAGER

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 929,864 $ 909,984 $ 909,984 $ 847,846 Operating 64,997 61,709 61,709 51,166 Capital

Total $ 994,861 $ 971,693 $ 971,693 $ 899,012

SOURCE OF FUNDS:

General Fund $ 994,861 $ 971,693 $ 971,693 $ 899,012

Total $ 994,861 $ 971,693 $ 971,693 $ 899,012

58 1341 - City Clerk

DIVISION GOAL

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

FY 2009-10 ACCOMPLISHMENTS

1. Completed and filed Certificate of Election with the Local Agency Formation Commission for the Kimberly No. 1 annexation.

2. Conducted Teen Government Day 2009.

3. Conducted fifty-three (53) public hearings and twelve (12) administrative hearings.

4. Prepared one (1) Administrative Record for the Superior Court regarding a personnel matter.

5. Through the City’s webpage, made documents available to the public, including minutes, resolutions, ordinances, and agenda materials within twenty-four hours of execution.

6. Administered the provisions of the Maddy Act and monitored term expirations of twenty-one (21) Council boards, commissions and committees.

7. Maintained bi-monthly updates of the Municipal Code on-line, providing up-to-date information to citizens and City departments of adopted ordinances.

8. Administered the provisions of the Political Reform Act; processed eighty- seven (87) Fair Political Practices Commission (FPPC) campaign statement filings and 354 Statement of Economic Interest filings.

9. Processed 239 requests for records and 166 subpoenas for records and appearances.

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

59 1341 – City Clerk continued

11. Conducted FPPC Statement of Economic Interest training for City employees.

12. Organized Scholastic Student Recognition Day program and reception.

13. Provided training to City employees relative to preparing Council Administrative Reports and documents.

FY 2010-11 ACTION PLAN

1. Conduct November 2010 General Municipal Election for Ward 1, 3, 4 & 7 Councilmembers, and possible ballot measure(s).

2. Conduct Teen Government Day 2010.

3. Organize Scholastic Student Recognition Day program and hold reception.

4. Administer the provisions of the Maddy Act, solicit applications for Council boards, commissions and committees, and forward reports to Council for appointment.

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

6. Prepare Council agenda and distribute agenda packets by 5:00 p.m. on the Friday prior to the Council meeting.

7. Respond to subpoenas and requests for public records according to the requirements of the California Public Records Act and within the legal deadline of ten (10) days.

8. Administer the provisions of the Political Reform Act and manage the 2010- 11 Statements of Economic Interest and Campaign Statements.

9. Update City Clerk’s webpage to include interactive City forms and appropriate links to government forms mandated for issuance by the City Clerk.

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

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

60 1341 – City Clerk continued

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted

Prepare and Post Council Agenda 24 20 19

Council and Mayoral Elections 1 0 1

City Ordinances Adopted 75 80 75

City Resolutions Adopted 300 250 250

Contracts & Agreements 1,000 900 900

Deeds 250 300 300

CITY CLERK

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 514,062 $ 514,541 $ 540,349 $ 466,333 Operating 260,426 286,108 286,108 262,977 Capital

Total $ 774,488 $ 800,649 $ 826,457 $ 729,310

SOURCE OF FUNDS:

General Fund $ 774,488 $ 800,649 $ 826,457 $ 729,310

Total $ 774,488 $ 800,649 $ 826,457 $ 729,310

62 1351 – HUMAN RESOURCES

DIVISION GOAL

The Mission of Human Resources is to contribute to the City of Bakersfield’s success in meeting the needs of the citizens of Bakersfield by providing customer-focused Human Resources expertise that is value added.

FY 2009-10 ACCOMPLISHMENTS

1. Conducted and completed thirty-six (36) recruitments which required review and processing of more than 2,200 applications.

2. Supported departments in filling a total of seventy-nine (79) vacancies (44 promotions and 35 new hires).

3. Recruited, processed and hired sixty (60) temporary employees.

4. Processed terminations of one hundred fifty-three (153) temporary employees.

5. Revised, processed and received City Council approval for fifteen (15) management level job specifications.

6. Developed, processed and received City Council approval for one (1) new Job Specification for Heavy Equipment Operator – Wastewater.

7. Investigated and responded to employee complaints, harassment allegations, union grievances, Skelly Hearings and related personnel issues.

8. Presented five (5) two-hour training sessions to supervisors and managers in the following areas: Effective Performance Evaluations, Supervisor HR Related Issues, Labor Relations Skills, Progressive Discipline and Due Process, and Workers’ Compensation.

9. Prepared The Equal Employment Opportunity Plan (EEOP) which was approved by the City Council on September 23, 2009.

10. Processed transfer of thirteen (13) City employees to other departments due to budget reductions.

11. Continued to coordinate labor negotiations with the Fire and Police collective bargaining units.

63 1351 – Human Resources continued

12. Completed legally required Sexual Harassment Training for one hundred ninety-five (195) supervisors and managers.

13. Administered the Department of Transportation (DOT) Program for Commercial Drivers for all Miscellaneous Departments.

14. Assumed a proactive role in working with City Departments to provide direct counsel and administrative support during investigations and response to union grievances, employee complaints, Skelly Hearings, Department of Fair Employment and Housing (DFEH) complaints and other related personnel issues. As a result of this effort two (2) responses to (DFEH) complaints were completed that resulted in a favorable ruling for the City.

15. Presented three (3) two-hour training sessions to supervisors in the Fire Department in Harassment, Discrimination and Diversity in February and developed plans to deliver three (3) two-hour training modules each month through June 2010.

16. Identified low or no cost online training classes to continue to develop staff.

FY 2010-11 ACTION PLAN

1. Working with our customers, the HR Team will focus on the following: a) Continue to review and update all City job specifications, including ADA analysis of physical requirements. b) Continue to review and update all current Administrative Rules and Regulations (AR&Rs) and draft any new AR&Rs as required. c) Continue to develop and deliver training programs including Supervisory Development Program and other Citywide or group specific training. d) Review and update all Civil Service Rules and Regulations along with a comprehensive analysis to ensure alignment with other documents Memorandums of Understanding (MOU’s), Municipal Code, Charter and Administrative Rules and Regulations. e) Continue to enhance efforts in reviewing, communicating and educating City employees about benefits. f) Further develop retention strategies including a Mentoring Program, Succession Planning and other aspects of retention and productivity enhancement. Identify opportunities to maintain high employee productivity under the current economic climate. This also includes administration and operation of the Employee Incentive Program. 2. The HR Team will continue to position the City of Bakersfield as the Employer of 1st Choice.

64 1351 – Human Resources continued

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted RECRUITMENT

Regular Full-Time Vacancies 85 94 54 Temporary Vacancies Filled 250 200 500 Regular Full-Time Positions Posted 45 36 40 Regular Full-Time Applications Received 1,700 2,233 1,500 ● Online 1,100 1,444 1,000 ● Hardcopy 650 822 500

RETENTION Turn-over Rate 5.0% 30% 4.0% Total Terminations Processed ● Voluntary Resignations 25 10 10 ● Retirements 25 34 45 ● Resigned – Not Eligible & Terminated for Cause 20 6 10

BENEFIT SERVICES & SUPPORT Active Employee Benefit Changes Processed 585 2,291 400 Retiree Benefit changes Processed 310 245 250 Service Awards Processed 158 258 309 Number of FMLA Leaves Processed 89 220 200

HUMAN RESOURCES

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 1,034,055 $ 1,001,281 $ 1,001,281 $ 745,947 Operating 320,074 409,869 409,869 359,814 Capital

Total $ 1,354,129 $ 1,411,150 $ 1,411,150 $ 1,105,761

SOURCE OF FUNDS:

General Fund $ 1,354,129 $ 1,411,150 $ 1,411,150 $ 1,105,761

Total $ 1,354,129 $ 1,411,150 $ 1,411,150 $ 1,105,761

66 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 2009-10 ACCOMPLISHMENTS

1. Participated with the City Attorney’s Office, outside counsel and adjusters in the resolution of several major

2. Expanded the Medical Provider Network, designed to control medical costs in workers’ compensation by significantly increasing the number of doctors that participate in the network.

3. Trained the Division’s Account Clerk to process and handle pothole claims for the City, which resulted in adjusting fee savings for the division.

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

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

6. Resolved several property losses, including the damage to the Centennial Fountain.

FY 2010-11 ACTION PLAN

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

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

3. Revise the allocation method used to distribute insurance premiums to City departments.

67 RISK MANAGEMENT

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 1,985,472 $ 2,489,774 $ 3,117,374 $ 2,791,281 Operating 6,894,686 5,322,089 5,322,089 5,724,407 Capital

Total $ 8,880,158 $ 7,811,863 $ 8,439,463 $ 8,515,688

SOURCE OF FUNDS:

Self Insurance Fund $ 8,880,158 $ 7,811,863 $ 8,439,463 $ 8,515,688

Total $ 8,880,158 $ 7,811,863 $ 8,439,463 $ 8,515,688

68 1371 - Information Technology

DIVISION GOAL

Aid all City departments in the delivery of services and products by providing development, administration, installation and maintenance of information technologies; represent the City in dealings with outside agencies regarding information technology issues; and ensure a reliable, secure, and responsive centrally managed, computing environment to meet the continuing needs of City departments.

FY 2009-10 ACCOMPLISHMENTS

1. Completed Citywide upgrade from Office 2003 to Office 2007.

2. Assisted Solid Waste in the rerouting of its trucks and entering the new data into the HTE utility system.

3. Developed an internal technical knowledge base.

4. Installed REDEX Coplink system for the Police Department.

5. Implemented VLANS Citywide for management and security.

6. Installed Radio IP in order to transition Police MDC to a cellular based connectivity.

7. Implemented a Citywide Security Awareness training video and program.

8. Created new department-based custom web mapping applications which allow departments to find data easier and speed up work flows.

9. Offered 350 classes to City employees and departments.

10. Completed a major cleanup of the City’s land base which is used for all permitting, licensing, and utilities.

11. Implemented a two factor authentication for MDC’s to meet a Department of Justice policy.

12. Created an automated application to assist in the management of maintenance districts.

69 1371 – Information Technology continued

FY 2010-11 ACTION PLAN

1. Develop a method for delivering safer web access to MDCs through virtualization.

2. Upgrade CommCenter – location, CAD software and hardware.

3. Fully switch over all web mapping applications to new map server technology to allow for better integration with other City systems.

4. Upgrade servers to latest version: Server 2008.

5. Upgrade email system to Groupwise 8.

6. Upgrade SCADA networks Citywide.

7. Implement two factor authentication for VPN users.

8. Develop method to reimage and redeploy a computer in place at the customer’s work site.

9. Eliminate the use of Zenworks imaging.

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted Install computers 159 75 10 Install printers 40 20 36 Install laptops and Mobile Data Computers 310 95 75 Install scanners, phones, PDAs and recorders 42 450 6 Number of Help Desk calls processed 5,548 6,500 7,000

70 INFORMATION TECHNOLOGY

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 2,543,794 $ 2,596,770 $ 2,596,770 $ 2,654,456 Operating 2,927,747 2,588,396 2,588,396 2,542,417 Capital 824,321 498,900 498,900 611,420

Total $ 6,295,862 $ 5,684,066 $ 5,684,066 $ 5,808,293

SOURCE OF FUNDS:

General Fund $ 3,536,766 $ 3,469,012 $ 3,469,012 $ 3,416,597 Equipment Fund 2,759,096 2,215,054 2,215,054 2,391,696

Total $ 6,295,862 $ 5,684,066 $ 5,684,066 $ 5,808,293

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72 FINANCIAL SERVICES THIS PAGE INTENTIONALLY LEFT BLANK Financial Services FY 2010-2011 Organizational Chart

Finance Director

Property Agents 73 AittFiAssistant Finance DitDirector

Treasur er Accounting Supervisors Purchasing Officer

Treasury Supervisor Accountants Buyers

Financial Investigators Accounting Clerks Accounting Clerk

Accounting Clerks Financial Services

DEPARTMENT GOALS

To provide support to the City Council and City departments in matters relating to revenue generation, budgetary accounting and reporting, investments, business licenses and permits, purchasing and real property management.

FY 2009-10 ACCOMPLISHMENTS

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

2. Processed approximately 20,500 Business License renewals in a timely manner.

3. Processed approximately 3,700 purchase orders.

4. Implemented City Council Policy for Environmentally Preferable Purchasing (EPP) to qualify the City for certain Federal or State grant opportunities.

FY 2010-11 ACTION PLAN

1. Secure bond financing for projects as directed.

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

FY 2010-11 SIGNIFICANT BUDGET CHANGES

1. Deleted one (1) vacant position in Accounting.

74 FINANCIAL SERVICES

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2008-09 2009-10 2009-10 2010-11

Administration $ 890,263 $ 1,018,936 $ 1,051,936 $ 986,083 Accounting 1,142,716 1,332,237 1,332,237 1,221,940 Treasury 807,900 669,858 669,858 660,144 Purchasing 350,569 371,561 371,561 349,786

Total $ 3,191,448 $ 3,392,592 $ 3,425,592 $ 3,217,953

SOURCE OF FUNDS:

General Fund $ 2,559,170 $ 2,613,761 $ 2,613,761 $ 2,504,701 TDF TRIP Local Match 177,627 244,045 244,045 244,535 PFA - Operating Fund 7,998 Offstreet Parking Fund 116,202 125,286 125,286 101,217 Equipment Management Fund 52,970 100,000 100,000 80,000 Assessment Districts 277,481 309,500 342,500 287,500

Total $ 3,191,448 $ 3,392,592 $ 3,425,592 $ 3,217,953

FULL TIME EMPLOYEES:

Administration 5.00 5.00 5.00 5.00 Accounting 16.00 15.00 15.00 14.00 Treasury 10.00 9.00 9.00 9.00 Purchasing 4.00 3.00 3.00 3.00

Total 35.00 32.00 32.00 31.00

75 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 2009-10 ACCOMPLISHMENTS

1. Acquired properties for the Westside Parkway Project.

2. Acquired properties for the South Mill Creek Project.

FY 2010-11 ACTION PLAN

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

2. Secure bond financing for projects as directed.

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted

Property Acquisitions 89 129 65

Property Disposals 1 2 2

76 ADMINISTRATION

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 537,138 $ 647,220 $ 647,220 $ 644,684 Operating 353,125 371,716 404,716 341,399 Capital

Total $ 890,263 $ 1,018,936 $ 1,051,936 $ 986,083

SOURCE OF FUNDS:

General Fund $ 427,157 $ 465,391 $ 465,391 $ 454,048 TDF TRIP Local Match 177,627 244,045 244,045 244,535 PFA - Operating Fund 7,998 Assessment Districts 277,481 309,500 342,500 287,500

Total $ 890,263 $ 1,018,936 $ 1,051,936 $ 986,083

77 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 2009-10 ACCOMPLISHMENTS

1. Issued the June 30, 2009 Comprehensive Annual Financial Report (CAFR) in December 2009.

2. Processed all debt service payments when due.

3. Added residential blue cart charges to the property tax roll which eliminated the printing of 6,900 statements per quarter.

FY 2010-11 ACTION PLAN

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

2. Process all required debt service payments by each due date.

3. Continue to provide interdepartmental training related to Financial Services procedures and use of financial software.

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted

Assessment District Parcels 16,736 16,752 16,760

Payroll Checks 42,842 42,100 42,100

Accounts Payable Invoices 74,116 67,850 67,800

Accounts Receivable Statements 114,738 97,122 102,000

78 ACCOUNTING AND REPORTING

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 1,018,477 $ 1,133,323 $ 1,133,323 $ 1,092,536 Operating 123,665 193,914 193,914 129,404 Capital 574 5,000 5,000

Total $ 1,142,716 $ 1,332,237 $ 1,332,237 $ 1,221,940

SOURCE OF FUNDS:

General Fund$ 1,142,716 $ 1,206,951 $ 1,206,951 $ 1,120,723 Offstreet Parking Fund 125,286 125,286 101,217

Total $ 1,142,716 $ 1,332,237 $ 1,332,237 $ 1,221,940

79 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 2009-10 ACCOMPLISHMENTS

1. Began the process of printing Business License Tax certificates in Treasury instead of Information Technology. This process is more efficient and cost effective and eliminated the maintenance of old equipment.

2. Processed 149,015 cash receipt transactions.

FY 2010-11 ACTION PLAN

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

2. Provide an investment policy to the City Council by December 1st.

3. Issue Business Licenses within seven (7) days of application.

4. Issue permits within Municipal Code time limits not to exceed thirty (30) days.

5. Issue dog licenses within seven (7) days of receipt of payment of license fee and required information regarding vaccinations.

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted

Business Licenses and Alarm Permits 29,814 31,000 30,000

Development Permit Payments 10,000 8,500 8,500

Cash Receipt Transactions 149,015 130,400 135,000

Dog Licenses 8,976 8,000 8,000

80 TREASURY

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 630,136 $ 562,476 $ 562,476 $ 568,737 Operating 172,401 107,382 107,382 91,407 Capital 5,363

Total $ 807,900 $ 669,858 $ 669,858 $ 660,144

SOURCE OF FUNDS:

General Fund $ 691,698 $ 669,858 $ 669,858 $ 660,144 Offstreet Parking Fund 116,202

Total $ 807,900 $ 669,858 $ 669,858 $ 660,144

81 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 2009-10 ACCOMPLISHMENTS

1. Continued improvement of Planet Bids Online Vendor and Bid Management System.

2. Processed approximately 4,000 purchase orders, of which ninety percent (90%) were processed within three (3) working days of receipt of requisition.

3. Participated in small and minority business development conferences.

4. Implemented City Council Policy for Environmentally Preferable Purchasing (EPP) to qualify the City for certain Federal or State grant opportunities.

FY 2010-11 ACTION PLAN

1. Review Purchasing Intranet and Internet Sites. Recommend and make changes as necessary.

2. Review Procurement Policy and Procedures to insure full legal compliance.

3. Continue to improve/revise annual contract bidding and processing procedures.

4. Continue to outreach to small and disadvantaged business enterprises.

5. Develop brochure to train departments to follow City budgets and procurement policies.

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted

Annual Contracts 42 43 44

Purchase Orders 3,926 3,700 3,700

82 PURCHASING

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 259,586 $ 236,561 $ 236,561 $ 241,069 Operating 90,983 95,000 95,000 83,717 Capital 40,000 40,000 25,000

Total $ 350,569 $ 371,561 $ 371,561 $ 349,786

SOURCE OF FUNDS:

General Fund $ 297,599 $ 271,561 $ 271,561 $ 269,786 Equipment Management Fund 52,970 100,000 100,000 80,000

Total $ 350,569 $ 371,561 $ 371,561 $ 349,786

83 THIS PAGE INTENTIONALLY LEFT BLANK

84 CITY ATTORNEY THIS PAGE INTENTIONALLY LEFT BLANK Cityyy Attorney

FY 2010-2011 Organizational Chart

City Attorney 85

Deputy Associates 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 2009-10 ACCOMPLISHMENTS

Litigation:

1. Continuation of the Community Prosecution program to address “quality of life” crimes. In the 2009 calendar year, 769 cases, or 942 violations, were disposed of through this program. This included four (4) trials and three (3) guilty verdicts. A breakdown of the specific violations and Ward detail is available upon request.

2. Disposition of nineteen (19) state litigation matters with no settlement monies being paid, including a defense verdict. Disposition of four (4) federal litigation matters with no settlement monies being spent, including a defense verdict. A breakdown on the types of cases and their results is available upon request.

3. Closed four (4) eminent domain matters and two (2) CEQA lawsuits entitled DKS Investments v. City of Bakersfield and Sierra Club v. City of Bakersfield (Santa Barbara Capital).

4. Represented the Police Department in over 233 Pitchess cases, various motions to quash, and subpoenas.

5. Worked with Code Enforcement to obtain thirty-seven (37) abatement warrants in the 2009 calendar year.

86 1211 – City Attorney continued

Municipal:

1. Drafted and finalized numerous ordinances, including ones that addressed transient outdoor businesses, Kern River Recreational Trail usage, prohibited acts in parks, street frontage, sign and landscape standards, notices for public hearings, and improvements in subdivisions where a parcel map is required.

2. Drafted resolutions on a variety of topics including fiscal emergency, medical marijuana dispensaries, and tow truck services.

3. Drafted and reviewed numerous agreements for City departments and divisions, including several computer related purchasing and licensing agreements, and settlement agreements for TRIP projects.

4. Facilitated finalizing of a Memorandum of Understanding to include the City of Bakersfield as the fifth of eight stages in the Amgen Tour of California, the largest cycling event in America.

5. Advised City departments on major discipline issues and prepared an administrative record in a litigated discipline matter.

6. Coordinated responses to requests for public records.

7. Continued to speak at public seminars for the Bakersfield Police Department Crime-Free Multi-Housing Program and at training seminars for the Recreation and Parks Department.

FY 2010-11 SIGNIFICANT BUDGET CHANGES

1. FY 2010-11: Deleted one (1) vacant position.

FY 2010-11 ACTION PLAN

1. Continue to update Council regarding issues of concern.

2. Continue to provide City departments with municipal service.

87 CITY ATTORNEY

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2008-09 2009-10 2009-10 2010-11

Legal Counsel $ 2,925,646 $ 3,257,620 $ 3,257,620 $ 3,131,000

Total $ 2,925,646 $ 3,257,620 $ 3,257,620 $ 3,131,000

SOURCE OF FUNDS:

General Fund $ 1,583,940 $ 1,857,620 $ 1,857,620 $ 1,731,000 Self-Insurance Fund 1,341,706 1,400,000 1,400,000 1,400,000

Total $ 2,925,646 $ 3,257,620 $ 3,257,620 $ 3,131,000

FULL TIME EMPLOYEES:

Legal Counsel 13.00 11.00 11.00 10.00

Total 13.00 11.00 11.00 10.00

88 LEGAL COUNSEL

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 1,208,905 $ 1,285,255 $ 1,285,255 $ 1,017,125 Operating 1,716,741 1,972,365 1,972,365 2,113,875 Capital

Total $ 2,925,646 $ 3,257,620 $ 3,257,620 $ 3,131,000

SOURCE OF FUNDS:

General Fund $ 1,583,940 $ 1,857,620 $ 1,857,620 $ 1,731,000 Self-Insurance Fund 1,341,706 1,400,000 1,400,000 1,400,000

Total $ 2,925,646 $ 3,257,620 $ 3,257,620 $ 3,131,000

89 THIS PAGE INTENTIONALLY LEFT BLANK

90 POLICE SERVICES THIS PAGE INTENTIONALLY LEFT BLANK Police Services FY 2010-11 Organizational Chart

Chief of Police

Public Information Internal Affairs Officer

Community Relations Homeland Security Specialist

Business Manager

Assistant Chief of Police

91 S Support Services Investigations West East Captain Captain Captain Captain

ALARM BOMB DPU SWAT

CDT GRAFFITI K9 ANIMAL CONTROL

Info. SEU Traffic Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Lieutenant Systems Lieutenant Lieutenant

Comm Narcotics- PALChild Abuse- C.A.P. Sergeants Sergeants Sergeants Sergeants Sergeants Sergeants Center Sexual Vice Assault

Crime Patrol Officers- Patrol Officers- Patrol Officers- Patrol Officers- Traffic Training General H.I.D.T.A. SEU Officers Scene Unit Auto-Burg- PST'S PST'S PST'S PST'S Officers-PST'S Pawn Crime FBI Gang Academy Warrants Prevention Task Force Financial

Property Range Room

Records Reserves 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: Crime Prevention, Patrol, Traffic Enforcement, Criminal Investigations, Vice and Narcotics Enforcement and Community Relations.

FY 2009-10 ACCOMPLISHMENTS

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

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

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

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

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

5. Collaborated with the Alliance Against Family Violence and Sexual Assault, to assist domestic violence victims with ongoing participation in the Domestic Abuse Response Team (D.A.R.T.). This team provides additional support and resources to victims of domestic violence and helps families cope with the impact of this crime.

92 Police Services continued

6. Implemented an enhanced communications system which enables direct communications with the Kern High School District Police Department, Cal State University Police and the Kern Community College District safety office to provide for effective communication and response to incidents such as on-campus violence.

7. Continued efforts to plan and implement a system of technological interoperability and data sharing with other Criminal Justice System agencies and partners throughout Kern County. This technology will provide an enhanced means of sharing data and information with other agencies related to detecting and preventing crime as well as improved communications with other agencies in the event of critical incidents such as emergencies and natural disasters.

8. Implemented the Rapid Notify System which allows the Department to make mass notifications by telephone to neighborhoods directly affected by an emergency situation, pending incident, or predatory offender living nearby.

9. Implemented the use of an on-line reporting system, US Reports, which allows citizens the ability to file certain police reports from home or work on their personal computer. This system provides citizens another way to report a crime and to decide when the most convenient time to make a police report would be.

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

FY 2010-11 SIGNIFICANT BUDGET CHANGES

1. Mid-Year FY 2009-10: Reinstated seventeen (17) Police Officer and two (2) civilian positions, which were previously deleted upon adoption of the FY 2009-10 budget, upon award of American Recovery and Reinvestment Act funding. Two (2) Police Officer positions were added for additional patrol in the downtown area upon award of Community Development Block Grant funding.

2. FY 2010-11: Deleted five (5) vacant sworn and two (2) vacant civilian positions.

93 POLICE SERVICES

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2008-09 2009-10 2009-10 2010-11

Administration $ 16,406,221 $ 16,528,059 $ 18,257,652 $ 15,822,851 Operations 36,543,301 37,201,154 37,972,006 38,005,353 Investigations 12,782,992 12,774,692 12,719,882 11,734,072

Total $ 65,732,514 $ 66,503,905 $ 68,949,540 $ 65,562,276

SOURCE OF FUNDS:

General Fund $ 64,949,572 $ 65,208,132 $ 66,471,858 $ 63,613,676 Supp Law Enforcement 510,063 16,200 37,450 Traffic Safety Fund 272,879 465,000 465,000 474,030 ARRA Federal Stimulus Fund 830,773 1,996,482 1,437,120

Total $ 65,732,514 $ 66,503,905 $ 68,949,540 $ 65,562,276

FULL TIME EMPLOYEES:

Administrative Svcs. 137.00 122.00 126.00 124.00 Operations 295.00 261.00 278.00 277.00 Investigations 85.00 88.00 88.00 84.00

Total 517.00 471.00 492.00 485.00

94 2011 - Headquarters

DIVISION GOAL

Ensure professionalism and accountability within the Police Department, investigates claims for damages against the Department, and informs the public about the department and public safety matters.

FY 2009-10 ACCOMPLISHMENTS

Internal Affairs Section:

1. Conducted thorough and detailed investigations of 117 formal complaints filed by members of the public and nineteen (19) internal investigations initiated at the order of the Chief of Police.

2. Responded to thirteen (13) citizen inquiries, which are concerns or issues brought forth by members of the public regarding police policy, procedures, or services.

3. IA processed 113 permits to conduct business within the City of Bakersfield and provided investigative assistance on ninety-seven (97) claims against the City of Bakersfield.

4. With the assistance of volunteer retired officers, including former Mayor and Chief of Police Bob Price, provided assistance to the City Attorney’s Office in response to 166 Pitchess Motions.

5. Conducted five (5) officer-involved shooting investigations and four (4) critical incident investigations.

Public Relations Section:

1. Used technology to improve communication and information sharing both internally and with the public. The monthly internal newsletter, “The Blue Review”, keeps current and retired employees updated on events within the Department. The public on-line magazine, “BPD Insider”, found at www.bpdinsider.us, is used to profile elements of the department and to provide crime prevention information on a variety of topics directly to the community.

95 2011 – Headquarters continued

2. Facilitated media participation in special operations such as domestic violence warrant sweeps and special traffic enforcement events.

3. Coordinated media requests and department operations to allow the publication and broadcast of special newspaper and television stories about the Department and its functions such as traffic safety, Crime Prevention, 911 systems and new technology in law enforcement.

4. Provided information about wanted persons to local media outlets to help identify and capture criminals.

5. Collaborated with a local billboard company to display photos of the most violent and dangerous wanted persons on electronic billboards throughout the city.

6. Improved communications and cooperation 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.

FY 2010-11 ACTION PLAN

1. Investigate and process all personnel complaints in a fair, efficient, and effective manner.

2. Complete all investigative requests from the City Attorney’s Office and Risk Management within five (5) business days.

3. Assist the City Attorney’s Office in response to all Pitchess Motions.

4. Provide training to all Operations Division personnel on officer-involved shooting and critical incident investigations.

5. Improve Joint Information Center capabilities for future Department Operations Center or County Emergency Operations Center activations.

6. Work with the Special Enforcement Unit and the local media to improve public education on gang enforcement and resources available to improve community trust resulting in increased reporting of gang crime and those responsible.

7. Promote public assistance in identifying those responsible for crime.

96 2011 – Headquarters continued

8. Submit a monthly letter to The Bakersfield Californian wherein department projects, accomplishments, individual officer achievements, exceptional investigations and arrests, and topics not generally covered by the fast pace of the traditional media are brought to the community’s attention.

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted

Citizen Complaints 117 120 125 Internal Affairs Investigations 19 35 30 Citizens Inquiries 13 15 20 Pitchess Motions 166 200 210 Claims 97 75 100 Permits 113 160 150 Audits 1 1 1 O.I.S. Investigations 5 9 7 Critical Incident Investigations 4 2 2

97 2011 - Support Services

DIVISION GOAL

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

FY 2009-10 ACCOMPLISHMENTS

1. In cooperation with the Kern County Sheriff’s Department, provided a POST- certified Basic Peace Officer Academy to students at the Kern County Regional Academy.

2. Coordinated six (6) Police Officer Lateral/Academy Graduate recruitments resulting in the hiring of ten (10) new police officers. Accomplished fifty-seven (57) background investigations for police department applicants.

3. Delivered POST-certified courses to Department employees and allied agencies in: • Supervision; • Field Training Officer; • Emergency Vehicle Operations Course; • Driver Training Course; and, • Baton/Impact Weapons Instructor Course.

4. Prepared an application for and received a Justice Assistance Grant to reinstate a Crime Analyst and Community Relations Specialist positions which were deleted in FY 2009-10.

5. Coordinated courses and presentations for the newly created Homeland Security Unit as well as the public on: • Law Enforcement Response to Bombing Incidents; • Homeland Security Exercise Evaluation Program; and, • Site Security and Threat Assessment.

6. Assisted former Chief of Police Bob Price with implementation of the Retiree Volunteer Program. Retired police employees have donated nearly 1,000 hours to the Police Department, assisting in Graffiti Enforcement, Crime Prevention, Internal Affairs, and front desk reception.

98 2011 – Support Services continued

7. Created a Lexipol Policy Manual test to be administered to Operations and Investigations personnel.

Planning, Research and Training:

1. The Planning, Research and Training Section continued the Facilities Beautification Project which included: • Range remodel; • Completed the auditorium remodel; and, • Repainted the garage exterior.

2. Completed the following projects: • Issued twelve (12) Training and Information Bulletins; • Issued all personnel security ID’s & Retiree ID/CCW Permits; • Coordinated ongoing maintenance of the police buildings; • Assisted in preparation and facilitation of SWAT Competition; and, • Facilitated replacement of 268 handheld radios for Operations Division.

3. Facilitated the Pre-Academy Law Enforcement Academy class at Bakersfield College. This class addresses a recognized issue of students appearing for their Basic Academy ill-prepared and more likely to fail. The pre-academy class assists students in preparing mentally and physically for the academy experience, increasing their chances of success.

4. Continued recruiting efforts by attending several job fairs in the area, as well as out of town; visited several police academies; and, developed advertising using various forms of multi-media.

5. The Bakersfield Firearms Training Facility administered quarterly qualifications for 347 sworn personnel, Kern High School Police personnel, and yearly qualification to retired peace officers.

6. The Reserve Unit volunteered over 3,400 total hours which included patrol, assignments at local community events, range qualifications, training, meetings, administrative work and other miscellaneous duties.

7. The Bakersfield Police Activities League (BPAL) provided after-school safe haven services for youth in one of the most at-risk neighborhoods, including homework assistance, sports programs, and life skills development classes. BPAL services were provided free of charge for participating youth.

99 2011 – Support Services continued

Communications Center:

1. Processed a total of: • 777,888 incoming telephone calls which includes 202,576 calls to the emergency 9-1-1 system; and, • 283,244 incidents in the Computer-Aided Dispatch System, including 80,350 officer-initiated incidents.

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

3. Maintained an average dispatch time of two (2) minutes, forty (40) seconds for the 33,866 Priority One calls.

Records Section:

1. Records personnel accomplished:

• Telephonic reports 1,315 o (704 were GTA reports) • Front counter transactions 9,937 • NCIC transactions 45,189 • Subpoenas processed 21,853 • Records released 60,845

Information Systems Project Section:

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

2. Implemented Coplink with the Bakersfield Police Department as the host agency. Coplink will electronically connect the Department with other local law enforcement agencies and will eventually provide access to nodes throughout California.

3. Implemented the Blue Check finger print system in conjunction with the Kern County RAN Board.

4. Re-wrote and implemented a new updated Mobile Report Entry program.

5. Worked with the Kern County Sheriff’s Office in the training and implementation of the new Cogent Mug shot system for the Bakersfield Police Department.

100 2011 – Support Services continued

6. Set up the new online report system, Coplogic, for the Records Section.

7. Assisted the Traffic Division with the implementation and training for the new Electronic Ticket writing system, Crossroads.

Crime Prevention:

1. The Crime Prevention Unit established eighty-five (85) new Neighborhood Watch groups and added sixty-four (64) new programs. Over 950 people attended Neighborhood Watch in 2009.

2. Worked with four (4) large business networking groups: • Business Watch • Retail Crimes Partnership Networking Group - Membership includes Crime Prevention staff, Detectives, and local loss prevention officers. This group meets monthly for training collaboration. • Southwest Business Watch Group - Consists of representatives from businesses along the Stockdale Highway corridor. This group meets quarterly for training and collaboration. • Northwest Promenade Business Watch Group - Two (2) Crime Prevention staff members are working with the property owner and managers to establish four (4) separate groups within this very busy shopping center.

3. Explorer Post maintained an average of fifty (50) young people who donated 10,808 volunteer hours in 2009.

4. Applied for and received a $5,000 grant from Target to develop a new Child Identification Program.

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

6. Provided the following statistical reports: • 278 daily Crime Reports - Administrative and Public versions were generated in 2009; • Weekly Grand Theft Auto (GTA) Recovery Report; • Monthly - Compstat Statistical Analysis Report; and, • Part 1 Crime Report - Case Clearance Totals.

101 2011 – Support Services continued

Crime Scene Unit:

1. Completed 2,732 service requests in 2009.

2. Responded to 178 call outs and investigated major incidents.

3. Assisted with the implementation of a Property Crimes DNA Pilot Program, working with the KCDA Crime Lab and the District Attorney’s Office. The hit rate on DNA submissions for property crimes was over 54% - hits to known offenders in CODIS.

FY 2010-11 ACTION PLAN

1. Complete the recruitment process for American Recovery and Reinvestment Act (ARRA) grant-funded positions. Reinstated from the reductions in the FY 2009-10 Adopted Budget.

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

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

4. Coordinate the presentation of 80-hour POST Supervisory Course.

5. Present a POST Basic Dispatcher Academy.

6. Complete two Lexipol Policy Manual updates.

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

8. Conduct a department-wide inspection and a comprehensive equipment inventory.

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

10. Maintain 100% POST compliance through presentation of POST perishable skills training.

11. Present a 24-hour Patrol Rifle course.

102 2011 – Support Services continued

12. Complete a large narcotics burn and firearm (including ammunition) disposal in 2010.

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Planning, Research & Training Actual Projected Adopted

Mandated training to sworn 28/8 28/8 28/8 personnel/civilians (hours) Monthly Training Bulletins 22 25 30 Basic Academy Course 0 0 1 Public Safety Dispatcher Course 1 1 1

Background Investigations 45 57 45

FY 08-09 FY 09-10 FY 10-11 Records Section Actual Projected Adopted

General Offenses Entered 56,110 65,863 77,060

Arrest Bookings Entered 25,121 28,135 31,230

Vehicles Impounded 12,311 13,715 14,168 Calls Completed by Records 4,251 5,930 6,161 (mail in, on-line, telephonic)

103 HEADQUARTERS AND SUPPORT SERVICES

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 12,336,971 $ 12,000,346 $ 13,374,373 $ 12,408,221 Operating 3,654,910 4,107,713 4,248,321 3,414,630 Capital 414,340 420,000 634,958

Total $ 16,406,221 $ 16,528,059 $ 18,257,652 $ 15,822,851

SOURCE OF FUNDS:

General Fund $ 16,023,164 $ 15,967,286 $ 17,364,970 $ 15,696,702 Supp Law Enforcement 383,057 16,200 ARRA Federal Stimulus Fund 560,773 876,482 126,149

Total $ 16,406,221 $ 16,528,059 $ 18,257,652 $ 15,822,851

104 2021 - Operations

DIVISION GOAL

Protect life and property; investigate crimes and apprehend criminal violators; provide for the safe and orderly flow of traffic; provide police canine service; provide for safe schools through crime prevention, intervention and enforcement measures; provide animal control services; provide graffiti prevention, enforcement and investigation and provide preventative patrol to the community.

FY 2009-10 ACCOMPLISHMENTS

Traffic Section:

1. Accomplished all goals and objectives agreed upon between the City of Bakersfield and California Office of Traffic Safety (OTS) when we were awarded a Selective Traffic Enforcement Program (STEP) grant in 2006. These goals included traffic enforcement events focusing on traffic safety issues such as drunk driving, aggressive drivers at or near intersections and other unsafe behaviors threatening public safety. This three year grant expired in October 2009.

2. Accomplished the 2009 goals and objectives agreed upon between the City of Bakersfield and the California Office of Traffic Safety (OTS) DUI Enforcement and Awareness Program Grant, which was awarded in October 2009. These goals included conducting DUI/Drivers License Checkpoints, DUI Saturation Patrols, DUI Arrest Warrant Service operations, DUI Stakeout operations, Court Sting operations targeting individuals who have suspended driver’s licenses and drive from court, and presenting “A Life Interrupted” education presentation for schools and civic groups. This grant will expire in October 2010.

3. Applied for and received a Pedestrian Safety Assessment (PSA) through the UC Berkeley Tech Transfer program and funded by OTS. During the assessment, staff looked at traffic flows, roadway design, and enforcement issues. The PSA was accomplished as a cooperative effort involving staff from Tech Transfer, Public Works Traffic Engineering, Bakersfield Police Department, CalTrans, and the Golden Empire Transit District.

105 2021 – Operations continued

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

5. Worked with Crime Analysis to create a weekly and monthly Traffic Collision Mapping system. This system allows Traffic Section personnel to see where traffic collisions occur and to adjust enforcement efforts accordingly.

6. Conducted twenty two (22) seatbelt survey/enforcement operations under the “Click It or Ticket” grant from OTS.

7. Appeared at ninety five (95) public education events, presenting the award winning program “A Life Interrupted”, with an estimated 59,415 people in attendance. In November 2009, the “A Life Interrupted” program won the statewide 2008 California Law Enforcement Challenge Award for Underage Alcohol Prevention.

8. In November 2009, the Traffic Section was awarded 3rd place in the 2008 California Law Enforcement Challenge for its traffic safety education and enforcement efforts.

9. Continued to participate with KERN AVOID partners in multiple DUI/Drivers License Checkpoints and DUI Saturation patrols. A major component in these enforcement events is to bring about public awareness to the dangers of drunk driving on our local roadways.

SWAT Civilian Disturbance Team and Bomb Squad:

1. Conducted eleven (11) tactical and/or equipment demonstrations for community groups.

2. Worked with the Bomb Squad conducting multiple joint training sessions.

3. The Civil Disturbance Team conducted quarterly training for its members.

4. During 2009, the Bomb Squad reviewed, assisted on or followed up on approximately eighty-six (86) bomb-related investigations. The Squad also responded to twenty-four (24) emergency call-outs and conducted nine (9) public presentations/demonstrations or dignitary protective sweeps. The Squad completed approximately 150 hours of training and responded with SWAT on two (2) occasions, deploying the Remotec Robot to assist/support SWAT.

106 2021 – Operations continued

5. Throughout 2009, the Bomb Squad seized a number of pieces of military ordinance, various improvised explosive devices, and other explosives. The Bomb Squad also took possession of a new Bomb Response Vehicle custom built for the Department and purchased through the use of various grant monies.

Gang Unit and Special Enforcement Unit (SEU):

1. In 2009, the Bakersfield Police Department’s Gang Unit focused on in- depth investigations of gang conspiracies and the seizure of firearms illegally possessed by gang members.

2. SEU seized 211 illegally-possessed firearms in 2009. This is a 27% increase over last year (166 firearms were seized in 2008). The Gang Unit has seized a total of 1,322 firearms since its inception in 1999.

3. Ninety-Five (95) search warrants and over 5,000 probation/parole searches were executed by the SEU. Felony arrests saw an 8% increase (937 in 2008 to 1,013 in 2009). SEU made over 1,800 arrests in 2009. The SEU remains committed to assisting other details and divisions within the Department as well as allied law enforcement agencies. In 2009, SEU dedicated over 5,600 officer-hours to this task.

4. Gang-related shootings were down 13% from last year (60 in 2008, 53 in 2009). The number of shootings overall is consistent with recent years, but unfortunately, a higher proportion of these shootings resulted in deaths, and the year ended with 16 gang-related homicides.

5. SEU participates in regular meetings of the Joint City-County Standing Committee to Combat Gang Violence as well as the Safe Neighborhoods and Community Relations Committee.

6. In partnership with the Southeast Ministers Conference, SEU met on several occasions with local clergy and their parishioners on matters of police policy and practice to facilitate understanding and improve accountability within the community.

7. SEU officers provided twenty-one (21) Gang Information presentations to local schools, CPS Emergency Response, the BPD Explorers, the PAL Center, and other organizations in the community. These presentations educate the community on gangs and their members, which raises awareness of the dangers and warning signs of gangs.

107 2021 – Operations continued

8. SEU worked with the Kern County District Attorney’s Office to provide POST-certified training on criminal street gangs to officers from the Bakersfield Police Department and other law enforcement agencies.

9. Initiated a partnership project with the Arts Council of Kern to create a series of community improvement murals that will include a positive message and the department’s Gang Action line (325-GANG).

Terrorism Liaison:

1. Terrorism Liaison Officers conducted monthly briefing training for Patrol and Investigations officers on a number of topics of interest, including current trends and recent activity in domestic and international terrorism, explosives manufacturing, and organized crime.

2. Terrorism Liaison Officers worked with the Kern County Infrastructure Protection Committee to conduct site security assessments at local chemical manufacturing plants.

3. Terrorism Liaison Officers implemented a program to partner with the Kern High School District Police Department to conduct site security assessments and make critical information readily available to first responders in major incidents.

4. Terrorism Liaison Officers coordinated with the Kern County Office of Emergency Services to allow officers and local community members to receive training on threat assessments, agro-terrorism, response to bombing incidents, and other Homeland Security related topics.

5. Terrorism Liaison Officers responded to referrals for investigation or assessment assistance from the Sacramento Regional Terrorism Threat Assessment Center.

6. The canine unit finished the year with eight (8) cross trained service dogs assigned to Patrol and one (1) Labrador Retriever assigned to the major Narcotics Detail.

7. Canine teams competed in multiple K-9 trials throughout the state showcasing their skills and continuing with advanced training methods.

Animal Control:

1. Animal Control, in cooperation with Kern County Animal Control, hosted monthly joint clinics promoting rabies vaccinations, licensing, and the

108 2021 – Operations continued

importance of spaying and neutering cats and dogs. Animal Control participated in several community events.

Graffiti Habitual Offender Suppression Team (GHOST):

1. In 2009, officers of the Graffiti Habitual Offender Suppression Team (GHOST) arrested 111 people. Of these arrests fifty-six (56) were for felony offenses and fifty-five 55 were for misdemeanor offenses. Although the majority of graffiti arrests were for juveniles, many adults were arrested as well.

2. Over the past year, GHOST was able to gain expertise in recognizing and identifying “graffiti criminal street gangs”. Through this expertise, the unit was able to use this classification of crime to allow the District Attorney’s Office to prosecute several individuals for additional gang charges.

3. During January, GHOST conducted a vandalism investigation at Tevis Junior High School where multiple graffiti offenses, totaling $1,200 in damages, had been committed by the juvenile graffiti vandal gang known as “TAK”, short for The Aerosol Kings and/or Thrills and Kills. This investigation led to the identification and arrest of four (4) “TAK” gang members.

4. In November, GHOST arrested four (4) juveniles responsible for numerous cases of graffiti in the southeast Bakersfield area which resulted in several thousand dollars in damages.

FY 2010-11 ACTION PLAN

1. The Traffic Section will continue targeted DUI enforcement and awareness by utilizing grant funds from the California Office of Traffic Safety (OTS).

2. The Traffic Section will complete the goals and objectives agreed upon between the City of Bakersfield and the California Office of Traffic Safety (OTS) when awarded a DUI enforcement and Awareness Program Grant in October 2009. During this grant period a total of twenty-four (24) DUI/Drivers License Checkpoints, ninety-four (94) DUI Saturation Patrols, twenty (20) DUI Arrest Warrant Service operations, eleven (11) DUI Stakeout operations, six (6) Court Sting Operations targeting individuals who have suspended drivers licenses and drive from court will be conducted, and 122 “A Life Interrupted” educational presentations will be given to schools and civic groups. This grant will expire in October 2010.

109 2021 – Operations continued

3. The Traffic Section will continue to participate with KERN AVOID partners in multiple DUI/Drivers License Checkpoints and DUI Saturation patrols. A major component in these enforcement events is to bring about public awareness to the dangers of drunk driving on local roadways. Increased enforcement periods will be carried out during holiday periods when an increase in motor vehicle traffic is typically experienced. These holiday periods are Memorial Day weekend, July 4th, Labor Day weekend, and the Christmas/New Year Holiday season.

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

5. The Bomb Squad will continue to work with SWAT to advance the Department’s response to emerging threats. The Bomb Squad will also conduct basic post blast training for the new members of the squad.

6. The Bomb Squad has also begun a new joint training paradigm with the Bomb Appraisal Officer program in the Transportation Security Administration at the airport. This will also foster a stronger working relationship with the Kern County Sheriff’s Bomb Squad.

7. The Bomb Squad will also fully incorporate the use of the two (2) different robotic platforms and at the same time develop additional expertise in the use of the Logo’s ® imaging equipment.

8. Via grant funding the Bomb Squad will be taking delivery this year of the Police Department’s first explosive storage magazine. Placement of this magazine and the fulfillment of responsibilities to the Bureau of Alcohol, Tobacco, Firearms and Explosives will be accomplished.

9. The Gang Unit will actively pursue gang suppression efforts through: • Civil Injunctions • Structured and focused long-term investigations of gang conspiracies • Increased federal prosecution of gang members

10. Implement a community-wide effort to reduce gang activity through a Safe Streets Partnership, including: • Thorough analysis of firearms crime data and focused response to reduce the numbers of illegal firearms available • Establishment of a working group including official agencies and community-based organizations to guide and assist community efforts • Emphasis on a two-part message for members of criminal gangs:

110 2021 – Operations continued

• Violence is unacceptable and will be met with a swift and effective response • Help is available for those who are willing to leave the gang and pursue education and employment

11. The Terrorism Liaison Officers will complete KHSD site assessments and begin assessments of other local schools.

12. The Terrorism Liaison Officers will complete Cal State University, Bakersfield assessment.

13. The Terrorism Liaison Officers will establish a path for use of ACAMS by first responders.

14. Animal Control will implement a licensing/canvassing pilot program for licensing enforcement purposes to increase compliance with city animal licensing codes.

15. The GHOST Unit will conduct two (2) separate undercover operations with the assistance of the Special Enforcement Unit/Gang Unit targeting habitual graffiti offenders. SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Traffic, Patrol, Animal Control Actual Projected Adopted Citations 24,420 22,000 20,000 “A Life Interrupted” Presentations 98 122 120 Vehicle Impounds 12,311 12,000 12,000 Animal Control Calls 19,039 21,000 22,500 Calls for Service 297,177 300,000 304,000 Traffic Enforcement (2009) Citations issued 29,047 (2,679 were cell phone violations) DUI arrests 992 Redflex 6,332 (red light camera violations) Non-injury collisions 2,790 Injury collisions 841 Fatal collisions 19 Vehicle impounds 12,311 DUI Checkpoints (2009) 27 Motorists screened 37,278 DUI arrests 83 Other arrests 26 Citations 1,924 Impounded vehicles 1,738

111 OPERATIONS

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 31,017,726 $ 31,000,181 $ 31,711,423 $ 32,615,811 Operating 5,444,175 6,200,973 6,232,333 5,389,542 Capital 81,400 28,250

Total $ 36,543,301 $ 37,201,154 $ 37,972,006 $ 38,005,353

SOURCE OF FUNDS:

General Fund $ 36,199,200 $ 36,466,154 $ 36,387,006 $ 36,182,902 Traffic Safety Fund 272,879 465,000 465,000 474,030 Supp Law Enforcement 71,222 37,450 ARRA Federal Stimulus Fund 270,000 1,120,000 1,310,971

Total $ 36,543,301 $ 37,201,154 $ 37,972,006 $ 38,005,353

112 2031 - Investigations

DIVISION GOAL

Work cooperatively with all other divisions and allied agencies as we continue to uphold a tradition of skillful and ethical criminal investigations, and to be innovative in the use of available crime fighting technologies.

FY 2009-10 ACCOMPLISHMENTS

1. During the course of the year, the Burglary Detail conducted several operations that involved targeting areas of the city in which a high number of offenses were occurring. One of these operations revealed that a specific “crew” of seventeen (17) burglars was operating in residential areas in southern Bakersfield. A subsequent directed enforcement effort led to the arrest of several of the members of this gang, the recovery of stolen property, and the clearance of over fifty (50) residential burglaries.

2. During 2009, Domestic Violence Unit detectives partnered with the Domestic Violence Advisory Council (DVAC) through networking and “General Partnership” monthly meetings. The Domestic Violence Unit worked closely with the Alliance Against Family Violence and Sexual Assault, Kern County Victim Witness, and Greater Bakersfield, Legal Assistance, Inc.

3. On October 21, 2009 the Domestic Violence Unit conducted a city-wide warrant sweep for suspects who remained at large with active domestic violence warrants. 317 domestic violence warrants were assigned to sixteen (16) two-officer/detective teams. Officers/detectives attempted service of 236 of those warrants resulting in the arrest of thirty (30) suspects and the clearance of thirty-eight (38) total warrants.

4. Robbery detectives investigated over 700 robberies in 2009, a decrease of 0.6% from 2008.

5. In November 2009, detectives conducted the first annual Violent Crimes warrant sweep. Detectives attempted service of seventeen (17) warrants and nine (9) arrests were made.

113 2031 – Investigations continued

6. In July 2009, the Warrant Fugitive Detail conducted a DUI warrant sweep in conjunction with the traffic section. 160 DUI warrants were assigned for service and 15 suspects were arrested.

7. The Warrant Detail completed eight (8) PC 980 (b) felony warrant extraditions, resulting in $23,944 in cost reimbursements to the Department.

8. During 2009, the Vice Detail merged with the Narcotics Detail bringing three (3) additional detectives into the unit. Vice detectives assisted the narcotics detectives on several investigations and in turn narcotics detectives assisted the vice detectives when needed for vice investigations. The Narcotics/Vice Detail continues to work collaboratively with state and federal agencies to target drug trafficking organizations and individuals operating within Kern County and the greater Bakersfield area.

9. Members of the Narcotics Detail conducted sixty-six (66) major violator investigations resulting in forty-eight (48) arrests with the seizure of $3,800,000 worth of drugs and thirty (30) firearms. The detail also processed nearly $304,000 in U.S. currency pursuant to asset forfeiture laws.

10. The Vice Detail made 579 prostitution related arrests and 176 arrests related to other areas of responsibility.

FY 2010-11 ACTION PLAN

1. The Division is currently assessing the feasibility of implementing a geographically based deployment model for the investigation of property crimes and street robberies. This method would provide us the platform to target neighborhood crime trends and will be used to emphasize a focus on Part I Crimes.

2. Work cooperatively with Crime Prevention and Crime Analysis personnel to develop strategies to aid in the prevention, interdiction and suppression of crimes.

3. Aggressively investigate and pursue gang related crimes and any crimes committed by gang members in an effort to disrupt and impact gang activity.

4. The Crimes Against Persons Unit will continue to thoroughly investigate all unsolved homicides with an emphasis on those with DNA evidence.

114 2031 – Investigations continued

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

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

7. The Warrant Fugitive Detail will conduct at least four (4) focused warrant sweeps to improve warrant service levels and apprehend fugitives.

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

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

10. The Child Abuse and Sexual Assault Unit will collaborate and partner with community organizations to provide departmental and public education regarding prevention and enforcement of laws related to domestic violence, elder abuse, sexual assault and child abuse.

11. The Child Abuse and Sexual Assault Unit will work closely with the new Sex Offender registration unit to effectively register, monitor and insure compliance of sex offenders residing in Bakersfield.

12. The Narcotics/Vice Detail will continue its relationship with the U.S. Drug Enforcement Administration (DEA) and will explore the development of outside funding sources to enhance Narcotics enforcement efforts.

13. The Narcotics/Vice Detail will provide enhanced training and improved “clue” sources to the Directed Policing Units in an effort to impact narcotics related neighborhood problems.

14. The Narcotics/Vice Detail will continue to work with the Kern County Sheriff’s department and the California Department of Alcoholic Beverage Control on vice related investigations. State grants will actively be pursued to aid in funding these efforts.

15. Train employees and develop proficiency in utilizing the Department’s new Coplink data system to enhance crime follow-up information

115 2031 – Investigations continued

gathering with a focus on improved solvability of criminal offenses and increased case clearances.

SERVICE LEVEL INDICATORS

FY 08-09 FY 09-10 FY 10-11 Investigations Actual Projected Adopted

Criminal Case Filings 16,418 15,694 15,000 Major Narcotics 52 61 48 Investigations

Prostitution Related Arrests 429 680 600

116

INVESTIGATIONS

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 11,468,660 $ 11,604,592 $ 11,604,592 $ 10,720,467 Operating 1,226,383 1,163,100 1,161,450 1,003,605 Capital 87,949 7,000 (46,160) 10,000

Total $ 12,782,992 $ 12,774,692 $ 12,719,882 $ 11,734,072

SOURCE OF FUNDS:

General Fund $ 12,727,208 $ 12,774,692 $ 12,719,882 $ 11,734,072 Supp Law Enforcement 55,784

Total $ 12,782,992 $ 12,774,692 $ 12,719,882 $ 11,734,072

117 THIS PAGE INTENTIONALLY LEFT BLANK

118 FIRE SERVICES THIS PAGE INTENTIONALLY LEFT BLANK Fire Services FY 2010-2011 Organizational Chart

Fire Chief

Deputy Fire Chief Deputy Fire Chief 119 Fire Suppression Administrative Fire Safety Services Services Services

Fire & Rescue Testing Prevention

Training Personnel Environmental

Arson Policy & Protocol Communications

EMS Grant Funding Maintenance Fire Services

DEPARTMENT GOAL

To serve citizens by protecting lives, property, and the environment against the effects of fire, other emergencies, or hazards; to assure the orderly growth of the City of Bakersfield with regard to life safety and levels of service by working in cooperation with other departments and agencies.

FY 2009-10 ACCOMPLISHMENTS

1. Completed construction and initiated service from Fire Station No. 14 on January 1, 2010 located at Mt. Vista Drive and Harris Road.

2. Completed the revision of the City of Bakersfield Emergency Operations Plan.

3. Converted the Hazardous Materials database to an on-line reporting system, allowing regulated businesses to update information electronically, thereby saving time, paper, and postage.

4. Continued work on improving Firefighter safety and accountability on the fire-ground through the Rapid Intervention Company (RIC) Task Force planning group.

5. Continued work on the Fire Department - Department Operations Center (DOC) in preparation for mandated Standard Emergency Management System and National Incident Management System (SEMS/NIMS) situational awareness and command oversight of major emergency events or significant incidents.

FY 2010-11 SIGNIFICANT BUDGET CHANGES

1. Reduction in budget will be based on one of the following options pending the conclusion of labor negotiations with the Fire union: A. Creating a staffing pool by reducing staffing on two (2) pieces of equipment and reducing staff by two (2) sworn positions in the Arson Unit and Training Division. OR B. Closure of Fire Station No. 14.

120 FIRE SERVICES

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2008-09 2009-10 2009-10 2010-11

Administration $ 1,553,879 $ 1,704,262 $ 1,910,695 $ 1,406,077 Fire Safety 2,160,891 1,459,644 1,459,644 1,919,195 Fire Suppression 27,715,716 27,712,439 28,038,639 27,141,996

Total $ 31,430,486 $ 30,876,345 $ 31,408,978 $ 30,467,268

SOURCE OF FUNDS:

General Fund $ 31,338,493 $ 30,876,345 $ 31,202,545 $ 29,636,132 MMRS Grant 91,993 206,433 CUPA Fund 831,136

Total $ 31,430,486 $ 30,876,345 $ 31,408,978 $ 30,467,268

FULL TIME EMPLOYEES:

Administration 10.00 8.00 8.00 8.00 Fire Safety 20.00 14.00 14.00 14.00 Fire Suppression 180.00 178.00 178.00 178.00

Total 210.00 200.00 200.00 200.00

121

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, promote teamwork among all City departments.

FY 2009-10 ACCOMPLISHMENTS

1. Conducted the following: Fire Captain and Fire Engineer exams; Driver/Operator course; Captain’s Certification course; Recruit Academy; Bakersfield College Firefighter I Academy; Level II California State Fire Chief Officer classes; Level I California State Fire Officer classes; Hazardous Materials Technician, Hazardous Materials 1st Responder Operations; and, Decontamination classes.

2. Conducted Firefighter interviews and established a Firefighter eligible list.

3. Placed in service one (1) replacement fire engine, one (1) replacement Hazardous Materials Response Unit, and one (1) Cal-EMA Rescue Trailer.

4. Completed construction of Fire Station No. 14 at Mt. Vista and Harris Road.

5. Completed National Incident Management System (NIMS) training compliance for 1,199 city employees.

6. Completed all phases of the revision of the City of Bakersfield Emergency Operations Plan.

7. Completed the development of the Lake Isabella Dam Evacuation Plan.

8. The U.S. Department of Homeland Security officially designated the Bakersfield Urban Area Security Initiative (UASI). The Fire Department was designated as the Single Point of Contact (SPC) and will follow through with the Grant application/administration process.

122 3011 – Fire Administration continued

9. Attained Grant from Cal-EMA for the purchase of Hazardous Materials response equipment.

10. Attained grant from Assistance to Firefighters Grant for communications (portable radios) and live fire training simulator.

11. Successfully managed and administered the Metropolitan Medical Response System, including planning, training, and equipment needs.

FY 2010-11 ACTION PLAN

1. Provide management and administrative services for the Bakersfield Urban Area Security Initiative (UASI).

2. Continue to address fire protection in growth areas of the City, with regard to the Joint Powers Agreement (JPA).

3. Continue to develop public education and public information programs.

4. Present the revised City of Bakersfield Emergency Operations Plan to Council for approval and adoption.

5. Attain Cal-EMA certification as a Type 1 Hazardous Materials Response Team.

123 ADMINISTRATION

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 1,299,651 $ 1,541,985 $ 1,541,985 $ 1,253,898 Operating 226,815 162,277 178,389 152,179 Capital 27,413 190,321

Total $ 1,553,879 $ 1,704,262 $ 1,910,695 $ 1,406,077

SOURCE OF FUNDS:

General Fund $ 1,461,886 $ 1,704,262 $ 1,704,262 $ 1,406,077 MMRS Grant 91,993 206,433

Total $ 1,553,879 $ 1,704,262 $ 1,910,695 $ 1,406,077

124 3021 – Fire Safety Services

DIVISION GOAL

Provide for a safe community through public education and fire code enforcement; provide an effective public education program to increase safety awareness in the community; support the Hazardous Materials Team with technical information; administer the unified programs for environmental regulations within the City; maintain a joint dispatch and communication system; provide logistical support for emergency operations; and, maintain all equipment and property.

FY 2009-10 ACCOMPLISHMENTS

1. Completed and passed the Cal/EPA triennial audit of the Certified Unified Program Agency (CUPA) implementation of hazardous materials and hazardous waste regulations.

2. Provided department-wide training on entering inspection data into the new Fire-RMS occupancy module and use of the Company Inspection Manual, revised to conform to the current edition of the California Fire Code.

3. Performed required assessments of City businesses, pursuant to the Cal/EPA grant, to ensure compliance with the Aboveground Petroleum Storage Act.

4. Initiated a fire and life-safety inspection program with emphasis on multi- family dwellings and residential apartment complexes where a potential fire can endanger or otherwise displace large numbers of people from their homes.

FY 2010-11 ACTION PLAN

1. Implement the Aboveground Petroleum Storage Act program on or before November 10, 2010, pursuant to the revised timelines as published in the Federal Register (74 FR 58784), through outreach notifications and on-site inspections at potentially affected businesses within the city limits.

2. Implement a multi-family fire and life-safety inspection program through continued identification of regulated multi-family occupancies and annual on-site inspections to ensure fire safety compliance.

125 3021 – Fire Safety Services continued

3. Respond as required to the current Cal/EPA Unified Program triennial evaluation results by determining optimal efficiencies in budgetary and staffing needs, pursuant to State law.

4. Amend and adopt the California Fire Code (2009 ed.) into the Bakersfield Municipal Code, Chapter 15.65, to become effective on January 1, 2011.

126

FIRE SAFETY

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 1,491,176 $ 968,071 $ 968,071 $ 1,282,905 Operating 595,875 479,573 464,618 622,290 Capital 73,840 12,000 26,955 14,000

Total $ 2,160,891 $ 1,459,644 $ 1,459,644 $ 1,919,195

SOURCE OF FUNDS:

General Fund $ 2,160,891 $ 1,459,644 $ 1,459,644 $ 1,088,059 CUPA Fund - - - 831,136

Total $ 2,160,891 $ 1,459,644 $ 1,459,644 $ 1,919,195

127 3031 – Fire Suppression Services

DIVISION GOAL

Provide the citizens of Bakersfield with protection of life, property and the environment through fire suppression, emergency medical life-support services, and hazardous materials mitigation through rapid emergency response. Ensure all Suppression personnel are properly trained, equipped, and prepared to respond in the appropriate manner.

FY 2009-10 ACCOMPLISHMENTS

1. Continued work on the Fire Department’s major emergency response preparedness through the Department Operating Plan (DOP) Task Force planning group.

2. Continued work on improving Firefighter safety and accountability on the fire-ground through the Rapid Intervention Company (RIC) Task Force planning group.

3. Continued work on the State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group.

4. Continued work on hazardous materials and technical rescue advanced life-support intervention through the Emergency Medical Services Task Force planning group.

5. Continued updating, modifying, and creating related Fire Department Operational Procedures and Policies.

6. Continued work on the Fire Department - Department Operations Center (DOC) in preparation for mandated Standard Emergency Management System and National Incident Management System (SEMS/NIMS) situational awareness and command oversight of major emergency events or significant incidents.

7. Initiated the Memorandum of Understanding process with San Joaquin Community Hospital (SJCH) for manipulative advanced life-support training of Fire Department Paramedics in the hospital emergency department environment with hospital staff oversight.

128 3031 – Fire Suppression Services continued

FY 2010-11 ACTION PLAN

1. Continue work on the Department’s major emergency response preparedness through the Department Operating Plan (DOP) Task Force planning group.

2. Continue work on improving Firefighter safety and accountability on the fire-ground through Rapid Intervention Company (RIC) Task Force planning group.

3. Continue work on the State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group.

4. Continue work on hazardous materials and technical rescue advanced life-support intervention through the Emergency Medical Services Task Force planning group.

5. Continue to enhance citywide disaster response preparedness through: • Completion of the Fire Department - Department Operations Center (DOC); • Administration of the Bakersfield Urban Area Security Initiative (UASI); • Administration of the Metropolitan Medical Response System (MMRS); and, • Adoption of the revised COB Emergency Operations Plan.

6. Continue to collaborate with mutual aid and automatic aid agencies on operational issues through response and deployment planning.

7. Continue to update inter-agency agreements, plans, and contracts.

8. Continue updating, modifying, and creating related Fire Department Operational Procedures and Policies.

SERVICE LEVEL INDICATORS FY 08-09 FY09-10 FY10-11 Actual Projected Adopted

Total Emergency Responses 28,605 30,033 31,534

Structure Fires and Fire Related 10,810 11,350 11,917

Emergency Medical Responses 13,823 14,514 15,239

Other 3,971 4,169 4,377

129

FIRE SUPPRESSION

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 24,757,976 $ 24,733,063 $ 24,832,063 $ 24,216,155 Operating 2,843,686 2,919,276 2,924,476 2,848,241 Capital 114,054 60,100 282,100 77,600

Total $ 27,715,716 $ 27,712,439 $ 28,038,639 $ 27,141,996

SOURCE OF FUNDS:

General Fund $ 27,715,716 $ 27,712,439 $ 28,038,639 $ 27,141,996

Total $ 27,715,716 $ 27,712,439 $ 28,038,639 $ 27,141,996

130 PUBLIC WORKS THIS PAGE INTENTIONALLY LEFT BLANK Public Works FY 2010-2011 Organizational Chart

Public Works Direct or

Asst. to the Public Works Director Administrative Assistant

Asst.Asst. To Public Public WorksWorks Director 131

Thomas Roads Design Subdivisions Construction/ Traffic Public Works Wastewater Solid Waste Imp. Program Engineering Survey Engineer Operations Manager Manager Director (TRIP)

Equipment Wastewater Solid Treatment Waste

Fleet Operations

Telecom- Communications

Streets

GlGeneral Services Public Works

DEPARTMENT GOAL

To provide for quality infrastructure design, construction, operation, and maintenance of: traffic control systems, streets, street lightings, sanitary sewer collection systems, storm water drainage collection systems, wastewater treatment plants, and other City-owned facilities; to provide oversight for the design and construction of the Bakersfield Systems Plan and the Thomas Roads Improvement Program; to provide waste collection and waste recycling services; to provide graffiti removal services; to provide and maintain Citywide equipment, fleet and telecommunications systems; and, to ensure that public inquiries are handled in a timely and professional manner by providing exceptional customer service department-wide.

FY 2009-10 ACCOMPLISHMENTS

Thomas Roads Improvement Program (TRIP):

1. Completed project plans, specifications and estimates (PS&E) for Phases IV (from Mohawk Street to Truxtun Avenue) and VI (from Allen Road to Stockdale Highway) of the Westside Parkway Project. Continued remaining right-of-way acquisitions and utility relocations for the corridor.

2. Substantially completed construction of the Fairfax Road at State Route 178 Interchange.

3. Continued preparation of preliminary engineering, project approval and environmental documents for six (6) TRIP projects.

4. Initiated construction of Phase I (Mohawk Street) of the Westside Parkway, awarded a construction contract to Security Paving and initiated construction of Phase II (from Mohawk Street to Allen Road) of the Westside Parkway.

5. Completed construction of the Seventh Standard Road at State Route 99 Interchange and initiated construction of the Seventh Standard Road Widening Project.

6. Completed the construction of the Realignment of Auburn Street west of Morning Drive which will facilitate the future construction of the Morning Drive at State Route 178 Interchange.

132 Public Works continued

Engineering:

1. Designed and prepared construction documents for twenty-eight (28) CIP projects. Awarded thirty(30) construction contracts totaling over $35 million, including: • Pavement resurfacing/reconstruction on major roads; • Five (5) new traffic signals; • Mesa Marin Sports Complex; • Sports Village Phase 1; and, • Street Improvements for the Railroad Quiet Zones.

2. Provided construction management and inspection services for 45 projects having a total contract value of over $46 million, including: • Mill Creek Park Amenities Phases 2, 4, 5A, and 5B; • Sports Village Phase 1; • Mesa Marin Sports Complex; • Installation of several new traffic signals; • Resurfacing and reconstruction of several major roads; and, • Fire Station No. 14.

3. Updated the current traffic signal priority list and added the new locations that met warrants for consideration in subsequent CIP project lists.

4. Increased the cumulative total of traffic signals connected to the Traffic Operations Center to 296.

5. Implemented new signal timing and route coordination plans at twenty- five (25) intersections based on updated traffic volumes.

General Services:

1. Anti-Graffiti program: • Removed graffiti from 9,600 requests on the 32-Erase hotline, 800 requests from the graffiti Website, and an additional 18,800 unreported graffiti sites.

2. Completed improvements to several City facilities including: • Converted pedestrian crosswalks to school crossings at Wible Road and Hosking Avenue and at Chester Lane and “A” Street; • Completed several major heating, ventilation, and air conditioning (HVAC) improvements for several city facilities; • Installed parking lot lighting for the Mesa Marin Sports Complex; and, • Completed a five-year project to upgrade all school signs to lime- green as mandated by the Manual of Uniform Traffic Control Devices.

133 Public Works continued

3. Bakersfield Municipal Airport: • Completed the initial phase of the landscaping project to improve the exterior appearance of the Airport; • Received environmental categorical exclusion from the Federal Aviation Administration (FAA) for the Southwest Hangar Expansion Project; and, • Widened and improved the Runway Safety Area adjacent to the runway to meet FAA standards.

Streets:

1. Resurfaced/reconstructed approximately fifty-two (52) lane miles of streets.

2. Sealed approximately 325 street miles with a surface penetration sealer.

3. Completed the installation of a storm drain and catch basin on “K” Street between California Avenue and 5th Street.

Equipment:

1. Researched and implemented measures to reduce city-wide fleet rental costs.

2. Replaced three (3) channels of City radio infrastructure as part of an ongoing effort to meet Federal Communications Commission (FCC) mandates for narrowband operation by January 1, 2013.

3. Installed communications equipment necessary for operation of the new Fire Station No. 14.

Wastewater:

1. Received an Energy Efficiency and Conservation Block Grant in the amount of $3.04 million from the Department of Energy as part of the American Recovery and Reinvestment Act (ARRA). This grant funding will be used to build a one mega-watt solar facility at Wastewater Treatment Plant No. 3.

2. California Regional Water Quality Control Board issued new waste discharge permit for Wastewater Treatment Plant No. 2. This new discharge permit removed the treatment limit of 19 million gallons per day and allowed for treatment up to the full design potential of 25 million gallons per day.

134 Public Works continued

3. Construction continued on the Wastewater Treatment Plant No. 3 Expansion Project. This Project is 94.0 percent complete with a cumulative change order amount of $6.7 million dollars, or 3.2 percent of total construction costs, which is well below industry standards.

4. The Industrial Pretreatment Section and Revenue Section conducted a well-attended septage hauler workshop which discussed best practices for cleaning restaurant grease traps, and rules and regulations.

Solid Waste:

1. Continued to promote the curbside recycling program, adding about 100 homes per month. Over 7,500 homes are now part of the curbside recycling program.

2. Consolidated refuse collection routes in response to decreased volumes of refuse as a result of economic conditions.

3. Explored options to reduce construction costs for the Bakersfield Landfill Closure project which is mandated by State Regulatory Order. One option, which seems likely to be approved by the State, would significantly reduce the amount of earthmoving work required for the project.

FY 2010-11 SIGNIFICANT BUDGET CHANGES

1. The FY 2010-11 Adopted Budget reflects Council’s continuing commitment to the graffiti eradication program. The amount budgeted for graffiti eradication provides sufficient funding to operate the program seven days a week, year round.

2. In FY 2009-10, the operating budget for the Streets Maintenance Section was approximately $9.8 million. Of this amount, $7.3 million was funded by the General Fund and $2.5 million from highways users tax allocations which are accounted for within the Gas Tax Fund. In addition, the FY 2009/10 CIP budget included $750,000 of Proposition 42 funds and $3,250,000 of Capital Outlay funds which were designated for the Street Maintenance Section. Therefore, the combined operating and CIP budget for the Street Maintenance Section in FY 2009-10 totaled $13.8 million.

Unfortunately for FY 2010-11, the funding for the Streets Maintenance Section has dropped significantly. The FY 2010-11 operating budget totals approximately $7.4 million. Of this amount, $4.9 million is funded by the General Fund, which is a $2.4 million decrease from FY 2009-10 levels with

135 Public Works continued

$2 million of this reduction coming directly from the account used to purchase street materials. While the Gas Tax budget remains at $2.5 million, this funding source may potentially be in jeopardy because of state actions to implement a Gas Tax swap. In addition, the FY 2010-11 CIP budget includes $750,000 of Proposition 42 funds and $3,500,000 of Capital Outlay funds which are designated for the Street Maintenance Section. Unfortunately, the $750,000 of Proposition 42 funds may also potentially be in jeopardy because of state actions related to the Gas Tax swap.

3. The Refuse Enterprise Fund is experiencing a gradual decline in service revenues for commercial refuse, along with inflation in the refuse hauling contract. The hauling fees will require a 1.8 percent increase per the consumer price index used in the contract. However, staff has reviewed available fund balance in the Refuse Fund and determined that sufficient funds are available to absorb the increase in the refuse hauling contract without imposing a rate increase to the general public. The budget includes funds for a minimal contribution to the cart replacement reserve for blue carts. Fortunately, the cart replacement reserve for tan and green carts is adequately funded. Therefore, no additional funds were budgeted in FY 2010-11 for the tan and green cart reserves because of prior years' contributions and strong efforts to extend the service life of the carts. One-time capital projects are being covered by available fund balance.

4. Sewer connection fees will increase $300 per single-family household effective July 1, 2010. The fee for each single-family household will increase from $3,700 to $4,000. This increase reflects the final year of a five-year phase-in period. These additional funds will be applied toward the debt service payments for the Wastewater Treatment Plant No. 3 Expansion Project. Sewer connection fees are paid upon application for a building permit or permit to connect an existing building to the City sewer system.

5. Residential sewer user fees will increase 2.6 percent for FY 2010-11, with the residential single-family sewer rate increasing from $195 to $200. Since most sewer user fees are based upon this single-family rate, those rates will also increase by the same percentage. This increase is needed to cover both operating and capital costs, in addition to servicing the debt payments on the bonds issued for the Wastewater Treatment Plant No. 2 upgrade and the Wastewater Treatment Plant No. 3 Expansion projects. A combination of connection fees and user fees are used to fund this debt service. With the recent decline in development activity, there has been a commensurate drop in sewer connection fee revenue. Therefore, more of the debt service payments must be recovered through this fee.

136 Public Works continued

6. Mid-Year FY 2009-10: Added six (6) positions in Wastewater as part of the Wastewater Treatment Plant No. 3 Upgrade and Expansion project.

7. FY 2010-11: Deleted five (5) vacant positions and displaced/transferred one (1) position to the Water Resources Department, as follows: • Administration 1 • Engineering 2 (1 Displaced/Transferred to Water Resources) • Equipment 3

137 PUBLIC WORKS

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2008-09 2009-10 2009-10 2010-11

Administration $ 639,279 $ 621,114 $ 623,114 $ 543,180 TRIP 921,151 1,002,666 1,002,666 1,020,205 Engineering 6,368,633 5,637,187 5,697,844 5,270,253 General Services 10,540,479 10,263,947 10,263,947 10,509,301 Streets 16,763,918 17,456,511 17,456,511 15,266,143 Equipment 27,536,470 15,966,744 16,309,687 20,827,329 Wastewater 17,236,186 6,590,770 6,803,270 7,067,869 Solid Waste 33,506,007 34,247,474 34,247,474 33,587,178

Total $ 113,512,123 $ 91,786,413 $ 92,404,513 $ 94,091,458

SOURCE OF FUNDS:

General Fund $ 19,379,518 $ 19,512,988 $ 19,514,988 $ 17,109,232 Dev. Services Fund 2,162,357 1,496,584 1,507,241 1,305,306 State Transportation 202,294 254,448 254,448 254,448 State Gas Tax 4,558,012 4,491,754 4,491,754 4,457,162 Bike/Pedestrian Pathway 50,000 Transportation Dev. Fund 371,178 357,159 357,159 358,873 TDF TRIP Local Match 921,151 1,002,666 1,002,666 1,020,205 Sewer Service-Plant 2 5,966,945 2,515,369 2,515,369 2,210,997 Sewer Service-Plant 3 15,422,519 8,436,851 8,649,351 9,195,053 Refuse Fund 36,692,245 37,545,367 37,545,367 37,163,057 Aviation Fund 294,134 168,983 168,983 189,796 Equipment Fund 27,536,470 15,966,744 16,309,687 20,827,329 Assessment Districts 5,300 37,500 37,500

Total $ 113,512,123 $ 91,786,413 $ 92,404,513 $ 94,091,458

FULL TIME EMPLOYEES:

Administration 10.00 10.00 10.00 9.00 TRIP 7.00 5.00 5.00 5.00 Engineering 61.00 50.00 50.00 48.00 General Services 75.00 68.00 68.00 68.00 Streets 98.00 87.00 87.00 87.00 Equipment 61.00 56.00 56.00 53.00 Wastewater 32.00 31.00 37.00 37.00 Solid Waste 110.00 102.00 102.00 102.00

Total 454.00 409.00 415.00 409.00

138 4011 - Administrative Services

DIVISION GOAL

Provide administrative support for the effective operation of the various departmental divisions; develop and administer policies and procedures; monitor department operating and capital improvement budgets; and, administer all departmental contracts.

FY 2009-10 ACCOMPLISHMENTS

1. Provided administrative support for departmental divisions.

2. Processed and monitored CIP expenditures.

3. Submitted reimbursement claims in a timely manner to enhance cash flow.

FY 2010-11 ACTION PLAN

1. Respond to City Council referrals and citizen requests promptly, efficiently, and effectively.

2. Coordinate preparation of administrative reports and supporting documentation for placement on City Council agendas.

139 ADMINISTRATIVE SERVICES

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 584,130 $ 569,928 $ 569,928 $ 491,627 Operating 52,823 51,186 53,186 51,553 Capital 2,326

Total $ 639,279 $ 621,114 $ 623,114 $ 543,180

SOURCE OF FUNDS:

General Fund $ 639,279 $ 621,114 $ 623,114 $ 543,180

Total $ 639,279 $ 621,114 $ 623,114 $ 543,180

140

4021 – Thomas Roads Improvement Program (TRIP)

DIVISION GOAL

Provide oversight for the design and construction of the various federally funded project elements of the Bakersfield Systems Plan and the Thomas Roads Improvement Program.

FY 2009-10 ACCOMPLISHMENTS

1. Began the preparation of the 2010-11 Thomas Roads Improvement Program (TRIP) Financial Plan update for submittal to the Federal Highway Administration (FHWA) for approval.

2. Completed project plans, specifications and estimates (PS&E) for Phases IV (from Mohawk Street to Truxtun Avenue) and VI (from Allen Road to Stockdale Highway) of the Westside Parkway Project. Continued remaining right-of-way acquisitions and utility relocations for the corridor.

3. Substantially completed construction of the Fairfax Road at State Route 178 Interchange.

4. Continued preparation of preliminary engineering, project approval, and environmental documents for the following projects: • Hageman Flyover; • Widening of Rosedale Highway; • 24th Street Improvements; • Morning Drive at State Route 178 Interchange; • State Route 178 Widening; and, • Centennial Corridor.

5. Initiated construction of Phase I (Mohawk Street) of the Westside Parkway, awarded a construction contract to Security Paving and initiated construction of Phase II (from Mohawk Street to Allen Road) of the Westside Parkway.

6. Completed construction of the Seventh Standard Road at State Route 99 Interchange.

7. Initiated construction of the Seventh Standard Road Widening Project.

8. Completed the construction of the realignment of Auburn Street west of Morning Drive which will facilitate the future construction of the Morning

141 4021 – TRIP continued

Drive at State Route 178 Interchange.

FY 2010-11 ACTION PLAN

1. Complete right-of-way acquisition and utility relocations for Phases IV and VI of the Westside Parkway Project.

2. Continue construction of Phases I and II of the Westside Parkway Project.

3. Depending upon funding, advertise, receive bids, and award the contract for construction of Phases IV and VI of the Westside Parkway.

4. Complete the preparation of the 2010-11 TRIP Financial Plan update and submit the plan to the Federal Highway Administration (FHWA) for approval.

5. Continue with the preparation of preliminary engineering, project approval, and environmental documents for the following projects: • Hageman Flyover; • 24th Street Improvements; • State Route 178 Widening; and, • Centennial Corridor.

6. Circulate and finalize the environmental documents for the following projects: • Widening of Rosedale Highway, and • Morning Drive at State Route 178 Interchange.

7. Advertise request for proposals (RFP), review submittals, interview design teams, and award design consultant contracts for final design of the Rosedale Highway Widening Project and Morning Drive at State Route 178 Interchange Project.

8. Begin final project plans, specifications, and estimates (PS&E) for the following projects: • Widening of Rosedale Highway, and • Morning Drive at State Route 178 Interchange.

9. Begin acquisition of right-of-way for the Morning Drive at State Route 178 Interchange Project.

10. Begin acquisition of right-of-way for the Rosedale Highway Widening Project.

11. Complete construction of the Seventh Standard Road Widening Project.

142 THOMAS ROADS IMPROVEMENT PROGRAM (TRIP)

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 542,606 $ 596,743 $ 596,743 $ 585,778 Operating 378,545 405,923 405,923 434,427 Capital

Total $ 921,151 $ 1,002,666 $ 1,002,666 $ 1,020,205

SOURCE OF FUNDS:

TDF TRIP Local Match $ 921,151 $ 1,002,666 $ 1,002,666 $ 1,020,205

Total $ 921,151 $ 1,002,666 $ 1,002,666 $ 1,020,205

143 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 2009-10 ACCOMPLISHMENTS

Design:

1. Designed and prepared construction documents for twenty-eight (28) CIP projects. Awarded thirty (30) construction contracts totaling over $35 million, including: • Pavement resurfacing/reconstruction on major roads; • Five (5) new traffic signals; • Mesa Marin Sports Complex; • Sports Village Phase 1; and, • Street Improvements for the Railroad Quiet Zones.

Subdivision Engineering:

1. All data shown for calendar year 2009: • Parcel Maps: Recorded 9 parcel maps dividing 104.3 acres into 45 parcels. • Tract Maps: Recorded 3 tract maps dividing 21.4 acres into 82 lots. • Improvement Plan Checks: 30 first checks, 14 second checks, 14 third checks or higher, 20 revisions, and 40 signatures. • Final Map Checks: 34 first checks, 35 second checks, 15 third checks or higher, and 12 maps signed. • Minor Land Divisions: 28 • Maintenance Districts: 19 • Street Permits: 1,311 • Annexation Proceedings: 30 being processed, 16 completed. • Grading Plan Checks: 49 first checks, 41 second checks, 28 third checks or higher, 48 approved.

144 4031 – Engineering continued

• Drainage Studies: 36 first checks, 11 second checks, 3 third checks or higher, 34 approved.

Construction and Surveying:

1. Provided construction management and inspection services for forty-five (45) projects having a total contract value of $46 million, including: • Mill Creek Linear Park Amenities Phases 2, 4, 5A, and 5B; • Sports Village Phase 1; • Mesa Marin Sports Complex; • Installation of several new traffic signals; • Resurfacing and reconstruction of several major roads; and, • Fire Station No. 14.

2. Inspected development infrastructure improvements for forty-three (43) tracts and parcel maps.

Traffic:

1. Analyzed twenty-eight (28) intersections for traffic control warrants and updated the current traffic signal priority list. Added the new locations that met warrants for consideration in subsequent CIP project lists.

2. Implemented the connection of twenty-four (24) additional traffic signals via the wire interconnect conduit network in the street for improved coordination/synchronization of traffic signals. This increased the cumulative total of traffic signals connected to the Traffic Operations Center to 296.

3. Implemented new signal timing and route coordination plans at twenty- five (25) intersections based on updated traffic volumes.

FY 2010-11 ACTION PLAN

Design Engineering:

1. Complete design and award all FY 2010-11 CIP projects before July 2011, including: • Pavement resurfacing/reconstruction on major roads, and • Two (2) new traffic signals.

145 4031 – Engineering continued

Subdivision Engineering:

1. Complete review of maps and improvement plans within four weeks of submittal.

Construction Engineering and Surveying:

1. Respond to 85.0 percent of all permit inspection requests within four hours and all other inspections within twenty-four hours.

2. Begin working on requests for preliminary surveys within ten days of receipt.

3. Respond to construction survey requests within forty-eight hours.

Traffic Engineering:

1. Analyze twenty-five (25) 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 two (2) federally-funded Congestion Management Air Quality (CMAQ) signal interconnect communication projects totaling over $200,000. Connect five (5) additional signals to the City’s Traffic Operations Center.

3. Continue the annual Traffic Signal Coordination Program. Collect traffic data and re-coordinate twenty-two (22) signals annually as traffic volumes and patterns change.

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted

Improvement Plans and Final Maps Checked and Returned within 4 Weeks 36% 50% 50% Permit Inspection Requests Responded to 80% 85% 85% within 4 Hours Intersections Analyzed for Traffic Control 25 28 25 Warrants Budgeted Signal Communications Projects Bid 100% 100% 100% During the Fiscal Year Signals Analyzed and Re-coordinated/Timed 24 25 22 Budgeted Public Works CIP Projects Bid 75% 75% 100% During the Fiscal Year

146 ENGINEERING

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 5,773,232 $ 5,026,056 $ 5,026,056 $ 4,836,247 Operating 595,401 573,631 634,288 434,006 Capital 37,500 37,500

Total $ 6,368,633 $ 5,637,187 $ 5,697,844 $ 5,270,253

SOURCE OF FUNDS:

General Fund $ 3,819,908 $ 3,745,944 $ 3,745,944 $ 3,606,074 Dev. Services Fund 2,162,357 1,496,584 1,507,241 1,305,306 Bike/Pedestrian Pathway 50,000 State Gas Tax 9,890 Transportation Dev. Fund 371,178 357,159 357,159 358,873 Assessment Districts 5,300 37,500 37,500

Total $ 6,368,633 $ 5,637,187 $ 5,697,844 $ 5,270,253

147

4051 - General Services

DIVISION GOAL

Provide excellent customer service in the maintenance of City-owned buildings and parks, including janitorial, heating/air conditioning, electrical, and remodeling; installation and maintenance of traffic signals, street lights, and street signs/marking; removal of graffiti from City-owned facilities and private property; and, provide professional management for the operations and maintenance of the Bakersfield Municipal Airport.

FY 2009-10 ACCOMPLISHMENTS

1. Anti-Graffiti Program: Removed graffiti from 9,600 requests on the 32-Erase hotline, 800 requests from the Website, and an additional 18,800 unreported graffiti sites. 2. Street Lights: Responded to 3,142 street light service requests and repaired seventy-nine (79) faulted cables; numbered 220 street lights and replaced nineteen (19) street lights, including poles, for those damaged due to traffic accidents or deterioration. 3. Traffic Signals: Replaced eleven (11) traffic signal poles and related equipment due to accidents; replaced forty (40) video detection cameras; replaced twenty-four (24) 3M-style left turn signal heads with new Light Emitting Diode (LED) signal heads; and responded to 111 after- hours emergency requests for traffic signals. 4. Signing, Striping, and Marking Improvements: Replaced 247 signs at fourteen (14) schools with new lime green signs as mandated by the Manual of Uniform Traffic Control Devices (MUTCD); converted pedestrian crosswalks to school crossings at Wible Road at Hosking Avenue and at Chester Lane at “A” Street; installed metal beam guardrail at Buck Owens Drive and Airport Drive; modified striping at eight major street locations including Allen Road at Brimhall Road, Brimhall Road and Calloway Drive, Panama Lane at Buena Vista Road, Morning Drive at Auburn Street, and Harris Road at Mountain Vista Drive; and replaced all the deteriorated street name signs in the Oaks neighborhood. 5. Heating, Ventilation, and Air Conditioning (HVAC) Improvements: Removed and replaced twelve (12) evaporative coolers, the related water and electrical services, and a 5-ton air conditioning unit at the Corporation Yard; supervised and inspected the replacement of the 140- ton air conditioning compressor at City Hall South which experienced a catastrophic failure; and installed the air conditioning system in the Department Operation Center (DOC) and oversaw and inspected the replacement of four (4) air conditioners at Fire Station No. 1.

148 4051 – General Services continued

6. Rabobank and Convention Center Improvements: Upgraded and restored the fire dampers and painted a portion of the exterior at the Convention Center; supervised and inspected the rebuilding of three (3) ice-making compressors at Arena. 7. Remodeling Projects: Remodeled the DOC in the tower at Fire Station No.1; remodeled Downtown Fleet Facility; relocated Traffic Engineering to City Hall South; converted the breezeway between City Hall South and the Annex Building to a pedestrian bridge; and, constructed a wall and doorway between the City Clerk’s Office and Treasury locations on the first floor at City Hall North. 8. Miscellaneous Improvements: Installed the parking lot lighting for the Mesa Marin Sports Complex. 9. Bakersfield Municipal Airport: • Completed the initial phase of the landscaping project to improve the exterior appearance of the Airport; • Received the environmental categorical exclusion from the Federal Aviation Administration (FAA) for the Southwest Hangar Expansion Project; • Widened and improved the Runway Safety Area adjacent to the runway to meet FAA standards; and, • Advertised for bids for the Southwest Taxiway Expansion Project.

FY 2010-11 ACTION PLAN

1. Continue to improve the City of Bakersfield’s Anti-Graffiti Program.

2. Replace programmed visibility signal heads at the remaining six (6) intersections with new energy efficient LED type and replace six (6) deteriorated signal control cabinets. Re-wire two (2) intersections and replace video detection cameras at five (5) intersections.

3. Oversee the remodeling of the Police 9-1-1 call center including the replacement of the air conditioning system.

4. Upgrade mast arm street name signs at twenty-five (25) intersections to include block numbers and directional arrows as recommended by the FY 2007-08 Kern County Grand Jury.

5. Replace all deteriorated street markers in the Kern City neighborhood and a portion of the Silvercreek neighborhood.

6. Upgrade and replace the street name signs with metro-size signs on the Wilson Road, East Brundage Lane, “P” Street, and “L” Street corridors to meet MUTCD specifications.

149 4051 – General Services continued

7. Bakersfield Municipal Airport: • Construct the Southwest Taxiway Expansion Project; • Continue the next phase of the landscaping project along Madison Street, south of Watts Drive; and, • Install reclamite on the runway, taxiways, and apron to preserve the integrity of the airport pavement, and reinstall all striping.

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted

Graffiti Removal Sites 23,700 26,800 27,000

Replacement of Lime-green Signs 247 247 *

Striping of City Streets (miles) 850 890 900

*The five year project to upgrade all school signs to lime-green was completed in FY 2009-10.

150 GENERAL SERVICES

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 5,477,999 $ 5,297,510 $ 5,297,510 $ 5,397,299 Operating 5,019,849 4,918,737 4,912,737 5,076,002 Capital 42,631 47,700 53,700 36,000

Total $ 10,540,479 $ 10,263,947 $ 10,263,947 $ 10,509,301

SOURCE OF FUNDS:

General Fund $ 8,117,992 $ 7,848,762 $ 7,848,762 $ 8,107,895 State Transportation 202,294 254,448 254,448 254,448 State Gas Tax 1,926,059 1,991,754 1,991,754 1,957,162 Aviation Fund 294,134 168,983 168,983 189,796

Total $ 10,540,479 $ 10,263,947 $ 10,263,947 $ 10,509,301

151

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 2009-10 ACCOMPLISHMENTS

1. Resurfaced/reconstructed approximately fifty-two (52) lane miles of streets.

2. Maintained a safe working environment for employees with consistent training sessions and safety meetings.

3. Sealed approximately 325 street miles with a surface penetration sealer.

4. Completed the installation of a storm drain and catch basin on “K” Street between California Avenue and 5th Street.

5. Completed installation of curb and gutters in the area between California Avenue and 4th Street from Chester Avenue to “L” Street.

6. Completed the widening of Ming Avenue between Anita Lane and Benton Street.

FY 2010-11 ACTION PLAN

1. Update the existing street resurface/reconstruction list and prioritize street repairs.

2. Provide training for employees on traffic control safety procedures.

3. Review and evaluate the once-a-month sweeping program.

4. Provide “Confined Space” training for employees in the Sewer Maintenance Section.

152 4052 – Streets continued

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted

Residential Sweeping Cycle (days) 20 20 20

Lane Miles Resurfaced/Reconstructed 65 52 40

Sewer Lines Inspected (miles) 25 15 15

Sewer Maintenance Service – Emergency 325 340 360

153 STREETS

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 5,885,397 $ 6,437,016 $ 6,437,016 $ 6,361,181 Operating 10,854,127 10,993,495 10,993,495 8,892,962 Capital 24,394 26,000 26,000 12,000

Total $ 16,763,918 $ 17,456,511 $ 17,456,511 $ 15,266,143

SOURCE OF FUNDS:

General Fund $ 6,802,339 $ 7,297,168 $ 7,297,168 $ 4,852,083 State Gas Tax 2,622,063 2,500,000 2,500,000 2,500,000 Sewer Service-Plant 3 4,153,278 4,361,450 4,361,450 4,338,181 Refuse Fund 3,186,238 3,297,893 3,297,893 3,575,879

Total $ 16,763,918 $ 17,456,511 $ 17,456,511 $ 15,266,143

154

4053 – Equipment

DIVISION GOAL

Provide all departments/divisions with the vehicular, non-vehicular, and communications equipment needed to meet their objectives within the approved budget, and continue to maintain all equipment within the City in a safe and reliable manner.

FY 2009-10 ACCOMPLISHMENTS

1. Completed studies of engine lubricant life to determine optimal oil change intervals allowing Fleet staff to extend the life of the lubricant and reduce maintenance costs to departments city-wide.

2. Reduced annual vehicle rental costs city-wide by reevaluating useful life of fleet equipment and extending where practical.

3. Installed diesel particulate filters on fifteen (15) vehicles for which the approved units were available. Currently, there are no diesel particulate filters approved for 2003 - 2006 year model diesel engines equipped with exhaust gas recirculation. More filters will be installed when approved units become available.

4. Replaced three (3) channels (2 Fire and 1 Police) of City radio infrastructure to meet the Federal Communications Commission (FCC) narrow banding requirements.

5. Replaced 150 city mobile radios that were incapable of meeting the FCC mandate that all non-Federal public safety licensees migrate to narrowband channels by January 1, 2013. Narrowband channel takes advantage of more efficient technology and, by reducing channel width, will allow additional channels to exist within the same spectrum.

6. Replaced outdated microwave radio paths from Police to Plaza Towers and Fire Station No. 6 with temporary microwave equipment to improve coverage of Police and Fire mobile radio communications.

7. Continued to upgrade Police vehicle Mobile Data Computers with new replacements to improve users’ productivity through added portability and to reduce the amount of time needed to access and file reports from the field.

155 4053– Equipment continued

8. Installed communications equipment necessary for operation of new Fire Station 14.

9. Replaced two old tape decks in the Council Chamber with two (2) new broadcast quality 4-channel digital audio tape decks.

FY 2010-11 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. Replace or repower 20% of the City’s off-road diesel fleet to comply with the California Air Resources Board off-road diesel emissions regulations.

3. Continue to work towards 100% compliance with California Air Resources Board on-road diesel emissions regulations by December 2011.

4. Relocate the Police Department’s Emergency Operations Center (EOC) to new site.

5. Install new Motorola console equipment in remodeled Police Communications Center.

6. Purchase new portable radios for the Fire Department that are highly visible and water resistant in order to reduce damages caused by water to electrical components and accidental loss while radios are used in hazardous conditions.

7. Replace the infrastructure on three City radio channels in order to meet FCC narrow banding requirements by required deadline.

8. Outfit approximately 30 new police cars with radios, sirens, light bars, and data equipment.

9. Install alarm monitoring equipment at the most critical City communications sites.

10. Assist Fire and Police with communications equipment needs of a federally funded emergency operations vehicle.

156 4053– Equipment continued

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted

Perform Preventative Maintenance and Routine Repairs of All Vehicles within 16,144 15,000 15,500 the Fleet

Broadcast/Rebroadcast City Council 730 750 750 Meetings (hours)

Telephone system reliability 100% 100% 100%

157 EQUIPMENT

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 4,850,504 $ 4,935,840 $ 4,935,840 $ 4,689,800 Operating 15,564,745 9,700,904 9,614,347 9,643,829 Capital 7,121,221 1,330,000 1,759,500 6,493,700

Total $ 27,536,470 $ 15,966,744 $ 16,309,687 $ 20,827,329

SOURCE OF FUNDS:

Equipment Fund $ 27,536,470 $ 15,966,744 $ 16,309,687 $ 20,827,329

Total $ 27,536,470 $ 15,966,744 $ 16,309,687 $ 20,827,329

158

4071 – Wastewater

DIVISION GOAL

Provide operation and maintenance of wastewater facilities for the purpose of treating, reclaiming, and utilizing wastewater and its by-products in accordance with federal, state, and local requirements; plan for future wastewater treatment needs to meet anticipated growth; maximize use of renewable energy resources; maximize recycled uses of disinfected tertiary treated effluent for use on landscaping, future Sports Village turf irrigation, and plant water use; monitor and regulate industrial waste dischargers in order to protect wastewater facilities, the public, and the environment; and, establish sewer user fees for properties receiving City sewer service.

FY 2009-10 ACCOMPLISHMENTS

1. Received an Energy Efficiency and Conservation Block Grant in the amount of $3.04 million from the Department of Energy as a part of the American Recovery and Reinvestment Act (ARRA). This grant will be used to build a one mega-watt solar facility at Wastewater Treatment Plant No. 3. Additional rebates from PG&E’s “California Solar Initiative” program will provide funds in the amount of $2.3 million dollars for this project. This environmentally friendly, “green” project will significantly offset annual electrical costs.

2. Wastewater Treatment Plant No. 2: New waste discharge permit was issued by the California Regional Water Quality Control Board increasing the treatment limit from 19 million gallons per day to the full design potential of 25 million gallons per day.

3. Wastewater Treatment Plant No. 3: Construction continued on the wastewater treatment plant expansion project. The Project is 94.0 percent complete with a cumulative change order amount of $6.7 million dollars or, 3.2 percent of total construction costs, which is well below industry standards.

4. The Revenue Section implemented a computer program that tracks all discharges at the septage station at Wastewater Treatment Plant No. 2. Billing activities are now more automated resulting in time savings for both the Revenue Section and plant personnel. This system will be available for use at Wastewater Treatment Plant No. 3.

159 4071– Wastewater continued

5. The Industrial Pretreatment Section and Revenue Section conducted a well-attended septage hauler workshop which discussed best practices for cleaning restaurant grease traps, and rules and regulations.

6. Wastewater Operators obtained higher State Certifications increasing their capability to operate the more complex Wastewater Treatment Plant No. 3.

7. Pretreatment Inspection Section: Completed Best Management Practices packet for mobile car wash companies designed to educate customers about proper disposal practices to protect wastewater facilities and storm drain systems.

8. Pretreatment Inspection Section: Conducted over 221 restaurant inspections for proper grease and wastewater disposal.

FY 2010-11 ACTION PLAN

1. Provide continuous operation and maintenance of Wastewater Treatment Plants No. 2 and No. 3; perform State required analysis of wastewater to demonstrate compliance with discharge requirements; and submit results monthly to the California Regional Water Quality Control Board (CRWQCB).

2. Conduct annual sampling and inspection of all permitted industries and submit results to the CRWQCB.

3. Review monthly Building Division reports and annual water consumption records to update the flat rate and surcharge billings lists. Bill septage haulers by the 15th of each month.

4. Plan and implement a marketing initiative directed at grease haulers in the Central, Coastal and Southern California areas to make them aware of the ability to accept grease Wastewater Treatment Plants No. 2 and No. 3. Grease greatly increases the ability to create the renewable energy resource methane gas, which will fuel the on-site electrical generating system, improving the energy efficiency at the Plants.

5. Initiate mobile carpet cleaning inspections and distribute Best Management Practices information packets during these inspections.

6. Continue restaurant inspections for proper grease and wastewater disposal.

160 4071– Wastewater continued

7. Review fines and annual pretreatment monitoring fees, implement Environmental Protection Agency streamlining rules and conduct tougher enforcement policies to all violators.

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted

Wastewater Treated (Million Gallons/Day) Plant No. 2 14.42 13.60 14.00

Plant No. 3 17.07 17.28 17.50

Permitted Industrial Dischargers 20 21 22

Parcels Served within Incorporated Area (on special assessment list) 88,359 89,589 90,000

161 WASTEWATER

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 2,969,719 $ 3,004,180 $ 3,216,680 $ 3,383,116 Operating 14,205,223 3,518,990 3,514,490 3,579,703 Capital 61,244 67,600 72,100 105,050

Total $ 17,236,186 $ 6,590,770 $ 6,803,270 $ 7,067,869

SOURCE OF FUNDS:

Sewer Service-Plant 2 $ 5,966,945 $ 2,515,369 $ 2,515,369 $ 2,210,997 Sewer Service-Plant 3 11,269,241 4,075,401 4,287,901 4,856,872

Total $ 17,236,186 $ 6,590,770 $ 6,803,270 $ 7,067,869

162

4081 - Solid Waste

DIVISION GOAL

Provide quality and cost effective solid waste and recycling services through a balanced combination of services by contract and municipal forces; develop and implement waste reduction and recycling programs to comply with the state mandate; and, establish and maintain environmental controls for closure of the former Bakersfield Landfill.

FY 2009-10 ACCOMPLISHMENTS

1. Continued to promote the curbside recycling program, adding about 100 homes per month. Over 7,500 homes are now part of the curbside recycling program. 2. Made significant progress toward the long term goal of combining all refuse service, billing, and contractor payment data to ensure accuracy of charges and payments. 3. Explored options to reduce construction costs for the Bakersfield Landfill Closure project which is mandated by State Regulatory Order. One option, which seems likely to be approved by the State, would significantly reduce the amount of earthmoving work required for the project. 4. Made significant progress to upgrade the City’s land file within the City’s primary financial software to improve the efficiency of record keeping in several departments by reducing research time and efforts.

FY 2010-11 ACTION PLAN

1. Continue to promote the curbside recycling program. 2. Conduct pilot programs to evaluate various technologies to reduce air emissions from the greenwaste compost material as it is processed in preparation for new air emission rules. 3. Combine all refuse service, billing, and contractor payment data to ensure accuracy of charges and efficiency of payments. 4. Complete construction of the Bakersfield Landfill Cap.

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted Total Homes Served 94,730 95,720 96,440 Curbside Recycling Participants 7,300 8,100 9,105 Greenwaste Recycling (# vehicles admitted) 198,320 200,421 202,515 Greenwaste Processed (tons) 185,500 187,300 189,500

163 SOLID WASTE

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 7,903,290 $ 7,962,543 $ 7,962,543 $ 7,960,186 Operating 25,308,960 25,472,971 25,469,371 25,314,992 Capital 293,757 811,960 815,560 312,000

Total $ 33,506,007 $ 34,247,474 $ 34,247,474 $ 33,587,178

SOURCE OF FUNDS:

Refuse Fund $ 33,506,007 $ 34,247,474 $ 34,247,474 $ 33,587,178

Total $ 33,506,007 $ 34,247,474 $ 34,247,474 $ 33,587,178

164 WATER RESOURCES THIS PAGE INTENTIONALLY LEFT BLANK Water Resources FY 2010-2011 Organizational Chart

Water Resources Manager

Business Manager

Support Staff 165

Water Resources Director

Water Resources WaterSuperintendent perintendent

Agricultural Domestic Water Water DomestiWater

Stormwater Hydrographics Operations Stormwater O & M Contractor Water Resources

DEPARTMENT GOAL

To supply and conserve water for the benefit of present and future citizens of Bakersfield; to ensure the orderly regulation and distribution of Kern River water, including the preservation and augmentation of the underground water supply; operation of domestic water system to provide high quality water service; to provide Kern River Levee District flood control management and maintenance of drainage basins; to provide maintenance of city-wide fire hydrants; to administer basic water contracts to agricultural districts; provide storm water monitoring program as required by California Regional Water Quality Control Board; and oversee municipal farm operations at City wastewater sites.

FY 2009-10 ACCOMPLISHMENTS 1. Completed negotiations with California Water Service Company to secure a long-term surface treated water supply for the Domestic Water Division in the amount of 11,225 acre feet annually. 2. Completed installation of a sixteen inch (16”) transmission main as part of the Allen Road Bridge project over the Kern River along Allen Road between the bridge and Ming Avenue. 3. Completed final phase of security measures for the domestic water system pursuant to the Homeland Security Act. 4. Secured grant funding from the Department of Homeland Security’s Federal Emergency Management Agency (FEMA) in the amount of $200,000 to complete a hydraulic analysis of the Kern River Channel to certify the levees. This analysis is a necessary part of the accreditation process for FEMA to certify the levees as adequate to meet the 100 year flood event.

FY 2010-11 SIGNIFICANT BUDGET CHANGES 1. An increase in monthly domestic water rates has been adopted. No adjustment to the readiness-to-serve is being requested. The quantity rate charge increase will increase by $0.03 per unit beginning October 1, 2010. A typical residential customer will see a total increase of $0.84 per month on October 1, 2010. 2. Transferred one (1) displaced position from Public Works Department, due to need for position in Water Resources Department, and reinstated the Water Resources Director position.

166 WATER RESOURCES

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2008-09 2009-10 2009-10 2010-11

Agricultural Water $ 4,913,448 $ 4,683,313 $ 4,683,313 $ 4,791,093 Domestic Water 19,658,884 15,912,756 15,912,756 16,817,851

Total $ 24,572,332 $ 20,596,069 $ 20,596,069 $ 21,608,944

SOURCE OF FUNDS:

Agricultural Water $ 4,913,448 $ 4,683,313 $ 4,683,313 $ 4,791,093 Domestic Water 19,658,884 15,912,756 15,912,756 16,817,851

Total $ 24,572,332 $ 20,596,069 $ 20,596,069 $ 21,608,944

FULL TIME EMPLOYEES:

Agricultural Water 23.00 22.00 22.00 23.00 Domestic Water 4.00 4.00 4.00 5.00

Total 27.00 26.00 26.00 28.00

167 4511 - Agricultural Water

DIVISION GOAL

Provide for the proper distribution and delivery of Kern River water from the Isabella Lake Reservoir to canal headgates and agricultural customers; perform scheduled and required repairs to river weirs, head gates, canals, turn-outs and facilities and maintain the Kern River Levee system; Maintain and repair drainage basins located throughout the City; and, ensure the efficient use of Kern River water, supplies, personnel and equipment in the performance of all operation and maintenance functions.

FY 2009-10 ACCOMPLISHMENTS 1. Rehabilitated a two mile section of the Carrier Canal located between the canal head gate and Manor Street. 2. Completed the Annual Land Management Report for the Wastewater Treatment Plant No. 2 Municipal Farm in accordance with the California Regional Water Quality Control Board Order. 3. Completed installation of road base on levee roads to provide dust control and all weather vehicle access within the 2,800 Acre Recharge Facility. 4. Overhauled three (3) of six (6) Olcese Wells located in the 2,800 Acre Recharge Facility to improve efficiency.

FY 2010-11 ACTION PLAN 1. Continue to monitor the Lake Isabella Dam safety remediation project with the United States Army Corps of Engineers. 2. Replace and repair fencing along the Cross Valley Canal near Aera Park to provide access for horseback riders to the Kern River Parkway Equestrian Trail. 3. Overhaul final three (3) of six (6) Olcese Wells located in the 2,800 Acre Recharge Facility to improve efficiency. 4. Install road base as required on existing unpaved roads to neighborhood drainage basins and canals to provide dust control and all weather vehicle access to sites located within the City.

FY 08-09 FY 09-10 FY 10-11 SERVICE LEVEL INDICATORS Actual Projected Adopted Rehabilitate Drainage Basins 67 105 100 Replace & Repair Canal & Basin Fencing (in feet) 2,196 1,500 2,000

168 AGRICULTURAL WATER

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 1,794,209 $ 1,836,162 $ 1,836,162 $ 1,914,790 Operating 3,119,239 2,844,651 2,844,651 2,876,303 Capital 2,500 2,500

Total $ 4,913,448 $ 4,683,313 $ 4,683,313 $ 4,791,093

SOURCE OF FUNDS:

Agricultural Water $ 4,913,448 $ 4,683,313 $ 4,683,313 $ 4,791,093

Total $ 4,913,448 $ 4,683,313 $ 4,683,313 $ 4,791,093

169

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 2009-10 ACCOMPLISHMENTS 1. Completed clear coat and interior rehabilitation of the 2,000,000 Gallon Water Storage Tank and painted the Pump Facility at Station 13 located along Truxtun Extension near Mohawk. 2. Completed second phase of scheduled replacements of over 320 service connections on the system over the past year to reduce costs of removing and replacing sidewalks, pavement or other infrastructure in the same area over the long term.

FY 2010-11 ACTION PLAN 1. Implement third phase of a program to schedule replacements of older service connections versus reactive repairs due to water leaks. This program has proven to be a more efficient way to reduce the ongoing costs of removing and replacing sidewalks, pavement or other infrastructure in the same area over the long term. 2. Continue implementation of security measures for the City’s Domestic Water System pursuant to the Homeland Security Act. 3. Complete final design engineering to construct seven (7) miles of pipeline and the initial construction phase from the new south Bakersfield Water Treatment Plant into the southern portion of the City’s domestic water service area. 4 Construct one (1) additional water well to increase production capacity to serve new growth occurring throughout the City’s domestic water system. FY 08-09 FY 09-10 FY 10-11 SERVICE LEVEL INDICATORS Actual Projected Adopted New Service Connections 1,333 840 720 Water Wells Constructed 4 1 3

170 DOMESTIC WATER

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 568,290 $ 681,762 $ 681,762 $ 757,037 Operating 19,090,594 15,210,994 15,210,994 16,040,814 Capital 20,000 20,000 20,000

Total $ 19,658,884 $ 15,912,756 $ 15,912,756 $ 16,817,851

SOURCE OF FUNDS:

Domestic Water $ 19,658,884 $ 15,912,756 $ 15,912,756 $ 16,817,851

Total $ 19,658,884 $ 15,912,756 $ 15,912,756 $ 16,817,851

171 THIS PAGE INTENTIONALLY LEFT BLANK

172 RECREATION AND PARKS THIS PAGE INTENTIONALLY LEFT BLANK Recreation and Parks FY 2010-2011 Organizational Chart

Director

Assistant Director

Recreation Division Parks Division Administrative Services

173 Athletics/Inclusion Park/Streetscape Financial Support Maintenance Services Silver Creek Community Center Urban Forestry/Trees MLK Community Center CIP Aquatics Projects/Repairs

Planning

Maintenance Recreation and Parks

DEPARTMENT GOAL

To provide the highest quality services, facilities, parks and programs possible.

FY 2009-2010 ACCOMPLISHMENTS

1. Received a $10,000 donation from Aera for playground and fitness equipment at Aera Park.

2. The Recreation and Parks Department was named a Gold Medal Finalist through the National Recreation and Park Association.

3. Obtained Ford Foundation and Kern Schools funding for “Build a Bike Program”. S.E.I.U. provided money for MLK garden, Logan’s Roadhouse Grill provided money for Float-in-Movies at McMurtrey; also worked with Stop the Violence and other community groups to provide volunteers to reduce staff cost.

4. Obtained a First Five Grant to conduct a three year drowning prevention program for a total of $175,000.

5. Accepted Saunders Recreation Facility and implemented programs including Roller Hockey and Indoor Soccer Leagues, tournaments, exercise classes, camps and rentals.

6. Updated five (5) playgrounds in Beach, Campus Park South, Corvallis, Amberton and Kroll Parks.

7. The City was awarded the Tree City USA designation from the Arbor Day Foundation for the thirteenth consecutive year.

FY 2010-2011 ACTION PLAN

1. Aggressively pursue any local, state and federal grants for the Department. Target: $200,000.

2. Continue to work toward obtaining sponsorships and partnerships with community organization, groups, and businesses. Target: $100,000.

3. Complete construction of Mesa Marin Sports Complex, Sports Village Phase I, Greystone Park and Kern Upland Project by December 2010. Increase sponsorships/donations for recreation programs and services by 5%.

4. Increase efficiency and cost-effectiveness by increasing the use of “MainStar” computerized maintenance management system.

174 Recreation and Parks continued

FY 2010-2011 SIGNIFICANT BUDGET CHANGES

1. Mid-Year FY 2009-10: Transferred one (1) position to the City Clerk’s Office.

2. FY 2010-11: Deleted four (4) vacant positions and displaced one (1) position in Parks and two (2) positions in Recreation.

3. Siemon and Planz pools will remain closed for Summer 2010 and 2011.

4. Silver Creek main office will be closed even though the facility and pool will be open.

5. To reduce costs, spray parks will not open until early May and will close in early September. The spray parks will be open from 12:00 to 7:00 p.m.

6. City support of the Beale Band Concerts, Movies in the Parks, and Fall Festival has been eliminated from the budget.

175 RECREATION AND PARKS

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2008-09 2009-10 2009-10 2010-11

Administration $ 1,129,517 $ 1,183,147 $ 1,157,339 $ 1,108,549 Parks 11,809,581 12,105,890 12,106,470 11,961,055 Recreation 2,891,744 2,975,855 2,999,705 2,633,649

Total $15,830,842 $ 16,264,892 $ 16,263,514 $ 15,703,253

SOURCE OF FUNDS:

General Fund $15,802,571 $ 16,231,092 $ 15,229,714 $ 15,672,953 Amtrak Operating Fund 28,271 33,800 33,800 30,300

Total $15,830,842 $ 16,264,892 $ 15,263,514 $ 15,703,253

FULL TIME EMPLOYEES:

Administration 12.00 11.00 10.00 10.00 Parks 144.00 127.00 127.00 122.00 Recreation 14.00 13.00 13.00 11.00

Total 170.00 151.00 150.00 143.00

176 5041 – ADMINISTRATIVE SERVICES

DIVISION GOALS

Provide administrative support for the effective operation of the Recreation and Parks divisions; promote synergy between the divisions to enhance the services provided by each; establish and implement policies and procedures; monitor operating and capital improvement program budgets; and, provide excellent customer service in accepting reservations and activity enrollments and responding to complaints and inquiries.

FY 2009-2010 ACCOMPLISHMENTS

1. Maintained acceptable level of service in maintenance districts.

2. Adjusted schedules and personnel due to fiscal challenges in the Department.

3. Received a $10,000 donation from Aera for playground and fitness equipment at Aera Park.

4. The Recreation and Parks Department was named a Gold Medal Finalist through the National Recreation and Park Association.

5. Barber Honda sponsored nine (9) movies at the Park at River Walk in 2009.

6. Updated the City ordinance to allow for multi-uses of the Kern River Trail, which is the new name of the Kern River Bike Path.

7. Competed the Central Park Phase of Mill Creek.

FY 2010-2011 ACTION PLAN

1. Aggressively pursue local, state and federal grants for the Department. Target: $200,000.

2. Continue to work toward obtaining sponsorships and partnerships with community organization, groups, and businesses. Target: $100,000.

3. Be pro-active in response to maintenance needs.

4. Complete construction of Mesa Marin Sports Complex, Sports Village Phase I, Greystone Park and Kern Upland Project by December 2010.

5. Develop an agreement with AYSO for the use of the Sports Village soccer fields.

6. Continue to meet with various individuals and businesses that would be interested in major sponsorships of programs and facilities.

177 ADMINISTRATION

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 949,376 $ 1,022,885 $ 997,077 $ 954,428 Operating 180,141 160,262 160,262 154,121 Capital

Total $ 1,129,517 $ 1,183,147 $ 1,157,339 $ 1,108,549

SOURCE OF FUNDS:

General Fund $ 1,129,517 $ 1,183,147 $ 157,339 $ 1,108,549

Total $ 1,129,517 $ 1,183,147 $ 157,339 $ 1,108,549

178 5031 – RECREATION

DIVISION GOALS

Provide quality recreational services for the Bakersfield Community.

FY 2009-2010 ACCOMPLISHMENTS

1. Health and Fitness activities for 2009-2010 included Health and Wellness booths at festivals, flu clinics, Biggest Loser Contest, health seminars for employees, three (3) 5K/10K Run/Walks, and more exercise and aquatic classes. 2. Obtained Ford Foundation and Kern Schools funding for “Build a Bike Program”. S.E.I.U. provided money for MLK garden, Logan’s Roadhouse Grill provided money for Float-in-Movies at McMurtrey; also worked with Stop the Violence and other community groups to provide volunteers to reduce staff cost. 3. Obtained a First Five Grant to conduct a three (3) year drowning prevention program for a total of $175,000. 4. Partnered with Kern County Tennis Association (KCTA) and local special education teachers to provide an Adaptive Junior Tennis Program. 5. Accepted Saunders Recreational Facility and implemented programs including Roller Hockey and Infoor Soccer Leagues, tournaments, exercise classes, camps and rentals.

FY 2010-2011 ACTION PLAN

1. Expand department advertising without increasing budget to include information on K-Gov, email to all past participants, and utilizing electronic signs. 2. Increase sponsorships/donations for recreation programs and services by 5.0 percent. 3. Provide grand opening programs and leagues at two new sports facilities-Sports Village and Mesa Marin Sports Complex. 4. Obtain access to a 501 (c)(3) for grant and donation purposes for programs.

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted Sports (Total Attendance) 154,985 105,000 107,000 Silver Creek Community Center 130 130 135 (Average Daily Attendance) Martin Luther King Jr. Center 160 160 160 (Average Daily Attendance) Summer Aquatics 1,447 1,288 1,058 (Average Daily Attendance)

179 RECREATION

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 1,750,470 $ 1,817,730 $ 1,837,730 $ 1,646,094 Operating 1,073,259 1,115,325 1,116,375 976,955 Capital 68,015 42,800 45,600 10,600

Total $ 2,891,744 $ 2,975,855 $ 2,999,705 $ 2,633,649

SOURCE OF FUNDS:

General Fund $ 2,891,744 $ 2,975,855 $ 2,999,705 $ 2,633,649

Total $ 2,891,744 $ 2,975,855 $ 2,999,705 $ 2,633,649

180 5021 – PARKS

DIVISION GOALS

Develop operational management principles and practices that will lead to long term organizational sustainability while maintaining levels of service.

FY 2009-2010 ACCOMPLISHMENTS

1. Increased water conservation efforts through staff education and use of “Maxicom” Irrigation system resulting in a saving of more than $200,000 in water costs.

2. Updated five (5) playgrounds in Beach, Campus Park South, Corvallis, Amberton and Kroll Parks.

3. The City was awarded the Tree City USA designation from the Arbor Day Foundation for the thirteenth consecutive year.

4. Collaborated with KBB to accept donation from Tejon Ranch and PG&E. Completed an irrigation and wall covering landscaping project along Highway 99 wall between McKee and Hoskings Roads.

5. Installed engineer approved Virgina Graham Baker compliant drain grates at McMurtrey, Dr. Martin Luther King Jr., Silver Creek and Jefferson Pools.

6. Received award from the Cesar Chavez Service Learning Group Club for the Stiern Park improvements; landscaping, sidewalks, and new children’s playground.

7. Completed implementation of Mainstar Work Order System which resulted in improved communication, tracking, and resuced paper consumption.

8. Initiated and implemented new process to have outside vendors repair small equipment. The new process saved money and increased efficiency.

FY 2010-2011 ACTION PLAN

1. Continually update and integrate technologies to create efficiencies and ongoing service improvements.

2. Develop a comprehensive staff training and development program to increase staff expertise, allowing them to deliver quality services.

3. Ensure that staff members understand their roles and responsibilities for maintaining a respective, inclusive, and productive work environment.

181 5021 – PARKS continued

4. As a result of staff reductions, management will re-allocate staff and resources to enable each Division to function efficiently and effectively.

5. Increase efficiency and cost-effectiveness by increasing the use of “MainStar” computerized maintenance management system.

6. Move toward more “Green” policies and procedures associated with environmentally friendly practices.

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted

Maintenance District Acreage 632 664 697

Non-Maintenance District Acreage 341 341 427

Facility/Park Reservations 4,255 4,200 4,200

182 PARKS

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 7,420,643 $ 7,338,859 $ 7,338,859 $ 6,941,082 Operating 4,388,938 4,767,031 4,767,611 5,019,973 Capital

Total $11,809,581 $ 12,105,890 $ 12,106,470 $ 11,961,055

SOURCE OF FUNDS:

General Fund $11,781,310 $ 12,072,090 $ 12,072,670 $ 11,930,755 State Transportation 28,271 33,800 33,800 30,300

Total $11,809,581 $ 12,105,890 $ 12,106,470 $ 11,961,055

183 THIS PAGE INTENTIONALLY LEFT BLANK

184 DEVELOPMENT SERVICES THIS PAGE INTENTIONALLY LEFT BLANK DlDevelopment tSi Services

FY 2010-2011 Organizational Chart

Development Services Director 185 BiBusiness M anager

Planning Building Division Division

Current Advanced Permitting Construction Permitting & Code Planning Planning & Zoning Inspections Plan Checking Enforcement Development Services

DEPARTMENT GOAL

To provide professional and technical services that support the development of a balanced community, the preservation of existing neighborhoods and the development of new neighborhoods in a timely and orderly manner; be responsive to the needs of the community; and, ensure that buildings and their environments are constructed and maintained in conformance with adopted codes, standards, rules and policies.

FY 2009 - 10 ACCOMPLISHMENTS

1. Obtained approval of the Canyons General Plan Amendment/Zone Change/Environmental Impact Report (GPA/ZC/EIR).

2. Completed preparation and released for public review Draft Environmental Impact Reports for the Stockdale Ranch, Bakersfield Commons, and Saco Ranch projects.

3. Completed fourteen (14) annexations adding 1.25 square miles into the city limits.

4. Implemented an automated routing system of daily inspection requests for Building Inspectors.

5. Continued a systematic proactive approach to Code Enforcement activities that target blighted areas, including coordination with the Economic and Community Development Department on the Filson Area project.

FY 2010-11 ACTION PLAN

1. Complete the Metropolitan Bakersfield General Plan Update/EIR.

2. Complete preparation of a Climate Action Plan as part of the General Plan update.

3. Continue to pursue funding options for preparation of a new Metropolitan Bakersfield Habitat Conservation Plan (MBHCP).

4. Implement a comprehensive in-house weekly training program for all Building Division staff in preparation for the enforcement of the new energy code and Green Building Code in 2009 and 2010.

186 Development Services continued

5. Offer pre-design reviews as well as pre-construction conferences for architects, engineers, contactors, and developers in order to assist and facilitate major construction projects.

FY 2010-11 SIGNIFICANT BUDGET CHANGES

1. FY 2010-11: Displaced three (3) positions in Planning and four (4) positions in Building and deleted one (1) position in Building. All of these reductions are in response to workload reductions due to the continued decline in development – related activity.

2. The Development Services Director position has been frozen and may need to be filled at some future point in time.

187 DEVELOPMENT SERVICES

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2008-09 2009-10 2009-10 2010-11

Planning $ 3,773,201 $ 2,487,971 $ 2,607,986 $ 2,025,831 Building 5,820,113 5,770,164 5,848,484 5,111,265

Total $ 9,593,314 $ 8,258,135 $ 8,456,470 $ 7,137,096

SOURCE OF FUNDS:

General Fund $ 3,601,561 $ 3,424,773 $ 3,503,093 $ 3,159,225 Development Srvcs. Fund 5,991,753 4,833,362 4,953,377 3,977,871

Total $ 9,593,314 $ 8,258,135 $ 8,456,470 $ 7,137,096

FULL TIME EMPLOYEES:

Planning 29.00 23.00 23.00 20.00 Building 62.00 46.00 46.00 41.00

Total 91.00 69.00 69.00 61.00

188

6011– PLANNING

DIVISION GOAL

To perform those processes and functions which result in timely and orderly development within the City through the implementation of the City’s General Plan and Specific Plans; administering land use, planning and zoning laws; and, regulate land divisions in a manner which is equitable to individual property owners and the general public.

FY 2009-10 ACCOMPLISHMENTS

1. Obtained approval of the Canyons General Plan Amendment/Zone Change/ Environmental Impact Report (GPA/ZC/EIR).

2. Established Williamson Act/Agricultural Preserve processing and review requirements, including a tracking and record keeping system.

3. Provided administrative and technical support to Kern Council of Governments related to climate change requirements.

4. Completed fourteen (14) annexations adding 796 acres (1.25 square miles) into the city limits.

5. Provided administrative and technical support to the San Joaquin Valley Air Pollution Control District regarding guidelines for air quality studies.

6. Drafted new ordinance regulations related to dark sky preservation, architectural standards, and use of natural landscaping in Northeast Bakersfield.

7. Provided administrative support staff for the Metropolitan Bakersfield Habitat Conservation Plan (MBHCP) Trust Group.

FY 2010-11 ACTION PLAN

1. Complete EIRs and accompanying land use approvals for the Saco Ranch, Bakersfield Commons, Stockdale Ranch, and Crossroads projects.

2. Complete the Metropolitan Bakersfield General Plan Update/EIR.

3. Complete preparation of a Climate Action Plan as part of the General Plan update.

4. Continue to pursue funding options for possible preparation of a new Metropolitan Bakersfield Habitat Conservation Plan (MBHCP).

189 6011 – Planning continued

5. Continue to provide administrative support staff for the MBHCP Trust Group.

6. Participate in an enhanced annexation program.

7. Monitor Valley Blueprint process and SB 375 / AB 32 implementation strategies.

8. Adopt new development standards for Northeast Bakersfield.

9. Approve water conservation measures consistent with new state law regulations adopted under AB 1881 (Water Conservation).

10. Update local procedures implementing the California Environmental Quality Act (CEQA) related to new greenhouse gas reduction and climate change legislation.

SERVICE LEVEL INDICATORS FY 08-09 FY 09-10 FY 10-11 Actual Projected Adopted

Application Type Concurrent Applications 9 3 4

Conditional Use Permits 31 30 30

General Plan Amendments 7 1 0

Home Occupation 1,117 500 500

Land Division 76 34 22

Site Plan Review 76 50 35

Zone Changes 4 2 2

Zone Modifications 13 10 8

190 PLANNING

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 2,206,565 $ 1,990,465 $ 1,990,465 $ 1,641,119 Operating 1,566,636 497,506 617,521 384,712 Capital

Total $ 3,773,201 $ 2,487,971 $ 2,607,986 $ 2,025,831

SOURCE OF FUNDS:

General Fund $ 1,592,217 $ 1,314,937 $ 1,314,937 $ 1,135,746 Development Srvcs. Fund 2,180,984 1,173,034 1,293,049 890,085

Total $ 3,773,201 $ 2,487,971 $ 2,607,986 $ 2,025,831

191

6021 - BUILDING

DIVISION GOAL

To provide building inspection and plan check services for residential, commercial and industrial projects that promote health and safety in the construction and maintenance of buildings, structures and property through the enforcement of uniform building codes, conservation and property maintenance standards, and other local regulations and ordinances.

FY 2009 - 10 ACCOMPLISHMENTS

1. Implemented new Interactive Voice Response (IVR) System for the customers in viewing, requesting, and inquiring of building permit, inspection, and code violation cases.

2. Implemented pro-active building inspection services for homeowners with incomplete or inadequate final permit records.

3. Provided step-by-step approach handouts for homeowners and contractors to become familiar with new state code regulations.

FY 2010 - 11 ACTION PLAN

1. Continue to implement in-house weekly training program in preparation for the enforcement of new energy codes, updated disabled access codes, and the Green Building Codes.

2. Continue to offer pre-design plan check review as well as pre-construction conference for architects, engineers, contractors, and developers in order to assist and facilitate major construction projects.

3. Implement and update a comprehensive website illustrating and explaining major functions being provided by the Building Division including forms and informational handouts.

4. Adopt 2010 California Building Codes with the local amendments in timely manner to promote construction of safe, energy efficient and accessible buildings within the city including training for the construction industry.

192 BUILDING

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 4,862,522 $ 4,869,343 $ 4,927,913 $ 4,362,768 Operating 922,178 900,821 917,421 748,497 Capital 35,413 3,150

Total $ 5,820,113 $ 5,770,164 $ 5,848,484 $ 5,111,265

SOURCE OF FUNDS:

General Fund $ 2,009,344 $ 2,109,836 $ 2,188,156 $ 2,023,479 Development Srvcs Fund 3,810,769 3,660,328 3,660,328 3,087,786

Total $ 5,820,113 $ 5,770,164 $ 5,848,484 $ 5,111,265

193 THIS PAGE INTENTIONALLY LEFT BLANK

194 ECONOMIC AND COMMUNITY DEVELOPMENT THIS PAGE INTENTIONALLY LEFT BLANK Economic & Community Development

FY 2010-11 Organizational Chart

Economic Development Director

Convention & Visitors Bureau

Assistant Economic Development

195 Director

Business Manager & Administrative Staff

Economic Development Redevelopment Community Development

Community Development Block Downtown Project Area Grant

Old Town Kern Project Area Emergency Shelter Grant

Southeast Project Area HOME Investment Partnership Economic and Community Development

DEPARTMENT GOAL

Facilitate programs and projects to stimulate Economic Development, Community Development, and Redevelopment for the City of Bakersfield; foster the local economy by creating and retaining employment opportunities, eliminating slum and blight and providing housing programs which benefit very low-, low- and moderate-income citizens; enhance and preserve historical resources; improve the safety and livability of neighborhoods by expanding economic opportunities; and, provide staff assistance to the Bakersfield Redevelopment Agency in transacting business and exercising authority in compliance with State of California Redevelopment Law.

FY 2009-10 ACCOMPLISHMENTS

1. The City of Bakersfield applied for and received a $1.8 million Section 108 Loan through the Department of Housing and Urban Development (HUD) to fund 80.0 percent of the $2,250,000 in furnishings, fixtures and equipment for the renovation of the historic Padre Hotel in the heart of downtown Bakersfield. The newly renovated hotel will serve as an economic catalyst in the City’s effort to redevelop and revitalize the downtown. In order to qualify for the HUD Section 108 Loan, Padre Hotel, L.P. is required to create a minimum of 158 new full-time equivalent job positions. At least 51.0 percent of all persons employed must qualify as low- to moderate-income persons in accordance with HUD requirements at the time of hire. The loan was approved in December 2009 and the Padre Hotel opened for business in February 2010.

2. The Bakersfield Redevelopment Agency was awarded a $10.8 million State of California Infill Infrastructure grant to provide funding to assist with the costs of construction, rehabilitation, demolition, acquisition or other infrastructure improvements in the Mill Creek Area. Specifically, the 17th/18th Street Mill Creek Plaza, 20th Street Parking structure, “Q” Streets streetscape, interior street improvements for South Mill Creek and the Friendship Gardens in Central Park. These infrastructure improvements support higher-density affordable and mixed- income housing in locations designated as infill within the Mill Creek Qualifying Infill Area. Construction on these projects will commence as soon as the funds are released by the State of California.

3. South Mill Creek Plaza, Maya Cinema Complex opened its doors in July 2009 and, when complete, this $32 million dollar development will include a 78,140 square foot 16 screen state of the art movie theater and 25,000 square feet of retail and commercial space including restaurants. The project is located south of the railroad tracks between California Avenue, “M” Street, and “P” and “Q” streets, on approximately 8.4 acres. The commercial component of the project has been delayed due to a lack of construction financing.

196 Economic and Community Development continued

4. The Bakersfield Redevelopment Agency received a $10 million California Infrastructure Bank Loan for Mill Creek Linear Park and Canal Refurbishment improvements. Central Park was reopened in 2009 and phases 2, 4, 5A & 5B including the remaining park improvements and surface canal improvements are anticipated to be completed by April 2010.

5. Baker Street Village Phase 1 is moving forward, with the purchase of the project by the Housing Authority of the County of Kern from the previous developer. The Housing Authority received a federal grant that will enable it to complete the project which includes twenty-four (24) three-bedroom townhomes, thirteen (13) one-bedroom loft style units at 1,130 square feet each, underground parking for the townhomes, and almost 10,000 square feet of community and commercial space.

6. Economic and Community Development has been successful in efforts to implement programs funded by the Neighborhood Stabilization Program (NSP). This federal program, established under the 2008 Housing and Economic Recovery Act (HERA), provided approximately $9 million to the City of Bakersfield. There has been strong interest in the Down Payment Assistance Program, as well as efforts by the Housing Authority of the County of Kern to purchase and rehabilitate single family homes. City Council approved an agreement with the Housing Authority to expend a large portion of NSP funds for the purchase and renovation of a 99-unit senior independent living facility located at 2221 South Real Road. Escrow closed for the purchase of the property on November 30, 2009. Staff anticipates to have successfully expended all the NSP funds prior to the deadline of September 2010.

7. The Bakersfield Redevelopment Agency approved the DDA with Southwest Consulting for the construction of 19th Street Senior Plaza which includes sixty-seven (67) units of affordable senior rental housing, a food court, and a 132 space parking garage. The project site adjacent to the Mill Creek Linear Park between 18th and 19th Streets has been cleared and graded. The developer is seeking construction financing.

8. Prepared the 2010-2015 Consolidated Plan for the Department of Housing and Urban Development (HUD). The Housing Conditions Analysis is part of the Consolidated Plan process, was also completed. HUD requires cities to complete a Consolidated Plan in order to receive annual Community Development Block Grant (CDBG), HOME Investment Partnership and Emergency Shelter Grant (ESG) funds. The Housing Conditions Analysis utilized visual housing surveys and computer (GIS) modeling to determine the condition of the city's housing inventory, any correlation between low- and moderate-income areas and sub-standard housing, and housing within the city that may contain lead-based paint (structures built prior to 1979).

9. Congress recently approved and appropriated the Community Development Block Grant (CDBG-R) Program funding under the American Recovery and Reinvestment Act (ARRA) of 2009. CDBG-R funds are designed to carry out on an expedited basis eligible activities under the CDBG Program. The City of Bakersfield’s formula entitlement share of CDBG-R funds was $897,462. To access these federal CDBG-R funds, the City of Bakersfield submitted a substantial amendment to its Program

197 Economic and Community Development continued

Year 2008 Action Plan. The CDBG-R funds were utilized to complete street reconstruction projects in residential areas bounded by East California Avenue and Baker Street/Kingsley Lane Area. All funds will be expended by July 1, 2010.

10. The City of Bakersfield received $1,372,351 in federal Homelessness Prevention and Rapid Re-Housing Program funds. City Council approved agreements with Bethany Services to implement efforts to provide needed services in Bakersfield.

FY 2010-11 SIGNIFICANT BUDGET CHANGES

1. EDCD has made significant budget reductions including a 100% reduction in the General Fund Budget. The elimination of the General Fund Budget was achieved by reallocating operating expenditures including salaries and benefits to HUD and Redevelopment funding sources.

2. EDCD is funding an additional $100,000 in graffiti removal services in the Downtown Redevelopment Project Area and Southeast Redevelopment Project Area.

3. The Department of Housing and Urban Development (HUD) Community Development Block Grant (CDBG), HOME Investment Partnership (HOME) and Emergency Shelter Grant (ESG) entitlements for FY 2010-11 have not been released to date. Staff is anticipating allocations similar to those received in FY 2009-10 comprised of: $3,455,253 for CDBG, $1,704,473 for the HOME Investment Partnership Program, and $147,121 for the Emergency Shelter Grant. Staff is projecting program income for CDBG in the amount of $15,000 and $100,000 for HOME.

4. FY 2010-11: Deleted one (1) vacant position in the Convention and Visitors Bureau.

198 ECONOMIC & COMMUNITY DEVELOPMENT

Adopted Amended Adopted Actual Budget Budget Budget DIVISIONS: 2008-09 2009-10 2009-10 2010-11

Community Development $ 5,051,259 $ 4,780,086 $ 2,508,267 $ 3,391,796 Economic Development 4,143,251 3,337,203 7,029,687 2,369,851 Convention & Visitors Bureau 755,928 808,650 715,150 599,387

Total $ 9,950,438 $ 8,925,939 $ 10,253,104 $ 6,361,034

SOURCE OF FUNDS:

General Fund $ 542,288 $ 422,696 $ 422,696 $ - Community Dev. Block Grant 1,678,990 1,565,659 3,124,459 1,596,012 HOME Program 3,076,653 1,842,076 (204,543) 1,795,784 B.E.G.I.N. 270,000 Nat'l Stabilization Program 26,660 ARRA HUD Stimulus Fund 1,372,351 1,372,351 Capital Outlay Fund 16,000 T.O.T. Fund 755,928 808,650 715,150 599,387 RDA-SEPA - Operating 1,577,870 1,253,413 153,413 534,489 RDA-SEPA - Housing 168,248 840,000 3,340,000 200,000 RDA-OTKP - Operating 438,531 374,534 83,534 246,254 RDA-OTKP - Housing 1,357,031 300,000 300,000 377,817 RDA-DTPA - Operating 50,186 146,560 146,560 380,991 RDA-DTPA - Housing 7,975 783,484 630,300 Offstreet Parking Fund 78

Total $ 9,950,438 $ 8,925,939 $ 10,253,104 $ 6,361,034

FULL TIME EMPLOYEES:

Community Development 9.00 9.00 9.00 9.00 Economic Development 8.00 6.00 8.00 6.00 Convention & Visitors Bureau 5.00 5.00 5.00 4.00

Total 22.00 20.00 22.00 19.00

199 6570 – Community Development

DIVISION GOAL

To provide a suitable living environment by improving the safety and livability of neighborhoods by expanding economic opportunities and assisting low- and moderate- income residents to obtain decent, affordable and fair housing as well as eliminating slum and blight.

FY2009-10 ACCOMPLISHMENTS:

1. Funded and administered Emergency Shelter Grant (ESG) funds for non-profit service providers: Bethany Services, Homeless Intervention Services/Bakersfield Rescue Mission, and Alliance Against Family Violence and Sexual Assault.

2. Prepared the five-year Consolidated Plan 2015, and its Year One Action Plan, for federal entitlements of the CDBG, HOME Investment Partnership and ESG programs.

3. Provided services to 1,119 consumers and providers concerning information, training, and counseling on fair housing and compliance issues.

4. Funded and co-administered four (4) Capital Improvement Program activities totaling over $1.5 million.

5. State initiative funds in the amount of $1.6 million were secured by the City from the State Building Equity and Growth in Neighborhoods (BEGIN) program to provide down payment mortgage assistance to fifty-two (52) low-income first-time homebuyers to purchase a home within the new Chardonnay Tract. This tract is a 260 lot residential development near Ridgeview High School (between Ryzona Drive alignment and McKee Road). The affordable residential units will be three and four bedrooms, average 1,300 sq. ft, and be priced in the $185,000 range. Applicants must be first-time homebuyers with household incomes that do not exceed 80.0 percent of the family median area income. A total of eleven (11) applicants have closed escrow and moved into their homes.

6. ED/CD in conjunction with the County of Kern executed a joint sub recipient agreement with the Bakersfield Association of Retarded Citizens (BARC), which is a non-profit organization that provides a variety of services for persons with developmental disabilities. The City and County have contributed approximately $300,000 each of FY 2007-08 CDBG funds for an Industrial Training Facility at the BARC Bakersfield complex located at 2260 South Union Avenue. The project was completed in August 2009. The new warehouse facility is used to train people who are unemployed, underemployed, or developmentally disabled for jobs in demand within industry clusters identified in the County of Kern Comprehensive Economic Development Strategy (CEDS). A minimum of forty (40) new jobs were created as a result of the combined use of the City’s and County’s CDBG funds. At least 51.0

200 6570 – Community Development continued

percent or more of the total jobs created with the CDBG funds will be earmarked for low-income persons.

7. On January 28, 2009 the City Council approved an agreement with the County of Kern for the design and construction of a wet play area and improvements at Casa Loma Park. The wet play area improvements will primarily benefit residents from low- income City and County neighborhoods. The County’s Parks and Recreation Department constructed the improvements in the summer of 2009 and is responsible for maintenance and operation.

8. The City of Bakersfield entered into an agreement with Golden Empire Affordable Housing, Inc. (GEAHI) to develop a 3.5 ± acre site located at 500 West Columbus Avenue with a 56-unit affordable housing project to be named “Residences at West Columbus”. The Developer will be applying for low-income tax credit financing and state financing to assist with the design and construction of the project.

9. The Housing Authority of the County of Kern (HACK), through its non-profit Golden Empire Affordable Housing, Inc. (GEAHI) received $2 million in HOME Investment Partnership funds for the construction of sixty (60) units (56 one-bedroom units and 4 two-bedroom units) of senior housing in the Downtown Redevelopment Project Area. The Village Park Senior Housing is located at the corner of 24th and “R” Streets adjacent to the Park Place Senior Housing project. This project was completed and a ribbon cutting ceremony was held in the summer of 2009. The project is currently at 100.0 percent occupancy.

FY 2010-11 ACTION PLAN

1. Prepare the annual funding application process for federal entitlements of the CDBG, HOME Investment Partnership and ESG programs.

2. Maintain the Housing Urban Bakersfield housing program.

3. Develop and implement public facility assistance for four (4) non-profit organizations providing emergency shelter, transitional support, senior and/or youth activities and affordable housing.

4. Provide assistance as needed to the Bakersfield Board of Realtors for its Fair Housing Arts Contest.

5. Increase the overall level of fair housing law knowledge to all community residents by providing service, information, technical training, and counseling on fair housing related issues.

6. Continue to provide funding for the Graffiti program in CDBG qualified low-income areas.

201 6570 – Community Development continued

7. Provide financial assistance to multi-family projects located in Redevelopment areas with HOME Investment Partnership monies. 8. Implement programs and activities identified in the FY 2010-11 HUD Action Plan, including CDBG-funded CIP projects, housing activities, and public facilities.

FY 08-09 FY 09-10 FY 10-11 SERVICE LEVEL INDICATORS Actual Projected Adopted

Home Access Grant Program 14 20 15 Fair Housing Calls 732 655 682 Fair Housing Education and Outreach 364 464 457 Downpayment Assistance Programs (includes: 29 47 7 Parkview Cottages, NSP, Taylor Street Townhomes, ADDI, & BEGIN)

202 COMMUNITY DEVELOPMENT

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 744,869 $ 682,436 $ 682,436 $ 709,589 Operating 4,306,390 4,097,650 18,561 2,682,207 Capital 1,807,270

Total $ 5,051,259 $ 4,780,086 $ 2,508,267 $ 3,391,796

SOURCE OF FUNDS:

Community Dev. Block Grant $ 1,677,946 $ 1,565,659 $ 1,324,459 $ 1,596,012 HOME Program 3,076,653 1,842,076 (204,543) 1,795,784 B.E.G.I.N. 270,000 Nat'l Stabilization Program 26,660 ARRA HUD Stimulus Fund 1,372,351 1,372,351 Capital Outlay Fund 16,000

Total $ 5,051,259 $ 4,780,086 $ 2,508,267 $ 3,391,796

203

6580 – Redevelopment and Economic Development

DIVISION GOAL

Plan and implement economic development activities which protect, improve and diversify the economy of Bakersfield.

FY 2009-10 ACCOMPLISHMENTS

1. Demolished one (1) Redevelopment Agency owned property for future residential and commercial development.

2. The Parkview Cottages Housing Project near Central Park consists of seventy-four (74) single-family housing units. Each unit ranges in size from 1,350 to 1,750 square feet, is two stories and has a two-car garage. To date, forty-five (45) homes are constructed with forty-one (41) sold to low- and moderate-income families. An amendment to the Disposition and Development Agreement was processed to complete the construction of the remaining twenty-nine (29) lots.

3. There are several projects currently underway at South Mill Creek: the Bakersfield Redevelopment Agency amended the Disposition and Development Agreement with Chelsea Investment, Inc. to develop seventy (70) units of affordable mid-rise multi-family apartments, and Southwest Consulting, Inc., to develop the Creekview Villas thirty-six (36) for-sale condominiums in addition to the Mill Creek Courtyard consisting of fifty-seven (57) urban market rate apartments. Chelsea Investment, Inc. anticipates finalizing building permits and lender/investor financing during the summer of 2010, with construction to start in December 2010. Completion is estimated to be December 2011. Southwest Consulting, Inc. anticipates finalizing building permits and beginning construction of the first seven (7) units of the Creekview Villas in June 2010. The Mill Creek Courtyard is currently in the plan check review process and Southwest Consulting, Inc. is in process of securing the lender/investor financing to begin construction of the project by March 2011.

4. Staff completed the Implementation Plans for each of the three (3) redevelopment areas. State law requires an implementation plan to be completed every five (5) years.

FY 2010-11 ACTION PLAN

1. Pursue all funding opportunities to protect, improve, and diversify the economy of Bakersfield.

2. Acquire parcels along the canal edge of the 1.5 mile Mill Creek Linear Park Project from Golden State Highway to California Avenue.

3. Continue the implementation of the Baker Street Village mixed-use project in the Old Town Kern Pioneer Redevelopment Project Area.

204 6580 – Redevelopment and Economic Development continued

4. Implement the development for the 19th Street Plaza project in Old Town Kern- Pioneer Redevelopment Project Area adjacent to the Mill Creek Linear Park.

5. Finalize and implement the marketing plan for development of the South Mill Creek Village, a 40,000 to 60,000 square foot commercial, retail and restaurant area located in the South Mill Creek Redevelopment Project Area.

6. Implement the development for the South Mill Creek Housing project in Southeast Bakersfield Redevelopment Project Area adjacent to the Mill Creek Linear Park.

7. The Southeast In-fill Housing Program continues, using a $500,000 CalHFA loan to build affordable housing on scattered lots in the Southeast Redevelopment Project Area. Bakersfield College Foundation completed construction and sold a new home at 124 Hayes Street. Hybrid Construction has completed construction of a home at 226 East 6th Street which is now listed for sale to a low- or moderate-income homebuyer. To date, twenty (20) new homes have been constructed through this program.

8. Staff developed a three-year comprehensive targeted neighborhood revitalization program through FY 2010-11 to provide various code enforcement activities such as removal of junk cars and the demolition of substandard structures. Staff is also working with the Public Works Streets Division to determine the feasibility of constructing sidewalk within the five block targeted area. In addition, the project area will be expanded to include five (5) additional streets during fiscal year 2010- 11. To date, staff has assisted one (1) low-income-qualified person with the acquisition of a new manufactured home, and one (1) individual with down payment assistance on a new home located on Filson Street. Habitat for Humanity also purchased a vacant tax default property and constructed a new home at 1812 Filson Street. In addition, staff entered into an agreement with DOD Construction to execute the “Front Porch” program within this area. To date one (1) Front Porch project has been completed.

FY 08-09 FY 09-10 FY 10-11 SERVICE LEVEL INDICATORS Actual Projected Adopted

Respond to requests for economic development information 375 435 250

Team Bakersfield project assistance provided 12 15 10 Downpayment Assistance 0 8 4

205 ECONOMIC DEVELOPMENT

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 705,474 $ 890,406 $ 890,406 $ 763,043 Operating 2,551,961 1,646,797 7,359,281 1,606,808 Capital 885,816 800,000 (1,220,000)

Total $ 4,143,251 $ 3,337,203 $ 7,029,687 $ 2,369,851

SOURCE OF FUNDS:

General Fund $ 542,288 $ 422,696 $ 422,696 $ - Community Dev. Block Grant 1,044 1,800,000 RDA-SEPA - Operating 1,577,870 1,253,413 153,413 534,489 RDA-SEPA - Housing 168,248 840,000 3,340,000 200,000 RDA-OTKP - Operating 438,531 374,534 83,534 246,254 RDA-OTKP - Housing 1,357,031 300,000 300,000 377,817 RDA-DTPA - Operating 50,186 146,560 146,560 380,991 RDA-DTPA - Housing 7,975 783,484 630,300 Offstreet Parking Fund 78

Total $ 4,143,251 $ 3,337,203 $ 7,029,687 $ 2,369,851

206

6590 – Convention and Visitors Bureau

DIVISION GOAL

Promote Bakersfield as a convention and visitor destination to increase Transient Occupancy Tax (TOT) and Sales Tax revenues.

FY 2009-10 ACCOMPLISHMENTS

1. For the first eight months of the year, booked twenty-three (23) events with an estimated economic impact of more than $6.7 million and estimated TOT revenues of $175,000.

2. Over 17,000 room nights have been booked with over 25,000 attendees coming to Bakersfield.

3. Experienced the first full year of service with the new web site, VisitBakersfield.com. In the first eight months of the year the site had 24,000 visitors from 103 countries. The CVB web site is a page one result on Google for many relevant Bakersfield keyword searches.

4. Sales Force Automation (SFA) tool – Implemented the use of this powerful tool with the local hotel community. It is a web based program by which the CVB distributes all city-wide leads. The hoteliers responded very favorably to the SFA and have made the process of sending and receiving leads more efficient for both parties.

5. Amgen Tour of California - The CVB has assisted in preparations for the largest cycling event in the United States to come to Bakersfield. There will be live, international television coverage with thousands of visitors flocking to Bakersfield to get a glimpse of Lance Armstrong.

6. A new Visitor’s Guide was published in second quarter 2010 with 50,000 copies distributed through local hotels, the CVB Visitor’s Center, on-line requests at VisitBakersfield.com, at travel and convention trade shows, local restaurants and attractions.

7. Editorial coverage – Staff has assisted journalists with nineteen (19) editorial pieces about Bakersfield with an estimated value of $30,000. Between October 2009 and February 2010, Amgen Tour of California editorials mentioned Bakersfield over 1,000 times via print and on-line outlets across the world.

FY 2010-11 ACTION PLAN

1. Build on contacts made last year to establish working relationships with meeting and event planners as well as maintain previously established contacts.

207 6590 – Convention and Visitors Bureau continued

2. Review marketing plan and adjust as necessary. 3. Work with hoteliers to create solutions to economic challenges, including their funding of CVB staff attendance at critical trade shows.

FY 08-09 FY 09-10 FY 10-11 SERVICE LEVEL INDICATORS Actual Projected Adopted

Respond to requests for information 1,163 900 900

Attend trade shows to promote Bakersfield as a convention, sports and meeting destination 8 5 1

Generate leads from groups considering Bakersfield as a convention destination 79 64 64

Book new meetings, events, or conventions that have not been held recently in Bakersfield (Definite Business) 39 25 25

Provide assistance for booking business not generated by the CVB (Assist Business) 41 6 6

208 CONVENTION AND VISITORS BUREAU

Adopted Amended Adopted Actual Budget Budget Budget EXPENDITURES: 2008-09 2009-10 2009-10 2010-11

Personnel $ 350,879 $ 370,692 $ 277,192 $ 317,302 Operating 346,795 432,958 432,958 281,085 Capital 58,254 5,000 5,000 1,000

Total $ 755,928 $ 808,650 $ 715,150 $ 599,387

SOURCE OF FUNDS:

T.O.T. Fund $ 755,928 $ 808,650 $ 715,150 $ 599,387

Total $ 755,928 $ 808,650 $ 715,150 $ 599,387

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210 NON-DEPARTMENTAL THIS PAGE INTENTIONALLY LEFT BLANK Non-Departmental

This section includes expenditures which cannot be attributed to a single department or division. These expenditures are for services which may impact a number of City departments and functions.

• Retiree Medical Benefits - This item provides for contributions to medical insurance premiums for retired City employees with at least 10, 15, or 20 years of service credit depending on date of hire, as provided for in various labor agreements. Currently, the City provides benefits to over 300 retired employees. Additionally, due to recent changes in Governmental Accounting Standards Board pronouncements (GASB 43/45), this account may also reflect the cost of benefits earned by current employees during the fiscal year. The GASB now requires all governmental agencies to recognize the cost of Other Post Employment Benefits (OPEB) as they are earned by employees rather than when the premium subsidies are paid

• Elections - This item includes funds for the planning for and execution of all City elections.

• Property Tax Administration - Section 97 of the Revenue and Taxation Code allows the County to charge all districts in the county for their share of the County’s “Property Tax Administration Cost”. This cost commenced with the 1990-91 fiscal year as a result of state budgetary action. The cost to each district is based upon its share of the current AB8 tax dollars, plus a share of the countywide Unitary Tax Allocation.

• Park Development (NOR) – This item provides for the allocation of Park Development Fees collected by the City within the NOR Recreation and Parks District towards park acquisition and development by that agency.

• Contingency - The Contingency fund is intended to cover unanticipated expenditures which the City Council decides to fund throughout the fiscal year.

211 NON-DEPARTMENTAL

Adopted Amended Adopted Actual Budget Budget Budget 2008-09 2009-10 2009-10 2010-11

Non-Departmental* $ 10,043,463 $ 8,771,155 $ 6,363,984 $ 6,831,259

Total $ 10,043,463 $ 8,771,155 $ 6,363,984 $ 6,831,259

SOURCE OF FUNDS:

General Fund $ 6,146,113 $ 8,480,555 $ 1,726,587 $ 5,975,059 Development Servcs. Fund 446,200 T.O.T. Fund 127,600 150,600 150,600 103,700 Park Development (NOR) 957,548 PFA - Operating Fund 229,154 Redevelopment 136,848 140,000 2,986,797 737,500 Equipment Management 2,000,000 Self-Insurance Fund 1,500,000

Total $ 10,043,463 $ 8,771,155 $ 6,363,984 $ 6,816,259

FULL TIME EMPLOYEES:

Non- Departmental 0.00 0.00 0.00 0.00

Total 0.00 0.00 0.00 0.00

* Does not include debt service or interfund transfers

212 ECONOMIC STIMULUS THIS PAGE INTENTIONALLY LEFT BLANK American Recovery and Reinvestment Act of 2009 (Federal Economic Stimulus Program)

On February 17, 2009, President Barack Obama signed into law the American Recovery and Reinvestment Act (ARRA) of 2009. The ARRA was developed as a response to the national economic crisis, the likes of which has not been seen since the Great Depression. The ARRA has a stated goal of creating or saving more than 3.5 million jobs over the next two years. This goal is to be accomplished through significant nationwide investments in both the public and private sectors. This will include substantial investment in areas such as public infrastructure development, public safety and the development of renewable energy programs, to name just a few. ARRA funds will be distributed throughout the nation in two primary ways, through formula grants provided directly to various jurisdictions and through a competitive process where agencies compete nationwide for program funding. While the City has already been notified that it will receive funding through several formula based programs, it will take advantage of every opportunity to go after competitive funding where appropriate. In an effort to provide clear transparency and accountability with regards to ARRA resources, the City has set up separate funds in the budget designated specifically for ARRA revenues. Below is a summary of the various ARRA funded programs the City has received.

Community Development Block Grant (CDBG) – ARRA provided $1.0 billion nationwide to support CDBG programs in entitlement communities. These funds are distributed on a formula basis and provide funding for activities that benefit low- and moderate-income individuals by addressing community development needs.

Homelessness Prevention – ARRA provided $1.5 billion nationwide for homelessness prevention and rapid re-housing activities. These funds are distributed on a formula basis and must be used for short-term or medium-term rental assistance, housing relocations and stabilization services.

Highway Infrastructure – ARRA provided $27.5 billion nationwide for highway infrastructure funding. These funds are distributed on a formula basis and may be used for any project eligible under the surface transportation program.

Byrne JAG (Formula) – ARRA provided $2 billion nationwide for the Edward Byrne Memorial Justice Assistance Grant Program. These funds are distributed on a formula basis and allow local governments to support a broad range of activities to prevent and control crime and to improve the criminal justice system.

213 American Recovery and Reinvestment Act of 2009 continued

Byrne JAG (Competitive) – ARRA provided $225 million nationwide in additional Edward Byrne Memorial Justice Assistance Grants to be awarded on a competitive basis.

COPS (Community Oriented Policing Services) – ARRA provided $1 billion nationwide to hire and train community policing professionals, acquire and deploy cutting-edge crime-fighting technologies, and develop and test innovative policing strategies. These funds cover the actual costs of an officer for three (3) years.

Energy Efficiency and Conservation Block Grant – ARRA provided $3.2 billion nationwide for the Energy Efficiency and Conservation Block Grant Program. These funds are distributed both by formula and on a competitive basis and are designed to support a wide range of energy efficiency projects. These projects are to focus on implementing strategies to reduce energy use and improve energy efficiency among other goals.

214 CITY OF BAKERSFIELD ARRA FUNDING SUMMARY BY DEPARTMENT Project Fund Source Amount Operating Budget Economic Development Homeless Prevention Prog. 184 Homelessness Prevention $1,372,351 $1,372,351 Police Department Vehicular Equipment 183 Byrne JAG $420,000 Directed Policing 183 Byrne JAG 270,000 Administrative Services 183 Byrne JAG 70,000 Training 183 Byrne JAG 70,773 $830,773 Crime Analyst 183 Byrne JAG Competitive $163,941 Community Relations Spc. 183 Byrne JAG Competitive 147,044 Grant Training 183 Byrne JAG Competitive 4,724 $315,709 17 Police Officers 183 COPS Grant $5,062,124 $5,062,124 Opertating Sub Total: $7,580,957

Capital Improvements Budget Public Works EOK214WWTP #3 Solar Project 183 Energy Block Grant $3,040,700 $3,040,700 TOK222PVMT REHAB - Phase 1 183 Highway Infrastructure $1,772,000 (Phase 1: Mt. Vernon Ave from SR178 to University Ave) TOK223PVMT REHAB - Phase 2 183 Highway Infrastructure 1,850,000 (Phase 2: Ashe Road from White Lane to Ming Ave) TOK224PVMT REHAB - Phase 3 183 Highway Infrastructure 2,432,000 (Phase 3: Hughes Lane from White Lane to Planz Road; Wilson Road from White Lane to Planz Road; and Wible Road from Pacheco Road to White Lane) TOK225PVMT REHAB - Phase 4 183 Highway Infrastructure 4,400,000 (Phase 4: Ming Ave from Gosford Road to New Stine Road) TOK226PVMT REHAB - Phase 5 183 Highway Infrastructure 1,646,000 (Coffee Road from Friant Kern Canal to Riverlakes Drive; and Coffee Road from Olive Drive to Norris Road, (the northbound lanes only))

$12,100,000 TOK227PVMT REHAB - CDBG 183 CDBG $897,462 $897,462 CIP Sub Total: $16,038,162

ARRA TOTAL: $23,619,119

215 ARRA Project Status Update

Operating Budget

Economic Development:

Homelessness Prevention – The City of Bakersfield has contracted with Bethany Services/Bakersfield Homeless Center to provide both the Homeless Prevention and Rapid Rehousing components of this program. Bethany has established both programs, set up working relationships with numerous community organizations for referrals to the program services, and has served approximately 90 households as of April 2010.

Police Department:

Byrne JAG (Formula) – The Police Department has utilized these funds to purchase 10 police vehicles, provide support for the Police Activities League Safe Haven Program, provide POST mandatory and high priority training, and to support the efforts of the departments Directed Policing unit.

Byrne JAG (Competitive) – The Police Department has utilized these funds to hire 1 Community Relations Specialist and 1 Crime Analyst.

COPS (Community Oriented Policing Services) – The Police Department has received grant funding to cover the actual costs for 17 Police Officer positions for a three-year period. 11 of the 17 positions have been filled, and a recruitment effort is underway to fill the remaining 6 positions.

Capital Improvements Budget

Public Works:

Energy Block Grant – These funds are being used to support the construction of a 1 Megawatt Solar Project at the City’s Wastewater Treatment Plan #3. Bids for the project have been received and awarding of the construction contract is expected in May of 2010.

Highway Infrastructure – The City is utilizing these funds for several pavement rehabilitation projects throughout the City. Below is an overview of the status of each:

Construction Completed: TOK222 (Phase 1: Mt. Vernon Ave from SR178 to University Ave) TOK223 (Phase 2: Ashe Road from White Lane to Ming Ave)

216 ARRA Project Status Update continued

TOK224 (Phase 3: Hughes Lane from White Lane to Planz Road; Wilson Road from White Lane to Planz Road; and Wible Road from Pacheco Road to White Lane)

Construction to Begin May 2010: TOK225 (Phase 4: Ming Ave from Gosford Road to New Stine Road)

TOK226 (Phase 5: Coffee Road from Friant Kern Canal to Riverlakes Drive; and Coffee Road from Olive Drive to Norris Road (the northbound lanes only))

Community Development Block Grant (CDBG) – These funds are being used for needed pavement rehabilitation projects in CDBG eligible areas. These projects are broken down into two phases of work, with Phase 1 work complete and Phase 2 out to bid.

217 CITY OF BAKERSFIELD FINANCIAL SUMMARY ARRA FEDERAL STIMULUS FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ - $ - $ - $ -

Revenues Intergovernmental 19,406,995 19,406,995 1,437,120

Total Revenues 19,406,995 19,406,995 1,437,120

Expenditures Personnel 1,430,985 1,430,985 1,437,120 Operating 1,517,848 1,517,848 Capital Outlay 420,000 420,000

Total Operating 3,368,833 3,368,833 1,437,120

Capital Improv. Projects 16,038,162 16,038,162

Total Expenditures 19,406,995 19,406,995 1,437,120

Fund Balance - June 30$ - $ - $ - $ -

218 SPECIAL FUNDS THIS PAGE INTENTIONALLY LEFT BLANK 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.

219 Special Revenue Funds continued

• Supplemental Law Enforcement Safety Fund - Used to account for the City’s share, based upon population of the Supplemental Law Enforcement Block Grant commencing with the State’s 1996-97 fiscal year and other categorical public safety grants.

• Transient Occupancy Tax Fund - Established in July 1998 to account for the general revenues provided by a 12 percent room tax (M.C. 3.40) and the operation and debt obligations related to Rabobank Arena complex and ice rink. Activities include funding for the Greater Bakersfield Convention and Visitors Bureau.

220 CITY OF BAKERSFIELD FINANCIAL SUMMARY COMMUNITY DEVELOPMENT BLOCK GRANT FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1 $579,183 $106,940 $106,940 $332,020

Revenues Intergovernmental Revenue 4,069,680 3,503,385 7,560,953 3,782,214 Charges for Services 21,172 Miscellaneous Revenue 44,033 65,000 276,850 333,500 Other Financing Sources 1,800,000 1,800,000

Total Revenues 4,134,885 5,368,385 9,637,803 4,115,714

Expenditures Personnel 608,825 523,588 523,588 571,648 Operating 1,340,165 2,600,871 4,833,885 1,024,364

Total Operating 1,948,990 3,124,459 5,357,473 1,596,012

Capital Improv. Projects 2,255,821 1,789,651 3,615,216 1,794,485

Total Expenditures 4,204,811 4,914,110 8,972,689 3,390,497

Transfers Transfers out (402,317) (440,034) (440,034) (708,717)

Fund Balance - June 30 $106,940 $121,181 $332,020 $348,520

221 CITY OF BAKERSFIELD FINANCIAL SUMMARY HOME INVESTMENT PARTNERSHIP PROGRAM FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1 $2,382,195 $2,438,698 $2,438,698 $2,451,095

Revenues Intergovernmental Revenue 3,284,990 1,704,473 8,993,445 1,695,784 Miscellaneous Revenue 196,300 150,000 150,000 100,000

Total Revenues 3,481,290 1,854,473 9,143,445 1,795,784

Expenditures Personnel 136,044 158,848 158,848 137,941 Operating 2,940,609 1,349,743 5,638,715 1,657,843

Total Operating 3,076,653 1,508,591 5,797,563 1,795,784

Capital Improv. Projects 348,134 333,485 3,333,485

Total Expenditures 3,424,787 1,842,076 9,131,048 1,795,784

Fund Balance - June 30 $2,438,698 $2,451,095 $2,451,095 $2,451,095

222 CITY OF BAKERSFIELD FINANCIAL SUMMARY NEIGHBORHOOD STABILIZATION PROGRAM

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ - $ - $ - $ -

Revenues Intergovernmental Revenue 26,660 8,956,174

Total Revenues 26,660 8,956,174

Expenditures Personnel Operating 26,660 (1,807,270) 4,141,174 Capital Outlay 1,807,270 4,815,000

Total Expenditures 26,660 0 8,956,174

Fund Balance - June 30$ - $ - $ - $ -

223 CITY OF BAKERSFIELD FINANCIAL SUMMARY FEDERAL TRANSPORTATION FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ (61,322) $ - $ - $ -

Revenues Intergovernmental Revenue 28,104,460 15,186,200 15,186,200 2,260,261 Charges for Services 8,520 Miscellaneous Revenue 100,245

Total Revenues 28,213,225 15,186,200 15,186,200 2,260,261

Capital Improv. Projects 28,151,903 15,186,200 15,186,200 2,260,261

Total Expenditures 28,151,903 15,186,200 15,186,200 2,260,261

Fund Balance - June 30$ - $ - $ - $ -

224 CITY OF BAKERSFIELD FINANCIAL SUMMARY THOMAS ROADS IMPROVEMENT PROGRAM (TRIP)

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ (289,390) $ (37,977) $ (289,390) $ -

Revenues Intergovernmental Revenue 29,423,348 148,059,405 198,662,975 36,411,840

Total Revenues 29,423,348 148,059,405 198,662,975 36,411,840

Expenditures Capital Improv. Projects 29,423,348 148,059,405 198,662,975 36,411,840

Total Expenditures 29,423,348 148,059,405 198,662,975 36,411,840

Transfers Transfers in 289,390 289,390

Fund Balance - June 30$ (289,390) $ 251,413 $ - $ -

225 CITY OF BAKERSFIELD FINANCIAL SUMMARY STATE TRANSPORTATION FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ - $ - $ - $ -

Revenues Intergovernmental 354,635 441,648 605,029 284,248 Miscellaneous Revenue 4,043 2,000 2,000 500

Total Revenues 358,678 443,648 607,029 284,748

Expenditures Operating 230,565 338,248 338,248 284,748

Capital Improv. Projects 128,113 105,400 268,781

Total Expenditures 358,678 443,648 607,029 284,748

Fund Balance - June 30$ - $ - $ - $ -

226 CITY OF BAKERSFIELD FINANCIAL SUMMARY GAS TAX FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 3,587,179 $ 2,090,332 $ 8,365,196 $ 1,020,974

Revenues Intergovernmental Revenue 12,073,687 5,585,000 5,565,400 5,555,600 Charges for Services 60,000 Fines & Forfeits 21,676 25,000 Miscellaneous Revenue 280,219 138,500 171,000 50,000

Total Revenues 12,375,582 5,748,500 5,796,400 5,605,600

Expenditures Personnel 1,190,072 1,214,319 1,214,319 1,221,913 Operating 3,350,198 3,239,935 3,239,935 3,205,249 Capital Outlay 17,742 37,500 37,500 30,000

Total Operating 4,558,012 4,491,754 4,491,754 4,457,162

Capital Improv. Projects 3,039,553 2,356,504 8,648,868 1,498,868

Total Expenditures 7,597,565 6,848,258 13,140,622 5,956,030

Fund Balance - June 30$ 8,365,196 $ 990,574 $ 1,020,974 $ 670,544

227 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRAFFIC SAFETY FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ (602,669) $ 571,572 $ 752,993 $ 681,572

Revenues Charges for Services 428,840 275,000 375,000 375,000 Fines and Forfeits 1,263,822 1,100,000 1,100,000 1,100,000 Miscellaneous Revenue 5,879

Total Revenues 1,698,541 1,375,000 1,475,000 1,475,000

Expenditures Operating 272,879 465,000 646,421 474,030

Total Expenditures 272,879 465,000 646,421 474,030

Transfers Transfers out (70,000) (900,000) (900,000) (1,200,000)

Fund Balance - June 30$ 752,993 $ 581,572 $ 681,572 $ 482,542

228 CITY OF BAKERSFIELD FINANCIAL SUMMARY CUPA FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1 $ -

Revenues Licenses and permits 231,000 Charges for Services 626,000

Total Revenues 857,000

Expenditures Personnel 575,296 Operating 255,840 Capital Outlay

Total Expenditures 831,136

Fund Balance - June 30 $ 25,864

229 CITY OF BAKERSFIELD FINANCIAL SUMMARY SUPPLEMENTAL LAW ENFORCEMENT SAFETY FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 929,477 $ 226,189 $ 629,283 $ 226,189

Revenues Intergovernmental 187,475 226,188 275,000 Fines and Forfeits 16,200 16,200 Miscellaneous Revenue 22,394

Total Revenues 209,869 16,200 242,388 275,000

Expenditures Personnel 50,697 37,450 Operating 44,332 (28,250) 216,988 Capital Outlay 415,034 44,450 428,494

Total Expenditures 510,063 16,200 645,482 37,450

Fund Balance - June 30$ 629,283 $ 226,189 $ 226,189 $ 463,739

230 CITY OF BAKERSFIELD FINANCIAL SUMMARY METROPOLITIAN MEDICAL RESPONSE SYSTEM

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 2,771 $ 6,399 $ 6,399 $ 6,399

Revenues Intergovernmental 91,993 206,433 278,633 Miscellaneous Revenue 3,628

Total Revenues 95,621 206,433 278,633

Expenditures Operating 64,580 16,112 80,812 Capital Outlay 27,413 190,321 197,821

Total Operating 91,993 278,633

Total Expenditures 91,993 278,633

Fund Balance - June 30$ 6,399 $ 212,832 $ 6,399 $ 6,399

231 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSIENT OCCUPANCY TAX

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 1,663,437 $ 1,514,139 $ 1,574,925 $ 527,597

Revenues Taxes 7,144,718 6,550,000 6,085,000 5,963,000 Charges for Services 6,511,229 5,932,630 5,932,630 5,642,759 Miscellaneous Revenue 1,272,825 1,250,000 1,240,000 1,240,000

Total Revenues 14,928,772 13,732,630 13,257,630 12,845,759

Expenditures Personnel 3,810,430 3,837,465 3,837,465 3,747,414 Operating 4,001,425 3,915,257 3,976,043 3,641,103 Capital Outlay 59,479 5,000 5,000 1,000 Capital Leases 3,145,950 3,142,950 3,142,950 3,152,350

Total Expenditures 11,017,284 10,900,672 10,961,458 10,541,867

Transfers Transfers out (4,000,000) (3,343,500) (3,343,500) (2,000,000)

Transfers out (4,000,000) (3,343,500) (3,343,500) (2,000,000)

Fund Balance - June 30$ 1,574,925 $ 1,002,597 $ 527,597 $ 831,489

Analysis of Fund Balance

Tax Receivable Reserve$ 600,000 $ 600,000 $ 500,000 $ 600,000 Unreserved 974,925 402,597 27,597 231,489

Total $ 1,574,925 $ 1,002,597 $ 527,597 $ 831,489

232

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.

233 CITY OF BAKERSFIELD FINANCIAL SUMMARY EQUIPMENT MANAGEMENT FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 26,133,989 $ 16,912,264 $ 18,349,204 $ 21,268,372

Revenues Intergovernmental Revenue 130,000 744,500 Charges for Services 21,720,810 22,193,349 22,193,349 20,140,037 Miscellaneous Revenue 2,794,541 400,000 475,000 700,000

Total Revenues 24,515,351 22,723,349 23,412,849 20,840,037

Expenditures Personnel 4,850,504 4,935,840 4,935,840 4,689,800 Operating 19,633,096 11,393,501 11,464,432 11,482,105 Capital Outlay 7,864,936 2,295,400 4,129,249 7,127,120

Total Operating 32,348,536 18,624,741 20,529,521 23,299,025

Capital Improv. Projects 10,700 114,160

Total Expenditures 32,359,236 18,624,741 20,643,681 23,299,025

Tranfers Transfers in 59,100 150,000 150,000 1,592,500

Transfers In 59,100 150,000 150,000 1,592,500

Fund Balance - June 30$ 18,349,204 $ 21,160,872 $ 21,268,372 $ 20,401,884

234 CITY OF BAKERSFIELD FINANCIAL SUMMARY SELF INSURANCE FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 7,324,324 $ 7,312,363 $ 7,505,769 $ 4,900,454

Revenues Charges for Services 9,259,042 8,470,953 7,771,454 7,744,759 Miscellaneous Revenue 1,144,267 1,127,600 1,156,100 757,000

Total Revenues 10,403,309 9,598,553 8,927,554 8,501,759

Expenditures Personnel 1,985,472 3,117,374 3,117,374 2,791,281 Operating 8,236,392 8,222,089 8,415,495 7,124,407

Total Expenditures 10,221,864 11,339,463 11,532,869 9,915,688

Transfers Transfers out (1,222,000)

Fund Balance - June 30$ 7,505,769 $ 5,571,453 $ 4,900,454 $ 2,264,525

235

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.

236 CITY OF BAKERSFIELD FINANCIAL SUMMARY ASSESSMENT DISTRICTS FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 54,606,088 $ 23,126,634 $ 30,652,402 $ 17,397,062

Revenues Taxes and Assessments 8,217,304 8,268,763 8,268,763 7,751,853 Charges for Services (363,420) Miscellaneous Revenue 634,920 33,000 33,000

Total Revenues 8,488,804 8,301,763 8,301,763 7,751,853

Expenditures Operating 282,781 342,500 342,500 287,500 Debt Service 11,590,619 13,651,335 13,651,335 7,438,374

Total Operating 11,873,400 13,993,835 13,993,835 7,725,874

Capital Improv. Projects 5,152,173 37,500 7,563,268

Total Expenditures 17,025,573 14,031,335 21,557,103 7,725,874

Fund Balance - June 30$ 30,652,402 $ 17,397,062 $ 17,397,062 $ 17,423,041

237

Capital Improvement Program Funds

• Capital Outlay Fund - To account for the cost of capital projects financed primarily by general revenues.

• Recreation Facilities Fund - To account for the City's share of the State of California general obligation bonds authorized by Proposition 12 park bond issue and Proposition 13 water bond issue, which were approved by California voters in March 2000, and other major revenue sources for Park and Recreation Capital projects.

• Park Improvement Fund - On November 7, 1990, the City Council adopted Ordinance No. 3327 establishing a fee for the purpose of developing, improving and/or enhancing public parks and recreation facilities serving the residential development. The fee is calculated in relationship to the number of people residing in the development and the current estimated cost of constructing a park. The fee is set by resolution on a per unit basis.

• Transportation Development Fund - The adopted Metropolitan Bakersfield General Plan mandated that a Transportation Impact Fee be developed to mitigate impacts of new development on the regional circulation system. The City Council adopted the fee program on January 28, 1992 and the Kern County Board of Supervisors adopted a similar fee program on April 6, 1992. The fee is collected at the building permit stage and the amount of the fee is directly related to the individual project's traffic generation potential. A portion of these funds is allocated to serve as the Local Match for the Thomas Roads Improvement Program.

• Public Financing Authority Operating Fund - To account for the proceeds of $61,025,000 Revenue Bonds issued to purchase City Debt Instruments (Local Obligations) and the subsequent repayment thereof.

238 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 24,483,431 $ 6,022,863 $ 19,475,358 $ 5,672,525

Revenues Intergovernmental 1,653,554 275,680 429,594 Charges for Service 195,527 Fines & Forfeits 68,486 213,659 Miscellaneous Revenue 928,039 143,840 307,840 200,000

Total Revenues 2,845,606 419,520 951,093 200,000

Expenditures Capital Improv. Projects 13,353,679 2,277,358 18,097,426 3,860,000

Total Expenditures 13,353,679 2,277,358 18,097,426 3,860,000

Tranfers Transfers in 5,500,000 3,343,500 3,343,500 3,000,000

Fund Balance - June 30$ 19,475,358 $ 7,508,525 $ 5,672,525 $ 5,012,525

Analysis of Fund Balance

Facilities Reserve $3,000,000 $5,000,000 $500,000 $5,000,000 Unreserved 16,475,358 2,508,525 5,172,525 12,525

Total $19,475,358 $7,508,525 $5,672,525 $5,012,525

239 CITY OF BAKERSFIELD FINANCIAL SUMMARY CAPITAL OUTLAY - UTILITY/ROAD FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ - $ 2,000,000 $ 2,000,000 $ 918,053

Revenues Intergovernmental 641,945 641,945 Charges for Service Fines & Forfeits Miscellaneous Revenue 1,745,398 1,745,398

Total Revenues 2,387,343 2,387,343

Expenditures Capital Improv. Projects 7,631,813 7,631,813 5,350,000

Total Expenditures 7,631,813 7,631,813 5,350,000

Tranfers Transfers in 3,456,268 4,162,523 5,350,000

Fund Balance - June 30$ - $ 211,798 $ 918,053 $ 918,053

240 CITY OF BAKERSFIELD FINANCIAL SUMMARY RECREATION FACILITIES FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ (70,307) $ - $ - $ -

Revenues Intergovernmental 70,307 3,002,392

Total Revenues 70,307 3,002,392

Expenditures Capital Improv. Projects 3,002,392

Total Expenditures 3,002,392

Fund Balance - June 30$ - $ - $ - $ -

241 CITY OF BAKERSFIELD FINANCIAL SUMMARY PARK IMPROVEMENT FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 7,921,735 $ 5,868,130 $ 9,341,060 $ 3,908,319

Revenues Assessments 2,803,695 1,100,000 4,540,673 1,030,000 Miscellaneous Revenue 263,329 100,000 150,000 100,000

Total Revenues 3,067,024 1,200,000 4,690,673 1,130,000

Expenditures Operating 957,548 3,130,673 Debt Service 186,390 2,433,680 2,433,680

Total Operating 1,143,938 5,564,353 2,433,680

Capital Improv. Projects 503,761 4,057,832 7,689,734

Total Expenditures 1,647,699 9,622,185 10,123,414

Fund Balance - June 30$ 9,341,060 $ (2,554,055) $ 3,908,319 $ 5,038,319

242 CITY OF BAKERSFIELD FINANCIAL SUMMARY TRANSPORTATION DEVELOPMENT FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 35,260,175 $ 16,674,236 $ 29,966,142 $ 12,302,953

Revenues Intergovernmental 40,000 Charges for Service 281,607 200,000 200,000 200,000 Assessments 12,768,234 6,000,000 9,103,700 6,000,000 Miscellaneous 1,018,104 400,000 400,000 400,000

Total Revenues 14,107,945 6,600,000 9,703,700 6,600,000

Expenditures Personnel 330,301 329,150 329,150 331,622 Operating 40,877 28,009 28,009 27,251

Total Operating 371,178 357,159 357,159 358,873

Capital Improv. Projects 14,030,800 (2,037,706) 11,254,200 2,982,971

Total Expenditures 14,401,978 (1,680,547) 11,611,359 3,341,844

Transfers Transfers In Transfers out (5,000,000) (15,755,530) (15,755,530) (14,000,000)

Transfers out (5,000,000) (15,755,530) (15,755,530) (14,000,000)

Fund Balance - June 30$ 29,966,142 $ 9,199,253 $ 12,302,953 $ 1,561,109

243 CITY OF BAKERSFIELD FINANCIAL SUMMARY TDF TRIP LOCAL MATCH

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 15,498,680 $ 6,855,527 $ 17,394,576 $ 1,550,719

Revenues Intergovernmental 161,667 Charges for Service 1,175,342 Miscellaneous 107,458 200,000 200,000 150,000

Total Revenues 1,444,467 200,000 200,000 150,000

Expenditures Personnel 683,643 838,276 838,276 826,388 Operating 415,135 408,435 408,435 438,352 Capital Outlay

Total Operating 1,098,778 1,246,711 1,246,711 1,264,740

Capital Improv. Projects 3,449,793 20,013,627 30,552,676 12,435,160

Total Expenditures 4,548,571 21,260,338 31,799,387 13,699,900

Transfers Transfers In 5,000,000 15,755,530 15,755,530 14,000,000

Fund Balance - June 30$ 17,394,576 $ 1,550,719 $ 1,550,719 $ 2,000,819

244 CITY OF BAKERSFIELD FINANCIAL SUMMARY PUBLIC FINANCING AUTHORITY OPERATING FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 389,392

Revenues Charges for Service 980,314 Miscellaneous Revenue 5,542

Total Revenues 985,856

Expenditures Operating 237,152

Total Expenditures 237,152

Transfers Transfers Out (1,138,096)

Fund Balance - June 30$ -

245

Debt Service Funds

• Public Financing Authority Debt Fund - To account for the annual debt service to retire $61,025,000 in Revenue Bonds of 1994 (Series A $36,415,000, Series B $22,285,000, and Series C $2,325,000) due in annual principal installments of $2,065,000 to $9,120,000 commencing September 15, 1995 through September 2010, with interest ranging from 3.6 percent to 9.5 percent.

• General Obligation Debt Service Fund - Used to accumulate monies for the payment of $4,900,000 HUD Section 108 loans. The loans were issued in August 2003 with annual principal payments ranging from $161,000 to $381,000 plus interest at 1.61 percent to 4.76 percent with a scheduled final maturity in August 2023. Community Development Block Grant Funds are used to service this debt.

246 CITY OF BAKERSFIELD FINANCIAL SUMMARY PUBLIC FINANCING AUTHORITY DEBT SERVICE FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1 $2,270,952 $0 $0

Revenues Miscellaneous Revenue 22,497

Total Revenues 22,497

Expenditures Debt Service 3,431,545

Total Expenditures 3,431,545

Transfers Transfers in 1,138,096

Fund Balance - June 30 $0 $0 $0 $0

247 CITY OF BAKERSFIELD FINANCIAL SUMMARY MUNICIPAL IMPROVEMENT DEBT SERVICE FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ - $ - $ - $ -

Revenues Miscellaneous 78,415 79,132 79,132 79,655

Total Revenues 78,415 79,132 79,132 79,655

Expenditures Debt Service 480,732 519,166 519,166 788,372

Total Expenditures 480,732 519,166 519,166 788,372

Transfers Transfers In 402,317 440,034 440,034 708,717

Fund Balance - June 30$ - $ - $ - $ -

248 CITY OF BAKERSFIELD

SCHEDULE OF LONG-TERM DEBT OUTSTANDING

June 30, 2010

Principal Interest Total General Fund- Compensated Absences - Accrued- Sick Leave and Vacation - Estimate $ 6,200,000 $ - $ 6,200,000

Transient Occupancy Tax Fund- Convention Center - Arena Projects Series 2006A - Refunding COP 20,720,000 6,485,775 27,205,775 Series 2006B - Refunding COP 7,745,000 2,715,076 10,460,076

Community Development Block Grant Fund- HUD Section 108 Loans, 2003 ($4.1 m) 3,176,000 1,224,212 4,400,212 HUD Section 108 Loans, 2003 ($0.8 m) 635,000 267,812 902,812 HUD Section 108 Loans, 2003 ($1.0 m) 811,000 350,280 1,161,280 HUD Section 108 Loans, 2009 ($1.8 m) 1,800,000 326,422 2,126,422

Wastewater Treatment Fund: State Water Resources Loan 8,273,388 1,654,717 9,928,105 Sewer Revenue Bonds, 2007A 189,595,000 138,266,556 327,861,556 Sewer Revenue Bonds, 2007B 43,730,000 40,693,861 84,423,861

Domestic Water Fund- State Water Conservation Loan, 1997 718,315 67,028 785,343

Bakersfield Redevelopment Agency: Property Tax Abatement Contracts: Bentley Partnership 24,936 24,936 Specialty Trim and Awning 2,633 2,633

California Housing Finance Authority: Downtown Park Cottages Loan, 2002 581,978 35,219 617,197 Citywalk Project 814,746 57,132 871,878 The Village @ Baker Street 879,908 96,426 976,334 Creek View Village 2,843,728 213,988 3,057,716 Southeast Infill Housing Loan 500,000 150,000 650,000

Centennial Garden Reimb. 1997 14,400,000 14,400,000 RDA - 2006 Arena COPS Series A 20,720,000 6,485,775 27,205,775 RDA - 2006 Arena COPS Series B 7,745,000 2,715,076 10,460,076 HUD Section 108 Loans, Millcreek South 3,750,000 1,972,870 5,722,870 HUD Section 108 Loans, Fire Station 5 1,542,000 836,705 2,378,705 I Bank - Millcreek 9,782,617 5,343,481 15,126,098 RDA Reimbursement to City 3,284,000 593,405 3,877,405 RDA-Tax Allocation Bond Series 2009A 2,090,000 1,932,375 4,022,375 RDA-Tax Allocation Bond Series 2009B 1,240,000 1,103,812 2,343,812

Special Assessment Districts (23) 68,870,000 31,417,410 100,287,410

249 CITY OF BAKERSFIELD

SCHEDULE OF LONG-TERM DEBT MATURITIES

FISCAL YEAR 2010-11

Principal Interest Fiscal Charges Total Transient Occupancy Tax Fund- Convention Center - Arena Projects 1,845,000 1,307,350 3,152,350

Community Development Block Grant Fund- HUD Section 108 Loans, 2003 482,000 306,372 788,372

Wastewater Treatment Fund: State Water Resources Loan 752,126 150,429 902,555 Sewer Revenue Bonds, 2007A 1,945,000 9,320,620 14,650 11,280,270 Sewer Revenue Bonds, 2007B 1,794,200 100,500 1,894,700

Domestic Water Fund- State Water Conservation Loan, 1997 724,560 39,680 764,240 Mainline Extenstion Reimbursement 150,000 150,000

Bakersfield Redevelopment Agency: Property Tax Abatement Contracts: Bentley Partnership 8,300 8,300 Specialty Trim and Awning 1,500 1,500

California Housing Finance Authority: Downtown Park Cottages Loan, 2002 188,055 17,438 205,493 Citywalk Project 264,799 26,841 291,640 The Village @ Baker Street 131,101 26,182 157,283 Creek View Village 672,059 84,349 756,408 Southeast Infill Housing Loan 500,000 125,000 625,000

Centennial Garden Reimb. 1997 1,200,000 1,200,000 RDA - 2006 Arena COPS Series A 1,345,000 930,350 5,000 2,280,350 RDA - 2006 Arena COPS Series B 500,000 377,000 5,000 882,000 HUD Section 108 Loans, Millcreek South 136,000 176,841 312,841 HUD Section 108 Loans, Fire Station 6 60,000 82,193 142,193 I Bank - Millcreek 224,144 300,754 29,350 554,248 RDA Reimbursement to City 486,335 200,320 686,655 RDA 2009 Tab - Series A 50,000 154,875 204,875 RDA 2009 Tab - Series B 30,000 88,813 118,813

Special Assessment Districts (23) 3,685,000 3,734,974 18,400 7,438,374 Total Debt Service 15,380,979 19,244,581 172,900 34,798,460

250 ENTERPRISE FUNDS THIS PAGE INTENTIONALLY LEFT BLANK Enterprise Funds

These funds account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs (including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where the governing body has decided that periodic determination of net income is appropriate for accountability purposes.

• Wastewater Treatment Fund - Used to account for the provision of sewer service to the residents of the City and some residents of the County. This fund also accounts for the activities related to the debt issues which provided for the Wastewater Treatment Facilities.

• Sewer Connection Fund - Used to account for connection fees dedicated to debt service and capital projects.

• Refuse Service Fund - Used to account for the collection and disposal of solid waste within the City. All activities necessary to provide such services are accounted for in this fund.

• Sanitary Landfill Cap (Landfill Closure) Fund - Used to account for the resources dedicated to capping a closed landfill.

• Agricultural Water Fund - Used to account for the provision of water service restricted primarily to agricultural purposes to users within the City and some users within the County (some Kern River water is exchanged for California State Aqueduct water for domestic water purposes.) All activities necessary to provide such service are accounted for in this fund.

• Domestic Water Fund - Used to account for the provision of water service to some residents of the City and the County. All activities necessary to provide such service are accounted for in this fund.

• Airpark Fund - Used to account for the acquisition and operation of the Bakersfield airpark. The majority of acquisition and improvement financing for the airport facility is to be provided by an annual grant from the Federal Aviation Administration.

• Offstreet Parking Fund - Used to account for the operations of a parking garage located on 18th Street between "H" and Eye Streets and various surface parking lots within the City.

251 CITY OF BAKERSFIELD FINANCIAL SUMMARY WASTEWATER TREATMENT FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 206,083,061 $ 37,954,896 $ 107,061,877 $ 41,685,681

Revenues Intergovernmental Revenue Charges for Services 25,835,270 28,065,625 28,116,900 28,537,050 Fines & Forfeits 1,028,000 Miscellaneous Revenue 8,738,456 1,330,785 2,646,600 870,000

Total Revenues 34,573,726 29,396,410 31,791,500 29,407,050

Expenditures Personnel 4,804,001 5,222,973 5,222,973 5,332,685 Operating 16,511,194 5,854,647 5,931,653 5,956,315 Capital Outlay 74,269 87,100 98,987 117,050 Debt Service 11,376,142 13,255,695 13,255,695 14,077,525

Total Operating 32,765,606 24,420,415 24,509,308 25,483,575

Capital Improv. Projects 106,810,804 7,490,300 84,508,388 5,520,000

Total Expenditures 139,576,410 31,910,715 109,017,696 31,003,575

Transfers Transfers in 22,000,000 12,000,000 12,000,000 13,000,000 Transfers out (16,018,500) (150,000) (150,000) (6,322,500)

Transfers in 5,981,500 11,850,000 11,850,000 6,677,500

Fund Balance - June 30$ 107,061,877 $ 47,290,591 $ 41,685,681 $ 46,766,656

Analysis of Fund Balance

Debt Service Reserve$ 10,000,000 $ 14,045,000 $ 14,045,000 $ 16,000,000 Capital Reserve 6,000,000 6,000,000 6,000,000 6,000,000 Unreserved 91,061,877 27,245,591 21,640,681 24,766,656

Total $ 107,061,877 $ 47,290,591 $ 41,685,681 $ 46,766,656

252 CITY OF BAKERSFIELD FINANCIAL SUMMARY SEWER CONNECTION FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 1,937,573 $ 1,098,810 $ 1,098,810 $ 3,428,609

Revenues Taxes 107,945 26,000 96,000 50,000 Charges for Services 4,967,261 4,168,472 6,269,830 4,246,000 Miscellaneous Revenue 86,031 (36,031) (36,031) 40,000

Total Revenues 5,161,237 4,158,441 6,329,799 4,336,000

Transfers Transfers Out (6,000,000) (4,000,000) (4,000,000) (6,775,000)

Fund Balance - June 30$ 1,098,810 $ 1,257,251 $ 3,428,609 $ 989,609

253 CITY OF BAKERSFIELD FINANCIAL SUMMARY REFUSE SERVICE FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 40,092,089 $ 10,535,681 $ 43,828,838 $ 10,728,867

Revenues Intergovernmental Revenue 1,731,942 1,964,600 1,585,100 1,452,400 Charges for Services 38,275,433 35,240,800 3,642,100 35,478,600 Miscellaneous Revenue 577,540 283,000 361,700 333,000

Total Revenues 40,584,915 37,488,400 5,588,900 37,264,000

Expenditures Personnel 9,490,343 9,749,448 9,749,448 9,744,317 Operating 26,908,145 26,980,359 27,043,518 27,106,740 Capital Outlay 293,757 815,560 853,881 312,000

Total Operating 36,692,245 37,545,367 37,646,847 37,163,057

Capital Improv. Projects 155,921 550,000 1,042,024 475,000

Total Expenditures 36,848,166 38,095,367 38,688,871 37,638,057

Transfers Transfers out (1,495,000)

Fund Balance - June 30$ 43,828,838 $ 9,928,714 $ 10,728,867 $ 8,859,810

Analysis of Fund Balance

Cart Replacement Reserve$ 4,058,000 $ 4,712,000 $ 4,712,000 $ 5,344,000 Unreserved 39,770,838 5,216,714 6,016,867 3,515,810

Total$ 43,828,838 $ 9,928,714 $ 10,728,867 $ 8,859,810

254 CITY OF BAKERSFIELD FINANCIAL SUMMARY LANDFILL CLOSURE FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 5,113,759 $ (977,019) $ 5,167,516 $ 1,665,537

Revenues Intergovernmental Revenue 2,567,556 2,598,210 Miscellaneous Revenue 137,466 75,000 75,000

Total Revenues 137,466 2,567,556 2,673,210 75,000

Expenditures Capital Improv. Projects 83,709 6,175,189

Total Expenditures 83,709 6,175,189

Fund Balance - June 30$ 5,167,516 $ 1,590,537 $ 1,665,537 $ 1,740,537

255 CITY OF BAKERSFIELD FINANCIAL SUMMARY AGRICULTURAL WATER FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 3,146,224 $ 3,731,124 $ 4,820,499 $ 3,946,811

Revenues Intergovernmental 200,000 200,000 Charges for Services 6,347,763 5,250,000 4,939,000 5,012,000 Miscellaneous Revenue 346,163 50,000 50,000 68,000

Total Revenues 6,693,926 5,500,000 5,189,000 5,080,000

Expenditures Personnel 1,794,209 1,836,162 1,836,162 1,914,790 Operating 3,119,239 2,844,651 2,860,094 2,876,303 Capital Outlay 2,500 2,500

Total Operating 4,913,448 4,683,313 4,698,756 4,791,093

Capital Improv. Projects 77,703 290,000 1,363,932 100,000

Total Expenditures 4,991,151 4,973,313 6,062,688 4,891,093

Tranfers Transfers in Transfers out (28,500)

Net Transfers (28,500)

Fund Balance - June 30$ 4,820,499 $ 4,257,811 $ 3,946,811 $ 4,135,718

256 CITY OF BAKERSFIELD FINANCIAL SUMMARY DOMESTIC WATER FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 25,755,409 $ 12,029,205 $ 24,611,674 $ 13,402,211

Revenues Charges for Services 21,009,366 23,080,000 22,984,000 23,176,000 Miscellaneous Revenue 1,089,911 660,000 481,000 454,000

Total Revenues 22,099,277 23,740,000 23,465,000 23,630,000

Expenditures Personnel 568,290 681,762 681,762 757,037 Operating 19,090,594 15,210,994 15,238,195 16,040,814 Capital 20,000 20,000 20,000 Debt Service 868,904 1,069,238 1,069,238 914,240

Total Operating 20,527,788 16,981,994 17,009,195 17,732,091

Capital Improv. Projects 2,715,224 5,110,000 17,665,268 5,090,000

Total Expenditures 23,243,012 22,091,994 34,674,463 22,822,091

Fund Balance - June 30$ 24,611,674 $ 13,677,211 $ 13,402,211 $ 14,210,120

257 CITY OF BAKERSFIELD FINANCIAL SUMMARY AIRPARK FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 738,123 $ 272,045 $ 491,737 $ 248,562

Revenues Intergovernmental Revenues 113,008 160,000 1,617,439 160,000 Charges for Services 23,164 243,200 248,000 247,500 Miscellaneous Revenue 14,674 5,500 5,500 5,500

Total Revenues 150,846 408,700 1,870,939 413,000

Expenditures Personnel 53,724 58,926 58,926 61,690 Operating 240,410 110,057 110,057 128,106

Total Operating 294,134 168,983 168,983 189,796

Capital Improv. Projects 103,098 268,000 1,945,131 258,000

Total Expenditures 397,232 436,983 2,114,114 447,796

Fund Balance - June 30$ 491,737 $ 243,762 $ 248,562 $ 213,766

258 CITY OF BAKERSFIELD FINANCIAL SUMMARY OFFSTREET PARKING FUND

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 115,656 $ 79,085 $ 79,085 $ 41,749

Revenues Charges for Services 77,123 72,150 72,150 68,000 Miscellaneous Revenue 2,586 1,500 800 800

Total Revenues 79,709 73,650 72,950 68,800

Expenditures Personnel 59,471 60,366 60,366 59,998 Operating 56,809 59,920 44,920 41,219 Capital Outlay 5,000 5,000

Total Expenditures 116,280 125,286 110,286 101,217

Fund Balance - June 30$ 79,085 $ 27,449 $ 41,749 $ 9,332

259 THIS PAGE INTENTIONALLY LEFT BLANK

260 REDEVELOPMENT FUNDS THIS PAGE INTENTIONALLY LEFT BLANK Redevelopment Funds

• Redevelopment Operating Funds - Used to account for the cost of various capital projects and programs within the redevelopment project areas. Financing is provided by the issuance of tax allocation bonds and tax increment revenues.

• Redevelopment Housing Funds – Used to account for the mandatory twenty percent (20%) of Tax Increment Revenue set aside for low- and moderate- income housing.

• Redevelopment Debt Service Funds – Used to account for the payment of principal and interest on the Redevelopment Tax Allocation Bonds, Certificates of Participation, and Notes and Interagency loans.

261 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND DOWNTOWN PROJECT AREA

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 1,792,477 $ 736,083 $ 2,179,262 $ 544,011

Revenues Taxes 2,436,951 1,932,100 2,328,400 2,214,800 Intergovernmental Revenue 239 500 500 500 Miscellaneous Revenue 28,110 10,000 15,000 15,000

Total Revenues 2,465,300 1,942,600 2,343,900 2,230,300

Expenditures Personnel 201,652 Operating 79,258 1,016,760 1,125,313 340,339

Total Operating 79,258 1,016,760 1,125,313 541,991

Capital Improv. Projects 38,000 (200,000) 12,000

Total Expenditures 117,258 1,833,520 2,262,626 541,991

Transfers Transfers Out (1,961,257) (1,716,525) (1,716,525) (1,989,984)

Fund Balance - June 30$ 2,179,262 $ (871,362) $ 544,011 $ 242,336

262 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND OLD TOWN KERN-PIONEER

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 1,850,603 $ 1,054,127 $ 2,109,498 $ 82,206

Revenues Taxes 2,243,481 2,097,100 2,048,300 1,904,200 Intergovernmental Revenue 16,630 12,000 12,000 12,000 Miscellaneous Revenue 160,038 25,000 5,000 5,000 Other Financing Sources 157,701 2,090,000 2,090,000

Total Revenues 2,577,850 4,224,100 4,155,300 1,921,200

Expenditures Personnel 98,083 83,534 271,434 180,287 Operating 335,784 710,528 1,386,899 307,467 Capital Outlay 44,935 122,976

Total Operating 478,802 794,062 1,781,309 487,754

Capital Improv. Projects 578,546 2,838,332 2,906,456

Total Expenditures 1,057,348 3,632,394 4,687,765 487,754

Transfers Transfers Out (1,261,607) (1,494,827) (1,494,827) (1,475,161)

Fund Balance - June 30$ 2,109,498 $ 151,006 $ 82,206 $ 40,491

263 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY OPERATING FUND SOUTHEAST PROJECT AREA

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 6,536,804 $ 2,090,235 $ 5,341,567 $ 842,332

Revenues Taxes 3,780,712 2,631,000 2,751,300 2,477,600 Intergovernmental Revenue 270,670 51,800 596,145 45,000 Charges for Services 18,000 3,000 Miscellaneous Revenue 188,948 50,000 50,000 50,000 Other Financing Sources 1,240,000 1,240,000

Total Revenues 4,258,330 3,972,800 4,640,445 2,572,600

Expenditures Personnel 84,687 222,501 222,501 338,287 Operating 835,739 1,236,981 2,773,427 531,202 Capital Outlay 724,949 100,000 1,003,379

Total Operating 1,645,375 1,559,482 3,999,307 869,489

Capital Improv. Projects 747,417 1,807,877 3,154,951

Total Expenditures 2,392,792 3,367,359 7,154,258 869,489

Transfers Transfers Out (3,060,775) (1,985,422) (1,985,422) (2,254,095)

Fund Balance - June 30$ 5,341,567 $ 710,254 $ 842,332 $ 291,348

264 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND DOWNTOWN PROJECT AREA

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 1,359,866 $ 728,849 $ 1,928,474 $ 250,397

Revenues

Miscellaneous Revenue 32,076 10,000 20,000 20,000

Total Revenues 32,076 10,000 20,000 20,000

Expenditures Operating 7,975 783,484 1,983,109 630,300

Total Expenditures 7,975 783,484 1,983,109 630,300

Transfers Transfers In 750,000 490,525 490,525 574,600 Transfers Out (205,493) (205,493) (205,493)

Transfers In / Out 544,507 285,032 285,032 574,600

Fund Balance - June 30$ 1,928,474 $ 240,397 $ 250,397 $ 214,697

265 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND OLD TOWN KERN-PIONEER

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 1,477,808 $ 292,666 $ 3,215,409 $ 379,966

Revenues Miscellaneous 24,632 10,000 35,000 20,000 Other Financing Sources 2,000,000

Total Revenues 2,024,632 10,000 35,000 20,000

Expenditures Personnel 42,817 Operating 1,357,031 350,000 3,152,970 335,000 Capital Outlay (50,000) 69,773

Total Expenditures 1,357,031 300,000 3,222,743 377,817

Transfers Transfers In 1,070,000 527,300 527,300 479,100 Transfers Out (175,000) (175,000) (350,000)

Transfers In / Out 1,070,000 352,300 352,300 129,100

Fund Balance - June 30$ 3,215,409 $ 354,966 $ 379,966 $ 151,249

266 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY HOUSING FUND SOUTHEAST PROJECT AREA

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 3,400,298 $ 488,299 $ 5,108,490 $ 30,099

Revenues Miscellaneous 166,440 530,000 560,000 550,000 Other Financing Sources 1,500,000 3,500,000

Total Revenues 166,440 2,030,000 4,060,000 550,000

Expenditures Operating 52,316 4,440,000 8,986,806 200,000 Capital Outlay 115,932 (1,100,000) 118,115

Total Expenditures 168,248 3,340,000 9,104,921 200,000

Transfers Transfers In 1,710,000 950,300 95,030 630,700 Transfers Out (128,500) (128,500) (882,000)

Transfers In / Out 1,710,000 821,800 (33,470) (251,300)

Fund Balance - June 30$ 5,108,490 $ 99 $ 30,099 $ 128,799

267 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND DOWNTOWN PROJECT AREA

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ 8,392 $ 8,409 $ 8,409 $ 8,409

Revenues Charges for Services 3,145,950 3,142,950 3,142,950 3,152,350 Miscellaneous Revenue 16

Total Revenues 3,145,966 3,142,950 3,142,950 3,152,350

Expenditures Operating Debt Service 4,562,699 4,574,443 4,574,443 4,576,143

Total Expenditures 4,562,699 4,574,443 4,574,443 4,576,143

Transfers Transfers In 1,416,750 1,431,493 1,431,493 1,415,384

Fund Balance - June 30$ 8,409 $ 8,409 $ 8,409 $ -

268 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND OLD TOWN KERN-PIONEER

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ - $ - $ - $ -

Expenditures Debt Service 191,607 1,142,527 1,142,527 1,346,061

Total Expenditures 191,607 1,142,527 1,142,527 1,346,061

Transfers Transfers In 191,607 1,142,527 1,142,527 1,346,061

Fund Balance - June 30$ - $ - $ - $ -

269 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY DEBT SERVICE FUND SOUTHEAST PROJECT AREA

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ - $ - $ - $ -

Expenditures Debt Service 1,350,775 1,163,622 1,163,622 2,505,395

Total Expenditures 1,350,775 1,163,622 1,163,622 2,505,395

Transfers Transfers In 1,350,775 1,163,622 1,163,622 2,505,395

Fund Balance - June 30$ - $ - $ - $ -

270 CITY OF BAKERSFIELD FINANCIAL SUMMARY BAKERSFIELD REDEVELOPMENT AGENCY MILL CREEK OLD TOWN KERN-PIONEER

Amended Revised Adopted Actual Budget Estimates Budget 2008-09 2009-10 2009-10 2010-11

Fund Balance - July 1$ - $ (819,882) $ - $ -

Revenues Other Financing Sources 6,892,953 819,882 3,066,555

Total Revenues 6,892,953 819,882 3,066,555

Expenditures Capital Improv. Projects 6,892,953 3,066,555

Total Expenditures 6,892,953 3,066,555

Fund Balance - June 30$ - $ - $ - $ -

271 THIS PAGE INTENTIONALLY LEFT BLANK

272 CAPITAL IMPROVEMENTS THIS PAGE INTENTIONALLY LEFT BLANK 273 Honorable Mayor and City Council FY 2010-2015 Adopted CIP - Letter of Transmittal July 1, 2010 Page 2

Capital Improvement Program Budget Highlights:

Thomas Roads Improvement Program (TRIP) Projects:

The amount budgeted for TRIP projects totals $54,197,000, which is comprised of $12,411,840 in federal funds, $12,435,160 in Traffic Impact Fee revenue as the source of the local match for the federal funds, an allocation in the amount of $24,000,000 in state funds approved by the California Transportation Commission, and $5,350,000 in additional PG&E Surcharge revenues, that were designated for road projects by the City Council, as follows: • 24th Street Widening from SR-99 to “M “Street - $3,200,000 • Expansion of the intersection at Oak Street and 24th Street - $600,000 • Widening of Rosedale Highway - $1,350,000 • Morning Drive / SR-178 Interchange - $9,000,000 • Westside Parkway – All Phases - $40,047,000

Reconstruction of Various Streets:

The budget includes two (2) projects that directly tie to Council goals for the street maintenance program with funding from the following sources: Federal Transportation funds in the amount of $1,991,925 and Gas Tax funds, as the source of the local match, in the amount of $258,075. These projects will rehabilitate pavement on Truxtun Avenue from Commercial Way to Oak Street as well as on Stine Road from Pacheco Road to White Lane.

Resurfacing Funds for Public Works Streets Division:

The CIP budget includes Capital Outlay funds in the amount of $3,500,000 and Gas Tax (Proposition 42) funds in the amount of $750,000 for the Streets Division to continue street resurfacing/reconstruction work.

Street Improvements:

Transportation Development funds are budgeted in the amount of $2,500,000 for six (6) street improvement projects, as follows: • California Avenue at Chester Avenue. • Coffee Road south of Goesling Avenue. • East side of Stine Road between Berkshire Road and Panama Lane. • East side of Calloway Drive from Lake Superior Drive to Norris Road. • Wible Road from Berkshire Road to Panama Lane. • Buena Vista Road from Campus Park Drive to White Lane.

274 Honorable Mayor and City Council FY 2010-2015 Adopted CIP - Letter of Transmittal July 1, 2010 Page 3

Traffic Signal Coordination:

A project to expand the City’s signal communication network will be funded 88.53 percent with federal Congestion Management Air Quality (CMAQ) funds and 11.47 percent with Gas Tax funds.

New Traffic Signals:

There are a total of two (2) new traffic signal projects in the CIP. The budget includes federal funds with the match from Transportation Development funds to install one (1) new traffic signal at the intersection of Akers Road and Berkshire Road. Traffic Development funds are also budgeted to install one (1) new traffic signal at the intersection of Akers Road and Hosking Avenue.

Repair of Oak Street Bridge:

Gas Tax funds are budgeted in FY 2010-11 for the first of a two-phase project to repair the Oak Street bridge. This first phase will replace the major expansion joint gaskets and repair some damaged concrete. The second phase, planned to occur in FY 2011-12, will replace the rest of the expansion joint gaskets and seal the bridge deck.

Sewer Rehabilitation Projects:

Sewer funds are budgeted in the amount of $5,270,000 for two (2) sewer rehabilitation projects, as follows: • Sewer line on “P” Street from Brundage Lane to 13th Street. • Sewer line on Gosford Road from Panama Lane to the District Boulevard lift station.

Solid Waste Projects:

Refuse Collection funds are budgeted in the amount of $475,000 for three (3) projects. Per Agreement No. 08-087 with Kern County, 30.0 percent of these projects will be funded by the County, as follows: • Truck tarping station to provide a platform with a railing to safely install tarps over loads of compost and wood chips. • Pilot project at the Mt. Vernon Recycling Facility to sample different equipment and help plan for the construction of a system to comply with a new San Joaquin Air Pollution Control District Rule which will require the control of air emissions from greenwaste compost piles by 2012.

275 Honorable Mayor and City Council FY 2010-2015 Adopted CIP - Letter of Transmittal July 1, 2010 Page 4

• Paving of the dirt surface of the wood and greenwaste recycling work area at the Mt. Vernon Recycling Facility.

Community Development Block Grant Fund (CDBG):

Public Works Projects – CDBG funding is budgeted for several Public Works projects as follows: • Municipal Airport Landscaping – This $200,000 project will install landscaping and fencing around the perimeter of the airport. General Aviation funds in the amount of $50,000 are also budgeted for this project. • Curb & Gutter - Belle Terrace – This $500,000 project will install curbs and gutters needed in this area to resolve pavement failures caused by standing water. • Curb & Gutter – Beale Area – This $500,000 project will install curbs and gutters needed in this area to resolve pavement failures caused by standing water. • Alley, Sidewalk, and Curb Refurbishment – This $431,401 project will reconstruct the alleyway, sidewalk and curbs between “G”, “H”, 18th, 19th Streets adjacent to the Padre Hotel.

Parks Projects – CDBG funding is budgeted in the amount of $163,084 for three (3) Parks projects, including: • Installation of shade structures over the existing playground equipment at MLK Park and replacement of the bleachers located in the MLK Community Center Gym. • Installation of shade structures over the existing playground equipment at Jefferson Park and • Installation of shade structures over the existing playground equipment at Planz Park.

Water Resources Projects:

Significant projects for the Water Resources Department are as follows: • Construction of one (1) water well located west of Buena Vista Road and south of Bolthouse Drive to increase production capacity due to moderate growth of the system. • New water main extensions to provide water service to new parcels and tracts and to ensure there is adequate water pressure throughout the existing system to meet demand within the total service area. • Upgrade of chlorine vessels at seven wellhead facilities throughout the system.

276 Honorable Mayor and City Council FY 2010-2015 Adopted CIP - Letter of Transmittal July 1, 2010 Page 5

• Final engineering and construction phase of up to seven (7) miles of pipeline from the new Bakersfield Water Treatment Plant into the southern portion of the City’s domestic water service area. The new water treatment plant is a joint funded project with California Water Service.

Narrow Banding of Communication Equipment:

This is a multi-year project to replace old broadband infrastructure equipment (receivers, comparators, and repeaters) to the FCC required narrow band capacity by December 2012. Funds in the amount of $225,000 are budgeted in the Capital Outlay Fund for FY 2010-11.

Airport Projects:

General Aviation funds are budgeted in the amount of $108,000 and Federal Aviation Administration funds in the amount of $150,000 for three (3) projects at the City’s airport, as follows: • Reconstruction of the meeting room adjacent to the EAA hangar. • Installation of landscaping and fencing around the perimeter of the airport. CDBG funds in the amount of $200,000 are also budgeted for this project as noted above. • Construction of an access road to the southwest hangar. This project will be predominantly funded with $150,000 in Federal Aviation Administration funds and the General Aviation Fund will provide the match in the amount of $8,000.

Improvements to Rabobank Arena/Ice Sports Center:

The FY 2010-11 CIP includes funds to replace two (2) of the five (5) compressors located at the Rabobank Arena and Ice Sports Center.

Summary

Staff is pleased to present the Capital Improvement Program budget five-year plan for 2010-2015, and the adopted FY 2010-11 Capital Improvement Program budget. The projects contained within these budgets represent a wide range of improvements to our infrastructure that will ensure the safety of our City facilities and enhance the aesthetics of our community. As our community grows, its needs will change. Staff has provided Council the necessary information to facilitate long-range planning and allow flexibility to address changing priorities.

277 Honorable Mayor and City Council FY 2010-2015 Adopted CIP - Letter of Transmittal July 1, 2010 Page 6

Thanks to Management Assistant Rick Kirkwood, Finance Director Nelson Smith, Assistant City Manager John W. Stinson, Civil Engineer IV Arnold Ramming, Assistant to the Public Works Director Georgina Lorenzi, Public Works Accountant Sharon Traynor, and Application Systems Supervisor T.S. Liew for their hard work in developing this information.

278 Capital Improvement Program Overview

THE CAPITAL IMPROVEMENT PROGRAM AND ANNUAL OPERATING BUDGET

The Capital Improvement Program (CIP) and the annual Operating Budget are complementary City plans. The CIP is a guide to new construction or improvements to the City’s infrastructure and facilities, ranging from road expansion to repairs on publicly owned buildings. The annual budget is a guide for the day-to-day operations of the City’s programs.

The annual budget process must take into account requirements of funding infrastructure, maintenance, and related operating costs.

REVENUE SOURCES AND PROJECTIONS

Revenue sources and projections for the Capital Improvement Program are developed in a manner similar to the revenue projections for the operating budget. Trends are studied, performance assumptions are generated, and from these assumptions, expenditure estimates are developed. However, since the CIP is a five-year plan, revenue projections must be made further into the future than those required by the operating budget. In addition to property taxes and sales taxes, the CIP is financed by:

Special assessments – Compulsory charges levied by the City to finance current or permanent public services to a particular group of persons or properties.

Grants – A grant is a contribution or gift of cash or other assets from another organization or governmental entity for use in a specific purpose, activity, or facility.

User fees – These represent payment for services which would not be provided to the individual if the fee were not paid.

Bond issues – The City sells bonds as a means of borrowing revenue for costly projects and repays the debt to the lender over an extended period of time.

Other – Sale proceeds from property, developer participation in improvement plans, and other miscellaneous sources.

Existing debt service payments are calculated so estimates can be made for the additional amount of debt that can be assumed in any given year. Once the new debt has been calculated and all other revenue sources identified, dollars are allotted to each project category for the planning period.

279 Capital Improvement Program Overview continued

HEARINGS AND ADOPTION

Once developed, the CIP is forwarded to the City Manager for review and then to the City Council. A hearing is held before the Planning Commission to determine consistency with the City’s General Plan and then the City Council to hear public comments on the CIP prior to adoption. The Council may modify, add, or delete projects.

IMPLEMENTATION

Once the CIP is adopted, City departments use it as a guide for implementing capital improvements. Departmental staff review the CIP to see what operating costs are involved in the new CIP improvements to be included in operating budget submittals.

BUDGETING FOR ONGOING OPERATING COSTS OF CIP PROJECTS

As a general practice, the proposed five-year Capital Improvement Program is developed and revised (from the prior year’s CIP) in a process that parallels development of the City’s proposed annual Operating Budget.

Departments are asked to estimate ongoing operating costs associated with CIP projects, so these can be considered along with the capital project cost. When completion of a project is known, these operating costs are included in the department’s operating budget requests. Future operating costs are considered when capital projects are reviewed and proposed for funding.

The new CIP program may include scheduled completion of projects in the next year that are not fully known at the time the annual operating budget is presented and adopted. The budget cycle includes a revision process for the current year budget that affords an opportunity to budget for new operating costs in a timely manner.

ADOPTED 2010-2015 CAPITAL IMPROVEMENT PROGRAM

The Capital Improvement Program and five-year budget for the City of Bakersfield for fiscal years 2010-2015 was adopted on June 30, 2010. By continuing the progress made in prior years, this CIP begins to lay the foundations for City Council’s emerging strategic vision and capitalizes on Bakersfield’s strengths.

The Adopted CIP is a capital program emphasizing five broad initiatives: • Enhancing the City’s transportation network; • Support of new growth and development;

280 Capital Improvement Program Overview continued

• Maintenance and construction of new City facilities; and, • Implementation of these initiatives without impacting previously approved capital projects.

Enhancing the City’s Transportation Network –

The City Council has continued its commitment to maintain and reconstruct streets and roads in the FY 2010-11 CIP. Approximately $13.9 million is budgeted to address citywide street maintenance/reconstruction issues. The amount budgeted is composed of federal transportation funds of $1,991,925 (T1K211); a local match of $258,075 from the City’s share of state gasoline taxes as accounted for within the Gas Tax Fund (T1K211); $3.5 million of one-time Capital Outlay Funds (T1K205); and, $750,000 of Prop 42 funds (T1K205). In addition, the Operating Budget includes $7.4 million for street materials and operating costs.

Operating Budget Impact – Approximately $7.4 million has been budgeted in the City’s Operating Budget for street materials and operating costs associated with these projects.

TRAFFIC SIGNAL COORDINATION – A project to expand the City’s signal communication network will be funded 88.53 percent with federal Congestion Management Air Quality (CMAQ) funds and 11.47 percent with Gas Tax funds.

Operating Budget Impact – This project will reduce the number of field trips to the signal locations to make signal timing changes, thus saving fuel and vehicle wear.

NEW TRAFFIC SIGNALS – There are a total of two (2) traffic signal projects in the CIP. The budget includes federal funds with the match from Transportation Development funds to install one (1) new traffic signal at the intersection of Akers Road and Berkshire Road. Traffic Development funds are also budgeted to install one (1) new traffic signal at the intersection of Akers Road and Hosking Avenue.

Operating Budget Impact – Each signal will create additional operating and maintenance costs in the amount of $2,800 for FY 2010-11.

The Thomas Roads Improvement Program (TRIP) Division of the Public Works Department has been working on the federally funded transportation projects the City is pursuing, including the Westside Parkway. TRIP is now housed at 900 Truxtun Avenue, working alongside Parsons Transportation Group personnel, County of Kern Roads Department staff, and CalTrans staff in the management and delivery of these projects. The City and KernCOG have been working with the California Transportation

281 Capital Improvement Program Overview continued

Commission (CTC) regarding the phasing of the Westside Parkway and how that phasing is identified in the State Transportation Improvement Program (STIP). The following phases will construct a high-capacity, east-west transportation corridor that: 1. Reduces congestion on existing east-west arterials in west Bakersfield; 2. Supports Bakersfield’s current and planned development west of SR-99; 3. Improves connectivity of the existing transportation network in Bakersfield; and, 4. Accommodates potential multimodal transportation facilities.

WESTSIDE PARKWAY – $40 Million is budgeted for the Westside Parkway project. These funds are to ensure completion of the segments of the project from Mohawk to Allen and for preliminary costs for the Truxtun tie-in.

Operating Budget Impact – There will be no impact on the Operating Budget until FY 2012-13 at the earliest when the project is anticipated to be completed. At that time, 1.5 miles of new asphalt arterial street, 6.2 miles of new concrete 6- lane freeway and 15 associated traffic signals will become the City’s responsibility to maintain. However, as both roadway facilities will be new, initial maintenance costs are anticipated to have minimal impacts on the Operating Budget. The freeway is currently planned to ultimately become part of the State of California highway system shortly after its completion with the State assuming the responsibility to maintain the facility.

Maintenance and Construction of City Facilities –

Investment in City facilities is a goal of the 2010-15 CIP.

P0K212 – REPLACE AIR CONDITIONING UNITS AT RABOBANK ARENA/ICE SPORTS CENTER – This project includes funds to replace two (2) of the five (5) compressors located at the Rabobank Arena and Ice Sports Center.

Operating Budget Impacts – This project will not create additional operating or maintenance costs and should reduce energy costs and the amount of repairs.

Support of New Growth and Development –

The City’s continuing growth and development could not occur without the Capital Improvement Program. Virtually every category of the CIP contains projects that will support the continued growth and prosperity of the region.

E4K114 – WWTP3 EXPANSION PROJECT – The City began to undertake this project in FY 2007-08. The $193 million expansion and upgrade of Wastewater Treatment Plant No. 3 will double the current treatment capacity of 16 million gallons per

282 Capital Improvement Program Overview continued

day to 32 million gallons per day in order to serve the residents of Bakersfield until the year 2025. The upgrades will allow removal of ninety-five percent (95%) of the primary wastewater constituents. This project will be funded by proceeds from the sale of bonds.

Operating Budget Impact – Completion of this project will result in additional operating and maintenance costs of $1 million in FY 2010-11 as compared to FY 2008-09. These costs will be recovered through sewer connection fees and adjustments to the sewer user rate. Future adjustments of the sewer user rate will depend on the amount of revenue collected through sewer connection fees to cover debt service and additional operating and maintenance costs.

E7J009 – WATER WELLS – The construction of one (1) additional water well will increase production capacity to meet the demand of steady growth within the City’s Domestic Water System.

Operating Budget Impact – Operation and maintenance of the City’s domestic water system is performed by California Water Service Co. under contract for a monthly fee of $10.66 per connection. The design phase of this project will not create additional operating or maintenance costs for the City of Bakersfield.

E5J102 – PUMP STATION UPGRADES – This project is to prepare for emergencies or power outages with a new program to add water storage tanks to various wells.

CIP Projects That Will Be Completed in FY 2010-11:

The following address the impacts on the Operating Budget of several major projects that will be completed in FY 2010-11.

P7C721 – SPORTS VILLAGE – Several park projects contribute to enhancing the quality of life in Bakersfield. The City is engaged in a design process for the 170- acre Sports Village to be located north of Taft Highway, west of Ashe Road, and east of Gosford Road. The Sports Village will include soccer, baseball, and football fields, and a community center. The first phase will include eight soccer fields which are expected to be completed in March 2011. Once completed, the soccer fields may be maintained by the Recreation and Parks Department.

Operating Budget Impact – The estimated maintenance cost of the 21-acre Phase I improvements is approximately $275,000 annually. In addition, one time

283 Capital Improvement Program Overview continued

start up costs for furniture, fixtures, and equipment are estimated at $62,000. Therefore, the impact on the FY 2011-12 Operating Budget for one time start up costs and three months of maintenance is estimated at $130,750.

P5C216 – MESA MARIN – Construction of Phase I improvements that include four lighted softball fields, concession/restroom building, and parking lot are scheduled to begin in September 2009. Construction is scheduled to be completed in June 2011.

Operating Budget Impact – The City will begin to maintain the seventeen acres of improvements upon completion at an estimated annual cost of $222,000. In addition, one time start up costs for furniture, fixtures and equipment are estimated at approximately $62,000. The Operating Budget impact for FY 2011- 12 will be the $62,000 in one time start up costs.

FINANCIAL SUMMARIES

The following pages contain financial summaries and additional information pertaining to the adopted 2010-2015 Capital Improvement Program Five-Year Plan. Information contained in the following tables are: Summary by Department; Funding Summary; and, Project Summary by Department.

SUMMARY

The adopted CIP reflects a schedule of projects that addresses critical needs in the community. As elected representatives of the citizens of Bakersfield, the Mayor and City Council establish the policy framework for development of the capital budget. The governing body has consistently coalesced around several focal points that reflect what has made Bakersfield a quality city and will position Bakersfield to continue to prosper.

These discussions with the Mayor and Councilmembers, individually and in workshops, as well as dialogue with other community leaders, citizen groups, and individual citizens provide the key factors for staff consideration in the formulation of the City’s operating and capital budgets as Bakersfield moves forward to: • Address major needs such as preserving public safety, making critical capital investments and targeting maintenance and repair dollars effectively; • Sustain continued economic development for continued prosperity in the City; • Serve priorities and needs identified by the community so improvements are responsive to the needs of the public; and, • Maintain a balanced budget.

284 Capital Improvement Program Overview continued

The adopted 2010-2015 Capital Improvement Program addresses critical capital needs, enabling the City to make capital investments to ensure Bakersfield continues to be a safe and clean city, while providing an essential investment in the promotion of future economic prosperity. Bakersfield has a sound transportation network and a quality water supply. The projection of capital projects includes sustaining existing capital assets while supporting amenities and a high quality of life in Bakersfield.

285 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 C.I.P. SUMMARY BY FUND

Thomas Roads Improvement Fund, $36,411,840 Agricultural and Domestic Water Funds, $5,190,000

Transportation Development Community 286 Fund, $15,418,131 Development Block Grant - CDBG, $1,794,485 Sewer Enterprise Fund, $5,520,000 Capital Outlay Fund - Refuse Collection COF, $9,210,000 Fund, $475,000 Federal Transportation Gas Tax Fund - FTF, $2,260,261 Fund, $1,498,868 General Aviation Fund, $258,000

TOTAL: $78,036,585 Key to Funding Codes

CODE DESCRIPTION SOURCE NUMBER

AWF Agriculture Water Fund Local 431 CDBG Community Development Block Grant Federal 111 COF Capital Outlay Fund Local 311/316/317 DWF Domestic Water Fund Local 441 FTF Federal Transportation Fund Federal 121 GAF General Aviation Fund Local 451 GTF Gas Tax Fund State 151 RCF Refuse Collection Fund Local 421 SEF Sewer Enterprise Funds Local 411/412 TDF Transportation Development Fund Local 331/335 TRIP Thomas Roads Improvement Program Federal/State 122/123/124 UNK Unknown - Source not available at this time Unknown Unknown

287 CITY OF BAKERSFIELD FISCAL YEAR 2010-11

Total Miles of Sewer Lines

1400 1200 1,055 1,057 1,059 962 1,025 1000 800 er Lines

w 600 400 Sewer Lines 200 2005 2006 2007 2008 2009 End of Calendar Year

Total Traffic Signals

400 337 350 325 302 312 310

ls 300 250 200

Signals 150 100 50 2005 2006 2007 2008 2009 End of Calendar Year

City Street Miles

1,5001,500 1,300 1,236 1,240 1,243 1,069 1,134 1,100 900 700

Street Miles 500 300 2005 2006 2007 2008 2009 End of Calendar Year

288 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2010-2015 SUMMARY BY DEPARTMENT

Department FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 Total

Public Works$ 72,683,501 $ 144,301,260 $ 131,014,000 $ 164,721,000 $ 455,124,000 $ 967,843,761 Recreation and Parks 163,084 163,084 Water Resources 5,190,000 3,230,000 2,150,000 2,150,000 2,150,000 14,870,000 Total$ 78,036,585 $ 147,531,260 $ 133,164,000 $ 166,871,000 $ 457,274,000 $ 982,876,845 289 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN 2010-2015 FUNDING SUMMARY

Source Fund Funding Source Description FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 Total

AWF 431 Agricultural Water Fund$ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 CDBG 111 Community Development Block Grant 1,794,485 1,794,485 COF 311/316/317 Capital Outlay Fund 9,210,000 1,270,111 560,000 125,000 120,280,074 131,445,185 DWF 441 Domestic Water Fund 5,090,000 3,130,000 2,050,000 2,050,000 2,050,000 14,370,000 FTF 121 Federal Transportation Fund 2,260,261 2,289,290 4,549,551 GAF 451 General Aviation Fund 258,000 125,000 75,000 50,000 50,000 558,000 GTF 151 Gas Tax Fund 1,498,868 638,889 2,137,757 RCF 421 Refuse Collection Fund 475,000 475,000 SEF 411/412 Sewer Enterprise Fund 5,520,000 3,463,000 15,285,000 250,000 250,000 24,768,000 TDF 331/335 Transportation Development Fund 15,418,131 28,375,498 47,698,469 33,121,099 146,048,241 270,661,438 290 TRIP 122/123/124 Thomas Roads Improvement Fund 36,411,840 108,139,472 67,395,531 131,174,901 188,495,685 531,617,429 Total$ 78,036,585 $ 147,531,260 $ 133,164,000 $ 166,871,000 $ 457,274,000 $982,876,845

North Bakersfield Recreation and Parks District$ - $ - CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS

Proj. Project Title Ward Source Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 Total

Current Year Proposed Projects:

P1K207 AIRPORT EAA MEETING ROOM 1 GAF 451$ 50,000 $ - $ - $ - $ - $ 50,000 P9K119 AIRPORT LANDSCAPING 1 CDBG 111 200,000 200,000 P9K119 AIRPORT LANDSCAPING 1 GAF 451 50,000 50,000 50,000 50,000 50,000 250,000 T1K226 AIRPORT S.W. ACCESS ROAD 1 GAF 451 158,000 158,000 T1K202 ALLEY REFURB & SDWK PADRE 2 CDBG 111 431,401 431,401 P0K212 ARENA / ICE CTR-COMPRSSORS 2 COF 311 35,000 75,000 110,000 P1K104 COMPOST AIR EMISSIONS 1 RCF 421 200,000 200,000 T1K201 CURB & GUTTER BEALE AREA 2 CDBG 111 500,000 500,000 291 T1K200 CURB & GUTTER BELLE TERRA 1 CDBG 111 500,000 500,000 T1K206 MISC CONCRETE CONSTRUCTIO VAR GTF 151 50,000 50,000 T1K208 MISC ROW ACQUISTIONS VAR TDF 331 100,000 300,000 300,000 300,000 300,000 1,300,000 T1K209 MISC TRANSP CONSTRUCTION VAR TDF 331 150,000 200,000 200,000 200,000 200,000 950,000 P1K201 MT VERNON PAVED AREA #3 1 RCF 421 100,000 100,000 Q0K103 NARROWBAND RADIO CHANNELS VAR COF 311 225,000 225,000 450,000 E1K204 PLANT 2 MISC IMPROVEMENTS 1 SEF 411 250,000 250,000 250,000 250,000 250,000 1,250,000 T1K211 PVMT REHAB 10-11 RSTP 6 GTF 151 258,075 258,075 T1K211 PVMT REHAB 10-11 RSTP 6 FTF 121 1,991,925 1,991,925 P1K203 RECOAT CHN VISITOR PARKNG 2 COF 311 75,000 40,000 115,000 T9K119 REPAIR OF OAK ST BRIDGE 2 GTF 151 330,000 372,000 702,000 T1K215 REPLC FAILD/DAMAGE ST LTS VAR COF 311 25,000 25,000 25,000 25,000 25,000 125,000 T1K205 RESURFACING STS DIV 10-11 VAR GTF 151 750,000 750,000 T1K205 RESURFACING STS DIV 10-11 VAR COF 311 3,500,000 3,500,000 TRRH10 ROSEDALE/24TH - SR43-SR99 4 TDF 335 270,000 2,225,280 8,283,870 10,779,150 TRRH10 ROSEDALE/24TH - SR43-SR99 4 TRIP 122 1,080,000 974,720 10,616,130 12,670,850 TRRH30 ROSEDALE/24TH-ELM-D ST 2 TDF 335 367,040 2,100,560 13,332,870 15,800,470 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS

Proj. Project Title Ward Source Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 Total

Current Year Proposed Projects (Continued):

TRRH30 ROSEDALE/24TH-ELM-D ST 2 TRIP 122 2,832,960 9,999,440 3,767,130 16,599,530 TRRH20 ROSEDALE/24TH-OAK INTERCH 2 TDF 335 68,820 194,990 1,536,980 1,800,790 TRRH20 ROSEDALE/24TH-OAK INTERCH 2 TRIP 122 531,180 1,505,010 11,863,020 13,899,210 E7K103 SEWER REHAB GOSFORD RD 6 SEF 412 2,460,000 2,460,000 T1K212 SIG MOD MISCELLANEOUS VAR GTF 151 100,000 100,000 T1K204 SIG NEW AKERS/BERKSHIRE 7 FTF 121 185,029 185,029 T1K204 SIG NEW AKERS/BERKSHIRE 7 TDF 331 23,971 23,971 T1K203 SIG NEW AKERS/HOSKING 7 TDF 331 209,000 209,000 292 TRSR10 SR178-MORNING DR INTERCH 3 TDF 335 1,032,300 5,127,090 6,159,390 TRSR10 SR178-MORNING DR INTERCH 3 TRIP 122 7,967,700 39,572,910 47,540,610 T1K224 ST IMP BV-CMPS RK TO WHIT 5 TDF 331 97,000 581,000 678,000 T1K213 ST IMP CALIF W/OF CHESTR 1, 2 TDF 331 233,000 233,000 T1K220 ST IMP CALLOWAY AT NORRIS 4 TDF 331 717,000 717,000 T1K216 ST IMP COFFEE/GOESLING 4 TDF 331 517,000 207,000 724,000 T1K219 ST IMP STINE/BERKS/PANAMA 6, 7 TDF 331 220,000 220,000 T1K221 ST IMP WIBLE BERK/PANAMA 7 TDF 331 716,000 716,000 E1K205 SWRRHB P_BRUDGE 13TH 1 SEF 411 2,810,000 2,810,000 T1K207 TR SIG INTERC STOCKDALE 4 GTF 151 10,793 10,793 T1K207 TR SIG INTERC STOCKDALE 4 FTF 121 83,307 83,307 P1K103 TRUCK TARPING STATION 1 RCF 421 175,000 175,000 T9WP40 WEST PKWY TRUX-MOHAWK 2 TRIP 123 24,000,000 24,000,000 T9WP00 WESTSIDE PKWY ALL PHASES VAR TDF 335 10,697,000 10,697,000 T9WP00 WESTSIDE PKWY ALL PHASES VAR COF 316 5,350,000 5,350,000 Total Current Year Proposed Projects $ 72,683,501 $ 63,910,000 $ 50,225,000 $ 825,000 $ 940,000 $ 188,583,501 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS

Proj. Project Title Ward Source Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 Total

Future Year Proposed Projects:

PZK203 AIRPORT-PNT SHADPRT/HNGRS 1 GAF 451$ - $ 75,000 $ - $ - $ - $ 75,000 PZK202 AIRPORT-REPLACE BEACON 1 GAF 451 25,000 25,000 PZK108 AUTO HVAC CNTRL SYS 2 COF 311 265,000 435,000 700,000 T3K041 BRG CONST, HOSKING AT 99 7 TDF 331 1,000,000 1,000,000 2,000,000 4,000,000 TRCC30 CENTCORR-HAGEMAN FLYOVER 2, 4 TDF 335 2,600,000 13,000,000 47,500,000 63,100,000 TRCC10 CENTENNIAL CORR SOUTH 2 TDF 335 3,250,598 4,320,749 16,995,099 96,048,241 120,614,687 TRCC10 CENTENNIAL CORR SOUTH 2 COF 316 120,040,074 120,040,074 TRCC10 CENTENNIAL CORR SOUTH 2 TRIP 122 25,089,402 33,349,251 131,174,901 188,495,685 378,109,239 293 TZK201 CHSTR BRDGE-CLN&INSTL GRD 3 COF 311 88,000 88,000 PZK109 EMER GENRATR@ 1600 TRXTUN 2 COF 311 300,000 300,000 TZK173 PLANT 4 LAND ACQUISITION UNK SEF 412 14,000,000 14,000,000 P0K211 RABO ARENA/CC MISC IMPROV 2 COF 311 100,000 100,000 100,000 100,000 400,000 PZK204 RE-ROOF CITY HALL NORTH 2 COF 311 260,000 260,000 E9K107 SEWER LIFT REHAB 24TH/OAK 3 SEF 411 1,943,000 1,943,000 EZK038 SEWR LIFT STA HAGEMAN/JEW 4 SEF 412 255,000 255,000 EZK039 SEWR LIFT STA OLIVE/CALLO 4 SEF 412 255,000 255,000 TZK203 SIG NEW PANAMA/RELIANCE 6 TDF 331 23,970 23,970 TZK203 SIG NEW PANAMA/RELIANCE 6 FTF 121 185,030 185,030 TZK210 SIG NEW S UNION/BERSHIRE 2 TDF 331 180,000 180,000 TZK213 SIG NEW STINE/MCKEE 6, 7 TDF 331 316,000 316,000 TRSR30 SR178 WIDENING 3 TDF 335 2,301,690 17,200,000 19,501,690 TRSR30 SR178 WIDENING 3 TRIP 122 4,998,310 7,800,000 12,798,310 TZK214 ST IMP HAGEMAN E/OF JWETA 4 TDF 331 560,000 385,000 945,000 TZK212 ST IMP HOSKING W/OF WIBLE 7 TDF 331 201,000 650,000 851,000 TZK215 ST IMP HOSKING/MON/UNION 7 TDF 331 267,000 591,000 858,000 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT PUBLIC WORKS

Proj. Project Title Ward Source Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 Total

Future Year Proposed Projects (Continued):

TZK211 ST IMP STOCKDALE PARKWAY 1 FTF 121 201,520 201,520 TZK211 ST IMP STOCKDALE PARKWAY 1 GTF 151 27,480 27,480 T8K127 ST IMPROV BRIMHALL/RENFRO 4 TDF 331 385,000 385,000 T7K140 STIMP HOSKING/WBL/HGH 7 TDF 331 1,278,000 1,278,000 PZK200 STIMPR CALLOWAY WEIR BP 3 FTF 121 54,889 54,889 PZK200 STIMPR CALLOWAY WEIR BP 3 COF 311 7,111 7,111 EZK203 SWRRHB BRUNDAGE, A TO CHE 1, 2 SEF 411 129,000 129,000 EZK202 SWRRHB CALIF, P TO UNION 1, 2 SEF 411 684,000 684,000 294 EZK204 SWRRHB MING, CASTR TO CHS 1, 7 SEF 411 222,000 222,000 EZK201 SWRRHB MT VERNON 3RD HEN 1 SEF 411 760,000 760,000 TZK205 TOC UPGRADE N/A GTF 151 45,162 45,162 TZK205 TOC UPGRADE N/A FTF 121 348,588 348,588 TZK209 TR SIG INTERC GOSFORD 5, 6 GTF 151 12,590 12,590 TZK209 TR SIG INTERC GOSFORD 5, 6 FTF 121 97,180 97,180 TZK206 TR SIG INTERC MONITOR 5, 7 GTF 151 30,580 30,580 TZK206 TR SIG INTERC MONITOR 5, 7 FTF 121 236,020 236,020 TZK207 TRAFFIC MON CAMERA CHESTE 2, 4 GTF 151 65,147 65,147 TZK207 TRAFFIC MON CAMERA CHESTE 2, 4 FTF 121 502,823 502,823 TZK208 TRAFFIC MON CAMERA GOSFOR 4, 5 GTF 151 85,930 85,930 TZK208 TRAFFIC MON CAMERA GOSFOR 4, 5 FTF 121 663,240 663,240 T9WP60 WESTSIDE PARKWAY PH-6 4 TRIP 123 25,999,680 25,999,680 T9WP60 WESTSIDE PARKWAY PH-6 4 TDF 335 7,600,320 7,600,320 Total Future Year Proposed Projects $ - $ 80,391,260 $ 80,789,000 $ 163,896,000 $ 454,184,000 $ 779,260,260

Total Current & Future Year Proposed Projects $ 72,683,501 $ 144,301,260 $ 131,014,000 $ 164,721,000 $ 455,124,000 $ 967,843,761 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT RECREATION AND PARKS

Proj. Project Title Ward Source Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 Total

P1C203 BLEACHRS/PLAY SHADE @ MLK 1 CDBG 111 $ 83,998 $ - $ - $ - $ - $ 83,998 P1C201 PLAYGRND SHADE @ PLANZ 7 CDBG 111 38,726 38,726 P1C202 PLGRND SHADE @ JEFFERSON 2 CDBG 111 40,360 40,360 Total $ 163,084 $ - $ - $ - $ - $ 163,084 295 CITY OF BAKERSFIELD CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR PLAN PROJECT SUMMARY BY DEPARTMENT WATER RESOURCES

Proj. Project Title Ward Source Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 Total

E6J002 CANAL/STORM DRAIN FENCING VAR AWF 431$ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 300,000 35J102 PUMP STATION UPGRADES 4, 6 DWF 441 250,000 250,000 250,000 250,000 250,000 1,250,000 P6J001 ROAD BASE VAR AWF 431 40,000 40,000 40,000 40,000 40,000 200,000 E9J102 SERV CONNECTION REPL PROG 4, 5, 6 DWF 441 460,000 300,000 300,000 300,000 300,000 1,660,000 E9J101 TRANSMISSION LINE 5, 6 DWF 441 1,800,000 1,800,000 E6J007 WATER MAIN EXTENSIONS 4, 5, 6 DWF 441 450,000 450,000 450,000 450,000 450,000 2,250,000 E7J009 WATER WELLS 4, 6 DWF 441 1,050,000 1,050,000 1,050,000 1,050,000 1,050,000 5,250,000 E1J102 WELLHEAD FACIL UPGRADES 4, 6 DWF 441 1,080,000 1,080,000 2,160,000 Total $ 5,190,000 $ 3,230,000 $ 2,150,000 $ 2,150,000 $ 2,150,000 $ 14,870,000 296 APPENDICES THIS PAGE INTENTIONALLY LEFT BLANK Appendices

The appendices section of the budget document includes the City Council Goals & Guiding Principles updated in January 2010. This document is the basis in the development of citywide department goals and objectives to be implemented during fiscal year 2010-11.

This section also includes the City’s financial policies, including the investment policy, the budget amendment process, basis of accounting and budgeting, and the budget calendar. The schedules in this section offer demographic and economic indicators to help the reader understand the environment and how the information in the City’s budget relates to the services the City provides and the activities it performs.

CONTENTS

City Council Goals and Guiding Principles ...... 298 City Budget Process ...... 330 Operating Budget ...... 332 Basis of Accounting and Budgeting ...... 333 Investment Policy ...... 335 Budget Amendment Process ...... 336

LIST OF EXHIBITS

City Council Ward Boundaries Map ...... 309 Miscellaneous Statistics ...... 310 Miscellaneous Statistics Graphs ...... 311 Governmental Activities Tax Revenue by Source ...... 312 Principal Property Taxpayers ...... 313 Assessed Value of Taxable Property (Table) ...... 314 Assessed Value of Taxable Property (Graphs) ...... 315 Sales Tax Revenue Payers by Industry ...... 316 Demographic and Economic Statistics ...... 317 Property Value and Construction ...... 318 Operating Indicators by Function ...... 319 Capital Asset Statistics by Function ...... 320 Personnel Complement by Division ...... 321 Salary Schedule ...... 323 Budget Calendar ...... 331

297 City of Bakersfield

City Council Goals

JANUARY 2010

298 CITY OF BAKERSFIELD

City Council Goals - January 2010

GOAL #1: PROVIDE QUALITY PUBLIC SAFETY SERVICES

GOAL 1.1 : PROVIDE CONSISTENT POLICE SERVICES THAT SUPPORT AND ENHANCE PROACTIVE LAW ENFORCEMENT INCLUDING CITY-WIDE EFFORTS TO REDUCE GANG VIOLENCE, ILLEGAL DRUG USE, DOMESTIC VIOLENCE AND CHILD ABUSE.

Target Actions to Meet Goal:

1. Plan for and develop funding mechanisms for proposed substations and associated staffing when possible. Continue efforts to increase Police patrol and progress towards a goal of 1.3 officers per 1,000 population.

2. Pursue and coordinate Homeland Security programs and facilitate information sharing with state and federal agencies regarding regional security concerns.

3. Enhance the City’s graffiti enforcement efforts using community education, information on the City’s graffiti Web site, City crews and volunteer clean-up efforts, and Police enforcement. Work with the City Attorney’s office to prosecute “quality of life” misdemeanors in conjunction with the District Attorney’s Office.

4. Work with Kern County Sheriffs Office and other agencies involved in the Safe Neighborhoods and Community Relations Committee and the Joint City/County Standing Committee to Combat Gang Violence to reduce gang related crime through prevention, intervention and suppression activities.

5. Promote park safety by utilizing traditional police patrol, specialized park patrol, and video technology.

6. Reduce Part 1 and quality of life crimes through directed policing practices and strategies that utilize crime analysis to identify crime trends and heavy calls for service locations. Utilizing the resources of Crime Prevention, proactively work with neighborhoods, commercial areas and schools to make individuals and property less attractive to the criminal element.

GOAL 1.2 : PROVIDE CONSISTENT FIRE AND RELATED EMERGENCY SERVICES THROUGHOUT BAKERSFIELD.

Target Actions to Meet Goal:

1. Determine fire service needs and future station locations based on planned growth within the Metropolitan General Plan. Implement new station development plans (Pursuant to Joint Powers Agreement with County, including funding the construction and staffing of Station #12 and Station #14).

City Council Goals - January 13, 2010 Page 2 Note: Goals without target completion dates are ongoing.

299 GOAL #2: ENHANCE THE CITY'S TRANSPORTATION NETWORK

GOAL 2.1 : MAINTAIN AND IMPROVE THE QUALITY OF EXISTING SURFACE STREETS AND ARTERIALS BY CONTINUING TO ENHANCE THE ROAD RESURFACING PROGRAM, INCLUDING INCREASING FUNDING FOR STREET MAINTENANCE.

Target Actions to Meet Goal:

1. Evaluate the condition of city streets and implement a plan to achieve street resurfacing improvements. Develop strategies for reconstruction of segments of selected arterial streets, based on priority, using state and federal road funds or other available funding sources. Set aside one-time eligible monies as a priority for street maintenance projects as they become available.

2. Implement a long term program for reconstruction of arterial streets using recurring state road funds and pursue a plan through KernCOG using 10% of state road funds allocated for Bakersfield for rehabilitation of local streets and roads.

3. Pursue all new revenue sources from the recently passed state transportation bond. Identify, through KernCOG, additional transportation augmentation funding.

GOAL 2.2 : IMPLEMENT THE THOMAS ROADS IMPROVEMENT PROGRAM (TRIP) PROJECTS AS PROMPTLY AS POSSIBLE.

Target Actions to Meet Goal:

1. Work with the County and other governmental entities to cooperatively plan for and fund multi-jurisdictional transportation facilities in the metropolitan area.

2. Implement the Thomas Roads Improvement Program including:

a. Construction of Westside Parkway Phase I and II (Completion 2012), 7th Standard Road widening and State Route 99 Interchange (Completion 2010).

b. Completion of environmental, land acquisition and design work for State Route 178 and Morning Drive Interchange (begin construction winter 2011); State Route 178 widening (begin construction winter 2012); Rosedale Highway widening (begin construction winter 2011); 24th Street Improvements (begin construction winter 2012); Hageman Flyover project (begin construction winter 2013); and Centennial Corridor project (begin construction summer 2015.

3. Pursue the prudent acquisition of needed properties on designated transportation corridors from willing sellers with available funds designated for transportation purposes.

GOAL 2.3 : IMPLEMENT THE CONSTRUCTION OF THE WESTSIDE PARKWAY AS PROMPTLY AS POSSIBLE.

Target Actions to Meet Goal:

1. Westside Parkway construction from Mohawk to Allen Road to begin October 2009. (Target Completion Date: October 2012)

City Council Goals - January 13, 2010 Page 3 Note: Goals without target completion dates are ongoing.

300 2. Encourage completion of the Westside Parkway by accessing state and other funds.

GOAL 2.4 : MAINTAIN AND CONSTRUCT TRAILS FOR CYCLING, WALKING, JOGGING AND EQUESTRIAN USES.

Target Actions to Meet Goal:

1. Recognize the link between land use and transportation through adoption and implementation of General Plan policies including development and transportation standards which promote a balanced transportation system of pedestrian, bicycle, transit, and motor vehicles. Explore alternative development concepts which promote pedestrian and transit oriented communities.

2. Continue to expand and develop trails and bikeways by promoting the connectivity of new and existing trails within the city to the existing Kern River Bike Path.

3. Work with local bicycle organizations to identify new bicycle facilities. Encourage installation of bicycle parking areas in the downtown and in private developments.

4. Retrofit existing neighborhoods to be more pedestrian friendly and provide for pedestrian friendly thoroughfares in new developments.

GOAL #3: CONTINUE POSITIVE DOWNTOWN AND MAJOR MIXED USE DEVELOPMENT PROJECTS

GOAL 3.1 : ENCOURAGE IMPROVEMENTS TO THE DOWNTOWN.

Target Actions to Meet Goal:

1. Encourage commercial development that includes plazas, pocket parks and water features.

2. Encourage the use of trees and flowers, lighting, street furniture, water features, canopies, public art, signage, flags. Use surface material that enriches the paving options on our streets, sidewalks, and curbing.

3. Expand the downtown street light design and streetscape design, and incorporate benches, refuse containers, tables and chairs and explore the use of solar lighting.

4. Coordinate the development and construction of the Federal Courthouse with GSA (Target Completion Date: 2011)

5. Pursue creation of identifiable districts within the downtown - arts, education, theater, government, finance, etc.

6. Encourage quality downtown housing developments which bring families to the downtown area.

7. Pursue property acquisition in the downtown from willing sellers for projects that fulfill stated downtown planning objectives.

8. Ensure that the future freeway system provides ample and easy access to the downtown area.

City Council Goals - January 13, 2010 Page 4 Note: Goals without target completion dates are ongoing.

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9. Address downtown parking needs by developing a comprehensive plan in cooperation with public and private downtown interests which addresses joint use and other creative ways to integrate parking downtown.

10. Improve Q Street corridor from 24th Street to California Avenue to encourage new redevelopment opportunities (Target Completion Date: 2011)

GOAL 3.2 : PURSUE DEVELOPMENT OF THE MILL CREEK PROJECT.

Target Actions to Meet Goal:

1. Complete linear trail along the Kern Island Canal to become a focus for redevelopment, community activities and outdoor enjoyment as part of the Mill Creek Project. (Target Completion Date: December 2009)

2. Develop concepts for projects which contain the following elements: entertainment, trees, landscaping, water features, canopies, family activities, pedestrian-friendly design, safety, attractiveness. Minimize the negative aspects of railroad.

3. Provide green space for walking, relaxing, jogging, biking, and picnicking. Provide a pedestrian friendly atmosphere by linking the parks with a canal system. (Target Completion Date: Phase II – 2010)

4. Continue to build on the success of the Convention Center Hotel, Centennial Plaza, Rabobank Arena, Amtrak Station, McMurtrey Aquatic Center, and Ice Sports Center by promoting mixed use development that supports entertainment venues, restaurants, commercial and retail businesses and housing. Identify underutilized and blighted properties in the downtown core area as potential sites for improvement.

5. Implement $10.8 million Proposition 1C projects for Mill Creek: (Target Completion Date: Dec 2012)

a. Sister City friendship gardens in Central Park b. Mill Creek Plaza at 17th Street c. Q Street streetscape improvements from California Avenue to 24th Street d. South Mill Creek Village interior streets located on “R”, “S, 13th, and 14th streets between railroad tracks and California Avenue.

GOAL 3.3 : ENCOURAGE HOUSING AND MIXED USE DEVELOPMENT PROJECTS.

Target Actions to Meet Goal:

1. Promote mixed use development that includes landscaping and innovative urban design elements, urban housing, restaurants, retail and other commercial uses.

2. Complete the mixed use development in the Southeast and Old Town Kern (Baker and Kentucky Streets) Redevelopment areas. (Target Completion Date: December 2010)

3. Implement affordable housing development in the Southeast and Old Town Kern Redevelopment areas.

City Council Goals - January 13, 2010 Page 5 Note: Goals without target completion dates are ongoing.

302 4. Complete housing and mixed-use developer projects associated with Mill Creek project. A total of 286 residential units will be under development including the following:

a. 19th Street Plaza - 67 Senior apartment units b. Creekview Villas - 36 upscale townhomes c. Mill Creek Courtyard - 57 units d. South Mill Creek Apartments (Chelsea) - 70 units e. 20th Street Senior Apartments - 56 units

GOAL #4: PLAN FOR GROWTH AND DEVELOPMENT

GOAL 4.1 : PROVIDE FOR THE LOGICAL PLANNED GROWTH AND DEVELOPMENT OF THE CITY.

Target Actions to Meet Goal:

1. Update Metropolitan Bakersfield General Plan including planning for infrastructure and delivery of public services.

2. Complete construction of the upgrade/expansion of Wastewater Treatment Plant No. 3. (Target Completion Date: Spring 2010)

3. Facilitate annexations where staff is sensitive to the areas and where support starts with the neighbors. Provide information to explain financial incentives or other benefits of annexation, including water and sewer service, which encourage urban areas in the County to be annexed into the City.

4. Work with major corporations/homebuilders and land owners to facilitate master planned additions to Bakersfield including the use of development agreements.

5. Encourage the use of development agreements which provide for cohesive design and transportation elements and standards to unify master planned communities.

6. Develop strategies to reduce consumption of prime agricultural land for urban development.

7. Plan for development of City facilities such as fire stations, police stations, parks, and water facilities such as wells and pumps, etc., with other governmental agencies and organizations and locate such facilities in a manner which will provide economies of scale, reduce costs, and maximize the public benefit of City facilities and other related public facilities.

GOAL 4.2 : PROVIDE FOR AND PROTECT THE CITY’S WATER SUPPLY.

Target Actions to Meet Goal:

1. Vigorously defend against any potential threats to the City’s water supply and water rights.

2. Provide for future growth and water demands by planning for water facilities in advance of development.

3. Pursue opportunities to increase the water supply available to the City.

City Council Goals - January 13, 2010 Page 6 Note: Goals without target completion dates are ongoing.

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4. Participate in hearings through the State Water Resources Control Board to obtain rights to unappropriated Kern River water

GOAL 4.3 : ENCOURAGE THE DEVELOPMENT OF AFFORDABLE HOUSING.

Target Actions to Meet Goal:

1. Support affordable housing for seniors and low/moderate income residents.

2. Encourage and support redevelopment project areas to promote development in the Old Town Kern-Pioneer and Southeast areas of Bakersfield through use of redevelopment, community planning efforts, and other available revitalization tools.

3. Streamline processes and provide incentives for first time homebuyers in blighted areas.

GOAL 4.4 : PROMOTE THE REDEVELOPMENT OF OLDER AREAS WITHIN THE CITY.

Target Actions to Meet Goal:

1. Encourage and support redevelopment and neighborhood improvements in Southeast Bakersfield and on Q Street between 24th and California Avenue as part of the Mill Creek project by providing streetlights, street repairs, and median island landscaping and streetscapes. (Target Completion Date: Phase I - 2011)

2. Develop policies for specific incentives for residential in-fill in blighted areas.

3. Continue program to improve existing median islands with landscaping and reduce water use by using decorative rock features in accordance with City standards throughout the city.

4. Continue code enforcement efforts to help maintain neighborhoods and improve visual standards.

GOAL #5: STRENGTHEN AND DIVERSIFY OUR ECONOMIC BASE

GOAL 5.1 : ENHANCE ECONOMIC DEVELOPMENT OPPORTUNITIES.

Target Actions to Meet Goal:

1. Continue to enhance the TEAM BAKERSFIELD concept and develop a fast-track process for establishing or retaining a business.

2. Encourage business retention through programs which collaborate with local organizations such as trade unions, vocational training centers, schools and universities to provide technical assistance, employee training resources and other business assistance.

3. Attract industries which are best suited to the advantages of our location, which include availability of energy production, access to major transportation corridors, and geographic diversity for film locations and recreational activities.

City Council Goals - January 13, 2010 Page 7 Note: Goals without target completion dates are ongoing.

304 4. Focus on improvements and opportunities within the Southeast and Old Town Kern Redevelopment Project areas, and the Incentive Area.

5. Implement job creation strategies identified in the Old Town Kern and Southeast Economic development plans which address high unemployment area needs by attracting targeted industries that provide higher paying jobs which can support families.

6. Assist in business expansion and job opportunities by encouraging development of workforce training and infrastructure development which are consistent with identified strategic business attraction goals and build on our existing economic base.

GOAL #6: PROMOTE COMMUNITY PRIDE AND IMAGE

GOAL 6.1 : IMPROVE THE VISUAL APPEARANCE AND LIVABILITY OF THE CITY.

Target Actions to Meet Goal:

1. Continue the campaign against littering (Keep Bakersfield Beautiful and CUB Programs) and graffiti. Encourage public participation in such volunteer efforts.

2. Create landscaped gateways, freeways and arterial roads. Improve freeway and entry point landscape standards.

3. Continue efforts to enhance the city’s urban forest by promoting the planting, proper care and maintenance of trees throughout the city.

GOAL 6.2 : PROVIDE QUALITY RECREATIONAL FACILITIES AND PROGRAMS.

Target Actions to Meet Goal:

1. Facilitate development and encourage corporate capital investments towards cultural and recreational facilities, including the use of grants, contributions, in-kind services and other unique or appropriate one-time funding sources which may become available, while limiting the use of General Fund revenues for such capital construction. Such facilities would include a performing and cultural arts center; community recreation buildings; aquatics facilities; and a multi-purpose stadium.

2. Pursue National Recreation and Park Association (NRPA) Accreditation to enhance, promote and foster community image.

3. Continue the operation of existing city swimming pools in a safe and cost effective manner.

GOAL 6.3 : CONSTRUCT NEW RECREATIONAL AND CULTURAL FACILITIES.

Target Actions to Meet Goal:

1. Complete design for 200+ acre complex to address soccer, baseball, aquatic facilities and related needs on Taft Highway. Awarded Bid for phase one development of eight lighted soccer fields. (Target Completion Date: Winter 2011)

City Council Goals - January 13, 2010 Page 8 Note: Goals without target completion dates are ongoing.

305 2. Complete design and begin construction of improvements to City recreational facility (formerly Mesa Marin) adjacent to City in the Hills development in northeast Bakersfield. (Target Completion Date: August 2010)

GOAL 6.4 : TO BE PROACTIVE IN THE REDUCTION OF SOLID WASTE WITHIN THE CITY THROUGH THE PROMOTION AND IMPLEMENTATION OF RECYCLING PROGRAMS AND OTHER WASTE MANAGEMENT STRATEGIES THAT ARE EFFICIENT, COST EFFECTIVE, CONSISTENT WITH COUNCIL GOALS, AND MEET APPLICABLE STATE REQUIREMENTS, IF ANY.

Target Actions to Meet Goal:

1. Work with Kern County and local refuse haulers to improve and enhance recycling efforts in an efficient and cost effective manner.

GOAL #7: FISCAL SOLVENCY

GOAL 7.1 : PROVIDE FOR THE PRUDENT USE OF FISCAL RESOURCES.

Target Actions to Meet Goal:

1. To incorporate best practices from the private sector as an element of conducting business.

2. To prudently govern all areas of discretionary spending, including personnel, benefit and pension costs, so that funds to provide services can be balanced with the need to attract and retain quality personnel.

3. To conservatively govern the financial operations of the City, so that long-term liabilities are controlled as best as practicable for the benefit of the tax payer.

4. To budget conservatively by using one-time revenues for capital rather than operating costs, with streets being of particular importance.

5. To preserve General Fund revenues for core services of the City, such as public safety, streets, parks, and quality of life issues.

6. To respect the history of the City by keeping tax rates, fees and assessments as low as possible while still providing quality services.

7. To maintain reserves adequate for dealing with contingencies.

City Council Goals - January 13, 2010 Page 9 Note: Goals without target completion dates are ongoing.

306 City of Bakersfield - Guiding Principles

In addition to the City Council Goals, the City of Bakersfield recognizes the following guiding principles in providing public services to the Citizens of Bakersfield:

To maintain responsible fiscal policies which insure fiscal solvency, promote the pursuit of grants and private donations, maintain the lowest possible fee structure for all services and streamline government operations to be more responsive and cost effective.

To recognize that pension costs are a large percentage of the General Fund and to therefore pursue fiscal policies which prudently govern such costs.

To encourage utilization of local vendors wherever possible and continue an investment policy that provides opportunities for City funds to be invested locally if all other conditions such as rate of return are the same.

To attract and foster a qualified workforce by creating an environment that encourages employees to achieve and provide quality customer service.

To maintain positive and effective labor and employee relations through enhanced employee reward and recognition programs, involving all staff in implementing the goals and objectives of the City.

Continue to implement cultural diversity in all aspects of the employment process.

Provide safe working conditions and train employees in sound safety practices.

Improve city government communications which promote a positive image of the City‟s projects, programs and accomplishments.

Continue enhancement to the public communications process, including use of television broadcasts for meetings and to provide public information; enhancement of the city‟s WEB site; use of press releases regarding city activities; use of surveys to obtain customer service and other citizen feedback information; and distribution of city-wide publications.

Provide more positive council interaction with public through improved response to citizen complaints and inquiries through use of constituent tracking software.

Improve internal Council relations by promoting common goals, respecting individual positions on issues, reducing the level of “political” decision-making, and conducting annual team building and goal setting sessions.

Work with the County to provide efficient government services for metropolitan area which reduce the duplication of public services.

Research, evaluate and implement emerging technologies which would enhance the provision of City services by making them more effective and efficient.

Explore new or alternative funding mechanisms, including the pursuit of grant funding for constructing and staffing new programs and facilities.

Continue to provide consistent urban services within the metropolitan area defined by the City‟s General Plan.

Adhere to City Statement of Water Resources Policy in preserving the quality and quantity of City„s Kern River water supplies and water rights of the water resources available to the City.

City Council Goals - January 13, 2010 Page 10 Note: Goals without target completion dates are ongoing.

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Maintain, replace and protect the City‟s infrastructure (i.e. streets, storm drains, sewer lines, canal crossings, buildings, structures and facilities, parks, etc.)

Pro-actively pursue intergovernmental legislation at the county, state and federal levels by monitoring, taking a position and actively pursuing pending legislation; expanding annual lobbying efforts with state and federal representatives; inviting legislators to Council workshops or other activities; holding joint City Council/County Board of Supervisor meetings to discuss various issues.

Continue to partner with school districts on recreation and education programs to reduce youth violence, drugs and crime.

City Council Goals - January 13, 2010 Page 11 Note: Goals without target completion dates are ongoing.

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A The City of Bakersfield makes no warranty, representation, A

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P map is intended for display purposes only and does not 0 0.8 1.6 replace official recorded documents. W W A R D B O U N D A R I E S Miles A© CITY OF BAKERSFIELD MISCELLANEOUS STATISTICS

DATE OF INCORPORATION 1898

CHARTER ADOPTED 1915

FORM OF GOVERNMENT COUNCIL-MANAGER

POPULATION (1/1/10) 338,952

CITY EMPLOYEES/1,000 4.27

AREA (1/1/10) 143.6 sq. mi.

MILES OF STREETS (1/1/10) 1,243

MILES OF STORM DRAINS (1/1/10) 262

NUMBER OF TRAFFIC SIGNALS (1/1/10) 310

MILES OF SANITARY SEWERS (1/1/10) 1,059

NUMBER OF PARKS AND ACREAGE (1/1/10) 60 PARKS (573 ac.)

Prepared by the City Manager’s Office

310 CITY OF BAKERSFIELD FISCAL YEAR 2010-11

City Square Miles

175 150 131.02 131.02 136.38 137.62 143.6 125 100 e Miles

r 75 50 25

Square Miles 0 2006 2007 2008 2009 2010 End of Calendar Year

Annual Population Growth

400,000 311,824 323,213 328,692 333,719 338,952 350,000 n o 300,000300 000 250,000 200,000 150,000

Population 100,000 50,000 2006 2007 2008 2009 2010 End of Calendar YeaYearr

City Employees per 1,000 Population

6 5.17 4.99 5 4.44 4.32 4.27 4 3 2 1 Employees 0 2006 2007 2008 2009 2010 End of Calendar Year

311 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 GOVERNMENTAL ACTIVITIES TAX REVENUES BY SOURCE LAST SIX FISCAL YEARS Transient Utility Fiscal General Sales and Use Business In-Lieu and Occupancy Franchise Total Taxes Year Property Taxes Taxes License Taxes Other Taxes Taxes Taxes

2004$ 23,926,768 $ 49,237,400 $ 6,069,043 $ 2,459,889 $ 3,974,642 $ 3,696,091 $ 89,363,833 2005 39,464,262 * 58,465,636 6,594,845 2,646,990 4,191,066 4,268,501 115,631,300 2006 49,135,641 * 66,495,453 7,456,838 2,995,555 4,382,644 5,074,460 135,540,591 2007 62,324,076 * 68,367,251 7,954,228 3,404,712 4,970,158 4,047,002 151,067,427 2008 71,655,585 * 63,415,357 7,749,531 3,331,064 4,904,717 3,193,162 154,249,416 2009 70,869,285 * 56,615,428 7,144,718 3,899,841 5,487,871 3,136,192 147,153,335

Source: City of Bakersfield FY 2009 Comprehensive Annual Financial Report

312 Note: * Includes VLF Triple Flip tax revenue. CITY OF BAKERSFIELD FISCAL YEAR 2010-11 PRINCIPAL PROPERTY TAXPAYERS CURRENT YEAR AND NINE YEARS AGO Assessed Valuation % of Total Assessed Valuation % of Total Taxpayer Rank Rank 2000 AV 2009 AV

Nestle Holdings Inc$ 63,326,270 3 0.65%$ 206,288,619 1 0.83% Bakersfield Mall LLC 111,661,462 1 1.14% 155,367,163 2 0.63% Chevron USA Inc. 134,788,013 3 0.54% California Water Service Company 30,637,934 6 0.31% 81,945,522 4 0.33% Donahue Schriber Realty Group LLP 80,039,167 5 0.32% BLC Glenwood Gardens LLP 77,832,187 6 0.31% Castle & Cook Comm. Inc. 92,722,831 2 0.94% 60,612,075 7 0.24% State Farm Insurance Company 55, 052, 650 4 0. 56% 58, 523, 959 8 0. 24% 313 Kaiser Foundation Health Plan Inc. 56,777,032 9 0.23% Lennar Homes of California Inc. 54,642,362 10 0.22% Bear Mountain Limited 53,716,792 5 0.55% Albertsons Inc. 22,911,309 10 0.23% Sun Easton Corporation 27,064,668 7 0.28% Dayton Hudson Corporation 23,438,994 9 0.24% Wal Mart Stores, Inc. 23,586,885 8 0.24% Total taxable assessed value of ten (10) $ 504,119,795 5.14%$ 966,816,099 3.90% largest taxpayers Total taxable assessed value of other taxpayers 9,310,440,493 94.86% 23,813,493,688 96.10% Total taxable assessed value of all taxpayers $ 9,814,560,288 100.00%$ 24,780,309,787 100.00%

Source: City of Bakersfield FY 2009 Comprehensive Annual Financial Report

The ten largest taxpayers comprise only 3.90% of the City's 2008-09 overall taxable assessed value of $24.78 billion. CITY OF BAKERSFIELD FISCAL YEAR 2010-11 ASSESSED VALUE OF TAXABLE PROPERTY LAST SIX FISCAL YEARS Secured Less: Tax Total Taxable Fiscal Residential Commercial Other Unsecured Exempt Real Assessed Year Property Property Property Value

2004 8,760,686 2,341,932 1,879,013 546,353 694,115 12,833,869 2005 9,966,804 2,463,503 1,943,657 565,311 680,115 14,259,160 2006 12,110,090 2,727,174 2,200,212 582,995 731,597 16,888,874 2007 15,371,291 3,104,110 2,655,402 631,452 816,684 20,945,571 2008 18,353,070 3,401,625 3,122,004 659,048 881,683 24,654,064 2009 17,705,933 3,785,022 3,495,239 751,790 957,674 24,780,310

314 Source: City of Bakersfield FY 2009 Comprehensive Annual Financial Report Note: Amounts expressed in thousands. CITY OF BAKERSFIELD FISCAL YEAR 2010-11 ASSESSED VALUE OF TAXABLE PROPERTY (JUNE 30, 2009)

The City of Bakersfield's FY 2009 assessed value is $24.8 billion, up 0.5% over the 2008 value of $24.7 billion and up 18.3% over the 2006 level of $20.9 billion. Assessed value has increased by an average of 18.46% per year from 2004 to 2009. CITY OF BAKERSFIELD Assessed Value

$30,000,000

$20,945,571 $24,654,064 $24,780,310 $25,000,000

$16,888,874 $20,000,000 $14,259,160 $15,000,000 $12,833,869

Billions $10,000,000

$5,000,000

$0 2004 2005 2006 2007 2008 2009 Fiscal Year Ending

In 2009, Residential Secured Property accounted for 68.8% ($17.7 billion) of total taxable assessed value. Commercial Secured property accounted for 14.7% ($3.8 billion) and Other Secured property was 13.6% ($3.5 billion) of total taxable assessed value in the City. In FY 2008-09, Unsecured property accounted for 2.9% of the total assessed value. Tax exempt real property totaled $751,790.

Assessed Value by Class 2008 ($ billions)

Unsecured Other Secured $0.66 $3.12 2.6% 12.2%

Residential Commercial Secured Secured $18.35 $3.40 71.9% 13.3%

315 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 SALES TAX REVENUE PAYERS BY INDUSTRY (JUNE 30, 2009)

Number of Percent of % of Total Category Tax Liability Filers Total Liability

New Car Dealers 36 0.48%$ 6,546,940 12.15% Department Stores 45 0.61% 6,254,938 11.61% Service Stations 116 1.56% 4,743,862 8.80% Well, Refining, and Service Station Equipment 44 0.59% 3,415,108 6.34% Alocohol 494 6.65% 2,707,713 5.02% Building Materials 31 0.42% 2,321,494 4.31% General Stores 306 4.12% 1,682,635 3.12% Building Materials 123 1.66% 1,631,040 3.03% Full Time Specialty Stores 193 2.60% 1,615,488 3.00% Family Apparel 162 2.18% 1,540,963 2.86% All Other 5,874 79.12% 21,425,948 39.76%

7,424 100.00%$ 53,886,129 100.00%

Source: City of Bakersfield FY 2009 Comprehensive Annual Financial Report Note: Due to confidentiality issues, the names of the ten largest revenue payers are not available. The categories presented are intended to provide alternative information regarding the City's revenues. The amounts shown are gross collections prior to refunds and collections of amounts due from prior year. Fiscal year 2008 is the most current year for which data can be shown.

316 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 DEMOGRAPHIC AND ECONOMIC STATISTICS LAST SIX FISCAL YEARS

Education Level Fiscal Personal Per Capita Elementary Estimated Median Age in Years of Year Population (1) Income (2) Personal School Unemployment (3) Formal Schooling Ending (millions) Income (2) Enrollment (5) Rate (%) (6) (3) (4)

2004 279,672$ 17,660 $ 24,067 30.1 72.8%$ 28,315 12.6% 2005 295,893 18,924 24,999 29.9 72.2% 28,234 8.3% 2006 311,824 20,087 25,748 30.0 71.9% 27,890 7.3% 2007 323,213 21,409 27,076 29.8 7010.0% 27,403 8.0% 2008 328,692 ---- 27,085 9.5% 2009 333,719 0 0 0 0 27,263 14.7% 317 Source: City of Bakersfield FY 2009 Comprehensive Annual Financial Report Notes: (1) State Department of Finance. Estimates are revised periodically to include data that may not have been available at the time. (2) US Dept of Commerce Bureau of Economic Analysis. As available, figures and estimates should be used for general purposes only. Estimates are revised periodically to include data that may not have been available at the time. Information is for Bakersfield Metropolitan area. (3) US Census Bureau estimates as available for Bakersfield Metropolitan area. (4) This column shows the percent of the City population 25 years and older who are high school graduates or higher. (5) Ed-Data Education Data Partnership (6) State of California Employment Development Department (Data shown is for Kern County) CITY OF BAKERSFIELD FISCAL YEAR 2010-11 PROPERTY VALUE AND CONSTRUCTION LAST TEN FISCAL YEARS Fiscal Commercial Construction Residential ConstructionOther Construction Total Construction Year No. of Units Value No. of Units Value Value No. of Units Value Ending

2000 140$ 51,251 1,890$ 218,656 $ 34,438 2,030$ 304,345 2001 123 38,113 2,012 261,522 48,067 2,135 347,702 2002 143 70,874 2,445 311,639 57,983 2,588 440,496 2003 141 56,694 2,981 428,534 62,112 3,122 547,340 2004 130 82,003 3,677 568,413 65,878 3,807 716,294 2005 103 62,202 4,291 675,804 115,348 4,394 853,354 2006 76 36,008 5,314 870,190 94,661 5,390 1,000,859 2007 151 69,002 3,532 564,588 101,835 3,683 735,425 318 2008 153 78,506 1,922 296,788 104,710 2,075 480,004 2009 95 60,840 1,090 237,091 93,314 1,185 391,245

Source: City of Bakersfield FY 2009 Comprehensive Annual Financial Report Note: Property value reported in thousands. CITY OF BAKERSFIELD FISCAL YEAR 2010-11 OPERATING INDICATORS BY FUNCTION

Fiscal Year Ending Function 2003 2004 2005 2006 2007 2008 2009 Police Physical arrests - 14,380 14,567 16,677 18,210 17,272 18,531 Parking violations 10,407 10,139 9,992 10,572 9,146 11,094 7,985 Traffic violations 35,813 32,475 22,833 - 17,950 10,681 11,365

Fire Number of calls answered 21,727 23,101 24,348 25,735 22,505 27,390 28,605 Inspections 3,496 2,555 3,610 3,906 5,996 3,616 2,444

Highway and Streets Street resurfacing (miles) 55 18 22 73 55 76 84

319 Sanitation Refuse collected (tons/day) 74,400 80,246 85,332 91,110 101,800 94,750 100,750 Recyclables collected (tons/day) 24,808 28,032 31,155 34,588 33,100 35,300 39,200

Culture and Recreation Athletic field permits issued 2,940 3,036 3,396 3,528 2,463 6,902 6,849 Community center admissions 74,060 61,216 59,962 89,478 124,465 301,198 323,661

Water New connections 1,739 1,518 2,056 2,109 1,862 2,542 1,293 Water main breaks 47 15 42 43 87 35 14 Average daily consumption (mgd) 29.01 31.69 31.79 32.14 31.89 38.03 41,542.00

Wastewater Average daily sewage treatment (mgd) 28.72 30.05 29.95 30.54 31.12 31.18 31.49 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 CAPITAL ASSET STATISTICS BY FUNCTION

Fiscal Year Ending Function 2003 2004 2005 2006 2007 2008 2009 Land Area 116.44 117.42 118.51 120.85 135.48 139.91 143.46 Public Safety Police Stations/Substations 3444444 Fire Stations 12 13 13 13 13 13 13 Sanitation Collection trucks 35 38 42 44 55 56 57 Highways and Streets Streets (miles) 942 983 1,028 1,069 1,178 1,236 1,242

320 Streetlights 12,056 12,756 13,316 14,101 14,965 15,474 15,809 Traffic Signals 268 280 293 302 314 326 343 Culture and Recreation Parks acreage 399 398 432 432 447 454 484 Parks 46 45 46 46 48 49 55 Swimming Pools 9766666 Tennis courts 11 11 11 11 11 11 11 Community centers 3333333 Water Water mains (miles) - - 409 589 710 842 926 Fire hydrants 7,933 8,365 8,518 9,040 9,600 9,765 10,041 Sewers Sanitary sewers (miles) 857 889 921 962 1,028 1,055 1,059 Storm sewers (miles) 159 173 189 204 244 259 261 Maximum treatment capacity 35 35 41 41 41 41 41 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 PERSONNEL COMPLEMENT BY DIVISION

Authorized Authorized Authorized Authorized Change Authorized Division FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2010-11

Mayor 1.00 1.00 1.00 1.00 0.00 1.00 Total Legislative 1.00 1.00 1.00 1.00 0.00 1.00 City Manager 8.00 8.00 8.00 8.00 (2.00) 6.00 City Clerk 7.00 7.00 7.00 6.00 1.00 7.00 Human Resources 12.00 13.00 13.00 10.00 (1.00) 9.00 Risk Management 4.00 4.00 4.00 3.00 0.00 3.00 Information Technology 34.00 37.00 37.00 31.00 (1.00) 30.00 Total Executive 65.00 69.00 69.00 58.00 (3.00) 55.00 Administration 6.00 5.00 5.00 5.00 0.00 5.00 Accounting and Reporting 14.00 16.00 16.00 15.00 (1. 00) 14.00 321 Treasury 10.00 10.00 10.00 9.00 0.00 9.00 Purchasing 4.00 4.00 4.00 3.00 0.00 3.00 Total Financial Services 34.00 35.00 35.00 32.00 (1.00) 31.00 Legal Counsel 12.00 13.00 13.00 11.00 (1.00) 10.00 Total City Attorney 12.00 13.00 13.00 11.00 (1.00) 10.00 Administration 124.00 137.00 137.00 122.00 2.00 ** 124.00 Operations 291.00 295.00 295.00 261.00 16.00 ** 277.00 Investigations 89.00 85.00 85.00 88.00 (4.00) 84.00 Total Police Services 504.00 517.00 517.00 471.00 14.00 485.00 Administration 9.00 10.00 10.00 8.00 0.00 8.00 Fire Safety 22.00 22.00 20.00 14.00 0.00 14.00 Fire Suppression 179.00 180.00 180.00 178.00 0.00 178.00 Total Fire Services 210.00 212.00 210.00 200.00 0.00 200.00 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 PERSONNEL COMPLEMENT BY DIVISION

Authorized Authorized Authorized Authorized Change Authorized Division FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2010-11

Administration 9.00 10.00 10.00 10.00 (1.00) 9.00 TRIP 6.00 7.00 7.00 5.00 0.00 5.00 Engineering 61.00 63.00 61.00 50.00 (2.00) 48.00 General Services 72.00 75.00 75.00 68.00 0.00 68.00 Streets 94.00 98.00 98.00 87.00 0.00 87.00 Equipment 57.00 61.00 61.00 56.00 (3.00) 53.00 Wastewater 31.00 32.00 32.00 31.00 6.00 37.00 Solid Waste 110.00 110.00 110.00 102.00 102.00 Total Public Works 440.00 456.00 454.00 409.00 0.00 409.00 Agricultural Water 19.45 23.00 23.00 22.00 1.00 23.00

322 Domestic Water 4.55 2.00 4.00 4.00 1.00 5.00 Total Water Resources 24.00 25.00 27.00 26.00 2.00 28.00 Rabobank Arena * 5.00 4.00 4.00 4.00 0.00 * 4.00 Total Rabobank Arena 5.00 4.00 4.00 4.00 0.00 4.00 Administration 11.00 12.00 12.00 11.00 (1.00) 10.00 Parks 136.00 144.00 144.00 127.00 (5.00) 122.00 Recreation 13.00 14.00 14.00 13.00 (2.00) 11.00 Total Recreation & Parks 160.00 170.00 170.00 151.00 (8.00) 143.00 Planning 29.00 29.00 29.00 23.00 (3.00) 20.00 Building 69.00 65.00 62.00 46.00 (5.00) 41.00 Total Development Services 98.00 94.00 91.00 69.00 (8.00) 61.00 Community Development 9.00 9.00 9.00 9.00 9.00 Economic Development 8.00 8.00 8.00 6.00 6.00 Convention & Visitors Bureau N/A 5.00 5.00 5.00 (1.00) 4.00 Total ED/CD 17.00 22.00 22.00 20.00 (1.00) 19.00 Total Personnel 1,570.00 1,618.00 1,613.00 1,452.00 (6.00) 1,446.00 Notes: * Remaining City employees that did not become employees of SMG. ** Includes 19 positions reinstated with American Recovery and Reinvestment Act funding and 2 positions added with CDBG funding. CITY OF BAKERSFIELD FISCAL YEAR 2010-11 SALARY SCHEDULE

STEP (HOURLY RATE) # POSITION TITLE GRADE OT STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

26030 ACCOUNTANT I 180 21.491 22.567 23.701 24.881 26.126 A 26039 ACCOUNTANT I - TEMP 780 21.491 A 57950 ACCOUNTANT II G23 27.744 29.133 30.594 32.124 33.725 C 26050 ACCOUNTING CLERK I 030 14.689 15.422 16.197 17.009 17.856 A 26059 ACCOUNTING CLERK I - TEMP 735 14.689 A 26060 ACCOUNTING CLERK II 055 16.233 17.045 17.901 18.793 19.734 A 26069 ACCOUNTING CLERK II - TEMP 745 16.233 A 57960 ACCOUNTING SUPERVISOR G45 32.910 34.555 36.285 38.100 40.008 C 26040 ADMINISTRATIVE ANALYST I 235 23.803 24.993 26.234 27.543 28.926 A 26049 ADMINISTRATIVE ANALYST I-TEMP 787 23.803 A 26110 ADMINISTRATIVE ANALYST II 285 25.462 26.753 28.108 29.535 31.025 A 56130 ADMINISTRATIVE ANALYST III G30 29.835 31.327 32.895 34.539 36.266 C 22010 ADMINISTRATIVE ASSISTANT I 180 21.491 22.567 23.701 24.881 26.126 A 22019 ADMINISTRATIVE ASSISTANT I-TE 780 21.491 A 22020 ADMINISTRATIVE ASSISTANT II 215 23.032 24.189 25.395 26.663 27.995 A 14140 AIR CONDITIONING TECH I 200 21.916 23.018 24.167 25.379 26.654 A 17570 AIR CONDITIONING TECH II 230 23.501 24.675 25.912 27.199 28.559 A 27200 ANIMAL CONTROL OFFICER 010 13.399 14.066 14.769 15.510 16.291 A 27209 ANIMAL CONTROL OFFICER - TEM 860 13.399 A 57180 ANIMAL CONTROL SUPERVISOR G15 25.428 26.702 28.039 29.445 30.913 C 57130 APPLICATIONS SYSTEMS SUPV G38 31.829 33.419 35.090 36.848 38.692 C 90539 AQUATICS COORDINATOR - TEMP 972 12.500 A 14210 AQUATICS MAINTENANCE TECH 201 21.924 23.026 24.168 25.382 26.647 A 90499 AQUATICS SPECIALIST I - TEMP 943 8.250 A 90489 AQUATICS SPECIALIST II - TEMP 951 9.000 A 88330 ASSISTANT BUILDING DIRECTOR M33 45.740 48.031 50.428 52.952 55.603 D 88090 ASSISTANT CITY ATTORNEY M60 53.514 56.193 59.004 61.957 65.054 D 57440 ASSISTANT CITY CLERK G25 28.084 29.489 30.963 32.515 34.140 C 89120 ASSISTANT CITY MANAGER M60 53.514 56.193 59.004 61.957 65.054 D 88070 ASSISTANT FINANCE DIRECTOR M24 41.879 43.972 46.173 48.480 50.904 D 88120 ASSISTANT FIRE CHIEF M45 51.639 54.230 56.935 59.778 62.777 D 25040 ASSISTANT PLANNER 235 23.803 24.993 26.234 27.543 28.926 A 25049 ASSISTANT PLANNER - TEMP 787 23.803 A 88320 ASSISTANT PLANNING DIRECTOR M24 41.879 43.972 46.173 48.480 50.904 D 88520 ASSISTANT POLICE CHIEF M66 57.757 60.647 63.681 66.867 70.213 D 90119 ASSISTANT POOL MANAGER 954 9.500 A 57150 ASSISTANT SUPERINTENDENT G45 32.910 34.555 36.285 38.100 40.008 C 89330 ASSISTANT TO THE CITY MANAGER M12 40.190 42.201 44.312 46.527 48.854 D 88250 ASSOCIATE ATTORNEY M02 29.909 31.409 32.979 34.628 36.363 D 27060 ASSOCIATE PLANNER 360 29.909 31.409 32.979 34.628 36.363 A 27069 ASSOCIATE PLANNER - TEMP 798 29.909 A 27240 ASST CODE ENFORCEMENT OFFICER 060 17.440 18.313 19.233 20.197 21.206 A 89900 ASST DIR OF INFORMATION TECH M06 36.458 38.277 40.190 42.206 44.314 D 88900 ASST DIRECTOR REC & PARKS M29 44.384 46.601 48.933 51.379 53.950 D 89340 ASST ECONOMIC DEVELOPMENT DIR M25 42.244 44.357 46.579 48.911 51.351 D 88050 ASST PUBLIC WORKS DIRECTOR M54 52.721 55.357 58.126 61.035 64.087 D 90049 ASST SITE MANAGER I - TEMP 954 9.500 A

323 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 SALARY SCHEDULE

STEP (HOURLY RATE) # POSITION TITLE GRADE OT STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

90039 ASST SITE MANAGER II - TEMP 956 10.000 A 87890 ASST TO THE PUBLIC WORKS DIR M06 36.458 38.277 40.190 42.206 44.314 D 27360 AUDIO VISUAL SPECIALIST 150 20.850 21.903 22.985 24.136 25.345 A 26470 BENEFITS TECHNICIAN 285 25.462 26.753 28.108 29.535 31.025 A 58620 BLDG INSP III - PLMBG & MECH G40 32.268 33.884 35.581 37.357 39.229 C 27140 BLDG INSPECTOR I 210 22.912 24.072 25.280 26.566 27.917 A 27149 BLDG INSPECTOR I - TEMP 782 22.912 A 27080 BLDG INSPECTOR II 265 25.202 26.467 27.787 29.179 30.633 A 27089 BLDG INSPECTOR II - TEMP 790 25.202 A 58600 BLDG INSPECTOR III G40 32.268 33.884 35.581 37.357 39.229 C 58610 BLDG INSPECTOR III - ELEC SPE G40 32.268 33.884 35.581 37.357 39.229 C 89150 BUILDING DIRECTOR M48 49.680 52.165 54.775 57.514 60.390 D 58609 BUILDING INSPECTOR III - TEMP 610 32.268 C 13100 BUILDING MAINTAINER II 030 14.689 15.422 16.197 17.009 17.856 A 27169 BUILDING PERMIT TECH - TEMP 782 22.912 A 27160 BUILDING PERMIT TECHNICIAN 210 22.912 24.072 25.280 26.566 27.917 A 57880 BUSINESS MANAGER G45 32.910 34.555 36.285 38.100 40.008 C 27520 BUYER I 060 17.440 18.313 19.233 20.197 21.206 A 27540 BUYER II 180 21.491 22.567 23.701 24.881 26.126 A 88500 C V B MANAGER M18 40.251 42.269 44.383 46.599 48.935 D 13350 CANAL TENDER II 090 18.136 19.040 19.986 21.000 22.041 A 57270 CHIEF CODE ENFORCEMENT OFFICE G52 34.954 36.700 38.539 40.467 42.494 C 89200 CITY ATTORNEY M83 86.368 D 89250 CITY CLERK M09 39.056 41.009 43.061 45.213 47.475 D 89300 CITY MANAGER M89 106.805 D 89960 CITY TREASURER M09 39.056 41.009 43.061 45.213 47.475 D 58360 CIVIL ENGINEER III G60 37.771 39.661 41.645 43.731 45.915 C 58369 CIVIL ENGINEER III - TEMP 620 37.771 C 88380 CIVIL ENGINEER IV M42 47.578 49.956 52.458 55.078 57.835 D 90239 CLERICAL AIDE/RECEPTIONIST 900 8.000 A 26220 CLERK TYPIST I 005 12.796 13.439 14.105 14.816 15.557 A 26221 CLERK TYPIST I - T-STEP 700 10.031 A 26229 CLERK TYPIST I - TEMP 725 12.796 A 26228 CLERK TYPIST I - TEMP T-STEP 700 10.031 A 26230 CLERK TYPIST II 025 14.492 15.218 15.985 16.779 17.619 A 26239 CLERK TYPIST II - TEMP 732 14.492 A 27250 CODE ENFORCEMENT OFFR I 250 24.072 25.280 26.566 27.917 29.312 A 27259 CODE ENFORCEMENT OFFR I - TEM 788 24.072 A 27260 CODE ENFORCEMENT OFFR II 295 26.467 27.787 29.179 30.641 32.173 A 27269 CODE ENFORCEMENT OFFR II - TE 793 26.467 A 57260 CODE ENFORCEMENT OFFR III G40 32.268 33.884 35.581 37.357 39.229 C 79950 COMMUNICATIONS CENTER SUPV N15 25.713 27.003 28.351 29.771 31.261 C 89940 COMMUNICATIONS COORDINATOR M08 38.277 40.190 42.201 44.312 46.527 D 57900 COMMUNICATIONS ENGINEER G45 32.910 34.555 36.285 38.100 40.008 C 79970 COMMUNICATIONS OPERATIONS SUP N45 33.278 34.942 36.689 38.528 40.454 C 27379 COMMUNICATIONS TECH I - TEMP 782 22.912 A 27389 COMMUNICATIONS TECH II - TEMP 795 27.072 A

324 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 SALARY SCHEDULE

STEP (HOURLY RATE) # POSITION TITLE GRADE OT STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

27370 COMMUNICATIONS TECHNICIAN I 210 22.912 24.072 25.280 26.566 27.917 A 27380 COMMUNICATIONS TECHNICIAN II 300 27.072 28.422 29.846 31.333 32.899 A 21509 COMMUNITY REL SPECIALIST-TEMP 761 18.310 A 21500 COMMUNITY RELATIONS SPECIALIS 092 18.310 19.231 20.194 21.209 22.261 A 25200 COMPUTER DRAFTING TECH I 115 19.925 20.912 21.962 23.062 24.208 A 25209 COMPUTER DRAFTING TECH I-TEMP 770 19.925 A 25240 COMPUTER DRAFTING TECH II 225 23.352 24.517 25.743 27.033 28.382 A 25250 CONSTRUCTION INSPECTOR I 210 22.912 24.072 25.280 26.566 27.917 A 25259 CONSTRUCTION INSPECTOR I-TEMP 782 22.912 A 25260 CONSTRUCTION INSPECTOR II 295 26.467 27.787 29.179 30.641 32.173 A 88460 CONSTRUCTION SUPERINTENDENT M18 40.251 42.269 44.383 46.599 48.935 D 99989 COUNCILMEMBER 987 100.000 A 21600 CRIME ANALYST 210 22.912 24.072 25.280 26.566 27.917 A 51440 CRIME PREVENTION SUPERVISOR G45 32.910 34.555 36.285 38.100 40.008 C 26179 DATA ENTRY CLERK - TEMP 735 14.689 A 88260 DEPUTY CITY ATTORNEY I M39 46.663 49.001 51.455 54.026 56.731 D 88080 DEPUTY CITY ATTORNEY II M54 52.721 55.357 58.126 61.035 64.087 D 26350 DEPUTY CITY CLERK 070 17.838 18.730 19.669 20.650 21.676 A 88280 DEPUTY FIRE CHIEF M57 55.902 58.701 61.637 64.719 67.956 D 41040 DETECTIVE P25 27.255 28.633 30.086 31.611 33.209 A 41049 DETECTIVE - TEMP P25 27.255 A 25070 DEVELOPMENT ASSISTANT 235 23.803 24.993 26.234 27.543 28.926 A 25060 DEVELOPMENT ASSOCIATE 360 29.909 31.409 32.979 34.628 36.363 A 25069 DEVELOPMENT ASSOCIATE - TEMP 798 29.909 A 89460 DEVELOPMENT SERVICES DIRECTOR M63 54.259 56.970 59.821 62.812 65.953 D 25020 DEVELOPMENT SPECIALIST 150 20.850 21.903 22.985 24.136 25.345 A 88200 DIR OF FIRE PREV/ENV SERVICES M18 40.251 42.269 44.383 46.599 48.935 D 89870 DIR OF INFORMATION TECHNOLOGY M42 47.578 49.956 52.458 55.078 57.835 D 88040 DIRECTOR OF OPERATIONS - PARK M18 40.251 42.269 44.383 46.599 48.935 D 89000 DIRECTOR RECREATION & PARKS M63 54.259 56.970 59.821 62.812 65.953 D 89360 ECONOMIC DEVELOPMENT DIRECTOR M71 58.204 61.116 64.172 67.381 70.753 D 14139 ELECTRICAL ASSISTANT 871 13.502 A 14130 ELECTRICAL TECHNICIAN I 205 22.323 23.448 24.610 25.835 27.139 A 14100 ELECTRICAL TECHNICIAN II 263 25.141 26.387 27.710 29.097 30.549 A 25120 ENGINEER I 315 27.744 29.133 30.594 32.124 33.725 A 25129 ENGINEER I - TEMP 797 27.744 A 25150 ENGINEER II 375 31.908 33.502 35.177 36.941 38.783 A 25159 ENGINEER II - TEMP 799 31.908 A 58300 ENGINEER III - WASTEWATER G60 37.771 39.661 41.645 43.731 45.915 C 25180 ENGINEERING AIDE I 050 16.124 16.925 17.768 18.651 19.589 A 25189 ENGINEERING AIDE I - TEMP 742 16.124 A 25210 ENGINEERING AIDE II 090 18.136 19.040 19.986 21.000 22.041 A 25270 ENGINEERING TECHNICIAN I 265 25.202 26.467 27.787 29.179 30.633 A 13500 FACILITY WORKER 010 13.399 14.066 14.769 15.510 16.291 A 13509 FACILITY WORKER - TEMP 860 13.399 A 13508 FACILITY WORKER - TEMP T 860 13.399 A 89350 FINANCE DIRECTOR M63 54.259 56.970 59.821 62.812 65.953 D

325 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 SALARY SCHEDULE

STEP (HOURLY RATE) # POSITION TITLE GRADE OT STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

26080 FINANCIAL INVESTIGATOR 070 17.838 18.730 19.669 20.650 21.676 A 68130 FIRE BATT CHIEF-DAYS F65 38.947 40.895 42.941 45.094 47.343 D 68132 FIRE BATT CHIEF-SUPPRESS F60 27.818 29.211 30.673 32.209 33.817 C 67180 FIRE CAPTAIN - DAYS F55 32.021 33.641 35.337 37.124 39.007 A 67182 FIRE CAPTAIN - SUPPRESSION F50 22.872 24.036 25.237 26.526 27.867 A 89400 FIRE CHIEF M74 64.209 67.418 70.796 74.331 78.050 D 26260 FIRE DISPATCHER I 045 16.086 16.888 17.736 18.625 19.554 A 26269 FIRE DISPATCHER I - TEMP 740 16.086 A 26290 FIRE DISPATCHER II 075 17.857 18.756 19.692 20.677 21.710 A 26299 FIRE DISPATCHER II - TEMP 755 17.857 A 32150 FIRE ENGINEER - DAYS F30 26.798 28.165 29.580 31.081 32.660 A 32152 FIRE ENGINEER - SUPPRESSION F15 19.142 20.111 21.118 22.199 23.325 A 68440 FIRE MARSHAL/TRAINING OFFICER F70 40.855 42.900 45.046 47.302 49.659 A 27040 FIRE PLANS EXAMINER 325 28.694 30.145 31.672 33.280 34.958 A 21470 FIRE PREVENTION/ENVIRON OFFR 250 24.072 25.280 26.566 27.917 29.312 A 32202 FIREFIGHTER - SUPPRESSION F10 17.346 18.217 19.142 20.109 21.118 A 32260 FIREFIGHTER TRAINEE - DAYS F01 16.312 A 32262 FIREFIGHTER TRAINEE - SUPPRES F05 13.883 14.591 15.328 16.096 16.933 A 14330 FLEET MECHANIC I 110 19.898 20.895 21.933 23.032 24.189 A 14280 FLEET MECHANIC II 245 24.087 25.290 26.554 27.874 29.274 A 14300 FLEET MECHANIC III 260 24.993 26.253 27.587 28.977 30.447 A 14060 FLEET SERVICE WORKER I 050 16.124 16.925 17.768 18.651 19.589 A 14069 FLEET SERVICE WORKER I - TEMP 742 16.124 A 14061 FLEET SERVICE WORKER I T-STEP 715 12.641 A 14068 FLEET SERVICE WORKER I-TEMP-T 715 12.641 A 14460 FLEET SERVICE WORKER II 090 18.136 19.040 19.986 21.000 22.041 A 88400 FLEET SUPERINTENDENT M18 40.251 42.269 44.383 46.599 48.935 D 88510 GENERAL SERVICES SUPT M18 40.251 42.269 44.383 46.599 48.935 D 25140 GIS ANALYST 280 25.072 26.332 27.648 29.033 30.482 A 57140 GIS SUPERVISOR G32 30.334 31.854 33.444 35.118 36.879 C 25000 GIS TECHNICIAN 097 18.861 19.803 20.787 21.837 22.921 A 25009 GIS TECHNICIAN - TEMP 882 18.861 A 27230 HAZARDOUS MATERIALS SPECIALIS 325 28.694 30.145 31.672 33.280 34.958 A 90809 HEARING OFFICER 978 18.000 A 13220 HEAVY EQUIP OPERATOR - WATER 183 21.731 22.807 23.952 25.159 26.407 A 13230 HEAVY EQUIP OPR-SW & RECYCLIN 183 21.731 22.807 23.952 25.159 26.407 A 13210 HEAVY EQUIPMENT OPR - PARKS 183 21.731 22.807 23.952 25.159 26.407 A 13200 HEAVY EQUIPMENT OPR - STREETS 183 21.731 22.807 23.952 25.159 26.407 A 25080 HELP DESK SPECIALIST 085 18.103 19.011 19.966 20.965 22.015 A 27010 HUMAN RESOURCES ANALYST I 235 23.803 24.993 26.234 27.543 28.926 A 27019 HUMAN RESOURCES ANALYST I TEM 787 23.803 A 27000 HUMAN RESOURCES ANALYST II 315 27.744 29.133 30.594 32.124 33.725 A 26440 HUMAN RESOURCES CLERK 070 17.838 18.730 19.669 20.650 21.676 A 89910 HUMAN RESOURCES MANAGER M42 47.578 49.956 52.458 55.078 57.835 D 57020 HUMAN RESOURCES SUPERVISOR G45 32.910 34.555 36.285 38.100 40.008 C 26409 HUMAN RESOURCES TECHNICIAN-TE 785 23.032 A 56990 HYDROGRAPHIC SUPERVISOR G45 32.910 34.555 36.285 38.100 40.008 C

326 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 SALARY SCHEDULE

STEP (HOURLY RATE) # POSITION TITLE GRADE OT STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

24350 INDUSTRIAL WASTE INSPECTOR 210 22.912 24.072 25.280 26.566 27.917 A 24359 INDUSTRIAL WASTE INSPECTOR-TE 782 22.912 A 13490 LABORER 001 9.596 10.077 10.582 11.113 11.669 A 13499 LABORER - TEMP 840 9.596 A 26310 LEGAL SECRETARY 095 18.729 19.666 20.655 21.682 22.759 A 26319 LEGAL SECRETARY - TEMP 765 18.729 A 13190 LIGHT EQUIPMENT OPERATOR-WATE 094 18.588 19.517 20.486 21.523 22.591 A 13180 LIGHT EQUIPMENT OPR - PARKS 094 18.588 19.517 20.486 21.523 22.591 A 13170 LIGHT EQUIPMENT OPR - STREETS 094 18.588 19.517 20.486 21.523 22.591 A 13179 LIGHT EQUIPMENT OPR-STREETS-T 762 18.588 A 14200 MAINT CRAFTWORKER I 201 21.924 23.026 24.168 25.382 26.647 A 13080 MAINTAINER - CGCC 030 14.689 15.422 16.197 17.009 17.856 A 14220 MAINTENANCE CRAFTWORKER II 229 23.486 24.674 25.913 27.229 28.613 A 86090 MANAGEMENT ASSISTANT M05 23.803 24.993 26.234 27.543 28.926 D 25010 MARKETING & EVENTS SPECIALIST 150 20.850 21.903 22.985 24.136 25.345 A 99999 MAYOR 990 919.540 A 13270 MOTOR SWEEPER OPERATOR 160 20.908 21.953 23.053 24.196 25.411 A 25100 NETWORK SYSTEMS ANALYST 220 23.103 24.256 25.468 26.741 28.081 A 25130 NETWORK SYSTEMS ENGINEER 297 26.600 27.939 29.350 30.836 32.397 A 25119 NETWORK SYSTEMS TECH - TEMP 776 20.466 A 25110 NETWORK SYSTEMS TECHNICIAN 130 20.466 21.489 22.571 23.696 24.884 A 90153 OFFICIAL I 972 12.500 A 90163 OFFICIAL II 981 15.000 A 26410 PARK & LANDSCAPE DESIGNER 350 29.419 30.890 32.436 34.057 35.761 A 59800 PARK CONSTRUCTION & FAC PLNR G55 37.026 38.879 40.824 42.866 45.008 C 90199 PARK SECURITY GUARD - TEMP 961 11.908 A 13310 PARK SERVICES COORDINATOR 115 19.925 20.912 21.962 23.062 24.208 A 24500 PARK SERVICES TECHNICIAN 145 20.821 21.864 22.960 24.106 25.313 A 24440 PARK TECHNICIAN 265 25.202 26.467 27.787 29.179 30.633 A 88480 PARKS SUPERINTENDENT M18 40.251 42.269 44.383 46.599 48.935 D 24349 PARTS & INVENTORY SPEC - TEMP 869 16.124 A 24340 PARTS & INVENTORY SPECIALIST 050 16.124 16.925 17.768 18.651 19.589 A 27029 PLAN CHECKER - TEMP 794 28.694 A 27020 PLAN CHECKER-ELECTRICAL SPEC 325 28.694 30.145 31.672 33.280 34.958 A 27030 PLAN CHECKER-PLUMB & MECH SPE 325 28.694 30.145 31.672 33.280 34.958 A 27050 PLAN CHECKER-RESIDENTIAL SPEC 325 28.694 30.145 31.672 33.280 34.958 A 89450 PLANNING DIRECTOR M48 49.680 52.165 54.775 57.514 60.390 D 25030 PLANNING TECHNICIAN 185 21.864 22.955 24.100 25.303 26.573 A 25039 PLANNING TECHNICIAN - TEMP 781 21.864 A 90409 POLICE CADET 900 8.000 A 88530 POLICE CAPTAIN M51 52.378 54.995 57.743 60.636 63.663 D 89500 POLICE CHIEF M80 68.092 71.501 75.078 78.835 82.767 D 51300 POLICE CRIME LAB SUPERVISOR G30 29.835 31.327 32.895 34.539 36.266 C 26370 POLICE DISPATCHER I 075 17.857 18.756 19.692 20.677 21.710 A 26379 POLICE DISPATCHER I - TEMP 755 17.857 A 26380 POLICE DISPATCHER II 100 18.997 19.952 20.945 21.994 23.096 A 26389 POLICE DISPATCHER II - TEMP 767 18.997 A

327 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 SALARY SCHEDULE

STEP (HOURLY RATE) # POSITION TITLE GRADE OT STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

21200 POLICE LAB TECHNICIAN 245 24.087 25.290 26.554 27.874 29.274 A 88540 POLICE LIEUTENANT M30 47.051 49.407 51.878 54.475 57.205 D 41250 POLICE OFFICER P10 24.214 25.435 26.720 28.072 29.493 A 77360 POLICE SERGEANT P55 34.256 35.966 37.768 39.658 41.644 C 21450 POLICE SERVICE TECHNICIAN 060 17.440 18.313 19.233 20.197 21.206 A 21459 POLICE SERVICE TECHNICIAN-TEM 750 17.440 A 41430 POLICE TRAINEE P05 19.338 20.303 21.320 22.388 23.509 A 90139 POOL MANAGER 958 11.000 A 59890 PRINCIPAL PLANNER G55 37.026 38.879 40.824 42.866 45.008 C 59899 PRINCIPAL PLANNER TEMP 615 37.026 C 26360 PROGRAM COORDINATOR - PERM 060 17.440 18.313 19.233 20.197 21.206 A 90059 PROGRAM COORDINATOR I - TEMP 958 11.000 A 90079 PROGRAM COORDINATOR II - TEMP 965 11.500 A 90029 PROGRAM LEADER I - TEMP 945 8.500 A 90019 PROGRAM LEADER II - TEMP 951 9.000 A 25090 PROGRAMMER ANALYST 290 25.815 27.109 28.461 29.883 31.375 A 25099 PROGRAMMER ANALYST - TEMP 884 25.815 A 57350 PROPERTY ROOM SUPERVISOR G20 26.180 27.492 28.863 30.307 31.821 C 89560 PUBLIC WORKS DIRECTOR M77 61.751 64.838 68.082 71.489 75.060 D 88060 PUBLIC WORKS OPERATIONS MGR M48 49.680 52.165 54.775 57.514 60.390 D 27510 PUBLIC/FIRE SAFTETY EDUC SPEC 180 21.491 22.567 23.701 24.881 26.126 A 59920 PURCHASING OFFICER G45 32.910 34.555 36.285 38.100 40.008 C 26000 REAL PROPERTY AGENT I 100 18.997 19.952 20.945 21.994 23.096 A 26010 REAL PROPERTY AGENT II 360 29.909 31.409 32.979 34.628 36.363 A 86100 REAL PROPERTY MANAGER M10 38.277 40.190 42.201 44.312 46.527 D 57910 RECORDS SUPERVISOR G45 32.910 34.555 36.285 38.100 40.008 C 26020 RECREATION SPECIALIST 180 21.491 22.567 23.701 24.881 26.126 A 26390 REVENUE PROGRAM AIDE 065 17.696 18.575 19.495 20.479 21.502 A 86020 RISK MANAGER M08 38.277 40.190 42.201 44.312 46.527 D 90143 SCOREKEEPER 900 8.000 A 26450 SECRETARY I 055 16.233 17.045 17.901 18.793 19.734 A 26459 SECRETARY I - TEMP 745 16.233 A 26490 SECRETARY II 070 17.838 18.730 19.669 20.650 21.676 A 26499 SECRETARY II - TEMP 752 17.838 A 41270 SENIOR POLICE OFFICER P15 25.435 26.720 28.072 29.493 30.989 A 26460 SENIOR POLICE RECORDS CLERK 070 17.838 18.730 19.669 20.650 21.676 A 27340 SENIOR PROPERTY TECHNICIAN 150 20.850 21.903 22.985 24.136 25.345 A 25160 SENIOR SALES REPRESENTATIVE 235 23.803 24.993 26.234 27.543 28.926 A 13709 SERVICE MAINTENANCE WKR-TEMP 866 16.124 A 13708 SERVICE MAINTENANCE WKR-TEMP 715 12.641 A 13700 SERVICE MAINTENANCE WORKER 050 16.124 16.925 17.768 18.651 19.589 A 13701 SERVICE MAINTENANCE WORKER-T 715 12.641 A 13460 SEWER MAINTAINER II 097 18.861 19.803 20.787 21.837 22.921 A 13470 SEWER MAINTAINER III 140 20.722 21.750 22.838 23.983 25.177 A 90179 SITE MANAGER I - TEMP 956 10.000 A 90189 SITE MANAGER II - TEMP 962 10.500 A 89130 SOLID WASTE DIRECTOR M48 49.680 52.165 54.775 57.514 60.390 D

328 CITY OF BAKERSFIELD FISCAL YEAR 2010-11 SALARY SCHEDULE

STEP (HOURLY RATE) # POSITION TITLE GRADE OT STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

13430 SOLID WASTE EQUIPMENT OPERATO 115 19.925 20.912 21.962 23.062 24.208 A 88560 SOLID WASTE SUPERINTENDENT M18 40.251 42.269 44.383 46.599 48.935 D 57010 SPECIAL EVENTS MGR - RABOBANK G55 37.026 38.879 40.824 42.866 45.008 C 59700 SPECIAL PROJECTS MANAGER G55 37.026 38.879 40.824 42.866 45.008 C 88640 STREET MAINTENANCE SUPT M18 40.251 42.269 44.383 46.599 48.935 D 90389 STUDENT HELP 900 8.000 A 59880 SUPERVISING FIRE DISPATCHER G05 21.317 22.383 23.505 24.681 25.920 C 57110 SUPERVISOR I G15 25.428 26.702 28.039 29.445 30.913 C 57080 SUPERVISOR I - CGCC G15 25.428 26.702 28.039 29.445 30.913 C 57119 SUPERVISOR I - TEMP 600 25.428 C 57120 SUPERVISOR II G30 29.835 31.327 32.895 34.539 36.266 C 57830 SUPERVISOR II - RECREATION G30 29.835 31.327 32.895 34.539 36.266 C 55470 SUPERVISOR-SURVEY OPERATIONS G35 30.581 32.115 33.718 35.406 37.174 C 57840 SUPV II-W W PRETREAT REV PROG G30 29.835 31.327 32.895 34.539 36.266 C 25280 SURVEY PARTY CHIEF I 210 22.912 24.072 25.280 26.566 27.917 A 25300 SURVEY PARTY CHIEF II 265 25.202 26.467 27.787 29.179 30.633 A 57160 TECHNOLOGY SERVICES SUPERVISO G25 28.084 29.489 30.963 32.515 34.140 C 14479 TRADES MAINT WORKER - TEMP 877 18.136 A 14478 TRADES MAINT WORKER TEMP-T 720 13.876 A 14470 TRADES MAINTENANCE WORKER 090 18.136 19.040 19.986 21.000 22.041 A 88370 TRAFFIC ENGINEER M42 47.578 49.956 52.458 55.078 57.835 D 25290 TRAFFIC OPERATIONS TECHNICIAN 263 25.141 26.387 27.710 29.097 30.549 A 14190 TRAFFIC PAINTER II 090 18.136 19.040 19.986 21.000 22.041 A 17190 TRAFFIC PAINTER III 115 19.925 20.912 21.962 23.062 24.208 A 15310 TRAFFIC SIGNAL TECHNICIAN 263 25.141 26.387 27.710 29.097 30.549 A 41060 TRAINING OFFICER P25 27.255 28.633 30.086 31.611 33.209 A 26250 TRANSCRIBING TYPIST 040 15.447 16.219 17.033 17.881 18.779 A 26259 TRANSCRIBING TYPIST-TEMP 737 15.447 A 13620 TREE MAINTAINER II 097 18.861 19.803 20.787 21.837 22.921 A 13489 UTILITY WORKER-TEMP 735 14.689 A 14360 W W TREAT PLANT LAB TECH 165 21.351 22.419 23.540 24.714 25.954 A 14390 W W TREATMENT PLANT OPR I 065 17.696 18.575 19.495 20.479 21.502 A 14420 W W TREATMENT PLANT OPR II 115 19.925 20.912 21.962 23.062 24.208 A 14430 W W TREATMENT PLANT OPR III 229 23.486 24.674 25.913 27.229 28.613 A 88690 WASTEWATER MANAGER M48 49.680 52.165 54.775 57.514 60.390 D 14290 WASTEWATER PLANT MECHANIC 245 24.087 25.290 26.554 27.874 29.274 A 88680 WASTEWATER TREATMENT SUPT M18 40.251 42.269 44.383 46.599 48.935 D 89110 WATER RESOURCES DIRECTOR M48 49.680 52.165 54.775 57.514 60.390 D 89160 WATER RESOURCES MANAGER M71 58.204 61.116 64.172 67.381 70.753 D 88570 WATER RESOURCES M18 40.251 42.269 44.383 46.599 48.935 D 25050 WEBMASTER 220 23.103 24.256 25.468 26.741 28.081 A

329 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.

330 FY 2010-11 Budget Calendar JANUARY 25 CIP forms and guidelines distributed to departments. Departments to prepare CIP Worksheets (project scope, justifications, cost, estimates, funding sources, priority, etc.) FEBRUARY 9 FY 2010-11 Budget Instructions and Salary Projection Report distributed to departments. 12 New Personnel Requests and Internal Service Requests are due. Salary Projection File changes are to be entered in HTE. 26 Revenue projections for all funds are due to Finance. Department’s CIP Budget are due, including transmittal memo with Department Head signature. MARCH 3 Goals and Objectives and Organizational Charts are due. Operating Budgets (with transmittal) are due. 10 – 26 Budget review meetings scheduled with departments. APRIL 12 Manager Recommended budget available to departments. 21 First review of department budget presentations. 28 Final review of department budget presentations. MAY 5 FY 2010-11 Proposed Budget distributed to City Council. City Manager’s Budget Overview presentation to Council. 6 Capital Improvement Program Five-Year Plan (2010 – 2015) distributed to Planning Commission. 19 Department Budget Presentations/Council Workshop: General Government, Finance, City Attorney, Public Works, Economic and Community Development, Rabobank Arena and Convention Center. JUNE 3 Planning Commission determination of Capital Improvement Program Five-Year Plan’s conformance to the General Plan. 9 Department Budget Presentations/Council Workshop: Recreation and Parks, Fire, Police, Development Services, Water Resources. Proposed FY 2010-11 Operating, Redevelopment Agency, and Capital Improvement Plan Budgets and Appropriations Limit. 30 City Council Adoption of FY 2010-11 Operating, Redevelopment Agency, and Capital Improvement Program Budgets and Appropriations Limit.

331 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.

332 Basis of Accounting and Budgeting

All governmental fund types, Agency Funds and the Discretely Presented Component Unit are accounted for using the modified-accrual basis of accounting. Under the modified-accrual basis, revenues are recognized when they become measurable and available as net current assets. Taxpayer- assessed gross receipts and sales taxes are considered “measurable” when in the hands of intermediary collecting governments and are, therefore, recognized as revenue at that time. Property taxes are recognized as revenue in the fiscal year during which they are levied, adjusted for amounts considered to be collectible more than 60 days beyond the fiscal year-end or ultimately uncollectible.

Those revenues susceptible to accrual are property taxes, franchise taxes, special assessments, licenses, interest revenue and charges for services. Sales taxes collected and held by the state at year end on behalf of the government also are recognized as revenue. Fines and permits are not susceptible to accrual because generally they are not measurable until received in cash.

Expenditures are generally recognized under the modified-accrual basis of accounting when the related fund liability is incurred. An exception is interest on general long-term debt which is not accrued but is recorded when due. Proceeds from issuance of long- term debt are recognized as other financing sources when received, and repayments are recognized as expenditures when due.

All proprietary fund types and Pension Trust Funds are accounted for using the accrual basis of accounting. The revenues of these funds are recognized when they are earned, and their expenses are recognized when they are incurred. Unbilled service revenues, which are not significant, are not recognized as revenues.

Budgets and Budgetary Accounting

The procedures established by the City Council in adopting the budgetary data reflected in the financial statements are as follows:

1. Prior to June 1, the City Manager submits to the City Council a proposed operating budget for the fiscal year commencing the following July 1. The operating budget includes proposed expenditures and the means of financing them.

2. Public hearings are conducted to obtain taxpayer comments.

333 Basis of Accounting and Budgeting continued

3. Prior to July 1, the budget is legally enacted through passage of a resolution.

4. Budgets are adopted for all governmental fund types and are prepared on a basis consistent with generally accepted accounting principles.

5. The City Manager is authorized to transfer budgeted amounts between departments within any fund and approve reductions of budgeted amounts. Since expenditures may not exceed budgeted appropriations at the fund level, any revisions that alter the total appropriations of any fund are to be approved by the City Council. Projects budgeted within the fiscal year but not yet completed can be reappropriated the following fiscal year with City Manager approval. All other unencumbered appropriations lapse at year-end. Encumbered amounts are reappropriated in the ensuing fiscal year budget.

334 Investment Policy

The Investment Policy of the City of Bakersfield as adopted by Resolution, 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.

335 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.

336 GLOSSARY THIS PAGE INTENTIONALLY LEFT BLANK Glossary

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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.

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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.

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BALANCED BUDGET – Management of the financial plan with the objective of ensuring that expenditures do not exceed revenues.

BOND − A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. The City sells bonds as a means of borrowing revenue for costly projects and repays the debt to the lender over an extended period of time, similar to the manner in which a homeowner repays a mortgage. A bond differs from a note in two ways. A bond is issued for a longer period of time than a note and requires greater legal formality. Bonds are primarily used to finance capital projects.

BUDGET AMENDMENT – Legal means by which an adopted expenditure authorization or limit is increased and could be authorized with a publication, a hearing, or a re-certification of the budget.

BUDGET CALENDAR − A timetable showing when particular tasks must be completed in order for the council to approve the spending plan before the beginning of the next fiscal year.

BUDGET DOCUMENT – The instrument used by the budget-making authority to present a comprehensive financial program to the City Council. Once adopted by the City Council, it becomes the City’s Annual Operating Budget. The operating budget provides for direct services and support functions of the City (e.g., Police, Fire, Public Works, etc.). The capital budget (Capital Improvement Program) provides for improvements to the City’s infrastructure and facilities, and utilizes long-term financing instruments. (See also Adopted Budget, Annual Operating Budget, Balanced Budget, Capital Improvement Program Budget, Operating Budget.)

BUDGET HEARING – A public meeting to allow citizens to comment on the proposed budget.

BUDGET MANUAL − A booklet prepared by the budget office that includes, at a minimum, the budget calendar, the forms departments need to prepare their budget requests, and a description of the budget process.

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BUDGET MESSAGE – A general discussion of the proposed budget as presented in writing by the budget-making authority to the City Council, including the primary budget issues and policy changes found in the proposed budget. The City’s budget message is presented as the City Manager’s letter in the proposed and adopted budget documents.

BUDGETARY BASIS – This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual.

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CDBG – Community Development Block Grant. Used to account for resources provided by the Federal Housing and Community Development Act of 1974 for the elimination of slums and blight, housing conservation and improvements of community services.

CAPITAL IMPROVEMENTS – Any significant physical acquisition, construction, replacement, or improvement to a City service delivery system.

CAPITAL IMPROVEMENT PROGRAM BUDGET – A five-year expenditure plan financing new infrastructure and facilities, or improvements to the existing infrastructure and facilities. Set forth in the CIP is the name of each project, the expected beginning and ending date, the amount to be expended in each year, and the proposed method of financing the projects. (For more information see the CIP section of this document.)

CAPITAL OUTLAY – Expenditures used to purchase fixed assets costing more than $1,000.

CARRY-OVER – Appropriated funds that remain unspent at the end of a fiscal year and are allowed to be retained in the appropriating budget and expended in subsequent fiscal years for the purpose designated.

CASH FLOW − The net cash balance at any given point. The treasurer prepares a cash budget that projects the inflow, outflow, and net balance of cash reserves on a daily, weekly, and monthly basis.

CASH FUND BALANCE – The cash available for expenditure after all current obligations are paid or encumbered and all current revenues are received. The cash fund balance does not include allowances for depreciation, asset value and other non-cash accounting items.

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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.)

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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.

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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.

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ECONOMIC DEVELOPMENT – The process of attracting new businesses by use of incentives or innovative financing methods.

EFFICIENCY – Effective operation as measured by a comparison of production with cost (as in energy, time, and money), or the ratio of the useful energy delivered by a dynamic system to the energy supplied to it.

EFFECTIVENESS – Producing a decided, decisive, or desired effect.

EMPLOYEE (OR FRINGE) BENEFITS – Contributions made by a government to meet commitments or obligations for employees beyond base pay. The government’s share of costs for Social Security and the various pension, medical and life insurance plans are included.

ENCUMBERANCE – Obligations in the form of purchase orders or contracts which are chargeable to an appropriation and for which a part of the appropriation is reserved. Encumbrances are eliminated when paid or when an actual liability is established.

ENTERPRISE FUND – A fund established to account for a service which should be paid for by those who use the service. Belong to the group of funds called “proprietary” and account for operations that provide services to the community at large.

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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.

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FTE – Full-Time Equivalent. A measure of the total quantity of all employees. The FTE converts all employee work activity into a number equivalent to work activity hours performed by full-time employees. This serves as a standard measure among departments. A standard 40-hour per week full-time employee is equivalent to 1 FTE. (e.g., if a seasonal employee is calculated at 25%, the FTE is calculated at 0.25.)

FEDERAL AND STATE GRANTS AND CONTRIBUTIONS – Revenue received from the federal and state governments under an administrative agreement to provide financial assistance for programs such as low-cost housing, youth programs, health-related programs, or other federal and state-supported projects.

FEES – Monies paid to the government for expenses incurred for providing special services.

FINANCING – Furnishing the necessary funds to operate or conduct a program or business. Funds can be raised internally, borrowed, or received from a grant.

FINES AND PENALTIES – Revenue derived primarily from Municipal Court fines, forfeits, and penalties.

FISCAL POLICY – A government’s policies with respect to revenues, spending and debt management as these relate to government services, programs and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming, or government budgets and their funding.

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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.

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GAAP – Generally Accepted Accounting Principles. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.

GAS TAX – A tax on the sale of fuel dedicated to transportation.

GENERAL FUND – The City’s principle operating account, which is supported primarily by taxes and fees having no restriction on their use.

GOALS – A long-term condition or end result. It describes a vision or philosophy about major social and environmental concerns of the community. The City of Bakersfield’s goals are: (1) Provide Quality Public Safety Services; (2) Enhance the City’s Transportation Network; (3) Continue Positive Downtown Development; (4) Plan for Growth and Development; (5) Strengthen and Diversify our Economic Base; (6) Promote Community Pride and Image; and, (7) Fiscal Solvency.

GOVERNING BODY – Consists of one Mayor, elected at large, and seven Councilmembers, each representing a ward within the City. (A list of the current governing body is available on the first page of this document.)

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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.

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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.

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INDIRECT COSTS – Those elements of cost necessary in the production of a good or service that are not directly traceable to the product or service.

INFRASTRUCTURE – The physical assets or foundation of the City, including buildings, parks, streets, and water and sewer systems.

INTEREST EARNINGS – Revenue derived from the proper management of the City’s assets, through investment of public funds being held until expended or distributed to other units of government.

INTERGOVERNMENTAL REVENUE – Revenue received from federal, state, and other local government sources in the form of grants, shared revenues, and payments in-lieu of taxes.

INTERNAL SERVICE FUND – A fund used to account for the centralized financing of goods or services provided by one department or agency to other government departments or agencies, or to other governments, on a cost- reimbursement basis. Internal service funds belong to the “proprietary” group of funds. The City of Bakersfield uses internal service funds for the central administration of insurance and equipment replacement.

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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.

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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.

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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.

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OBJECTIVE – A readily measurable statement of an expected accomplishment within the fiscal year.

OPERATING BUDGET – A budget which applies to all costs other than those for capital improvement projects or major purchases. This refers more to the day- to-day operations of the City.

OPERATING EXPENDITURES – Those costs which are associated with the general operations of departments, exclusive of personnel and capital expenditures. Typical examples include materials and supplies, contractual services, travel, and other miscellaneous expenses.

OPERATING REVENUES – Funds that the government receives as income to pay for ongoing operation. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day services.

ORDINANCE – A formal legislative enactment by the City Council, which has the full force of law within the boundaries of the municipality unless pre-empted by a higher form of law, such as a state statute or constitutional provision. (See also resolution).

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PERSONNEL EXPENDITURES – All costs related to compensating employees, including employee benefit costs such as the City’s contribution for retirement, social security, and health and life insurance.

PRINCIPAL – The base amount of debt, which is the basis for interest computations.

PROGRAM SERVICE OBJECTIVE – The program service objective describes in specific and measurable terms the results a program (within a particular division) is expected to achieve within a given time frame. Program service objectives are derived from City Council Goals.

PROGRAM – A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the division or department is responsible.

PROPERTY TAX – A tax levied on real property.

PROPOSED BUDGET – A schedule of revenues and expenditures submitted by various departments or divisions to be reviewed and considered for the upcoming fiscal year.

PROPRIETARY FUNDS – Accounting entities to account for operations similar to a private enterprise with a balance sheet that incorporates long-term debt obligations, assets and liabilities, and depreciation. Enterprise funds and internal service funds are “proprietary” funds.

PUBLIC HEARING − An open meeting regarding proposed operating or capital budget allocations, which provide citizens with an opportunity to voice their views on the merits of the proposals.

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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.

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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.

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SERVICE – A specific deliverable provided to the public. It has a specific budget, as well as performance measures to determine the benefits received. A service is ultimately aligned to one of the Council’s seven goals.

SERVICE LEVEL INDICATORS – The service level indicators describe in specific and measurable terms the results a program (within a particular division) is expected to achieve within a given time frame. Service level indicators are derived from the action plan.

SIGNIFICANT BUDGET CHANGES – A significant budget change represents a major departure from historical practice or treatment of a program or line item within a department’s budget.

SPECIAL ASSESSMENTS – Compulsory charges levied by a government to finance current or permanent public services to a particular group of persons or properties.

SPECIAL REVENUE FUND – An accounting entity to record revenue that is legally destined for a specific purpose and the expenditure of the dedicated revenue.

SPHERE OF INFLUENCE (SOI) – A plan, adopted by Kern Local Agency Formation Commission (LAFCo), for the probable physical boundaries and service area of the City.

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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

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current or permanent benefit, such as special assessments. Generally includes property taxes, sales taxes, franchise taxes, business license taxes, real property transfer taxes, and transient occupancy taxes.

TRANSIENT OCCUPANCY TAX – Used to account for Transient Occupancy Tax Revenues (Hotel Tax) and expenditures funded by this revenue source.

TRANSPORTATION DEVELOPMENT FUND – Used to account for funds collected from fees paid to mitigate the traffic impacts to the regional circulation system caused by a development project. The fees are paid when a building permit for the development project is obtained, and are based upon the amount of traffic the development will generate.

TRUST FUND – Used when the City is custodian of money to be reserved and spent for a special purpose.

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UNENCUMBERED BALANCE – The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purposes.

UNRESERVED FUND BALANCE – The portion of a fund’s balance that is not restricted for a specific purpose and is available for general appropriation.

USER CHARGES/FEES – These represent payment for services which would not be provided to the individual if the charge were not paid.

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