Minutes — Bakersfield City Council, June 10, 2026 (part 2 of 3)

did
Bob Smith, Chairman
Kem Council of Governments

CITY OF BAKERSFIELD
Karen Goh, Mayor
APPROVED AS TO CONTENT:

ECONOMIC AND COMMUNITY

DEVELOPMENT DEPARTMENT
Jennifer M. Byers
Economic and Community
Development Director
COUNTERSIGNED:

By:--------
Randy McKeegan
Finance Director

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APPROVED AS TO FORM:

VIRGINIA GENNARO
City Attorney
By:--------
City Attorney
Insurance: -----

ADMINISTRATIVE REPORT

MEETING DATE: June 10, 2026 AGENDA CATEGORY: Consent Calendar Public Hearing TO: Honorable Mayor and City Council
FROM: Phillip W. Burns, Development Services Director
DATE: May 12, 2026
SUBJECT: Public Hearing to consider Fiscal Year 2026-27 Budget, Park Landscape Assessment and Tax Collection.

Resolution approving and adopting the Development Services Director’s Report for the Consolidated Maintenance District (CMD) and the 2026-27 CMD budget confirming the park landscaping assessments and authorizing the collection of assessments by the Kern County Tax Collector.

RECOMMENDATION:

Staff recommends receiving protest statements (if any), overriding protests (if any) and adopting the resolution.

BACKGROUND:

On January 12, 2005, the City Council passed Resolution No. 019-05 adopting the City Council policy on Park Maintenance and Street Landscaping Assessments which enables the City to collect additional revenue for the maintenance of street and median landscaping and park maintenance within the CMD.

Assessment rates for all existing developments prior to that were not increased and the rates remain at the 2004-2005 level. Since January 12, 2005, all new territories added to the CMD that benefit from public parks and/or street landscaping have been assessed and will continue to be assessed, consistent with the requirements of Proposition 218, those amounts set forth in Resolution No. 019-05. Said amounts shall be increased annually by the cost-of-living increase reflected in the Los Angeles – Long Beach – Anaheim/All Urban Consumers Consumer Price Index.

On May 27, 2026, City Council approved Resolution of Intention 2261, preliminarily confirming, approving, and adopting the Development Services Director’s Report and the fiscal year 2026-2027 park landscaping budget for the CMD. The resolution of intention sets the protest hearing date for June 10, 2026. Notice of the protest hearing has been published in accordance with Chapter 13.04 of the Bakersfield Municipal Code in manner required by law.

This hearing is to consider protests only on the following: the fairness of the benefit formula; a factual and compelling argument against the amount of the assessment; the zone of the benefit (including tier levels); the amount of the park landscaping assessment on any parcel of property to be assessed; and the reservation by the City of right to elect whether to proceed to perform work by City forces or by a private contractor. As of the date of this administrative report, City staff has not received any protests regarding the above-noted conditions.

This resolution confirms the 202 6-2027 park landscaping ass essments and authorizes collection of the assessments by the Kern County Tax Collector.

FISCAL IMPACT:

The revenue from Park and Landscape Maintenance Assessment Districts supports ongoing maintenance in the districts for the year. While the General fund also provides partial support for park and landscape maintenance, there is no General Fund impact associated with this action to authorize a consumer price index increase of 3. 40%, which is allowed by Resolution No. 019 -05 and represents the “Los Ange les – Long Beach – Anaheim/All urban Consumers Consumer Price Index” pursuant to City Policy.

COUNCIL GOAL:

Reliable Infrastructure

ATTACHMENTS:

1. Resolution

2. Exhibit 1 – Director’s Report

3. Exhibit A – Director’s Report Benefit Formula

4. Exhibit B – Director’s Report Budget

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RESOLUTION NO. _________

A RESOLUTION APPROVING AND ADOPTING THE
DEVELOPMENT SERVICES DIRECTOR’S REPORT FOR

THE CONSOLIDATED MAINTENANCE DISTRICT AND
THE 2026-2027 BUDGET, CONFIRMING THE PARK

LANDSCAPING ASSESSMENTS, AND AUTHORIZING

COLLECTION OF ASSESSMENTS BY THE KERN
COUNTY TAX COLLECTOR. (ALL WARDS)

WHEREAS, Chapter 13.04 of Title 13 of the Municipal Code of the City of Bakersfield provides for an alternative procedure by which the City Council may provide for the payment of all or any part of the costs and expenses of maintaining and operating any public improvements which are local in nature, from annual benefit assessments apportioned among the several lots or parcels of property within the maintenance district established therefore;

WHEREAS, the Development Services Director has filed his report as set forth in Exhibit 1, attached hereto and incorporated by reference herein, including the 2 026- 2027 budget for the Consolidated Maintenance District with the City Clerk’s Office, as required by Section 13.04.130 of the Bakersfield Municipal Code;

WHEREAS, the City Clerk has filed in his office affidavits setting forth the compliance with the requirements of Chapter 13.04 of the Bakersfield Municipal Code concerning publishing notice of the hearing on the Consolidated Maintenance District; and said City Council hereby finds that said notice has been published in the manner required by law;

WHEREAS, the above hearing was duly held by the City Council at the time and place for hearing protests to the boundaries of the district, the fairness of the benefit formula, the zones of benefit including tier level, the reservation of right of the City to utilize either City forces or to contract with private industry for the operation and maintenance of the improvements, or the amount of the assessment on any parcel of property to be assessed; and

WHEREAS, any written protests filed with the Clerk at or before the time set for said protest hearing were considered by said Council.

NOW, THEREFORE BE IT RESOLVED by the Council of the City of Bakersfield as follows:

1. The foregoing recitals are found to be true and correct and are incorporated herein.

2. The Council finds and determines that, for purposes of the majority protest provisions of Section 13.04.150 of the Bakersfield Municipal Code, there were not sufficient protests received and, therefore, there is not a majority protest.

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3. The Council hereby approves and adopts the Development Services Director’s Report and the 2026-2027 Budget and confirms and levies the individual assessments for park landscaping as set forth in said Development Services Director’s Report.

4. The City Council hereby reserves the right to perform the work of maintenance and operation of the public improvements within the Consolidated Maintenance District by City forces or by private contractor.

5. The Development Services Director is hereby directed to file assessments with the Kern County Tax Collector and the Kern County Tax Collector is hereby authorized to collect such assessments. These assessments are exempt from the procedural requirements of Proposition 218.

-oOo-

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I HEREBY CERTIFY that the foregoing Resolution was passed and adopted by the Council of the City of Bakersfield at a regular meeting thereof held on , by the following vote:

AYES: COUNCILMEMBER ARIAS, GONZALES, WEIR, SMITH, KOMAN, BASHIRTASH, KAUR NOES: COUNCILMEMBER
ABSTAIN: COUNCILMEMBER
ABSENT: COUNCILMEMBER

________________________________

JULIE DRIMAKIS, MMC
CITY CLERK and Ex Officio Clerk of the
Council of the City of Bakersfield

APPROVED: __________________

By: _______________________________

KAREN GOH
MAYOR of the City of Bakersfield

APPROVED as to form:

VIRGINIA GENNARO

CITY ATTORNEY

By: ________________________________

VIRIDIANA GALLARDO-KING
Deputy City Attorney II

Attachments: Exhibit “1” - Director’s Report
Exhibit “A” - Director’s Report Benefit Formula
Exhibit “B” - Director’s Report Budget

EXHIBIT 1

DEVELOPMENT SERVICES DIRECTOR'S REPORT FOR THE

CONSOLIDATED MAINTENANCE DISTRICT
City of Bakersfield

Fiscal Year 2026-2027

The City of Bakersfield Consolidated Maintenance District consists of all existing territories, separately and specifically described, in part, in the County of Kern Assessors Tax Number of each territory for the variou s areas of benefit within the City of Bakersfield, County of Kern, State of California. The amount of assessment to be levied against each parcel within the Consolidated Maintenance District is on file in the office of the City Clerk. The 2026-2027 budget for the Consolidated Maintenance District, Exhibit “B ,” is attached hereto and incorporated by reference as though fully set forth herein.

Pursuant to the provisions of Chapter 13.04 of Title 13 of the Municipal Code of the City of Bakersfield, the Development Services Director makes and files this Report and proposed assessment of and upon all parcels of property within the areas of the district for the cost of maintaining and operating public parks, public street medians and other public st reet landscaping improvements. The improvements for the Consolidated Maintenance District Street Landscaping Zone of Benefit generally include but are not limited to: Public Street Landscaping Improvements consisting of: turf, plant forms, shrubs, ground cover, trees, lighting, irrigation systems, conduits, water mains; and Public Street Median Improvements consisting of: turf, plant forms, shrubs, ground cover, trees, irrigation syste ms, conduits and water mains. The improvements for the Consolidated Maintenance District Park Zone of Benefit generally include, but are not limited to: turf, plant forms, shrubs, ground cover, trees, irrigation systems, conduits, water mains, playground equipment, picnic tables, drinking fountains, barbecue pits, security lighting and restrooms.

The improvements in this Consolidated Maintenance Di strict are of a public nature. The assessment includes the cost of necessary repairs, replacements, water, equipment, electricity, care, supervision and any and all other items necessary for the proper maintenance and operation thereof.

For many years, parks, street medians and other street landscaping improvements in the City were maintained through traditional tax revenues. After the passage of Proposition 13 in 1978, funds available for maintenance and operation of local public improvements were substantially reduced.

At present the City's budget does not allow for the cost of all maintenance and operation of local public improvements of the types described above. Thus, without funds for maintenance and operating costs from a source other than general tax revenues, the City does not permit new parks, public street median or other public street landscaping improvements to be constructed within the City. The funds generated as the result of this district are utilized strictly for the purpose of and applied to the maintenance and upkeep of public parks, public street median and other public street landscaping within the district. The Consolidated Maintenance District has been specifically designated to address park maintenance and operation, and maintenance of public street median and other public street landscaping improvements and all parcels within the district are affected.

EXHIBIT 1
The benefits from the installation of street landscaping accrue to all the lot or parcel owners within the Consolidated Maintenance District Stree t Landscaping Zone of Benefit. The benefits of the street landscaping inure to all lots or parcels uniformly, and are based on an Equivalent Dwelling Unit basis, in accordance with Exhibit “A” attached hereto.

Park use is a benefit most likely to be enjoyed by each resident in the Park Zone of Benefit. These benefits are, therefore, uniformly assessed on an E quivalent Dwelling Unit basis, in accordance with Exhibit “A” attached hereto. No assessment for park benefits is made on non-residential lots.

Historically, the City has identified the costs of street and median landscaping and park maintenance amenities that are not within the boundaries of the Consolidated Maintenance District and are therefore paid for out of the General Fund. The City then provided a subsidy to parcels within the Consolidated Maintenance District up to the amount of those costs (i.e., as of 1996, a 66% subsidy for park maintenance costs and 7.3% for street and median landscape maintenance costs). After the passage of Proposition 218 in 1996, the City has not raised assessment rates within the Consolidated Maintenance District even though maintenance costs have risen. Consequently, the subsidies to parcels within the Consolidated Maintenance District have continued to rise since 1996.

On January 12, 2005, the City Council passed Resolution No. 019 -05 adopting Council Policy on Park Maintenance and Street Landscaping Assessments which enables the City to collect additional revenue for the maintenance of street and median landscaping and park maintenance within the Consolidated Maintenance District.

As of January 12, 2005, all new territories added to the Consolidated Maintenance District that benefit from public parks and/or street landscaping shall be assessed, consistent with the requirements of Proposition 218, those amounts set forth in Exhibit “A” of Resolution No. 019 -05. As per that Resolution, “ Said amounts shall be increased annually by the cost of living increase reflected in the Los Angeles – Riverside – Orange County/All Urban Consumers Consumer Price Index,” which is currently known as the “Los Angeles – Long Beach – Anaheim/All urban Consumers Consumer Price Index.”

NOW, THEREFORE, I, PHILLIP BURNS, Development Services Director of the City of Bakersfield, by virtue of the power vested in me and per direction of the Council of said City, hereby submit the Benefit Formula and Budget for the Consolidated Maintenance District for FY 202 6-2027, attached hereto as Exhibit “A” & “B” respectively. The Assessment Roll for the Consolidated Maintenance District for all parcels of property within the various areas of benefit of the Consolidated Maintenance District, subject to be assessed to pay the cost of maintenance and operation of the above described improvements in said territory, is on file in the City Clerk’s Office.

Dated: _________________

_____________________________________

PHILLIP BURNS
Development Services Director
City of Bakersfield

Exhibit “A”

BENEFIT FORMULA

CONSOLIDATED MAINTENANCE DISTRICT

CITY OF BAKERSFIELD

Each par cel in the Consolidated Maintenance District shall be assessed the sum of the amounts as defined below:

Rate:

The rate s hall equal the dollar amount shown per the tier level of your zone of the Consolidated Maintenance District as approved by City Council Resolution 019 -05 and incorporated herein. As per that Resolution, “Said amounts shall be increased annually by the cost of living increase reflected in the Los Angeles – Riverside – Orange County/All Urban Consumers Consumer Price Index,” which is currently known as the “Los Angeles – Long Beach – Anaheim/All urban Consumers Consumer Price Index.” The CPI for the 20 26-2027 fiscal year increased by 3.40%; the measurement was taken from a March 2025 through March 20 26 assessment. Tier levels for both Parks and Street Landscaping within the Consolidated Maintenance District are established by the Parks and Recreation Department through separate policy.

FORMULA

TOTAL ASSESSMENT AMOUNT = ((PARK RATE X PARK TIER) + (STREET RATE X STREET TIER) X EDU’S + ANY COUNTY FEES.)

PARK RATE AND STREET RATE: Amount assessed annually based upon either the proposition 218 ballots or if the parcel joined prior to proposition 218, the rate in effect when proposition 218 was passed in November 1996.

PARK TIER AND STREET TIER: The factor for the tier level is assigned by the Recreation and Parks Department and is based upon
the level of amenities in proximity to the parcels
receiving special benefit.

COUNTY FEE: Any fees applied by the Kern County Tax Assessors office for the addition and any collections of this
assessment on the annual Tax roll. The fee for the
2026-2027 tax year is $0.20 per billed parcel.

EDU’s: EDU’s or Equivalent Dwelling Units are assigned by the Bakersfield Planning Department as the theoretical
maximum population density by planning zone. If a
parcel is completely developed, the n the actual
number of dwelling units will be used for this value.

Any parcel may be added to the City of Bakersfield Consolidated Maintenance District if they fall under the criteria as described in Bakersfield Municipal Code section 13.04 or as part of: Site Plan Review Conditions, Zone Change, a General Plan Amendment, grading permit or Conditional Use Permit.

Gross Park Budget Amount Required $4,665,042.31
Less: City Contributions per Resolution 63-96 (66%) $3,078,927.93 NET AMOUNT TO BE ASSESSED $1,586,114.39
** Deficits not carried over from previous years. Deficits to be paid by the City of Bakersfield.
(City Staff Services or Contract, Supplies, Materials and Utilities) 2026-2027 BUDGET

CONSOLIDATED MAINTENANCE DISTRICT (CMD)

PARK MAINTENANCE

EXHIBIT B

ADMINISTRATIVE REPORT

MEETING DATE: June 10, 2026 AGENDA CATEGORY: Consent Calendar Public Hearings TO: Honorable Mayor and City Council
FROM: Phillip Burns, Development Services Director
DATE: May 12, 2026
SUBJECT: Public Hearing to consider Fiscal Year 202 6-27 Street and Median Landscaping Assessments.

Resolution approving and adopting the Development Services Director’s Report for the Consolidated Maintenance District (CMD) and the 2026-2027 CMD budget confirming the street and median landscaping assessments and authorizing the collection of assessments by the Kern County Tax Collector.

RECOMMENDATION:

Staff recommends receiving protest statements (if any), overriding protests (if any) and adopting the resolution.

BACKGROUND:

On May 28, 2025, City Council approved Resolution of Intention 2260, preliminarily confirming, approving, and adopting the Development Services Director’s Report and the fiscal year 2026-2027 street and median landscaping budget for the CMD. The resolution of intention set the protest hearing date for June 13, 2026. Notice of the protest hearing has been published in accordance with Chapter

13.04 of the Bakersfield Municipal Code in manner required by law.

This hearing is to consider protests only on the following: the fairness of the benefit formula; a factual and compelling argument against the amount of the assessment; the zone of the benefit (including tier levels); the amount of the street and median landscaping assessment on any parcel of property to be assessed; and the reservation by the City of right to elect whether to proceed to perform work by City forces or by a private contractor. As of the date of this administrative report, City staff has not received any protests regarding the above-noted conditions.

This resolution confirms the 202 6-2027 street and median landscaping assessments and authorizes collection of the assessments by the Kern County Tax Collector.

FISCAL IMPACT:

The revenue from Maintenance Assessment Districts supports ongoing maintenance in the districts for the year. While the General fund also provides partial support for street and median landscape maintenance, there is no General Fund impact associated with this action to authorize a consumer price index increase of 3. 40%, which is allowed by Resolution No. 019 -05 and represents the “Los Angeles – Long Beach – Anaheim/All urban Consumers Consumer Price Index.” The only amount of General Fund support for the street and median landscape support is capped by resolution and policy based on the previous action of City Council pursuant to City Policy.

COUNCIL GOAL:

Reliable Infrastructure

ATTACHMENTS:

1. Resolution

2. Exhibit 1 – Director’s Report

3. Exhibit A – Director’s Report Benefit Formula

4. Exhibit B - Director’s Report Budget

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RESOLUTION NO. ___________

A RESOLUTION APPROVING AND

ADOPTING THE DEVELOPMENT SERVICES
DIRECTOR’S REPORT FOR THE

CONSOLIDATED MAINTENANCE DISTRICT
AND THE 2026-2027 BUDGET, CONFIRMING

THE STREET AND MEDIAN LANDSCAPING

ASSESSMENTS, AND AUTHORIZING

COLLECTION OF ASSESSMENTS BY THE
KERN COUNTY TAX COLLECTOR. (ALL
WARDS)

WHEREAS, the Development Services Director has filed his report as set forth in Exhibit “1,” attached hereto and incorporated by reference herein, including the 2026- 2027 budget for the Consolidated Maintenance District with the City Clerk’s Office, as required by Section 13.04.130 of the Bakersfield Municipal Code;

WHEREAS, any written protests filed with the Clerk at or before the time set for said protest hearing were considered by said Council.

NOW, THEREFORE BE IT RESOLVED by the Council of the City of Bakersfield as follows:

1. The foregoing recitals are found to be true and correct and are incorporated herein.

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3. The Council hereby approves and adopts the Development Services Director’s Report and the 2026-2027 Budget and confirms and levies the individual assessments for street landscaping as set forth in said Development Services Director’s Report.

-oOo-

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I HEREBY CERTIFY that the foregoing Resolution was passed and adopted by the Council of the City of Bakersfield at a regular meeting thereof held on , by the following vote:

AYES: COUNCILMEMBER ARIAS, GONZALES, WEIR, SMITH, KOMAN, BASHIRTASH, KAUR

NOES: COUNCILMEMBER
ABSTAIN: COUNCILMEMBER
ABSENT: COUNCILMEMBER

________________________________

JULIE DRIMAKIS, MMC
CITY CLERK and Ex Officio Clerk of the
Council of the City of Bakersfield

APPROVED:

KAREN GOH
MAYOR of the City of Bakersfield

APPROVED as to form:

VIRGINIA GENNARO

CITY ATTORNEY

By: ________________________________

VIRIDIANA GALLARDO-KING
Deputy City Attorney II

Attachments: Exhibit “1” - Director’s Report
Exhibit “A” - Director’s Report Benefit Formula
Exhibit “B” - Directors Report Budget

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DEVELOPMENT SERVICES DIRECTOR'S REPORT FOR THE

CONSOLIDATED MAINTENANCE DISTRICT
City of Bakersfield

Fiscal Year 2026-2027

The City of Bakersfield Consolidated Maintenance District consists of all existing territories, separately and specifically described, in part, in the County of Kern Assessors Tax Number of each territory for the various areas of benefit within the Consolidated Maintenance District within the City of Bakersfield, County of Kern, State of California. The amount of assessment to be levied against each parcel within the Consolidated Maintenance District is on file in the office of the City Clerk.

The 2026-2027 Budget for the Consolidated Maintenance District, Exhibit “B” is attached hereto and incorporated by reference as though fully set forth herein.

Pursuant to the provisions of Chapter 13.04 of Title 13 of the Municipal Code of the City of Bakersfield, the Development Services Director makes and files this Report and proposed assessment of and upon all parcels of property within the areas of the district for the cost of maintaining and operating public parks, public street medians and other public st reet landscaping improvements. The improvements for the Consolidated Maintenance District Street Landscaping Zone of Benefit generally include, but are not limited to: Public Street Landscaping Improvements consisting of: turf, plant forms, shrubs, ground cover, trees, lighting, irrigation systems, conduits, water mains; and Public Street Median Improvements consisting of: turf, plant forms, shrubs, ground cover, trees, irrigation syste ms, conduits and water mains. The improvements for the Consolidated Maintenance District Park Zone of Benefit generally include, but are not limited to: turf, plant forms, shrubs, ground cover, trees, irrigation systems, conduits, water mains, playground equipment, picnic tables, drinking fountains, barbecue pits, security lighting and restrooms.

The areas within the boundary of the Consolidated Maintenance District receive benefits from the improve ments and maintenance thereof. These benefits include street beautification, open S:\PROJECTS\MAINDIST\2026-2027 MD Info\Folder for City Info\CSMD\Street-Median Landscaping\Exhibit 1 - Director's Report.docx EXHIBIT 1
space enjoyment, recreation and noise reduction due to the installation of street landscaping, walls, and parks.

The benefits from the installation of street landscaping accrue to all the lot or parcel owners within the Consolidated Maintenance District Stree t Landscaping Zone of Benefit. The benefits of the street landscaping inure to all lots or parcels uniformly, and are based on an Equivalent Dwelling Unit basis, in accordance with Exhibit “A” attached hereto.

As of January 12, 2005, all new territories added to the Consolidated Maintenance District that benefit from public parks and/or street landscaping shall be assessed, consistent with the requirements of Proposition 218, those amounts set forth in Exhibit “A” of Resolution No. 019 -05. As per that Resolution, “Said amounts shall be increased annually by the cost of living increase reflected in the Los Angeles – Riverside – Orange County/All Urban Consumers Consumer Price Index,” which is currently known as the “Los Angeles – Long Beach – Anaheim/All urban Consumers Consumer Price Index.”

NOW, THEREFORE, I, PHILLIP BURNS, Development Services Director of the City of Bakersfield, by virtue of the power vested in me and per direction of the Council of said City, hereby submit the Benefit Formula and Budget for the Consolidated Maintenance District for FY 2 026-2027, attached hereto as Exhibit “A” & “B” respectively. The Assessment Roll for the Consolidated Maintenance District for all parcels of property within the various areas of benefit of the Consolidated Maintenance District, subject to be assessed to pay the cost of maintenance and operation of the above described improvements in said territory, is on file in the City Clerk’s Office.

Dated: _________________

_____________________________________

PHILLIP BURNS
Development Services Director
City of Bakersfield

Exhibit “A”

BENEFIT FORMULA

CONSOLIDATED MAINTENANCE DISTRICT

CITY OF BAKERSFIELD

Each par cel in the Consolidated Maintenance District shall be assessed the sum of the amounts as defined below:

Rate:

FORMULA

TOTAL ASSESSMENT AMOUNT = ((PARK RATE X PARK TIER) + (STREET RATE X STREET TIER) X EDU’S + ANY COUNTY FEES.)

COUNTY FEE: Any fees applied by the Kern County Tax Assessors office for the addition and any collections of this
assessment o n the annual Tax roll. The fee for the
2026-2027 tax year is $0.20 per billed parcel.

Gross Street Budget Amount Required $10,793,656.07
Less: City Contributions per Resolution 63-96 (7.33%) $791,174.99 NET AMOUNT TO BE ASSESSED $10,002,481.08
** Deficits not carried over from previous years. Deficits to be paid by the City of Bakersfield.
(City Staff Services or Contract, Supplies, Materials and Utilities) EXHIBIT "B"
2026-2027 BUDGET

CONSOLIDATED MAINTENANCE DISTRICT (CMD)

STREET & MEDIAN LANDSCAPING

ADMINISTRATIVE REPORT

MEETING DATE: June 10, 2026 AGENDA CATEGORY: Consent Calendar Public Hearing TO: Honorable Mayor and City Council
FROM: Phillip Burns, Public Works Director
DATE: May 12, 2026
SUBJECT: Public Hearing to consider the Fiscal Year 2026–27 Assessments and Tax Collection for 28 Traffic Signal Maintenance Districts

Resolution approving and adopting the Development Services Director’s Report for twenty-eight (28) Traffic Signal Maintenance Districts (“TSMD” herein) and the 2026- 2027 CMD budget confirming the assessments and authorizing the collection of assessments by the Kern County Tax Collector.

RECOMMENDATION:

Staff recommends receiving protest statements (if any), overriding protests (if any) and adopting the resolution.

BACKGROUND:

On September 28, 1994, the City Council passed Resolution No. 161-94 which instituted the collection of maintenance and operating costs for convenience traffic signals through maintenance districts. A convenience traffic signal is a traffic signal not required by the traffic authority to regulate traffic flow, but is a traffic signal installed solely at the discretion of the developer of a commercial site. Under the user-pay concept, the private property owner deriving benefits bears the costs of maintenance and operation of convenience traffic signals through assessments with the Kern County Tax Collector. Maintenance and operation of these traffic signals is performed by City forces or by private contractor.

On May 27, 2026, the City Council approved Resolution of Intention 2262, preliminarily confirming, approving, and adopting the Development Services Director’s Report and the fiscal year 2026 - 2027 budget for the Traffic Signal Maintenance District (TSMD). The traffic signal assessment rates have increased to $4,131.81 for each signal systems maintenance and operation for fiscal year 2026 - 2027, which reflects a 3.40% increase from the previous fiscal year’s rate was $3,995.95. Said increased amount is based annually by the increase of the cost-of-living increase reflected in the Los Angeles – Long Beach – Anaheim/All Urban Consumers Consumer Price Index (CPI) measured from March 2025 CPI to the March 2026 CPI difference. The resolution of intention set the public comment hearing date for June 10, 2026. Notice of the hearing has been published in accordance with Chapter 13.04 of the Bakersfield Municipal Code in the manner required by law. As of the date of this administrative report, City staff has not received any public comments regarding the above-noted conditions.

This hearing is to consider public comment only on the following: the fairness of the benefit formula; the amount of any parcel of property to be assessed; and the reservation by the City of right to allow for a convenience traffic signal. As of the date of this administrative report, City staff has not received any protests or public comments regarding the above-noted conditions.

This resolution confirms the 2026 - 2027 Traffic Signal Maintenance Districts’ assessments and authorizes collection of the assessments by the Kern County Tax Collector.

FISCAL IMPACT:

The revenue from Traffic Signal Maintenance Districts supports ongoing maintenance in the districts for the year. There is no City General fund impact.

COUNCIL GOAL:

Safety and Resilience

ATTACHMENTS:

1. Resolution

2. Exhibit 1 – Director’s Report Traffic

3. Exhibit A – Director’s Report Benefit Formula

4. Exhibit B – Director’s Report Budget
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RESOLUTION NO. __________

A RESOLUTION APPROVING AND

ADOPTING THE DEVELOPMENT SERVICES
DIRECTOR’S REPORT FOR TWENTY-EIGHT (28)

TRAFFIC SIGNAL MAINTENANCE DISTRICTS
AND THE IR 2026-2027 BUDGETS,

CONFIRMING THE ASSESSMENTS AND

AUTHORIZING COLLECTION OF

ASSESSMENTS BY THE KERN COUNTY TAX
COLLECTOR. (ALL WARDS)

WHEREAS, Chapter 13.04 of Title 13 of the Municipal Code of the City of Bakersfield provides for an alternative procedure by which the City Council may provide for the payment of all or any part of the costs and expenses of maintaining and operating any public im provements which are local in nature, from annual benefit assessments apportioned among the several lots or parcels of property within the maintenance district established therefore; and

WHEREAS, the Development Services Director has filed his report as set forth in Exhibit 1, attached hereto and incorporated by reference herein, including the 2026-2027 budgets for the Traffic Signal Maintenance Districts, with the City Clerk’s Office, as required by Section 13.04.130 of the Bakersfield Municipal Code; and

WHEREAS, the City Clerk has filed in h er office affidavits setting forth the compliance with the requirements of Chapter 13.04 of the Bakersfield Municipal Code concerning publishing notice of the hearing on the Traffic Signal Maintenance Districts; and said City Council hereby finds that said n otice has been published in the manner required by law; and

WHEREAS, the above hearing was duly held by the City Council at the time and place for hearing protests to the fairness of the benefit formulas, the amount of the assessment on any parcel of property to be assessed and the reservation by the City of right to elect whether to proceed to perform work by City forces or by private contractor; and

WHEREAS, any written protests filed with the Clerk at or before the time set for said protest hearing were considered by said Council.

NOW, THEREFORE BE IT RESOLVED by the Council of the City of Bakersfield as follows:

1. The foregoing recitals are found to be true and correct and are incorporated herein.

2. The Council finds and determines that, for purposes of the majority protest provisions of Section 13.04.200 of the Bakersfield Municipal Code, there were not sufficient protests received and, therefore, there is not a majority protest.

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3. The Council hereby approves and adopts the Publ ic Works Director’s Report and 2026-2027 Budgets and confirms and levies the individual assessments as set forth in said Development Services Director’s Report.

4. The City Council hereby reserves the right to perform the work of maintenance and operation of the public improvements by City forces or by private contractor.

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I HEREBY CERTIFY that the foregoing Resolution was passed and adopted by the Council of the City of Bakersfield at a regular meeting thereof held on _________________________________, by the following vote:

AYES: COUNCILMEMBER ARIAS, GONZALES, WEIR, SMITH, KOMAN, BASHIRTASH, KAUR NOES: COUNCILMEMBER
ABSTAIN: COUNCILMEMBER
ABSENT: COUNCILMEMBER

________________________________

JULIE DRIMAKIS, MMC
CITY CLERK and Ex Officio Clerk of
the Council of the City of Bakersfield

APPROVED:

KAREN GOH
MAYOR of the City of Bakersfield

APPROVED as to form:

VIRGINIA GENNARO

CITY ATTORNEY

By: ________________________________

VIRIDIANA GALLARDO-KING
Deputy City Attorney II

Attachments: Exhibit “1” - Director’s Report Traffic
Exhibit “A” - Director’s Report Benefit Formula
Exhibit “B” - Director’s Report Budget

EXHIBIT 1

DEVELOPMENT SERVICES DIRECTOR'S REPORT FOR

TRAFFIC SIGNAL MAINTENANCE DISTRICTS
City of Bakersfield

Fiscal Year 2026-2027

The City of Bakersfield Traffic Signal Maintenance Districts are specifically described in each of the resolutions establishing the districts and approved by the city council and all are on file in the office of the City Clerk and incorporated by reference as though fully set forth herein.

Developers often request permission to install traffic signals on major streets to enhance access to their development. These “convenience” traffic signals are not required by the Traffic Authority to regulate traffic flow, but are installed solely at the discretion of the developer of a commercial site. Such signals do not provide a general public traffic benefit.

Under the “user pay” concept, the private property deriving benefits should bear the costs of maintenance and operation of convenience traffic signals. On September 28, 1994 the City Council approved Resolution 161 -94 instituting the collection of maintenance and operating costs of future convenience traffic signals through maintenance districts.

The traffic signals that are operated and maintained under these maintenance districts benefit the parcels within the various districts. Each parcel is assessed an amount based on formulas set forth in each of the districts’ Exhibit “C” on file with Development Services Land Development.

NOW, THEREFORE, I, PHILLIP BURNS, Development Services Director of the City of Bakersfield, by virtue of the power vested in me and per direction of the Council of said City, hereby submit the Benefit Formula and Budget for the Traffic Signal Maintenance Districts for FY 2026-2027, attached hereto as Exhibit “A” and “B” respectively. The Assessment Roll for the Traffic Signal Maintenance Districts for all parcels of property within the areas of benefit of the Traffic Signal Maintenance Districts, subject to be assessed to pay the cost of maintenance and operation of the above described improvements in said territory, is on file in the office of Public Works Subdivision.

Dated: ________________

________________________________

PHILLIP BURNS

DEVELOPMENT SERVICES DIRECTOR

CITY OF BAKERSFIELD

EXHIBIT “A”

TRAFFIC SIGNAL MAINTENANCE DISTRICTS

CITY OF BAKERSFIELD

BENEFIT FORMULA

Each par cel in the Traffic Signal Maintenance District shall be assessed the sum of the amounts as defined below:

Rate:

The rate shall equal the dollar amount shown on the proposition 218 Ballot used in the formation of the Traffic Signal District and approved by City Council at the time of the formation and is included as if incorporated herein. Pursuant to the proposition 218 ballot, “Said amounts shall be increased annually by the cost -of-living increase reflected in the Los Angeles – Riverside – Orange County/All Urban Consumers Consumer Price Index (CPI),” which is currently known as the “Los Angeles – Long Beach – Anaheim/All urban Consumers Consumer Price Index.” The CPI for the 20 26- 2027 fiscal year increased by 3.40%; the measurement was taken from a March 20 26 through March 2027 assessment.

FORMULA

TOTAL ASSESSMENT AMOUNT = ((ANNUAL COST OF AN AVERAGE COST OF A TRAFFIC SIGNAL X No. of Signals) / % of acreage of parcel in the district) + ANY COUNTY FEES) **

** Fee will never be greater than allowed per the prop. 218 ballot(s). If the district formed before prop 218, than the fee charged at the time prop. 218 passed will be carried over as the flat rate.

AVERAGE TRAFFIC SIGNAL COST: The public works department will calculate the amount of electricity, maintenance & operation costs
are involved with the average traffic signal in the City of Bakersfield. That amount will be used for this Value.

% OF ACREAGE Each parcel within a specific district will be assessed based upon their acreage within their district. E.g. If an owner owns 50% of the acreage in a district, then
they will pay 50% of the cost of any signals included
with the district.

COUNTY FEES: The County Assessors office charges a fee to collect these assessments on the regular property tax bill. For the FY 2026-2027 this fee is $0.20 per parcel billed.

(City Staff Services or Contract, Supplies, Materials and Utilities) Cost per Signal = $4,131.81
No. Of Signals Budget
1 4,131.81$
1 4,131.81$
2 8,263.62$
2 8,263.62$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
3 12,395.43$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
1 4,131.81$
2 8,263.62$
136,349.73$
136,349.73$

TRAFFIC SIGNAL MAINTENANCE DISTRICTS
2026-2027
BUDGET
TS-1 Marketplace (Ming & Haggin Oaks)
TS-2 NW Promenade (Rosedale & Coffee)
TS-3 (Rosedale & Jet way / Rosedale & Coffee)
TS-4 (Calloway & Gleneagles & Jewetta @ Milverton)
TS-5 NW Promenade #2 (Rosedale & Main Plaza)
TS-6 (E. Brundage & Hayes)
TS-7 (Mt Vernon & N. Bernard)
TS-8 (Calloway & Hageman)
TS-9 Gosford Village (Gosford & Harris)
TS-10 The Crossings (Stockdale & Riverrun)
TS-12 (Panama & Wible)
TS-13 (Panama & Stine)
TS-16 (Buena Vista & White Lane)
TS-17 The Grove (3015 Calloway)
TS-18 Kaiser Entrance( South H & Berkshire)
TS-19 Memorial Hospital (34th Street Entrance)
TS-20 The Grove #2 (Panama South of S. H Street)
TS-21 Stockdale Hwy(Cancer Center/BCHS Entrance)
TS-22 San Joaquin Hospital Entrance
TS-23 Winco Entrance (Panama Lane and Ashe Road)
TS-24 Riverlakes Galleria (Olive Drive and Calloway Drive) TS-25 Artisan Square (Brimhall Road and Allen Road)
Gross Budget Amount Required

NET AMOUNT TO BE ASSESSED
TS-26 Rio Bravo Medical Entrance (Morning Drive)
TS-27 (Ashe Road & Sunrise Crest Street)
TS-28 (Panama Ln. & East of Wible Rd. (Panama Entrance) TS-30 Del Oro High School (Cottonwood Road Entrance)
TS-29 Mercy Southwest (Stockdale Hwy Entrance)
TS-31 Crossroads (Panama Lane and Gosford Road Entrances)

EXHIBIT B

ADMINISTRATIVE REPORT

MEETING DATE: June 10, 2026 AGENDA CATEGORY: Hearings TO: Honorable Mayor and City Council
FROM: Christian Clegg, City Manager
DATE: May 21, 2026
SUBJECT: Public Hearing for the Fiscal Year 2026-27 Proposed Budget

1. Fiscal Year 2026-27 Proposed Operating & Capital Improvement Program Budget

2. Status of City of Bakersfield Position Vacancies and Recruitment and Retention Efforts as required by Assembly Bill 2561 (Government Code Section 3502.3)

RECOMMENDATION:

Staff recommends City Council hear public testimony.

BACKGROUND:

Fiscal Year 2025-26 Proposed Operating and Capital Improvement Program Budget Each year, a public hearing is required to receive public comment prior to the adoption of a budget. The Fiscal Year 2026-27 budget is proposed at $926,282,551, which is comprised of a $811,512,708 operating budget and a $115,269,843 capital improvement program budget.

Status of City of Bakersfield Position Vacancies and Recruitment and Retention Efforts Assembly Bill (“AB”) 2561, codified in Government Code section 3502.3, passed on September 22, 2024, to amend the Meyers-Milias-Brown Act (MMBA), and requires public agencies to hold a public hearing to address the status of job vacancies prior to the adoption of the upcoming fiscal year budget. During this public hearing, the City must present information on the status of vacancies and the City’s recruitment and retention efforts. If necessary, the City will identify necessary changes to policies, procedures, and/or recruitment activities that may lead to obstacles in the hiring process to help mitigate the challenges. The public hearing will ensure compliance with the new law.

The City of Bakersfield currently has an approved headcount of 2,035 full -time positions. All position vacancies are tracked by the Human Resources (“HR”) Department. As of March 9, 2026, the first pay period In March, there are 200 ful l-time vacancies. AB 2561 additionally requires identification of bargaining units where the vacancy rate exceeds 20%. The current citywide vacancy rate is 9.83% with no individual units exceeding 20%.

HR engages in continuous learning and assessment of recruitment practices to promote efficient citywide recruitment processes, develop comprehensive recruitment efforts, and assess retention data. While periods of limited recruitment activity during the fiscal year, over 120, full-time positions were successfully appointed, Ongoing efforts to collaborate with hiring authorities, labor partners, and commissions, will continue to maximize recruitment efforts and identify initiatives in support of retention.

FISCAL IMPACT:

Final Adoption of the budget is scheduled for June 24, 2026.

COUNCIL GOAL:

Economic Opportunity for All
Safety and Resilience
Reliable Infrastructure
Community Character & Quality of Life
Innovative and Efficient City Government

ATTACHMENTS:

Proposed Budget

CITY OF

BAKERSFIELD

FISCAL YEAR
2026-27

PROPOSED BUDGET

City of Bakersfield
Proposed Budget
FY 2026-27
Mayor
Karen K. Goh
City Councilmembers
Eric Arias Councilmember, Ward 1
Andrae Gonzales Councilmember, Ward 2
Ken Weir Councilmember, Ward 3
Bob Smith Councilmember, Ward 4
Larry Koman Councilmember, Ward 5
Zack Bashirtash Councilmember, Ward 6
Manpreet Kaur Councilmember, Ward 7
Submitted By
Christian Clegg
City Manager

City of Bakersfield
Executive Staff
Christian Clegg
Virginia “Ginny” Gennaro
Kristina Budak
Kevin Albertson
Darin Budak
Phil Burns
Brent Stratton
Zachary Meyer
Randy McKeegan
Gregory Pronovost
Christi Tenter
Gary Hallen
Rick Anthony
City Manager
City Attorney
Water Resources Director
Fire Chief
Recreation and Parks Director
Development Services Director
Police Chief
Public Works Director
Finance Director
Technology Services Director
Human Resources Director
Assistant City Manager
Assistant City Manager
Table of Contents
Budget Overview ...........................................................................................................................1 Bakersfield City-Wide Organizational Chart ..............................................................................1 Budget Message........................................................................................................................2 Budget Summaries......................................................................................................................23 Budget Summaries ..................................................................................................................23 Resources & Appropriations - General Fund...........................................................................24 Resource & Appropriations Operating Budget - All Funds ......................................................26 Operating Fund Distribution.....................................................................................................28 Resource & Appropriations - All Funds....................................................................................30 Departmental Appropriations by Fund .....................................................................................32 General Fund - Appropriation by Department..........................................................................34 Financial Summary - All Funds................................................................................................36 Estimated Balances .................................................................................................................41 Interfund Transfer - Summary..................................................................................................43 Public Safety & Vital Services Measure Overview...................................................................44 Public Safety & Vital Services Measure - Fund Distribution Summary....................................49 Public Safety & Vital Services Measure - Fund Distribution Detail ..........................................50 Public Safety & Vital Services Measure - Operating Distribution.............................................52 Revenues ....................................................................................................................................53 Revenues.................................................................................................................................53 Appropriations Limit .................................................................................................................54 Revenues Overview.................................................................................................................55 Revenue Resources - Charts ..................................................................................................57 General Fund - Revenue by Source ........................................................................................62 Estimated Revenue by Fund ...................................................................................................64 Legislative ...................................................................................................................................66 Legislative................................................................................................................................66 Organizational Chart................................................................................................................67 Legislative - Function, Accomplishments & Goals...................................................................68 Legislative Budget ...................................................................................................................70 Mayor - Function, Accomplishments & Goals..........................................................................71 Mayor Budget ..........................................................................................................................73 City Council Budget .................................................................................................................74 City Attorney................................................................................................................................75 City Attorney ............................................................................................................................75 Organizational Chart................................................................................................................76 Function, Accomplishments & Goals .......................................................................................77 City Attorney Budget................................................................................................................79 Legal Services Budget.............................................................................................................80 Executive.....................................................................................................................................81 Executive .................................................................................................................................81 Organizational Chart................................................................................................................82 Function, Accomplishments & Goals .......................................................................................83 Executive Budget.....................................................................................................................84 City Manager - Function, Accomplishments & Goals ..............................................................85 City Manager Budget ...............................................................................................................90 City Clerk - Function, Accomplishments & Goals ....................................................................91 City Clerk Budget.....................................................................................................................93 Risk Management - Function, Accomplishments & Goals.......................................................94 Risk Management Budget .......................................................................................................98 Visit Bakersfield - Function, Accomplishments & Goals ..........................................................99 Visit Bakersfield Budget.........................................................................................................101 Community Facilities Administration......................................................................................102 Human Resources.....................................................................................................................103 Human Resources .................................................................................................................103 Organizational Chart..............................................................................................................104 Function, Accomplishments & Goals .....................................................................................105 Human Resources Budget.....................................................................................................108 Technology Services .................................................................................................................109 Technology Services .............................................................................................................109 Organizational Chart..............................................................................................................110 Function, Accomplishments & Goals .....................................................................................111 Technology Services Budget .................................................................................................112 Administrative Services - Function, Accomplishments & Goals ............................................113 Administrative Services Budget .............................................................................................114 Professional Services - Function, Accomplishments & Goals ...............................................115 Professional Services Budget................................................................................................116 Technical Services - Function, Accomplishments & Goals....................................................117 Technical Services Budget ....................................................................................................118 Financial Services .....................................................................................................................119 Financial Services..................................................................................................................119 Organizational Chart..............................................................................................................120 Function, Accomplishments & Goals .....................................................................................121 Financial Services Budget .....................................................................................................122 Administration - Function, Accomplishments & Goals ...........................................................123 Administration Budget............................................................................................................124 Accounting & Reporting - Function, Accomplishments & Goals ............................................125 Accounting & Reporting Budget.............................................................................................126 Treasury - Function, Accomplishments & Goals....................................................................127 Treasury Budget ....................................................................................................................128 Purchasing - Function, Accomplishments & Goals................................................................129 Purchasing Budget ................................................................................................................131 Successor Agency Budget.....................................................................................................132 Police Services..........................................................................................................................133 Police Services ......................................................................................................................133 Organizational Chart..............................................................................................................134 Function, Accomplishments & Goals .....................................................................................135 Police Department Budget.....................................................................................................136 Administration - Function, Accomplishments & Goals ...........................................................138 Administration Budget............................................................................................................140 Field Services - Function, Accomplishments & Goals ...........................................................141 Field Services Budget............................................................................................................143 Investigations - Function, Accomplishments & Goals............................................................144 Investigations Budget ............................................................................................................149 Special Operations - Function, Accomplishments & Goals ...................................................150 Special Operations Budget ....................................................................................................155 Training - Function, Accomplishments & Goals.....................................................................156 Training Budget .....................................................................................................................159 Support Services - Function, Accomplishments & Goals ......................................................160 Support Services Budget .......................................................................................................166 Community Engagement - Function, Accomplishments & Goals ..........................................167 Community Engagement - Community Relations Budget .....................................................170 Community Engagement - SRO Budget................................................................................171 Performance & Analysis - Function, Accomplishments & Goals ...........................................172 Performance & Analysis - QA Budget....................................................................................176 Performance & Analysis - Wellness Budget ..........................................................................177 Fire Services .............................................................................................................................178 Fire Services..........................................................................................................................178 Organizational Chart..............................................................................................................179 Function, Accomplishments & Goals .....................................................................................180 Fire Department Budget ........................................................................................................182 Fire Administration - Function, Accomplishments & Goals....................................................183 Fire Administration Budget ....................................................................................................185 Fire Safety - Function, Accomplishments & Goals ................................................................186 Fire Safety Budget .................................................................................................................187 Fire Suppression - Function, Accomplishments & Goals.......................................................188 Fire Suppression Budget .......................................................................................................190 Public Works .............................................................................................................................191 Public Works..........................................................................................................................191 Organizational Chart..............................................................................................................192 Function, Accomplishments & Goals .....................................................................................193 Public Works Budget .............................................................................................................194 Administrative Services - Function, Accomplishments & Goals ............................................196 Administrative Services Budget .............................................................................................197 Thomas Road Improvement Projects (TRIP) - Function, Accomplishments & Goals............198 Thomas Road Improvement Projects (TRIP) Budget ............................................................204 Engineering - Function, Accomplishments & Goals...............................................................205 Engineering Budget ...............................................................................................................214 General Services - Function, Accomplishments & Goals ......................................................215 General Services Budget.......................................................................................................221 Streets - Function, Accomplishments & Goals ......................................................................222 Streets Budget .......................................................................................................................224 Fleet - Function, Accomplishments & Goals..........................................................................225 Equipment..............................................................................................................................227 Solid Waste - Function, Accomplishments & Goals...............................................................228 Solid Waste Budget ...............................................................................................................230 Water Department .....................................................................................................................231 Water Department .................................................................................................................231 Organizational Chart..............................................................................................................232 Function, Accomplishments & Goals .....................................................................................233 Water Department Budget .....................................................................................................234 Water Resources - Function, Accomplishments & Goals ......................................................235 Agricultural Water Budget......................................................................................................237 Domestic Water Budget.........................................................................................................238 Wastewater - Function, Accomplishments & Goals...............................................................239 Wastewater Budget ...............................................................................................................241 Recreation & Parks ...................................................................................................................242 Recreation & Parks................................................................................................................242 Organizational Chart..............................................................................................................243 Function, Accomplishments & Goals .....................................................................................244 Recreation & Parks Budget ...................................................................................................245 Administrative Services - Function, Accomplishments & Goals ............................................246 Administrative Services Budget .............................................................................................247 Parks - Function, Accomplishments & Goals.........................................................................248 Parks Budget .........................................................................................................................252 Recreation - Function, Accomplishments & Goals ................................................................253 Recreation Budget .................................................................................................................255 Development Services ..............................................................................................................256 Development Services...........................................................................................................256 Organizational Chart..............................................................................................................257 Function, Accomplishments & Goals .....................................................................................258 Development Services Budget ..............................................................................................259 Planning Division - Function, Accomplishments & Goals ......................................................260 Planning Budget ....................................................................................................................262 Building Division - Function, Accomplishments & Goals .......................................................263 Building Budget......................................................................................................................266 Land Development - Function, Accomplishments & Goals....................................................267 Land Development Budget ....................................................................................................269 Community Development - Function, Accomplishments & Goals .........................................270 Community Development Budget ..........................................................................................280 Non-Departmental .....................................................................................................................281 Non-Departmental .................................................................................................................281 Non-Departmental Budget .....................................................................................................282 Non-Divisional Budget ...........................................................................................................283 Debt Services Budget ............................................................................................................284 Interfund Transactions Budget...............................................................................................285 General Operating Funds..........................................................................................................286 General Operating Funds ......................................................................................................286 Fund Summary - General Operating Funds ..........................................................................287 Special Revenue Funds ............................................................................................................293 Special Revenue Funds.........................................................................................................293 Special Revenue Funds Overview.........................................................................................294 Fund Summary - Special Revenue Funds.............................................................................296 Debt Service Funds...................................................................................................................310 Debt Service Funds ...............................................................................................................310 Debt Service Funds Overview ...............................................................................................311 Fund Summary - Debt Service Funds ...................................................................................312 Capital Project Funds ................................................................................................................313 Capital Project Funds ............................................................................................................313 Capital Project Funds Overview ............................................................................................314 Fund Summary - Capital Project Funds.................................................................................316 Enterprise Funds .......................................................................................................................326 Enterprise Funds ...................................................................................................................326 Enterprise Funds Overview ...................................................................................................327 Fund Summary - Enterprise Funds........................................................................................329 Internal Service Funds ..............................................................................................................338 Internal Service Funds...........................................................................................................338 Internal Service Funds Overview...........................................................................................339 Fund Summary - Internal Service Funds ...............................................................................340 Improvement District Funds ......................................................................................................342 Improvement District Funds...................................................................................................342 Improvement District Funds Overview...................................................................................343 Fund Summary - Improvement District Funds .......................................................................344 Successor Agency Funds..........................................................................................................345 Successor Agency Funds ......................................................................................................345 Successor Agency Fund Overview........................................................................................346 Fund Summary - Successor Agency Funds ..........................................................................347 Capital Improvement Program ..................................................................................................349 Capital Improvement Program...............................................................................................349 Capital Improvement Program Fund Overview......................................................................350 Capital Improvement Program Summary by Fund & Department .........................................353 Appendices................................................................................................................................368 Appendices ............................................................................................................................368 Appendices Overview ............................................................................................................369 Operating Budget...................................................................................................................370 Basis of Accounting and Budgeting .......................................................................................371 Investment Policy...................................................................................................................372 Budget Amendment Process .................................................................................................373 City Council Ward Boundaries Map.......................................................................................375 Miscellaneous Statistics.........................................................................................................376 Salary Schedule.....................................................................................................................377 Glossary ....................................................................................................................................395 Glossary.................................................................................................................................395 Glossary.................................................................................................................................396 Budget Overview

Citizens of Bakersfield
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1 June 5, 2026
TO:Honorable Mayor and City Councilmembers
FROM:Christian Clegg, City Manager CC
SUBJECT:City Manager’s Budget Message for Fiscal Year 2026-27 To the Honorable Mayor and City Council:

The theme for the Fiscal Year 2026-27 (FY27) budget is that of fiscal restructuring. As you know, the City’s five-year fiscal forecast shows expenditures growing at a faster rate than revenues. Your Council adopted a five-year fiscal restructuring schedule with the goal of reducing the use of one-time resources for operating expenses until ongoing expenses match ongoing revenues. The purpose of the five-year schedule is to allow for time to make strategic, prioritized budget reductions that minimize impacts to service delivery while remaining fiscally responsible. This timeline also allows staff to identify efficiencies, new revenue sources and thoughtfully evaluate service level impacts to budget reduction proposals.

I am pleased to submit to you a balanced proposed budget for FY 27. The proposed budget is consistent with the five-year schedule for fiscal restructuring. It does not increase the use of one-time funds for operating expenses, it implements a reduction in General Fund operating expenses of $15.8 million and begins to reduce the use of Public Safety Vital Services Tax revenues for other General Fund expenditures.

The proposed budget reflects more than the targeted 5% in General Fund discretionary operating expenses.

However, it is important to note that other non-discretionary costs increased by more than $20 million in the proposed budget. The need is clear to continue with the five-year fiscal restructuring schedule in subsequent fiscal years.

The proposed budget is aligned with the strategic priorities of the City Council. Budget reductions have been implemented with a framework that prioritizes Council goals and community feedback. Fortunately, we continue to have the resources to provide essential services at higher levels than we did prior to the passage of the Public Safety and Vital Services Tax. Unfortunately, multi-year trends of stagnant revenue growth coupled with high inflation have resulted in a reduction in our relative fiscal capacity. Some service levels will be impacted as we continue to restructure departmental budgets. Each budget reduction and personnel reduction is assessed for the service level impacts it creates. Budget reductions this year focus on personnel reductions following the year-long hiring freeze. We will continue to evaluate all vacancies 2 moving forward to determine if they may be considered for future fiscal year budget restructuring. In addition, during the coming fiscal year departments will complete operational reviews with the assistance of our performance audit firm to determine additional efficiencies, reductions with the least impacts in services and the most effective staffing changes to achieve the next phase of fiscal restructuring.

Despite making some necessary adjustments, we continue to allocate our valuable resources to support staffing, services, programs, and projects that address the greatest needs and opportunities for our community. The proposed budget does continue to make limited targeted investments while remaining consistent with the City’s fiscally conservative approach to managing taxpayer resources.

The FY 27 budget includes conservative revenue estimates, continues to set aside reserves, and holds fund balance and capital outlay dollars in contingency against economic downturn and future Council prioritization. Despite economic uncertainty I am encouraged by the capacity that has been built from prior- year investments. The community will continue to see additional impacts of the PSVS tax as those positions, programs, and projects become fully implemented. We are fortunate to be able to maintain essential services and address recruitment and retention as many municipalities are facing more serious cutbacks.

And while we are making ongoing adjustments to the budget, the proposed FY27 budget includes important one-time capital projects that continue to enhance our infrastructure and address ongoing maintenance.

The FY27 budget prioritizes public safety, homelessness, street infrastructure, and scheduled facility maintenance. More than 70% of the General Fund budget is allocated to public safety or programs addressing homelessness. And funding set asides position the City to make progress on select priorities like criminal justice system accountability, homelessness and economic development.

Special thanks go to our budget team and City staff for continuing the tradition of preparing budgets that balance fiscally conservative decision-making with creative solutions to address our community’s most pressing needs. Thanks also go to the Mayor and City Council for their continued leadership and guidance.

Remaining discipled during this period of limited economic growth will position the City for a better future.

In Partnership,
Christian T. Clegg
Christian T. Clegg
City Manager
3 About this Document
The City of Bakersfield budget is a fiscal plan with
projected revenues and estimated costs to provide
essential services to the public, including police
services, fire services, economic development,
development services and maintenance of the
City's streets, parks, and infrastructure. The City
prepares a balanced annual budget that
incorporates community feedback, the Council's
goals, and City staff's work plans to implement the
Council's goals. This budget is reviewed and
updated periodically throughout the year.

The budget document is organized in a manner to
facilitate a general understanding of the City’s
fiscal status, to present management’s assessment
of major issues and, finally, to present the plan for
allocating resources to address those issues during
the coming fiscal year.

The City is pleased to note the budget document for
the fiscal year beginning July 1, 2025, has received the Government Finance Officers Association Distinguished Budget Presentation Award. This was the 26th year the City has received this award. 4 Fiscal Year 2026-27 Budget Summary
General Fiscal Overview
The City of Bakersfield predicted significant fiscal challenges ahead as the Fiscal Year 2025-26 (FY26) budget was completed. Signs of an economic slowdown resulted in minimal growth in major revenue sources such as sales taxes and charges for services. Cost escalations for personnel were driven by negotiated cost-of-living increases and rising pension costs. Other operational costs for basic City services also increased, driven by general inflation, self-insurance, and utility costs.

That trend seen in FY26 is expected to continue into Fiscal Year 2026-27 (FY27). Revenue projections for taxes (primarily sales and property taxes) and charges for services in the General Fund are expected to increase by nearly $14 million with a total increase in the General Fund projected at $14.8 million. Personnel costs were once again the most significant driver of cost increases expected for FY27. Based on the complement of employees at the end of FY26, the cost increase in the General Fund was expected to exceed $16 million. As stated, the City anticipated this mismatch between revenue and expenditure growth and, in preparation for the FY27 budget, requested that departments implement a five percent reduction in their General Fund personnel costs. Those reductions resulted in the elimination of 73 vacant positions and a reduction in costs of more than $9.5 million. In addition, discretionary operational costs were expected to remain flat, with little or no growth from FY26 budget levels. These budgetary actions allowed the City to balance the FY27 budget while maintaining essential service levels across all departments.

Although the general economic outlook continues to show uncertainty, the City is moving forward with the necessary plans to initiate future cost-mitigation measures that will allow for a balanced budget beyond FY27. The structural deficit caused by the previously mentioned circumstances— expenditure growth outpacing revenue growth in the General Fund—is expected to continue unless further reductions occur. The City has already begun planning for additional reductions in future years, emphasizing that departments need to continue reviewing personnel costs with a proposed five percent reduction in each of the next two fiscal years as well (FY28 and FY29). City forecasts show that these actions will allow the City to correct the identified structural deficit and support more measured growth in future years.

Major Initiatives Highlights
The following is a summary of the significant activities proposed in the FY27 budget in support of the goals of the City Council.

Economic Opportunity for All
·Adoption of the General Plan Update and its Environmental Impact Report (EIR) ·Electronic Plan Review that will help developers, and the community with the review process
·Monitor $6 million in Transformative Climate Communities funding to support the Bakersfield Senior Center Mixed-Use Center, a 36-unit mixed-use facility ·Secure over $13 million in State Homekey+ funding for 30 units of permanent supportive housing ·Fund and administer $5.5 million in REAP for affordable housing developments 5 ·Administer $22.1 million in Strategic Growth Council funds through the Transformative Climate Communities program with an additional award anticipated of $7 million ·Complete the program materials for a Mills Act program and start program implementation and application process
·Continued investment in property acquisition for redevelopment including the chronic nuisance property program
Safety and Resilience
·Scheduled one police academy session that will span the FY26 and FY27 (starting April 2026) with an additional academy session tentatively scheduled to start in January of 2027 ·Continuation of police recruitment and retention program enhancements, including recently increased new recruitment and lateral incentives
·Completion of the Department of Justice monitoring year 3 work plan ·City Fire Department will update the City of Bakersfield’s Emergency Operations Plan (EOP) ·Expand the Fire Department’s paramedic capabilities
·Continuation of private security services in strategic partnership with the police department ·Receive and administer funds for State Homeless Housing, Assistance, and Prevention Program and manage projects for local homeless service providers funding ·Continued operational PSVS Measure funding of $8 million for the 268-person capacity Brundage Lane Navigation Center
·Risk Management division updates to comprehensive driver training for City employees including the use of a new driving simulator specifically for the Police and Solid Waste departments ·Fire Department will continue to conduct and improve the process of annual inspections within the City limits to ensure compliance with fire safety and applicable State regulations Reliable Infrastructure
·$42.9 million for major road repair projects and resurfacing ·$2.8 million for complete streets projects
·Provide $2 million in CDBG financial assistance and co-administer 3 capital improvement projects in eligible neighborhoods
·$27.4 million to support sewer system infrastructure maintenance and enhancement projects ·$11.7 million in targeted capital projects within the solid waste enterprise ·$11.8 million in capital projects ensuring the viability of the City’s river, agriculture, and domestic water infrastructure
· Continued updates to the Traffic Signal Coordination Program and install new timing software/hardware. Collect traffic data and re-coordinate 45 signals as traffic volumes and traffic pattern changes
·Continued updates to the City’s infrastructure by providing new and enhanced streetlighting 6 Community Character and Quality of Life
·$3 million grant match allocation for MLK Park Revitalization to pursue numerous grant opportunities
·$700,000 allocation to support, as needed, Recreation and Parks Department’s improvement projects and facility enhancements throughout the City
· Provide and coordinate graffiti removal services in the Metropolitan Bakersfield area ·Continued PSVS Measure funding for the Clean City Teams and Pop-Up Drop-Off Events as part of the Clean City Initiative
·Continued funding at prior-year levels for destination marketing services at Visit Bakersfield ·Adoption of the General Plan Update and its Environmental Impact Report (EIR) Innovative and Efficient City Government
·Continued contributions to the City’s reserves which include the rainy-day fund, the pension rate stabilization fund, and the facility reserves ·Complete Phase 1 of the Mount Vernon Organics Recycling and Composting Facility Master Plan by constructing a 150,000 tons per year (TPY) composting system to support long-term operational needs for City expansion
·Implement a Solid Waste route management system to support collection operations and maintain outstanding customer service for City residents ·Continue to evaluate fire growth fees for area developers and a First Responder fee for cost recovery.
·Develop and launch a Bakersfield Fire Department public dashboard to increase transparency and share generalized incident information with the community ·Complete implementation of the City’s new ERP systems including the Human Capital Management module within Oracle and a new business license software solution 7 Organizational Updates
The City of Bakersfield has seen significant growth since passing the Public Safety and Vital Services Measure (PSVS). The General Fund budget has grown by over 150% from Fiscal Year 2019-20, which was the first year that revenue from that new tax measure was collected. This growth allowed us to add several programs, initiatives, and necessary staff to address some of the most critical needs of our community. With the previously mentioned budget forecasts and revenue outlook, it was determined that the past levels of growth would need to be scaled back to build a sustainable General Fund. That includes the reduction of 72 vacant positions as well as close examinations of department operations to build efficiency and focus on priorities of the City Council and the community.

The City made the decision to reestablish a separate Economic & Community Development (ECD) Department as part of the 2020–21 budget. A separate department had existed for many years, but with the elimination of Redevelopment Agency programs by the State, it was consolidated under the Development Services Department in 2012. With the advent of PSVS revenues, the goal was to refocus more resources on priorities such as addressing homelessness, strengthening and diversifying the City’s economic base, and leveraging City resources to pursue increasing grant opportunities at the state and federal levels.

Financial challenges required the City to reexamine this decision in light of increasingly limited resources. While the need to address the goals of a separate ECD Department continues, efficiencies could be gained by integrating operations into other departments. The Community Development team, which focused on areas such as homelessness and Federal Housing and Urban Development grant programs, was moved back under the Development Services Department, while the Economic Development team, focused on strengthening the community’s business base, was moved under the City Manager’s Department. This reorganization is estimated to save approximately $1 million annually while still allowing these important City programs to continue.

Staffing Overview
The City has had to closely examine staffing levels in consideration of the forecasted budgetary shortages in the upcoming years. As previously mentioned, as part of the plan to build a sustainable General Fund, some vacant positions will need to be eliminated. A total of 73 positions across all General Fund departments were identified for FY27 and further reductions are expected in subsequent years.

The following table is a summary of those current reductions by department:
8 While there were significant reductions in vacant positions in the FY27 Proposed Budget, there were still additional positions being added. A total of 13 new positions is proposed, primarily in enterprise funds. There is one that is split 50/50 between the General Fund and State Gas Tax in Public Works. There is another position added in the City Attorney’s department which is intended to be covered with vacant positions yet funded through the General Fund. The proposed positions are critical to the implementation of the City Council’s goals while also addressing the steady increase in demand for services in Solid Waste and Water.

The following table shows the proposed new positions by department across all funds:

Department # of Positions
Public Works (2 in Solid Waste division) 3
City Attorney 1
Water Resources 9
TOTAL 13
Department # of Positions
Executive 1
Human Resources 1
Technology Services 7
Financial Services 2
Police Department 28
Fire Department 8
Public Works 12
Recreation & Parks 6
Development Services 7
TOTAL 72
9 The following table shows the authorized full-time citywide complement for the past 10 fiscal years and the proposed complement for next fiscal year:

Citywide Complement by Fiscal Year since FY 2016-17
The following table provides authorized staffing levels by department for the previous four fiscal years and the proposed complement for the next fiscal year. 1529 1535 1547
1693
1798
1926 1969 2005 2037 2043 1984
FY 2016-17 AuthorizedFY 2017-18 AuthorizedFY 2017-19 AuthorizedFY 2019-20 AuthorizedFY 2020-21 AuthorizedFY 2021-22 AuthorizedFY 2022-23 AuthorizedFY 2023-24 AuthorizedFY 2024-25 AuthorizedFY 2025-26 AuthorizedFY 2026-27 Proposed 10 Personnel Complement History since FY 2021-22
Department FY 2021-22
Authorized
FY 2022-23
Authorized
FY 2023-24
Authorized
FY 2024-25
Authorized
FY 2025-26
Authorized
Net
Change
FY 2026-27
Proposed
Legislative 9 9 9 9 9 - 9
Executive 30 36 46 47 45 (1) 44
Financial Services 32 34 32 37 37 (2) 35 Technology Services 60 62 60 63 63 (7) 56 Human Resources 15 17 17 17 17 (1) 16 City Attorney 10 10 11 10 11 1 12 Police Services 718 729 739 748 752 (28) 724 Fire Services 223 228 230 231 232 (8) 224 Public Works 471 478 487 425 429 (9) 420 Water Resources/
Water Department 32 32 35 89 89 9 98 Recreation & Parks 199 200 202 202 201 (7) 194 Economic &
Community
Development 30 30 28 30 28 (2) 26
Development Services 97 104 109 129 130 (4) 126 Totals 1926 1969 2005 2037 2043 (59) 1984
New Personnel Recommendations
General Fund
City Attorney’s Office
One (1) Chief Assistant City Attorney position was created via Council action in March 2026 and is included in the City’s complement. It is designed to be a transitional position to allow for a smooth succession plan for the City Attorney upon retirement. The position was to be funded through vacant Deputy City Attorney and Assistant City Attorney position approved by Council.

If the succession plan is successful, the intent is to move the employee in this newly created position to the City Attorney position and eliminate the need for the Chief Assistant.

General Fund/Gas Tax Fund
Public Works
One (1) Traffic Signal Technician I is requested in the General Services Division to address the operating needs of General Services Division’s Electrical Section. The Electrical Section is responsible for streetlight and traffic signal maintenance. Due to recent legal claims to the City of Bakersfield that have required hundreds of hours from managers, supervisors, leads and staff to address and respond to, procedures and policies will need to be established to protect the City from future liability. The new procedures will require more time from the Supervisor and Senior Electrical Technician to implement. An additional Traffic Signal Technician will increase field production while allowing the supervisor and lead to perform safety implementation and protocols. 11 Solid Waste Enterprise Fund
Public Works
One (1) Solid Waste Compliance Inspector is requested for the Solid Waste Division. For years the division has relied on significant temporary and overtime support to meet compliance obligations under California Senate Bill 1383 (SB 1383). Ongoing growth in SB 1383–related services, expanded inspection requirements, and a significant increase in site plan reviews in coordination with the Building Division have created additional workload demands. The Division currently oversees compliance for more than 7,000 commercial businesses and approximately 125,000 residential parcels subject to organic and recycling requirements. Over the past five years, site plan reviews have increased substantially due to accelerated City development.

One (1) Facility Worker is requested for the Solid Waste Division, which will replace the need for two (2) temporary laborers, is expected to improve productivity, reduce turnover-related disruptions, and stabilize operations. Once full-time staffing levels are optimized, Solid Waste Management will continue to assess overall sorting productivity to determine whether further reductions in temporary staffing are feasible.

Sewer Enterprise Funds
Water Resources
Five (5) Wastewater Treatment Plant Operator IIIs are requested for the Sewer Enterprise operations in Water Resources. Both wastewater treatment plants are currently understaffed by industry standards, leading to operational challenges as influent flow increases annually and previously offline equipment is brought back online to meet growing demand. The requested Plant Operator III positions are in line with the Division’s continuing effort to properly staff both treatment plants.

Additionally, the planned upgrades and expansions will introduce advanced treatment processes, automation, and monitoring systems, further increasing operational complexity. To effectively manage these changes, additional Plant Operator III personnel are essential. These operators will oversee new equipment, adjust chemical treatments, maintain proper flow, and ensure key equipment is functioning. With expanded capacity, additional operators are necessary to provide 24/7 shift coverage, perform routine checks, troubleshoot issues, and respond to after-hour alarms, all while maintaining continuous operation and ensuring compliance with regulatory standards.

Plant Operator III staff will also be responsible for leading plant operations, mentoring junior operators, and conducting laboratory tests to meet regulatory requirements. Given the physical demands of the expanded facilities, these additional positions are crucial to ensuring the ongoing efficiency, safety, and effectiveness of plant operations.

One (1) Accountant is requested for the Sewer Enterprise operations in Water Resources. This addition to the Water Department personnel is needed to address the fiscal and administrative needs of the Wastewater Division. With the City undertaking large-scale infrastructure projects, including the wastewater plant upgrade and expansion, this role ensures that financial, budgeting, and reporting activities are conducted with precision, efficiency, and compliance. This position is also critical to the full and successful implementation of the City’s new utility billing software system. The Accountant will not only support senior management with accurate, timely, and 12 actionable financial information but also strengthens operational efficiency and departmental performance, making it indispensable to the successful completion of critical infrastructure projects and the achievement of the City’s financial and operational goals.

One (1) Senior Wastewater Plant Mechanic is requested for the Sewer Enterprise operations in Water Resources. The planned upgrades and expansion of the wastewater treatment facilities will introduce more advanced and complex equipment, significantly increasing the scope of maintenance and repair work. To ensure these expanded facilities operate efficiently, the addition of a Senior Plant Mechanic is essential. The Senior Plant Mechanic will oversee and provide leadership in all mechanical maintenance tasks, ensuring that systems are properly maintained and function efficiently. As the plant capacity increases, the complexity of the equipment will also grow, requiring more frequent and precise preventative maintenance to minimize downtime and prevent system failures. Additionally, much of the equipment at Plant 2 has been in service since 1997, necessitating timely maintenance to ensure optimal function.

River & Ag Water Fund
Water Resources
One (1) Hydrographer is requested for the River & Ag Water Enterprise operations in Water Resources. The Hydrographic Unit is responsible for overseeing all Kern River operations, facilitating accurate water deliveries to local water district as required by contractual obligations, and collecting, verifying, and recording all water measurements. Within the last two years, local, state and federal regulations have become more restrictive and require the Hydrographer to devote the majority of the time to performing open-channel surveying and measurements for accurate deliveries, performing groundwater depth calculations, monitoring the department’s SCADA and telemetry system, and reporting data to comply with state regulations. In addition to these duties, the hydrographer is responsible for data analysis, record-keeping and reporting in the hydrographic office and as a result of the more extensive field duties, the time needed for office duties is not available.

River & Ag Water Fund
Water Resources
One (1) Water Inspector I/II is requested for the Domestic Water Enterprise operations in Water Resources. This position is essential for overseeing the expansion and upgrade of both wastewater treatment plants and municipal water system. The inspector will ensure that construction projects, managed by Water Department including infrastructure associated with sewer, drainage and municipal systems, comply with engineering plans, contracts, and regulatory standards.

Responsibilities include inspecting construction work, maintaining records, preparing cost estimates, conducting safety inspections, and ensuring compliance with safety regulations. This role will be crucial in keeping the project on track, mitigating risks, and ensuring that all work is completed to specification, budget, and timeline, supporting the successful completion of the plant upgrades. This Water Inspector I/II will provide oversight during all phases of construction, ensuring that projects are completed on time, within budget, and in full compliance with regulatory standards. This position will be critical in managing the risks associated with these large-scale initiatives, ensuring the integrity and sustainability of the infrastructure improvements. 13 Labor Overview
Approximately 85 percent of full-time City employees are represented by one of three labor organizations. All management and miscellaneous supervisory employees are not represented by a recognized employee organization. All represented units are currently under active Memorandum of Understanding (MOU) labor agreements, with BPOA scheduled to expire December 31, 2026 and the remining units on June 30, 2027. New terms for wages, benefits or working conditions will require negotiations during FY27 Unrepresented miscellaneous supervisory and management staff are governed by an active Resolution with no current scheduled wage adjustments. All employees, except for executives, are governed by one of three Civil Service Boards.

Unit Representation
Employees in
Unit
(approx.)
Civil Service MOU or Resolution
Blue and White Collar SEIU, Local 521 1091 Miscellaneous MOU - expires 06/30/27
Police and Police
Supervisory Unit
Bakersfield Police
Officer Association
(BPOA)
466 Police MOU - expires
12/31/26
Fire Unit Bakersfield Fire Labor
Organization (BFLO) 114 Fire MOU - expires
6/30/27
Fire Supervisory Unit Bakersfield Fire Labor
Organization (BFLO) 75 Fire MOU - expires
6/30/27
Supervisory (Misc.) None 116 Miscellaneous Resolution
Management (Misc. and
Sworn) None 111 Miscellaneous/Polic
e/Fire Resolution
Executive None 2 None Contract
14 Resources and Appropriations Overview
The following summary provides information regarding several major discretionary revenue sources that fund the City’s general operations, including police, fire, streets, parks, administration, and development-related activities.

Property Tax
All owners of real property must pay property taxes unless specifically exempted by State law.

Property taxes in California are governed by state law and are subject to Proposition 13.

The City’s property tax revenues are predominately derived from taxes on secured property within the City. A smaller share of the City’s property tax revenues is generated from unsecured property taxes.
"Secured" property refers to any property that cannot be moved like homes or land. Proposition 13 limits the tax rate to 1% of a property's current assessed value, plus any voter-approved bonds and assessments.
“Unsecured” property is an ad-valorem (value-based) property tax that is the liability of the person or entity assessed for the tax. Because the tax is not secured by real property (such as land) the tax is called "unsecured." Unsecured property taxes are a lien against the individual not against real property. Some typical items assessed and collected on the unsecured roll are:
·Boats and jet skis
·Mobile homes
·Airplanes
For FY26, the total gross assessed valuation of taxable properties within the City is $43.9 billion.

Based on current-year estimates to date, City staff is projecting a 4.5% increase in secured property tax revenues in FY27, as compared to current year revised estimates. Secured property tax revenues are projected at $61.3 million for FY26.

Sales and Use Tax (Bradley-Burns)
Bradley-Burns Sales Tax accounts for the City’s one percent share of the 7.25 percent statewide sales tax, which is distributed to local agencies to support local government general funds.

Currently, staff anticipate sales and use tax to meet the original budget estimates based on the most current data available. Based on sales tax collections to date and consultation with revenue consultants, staff is projecting FY27 sales and use tax revenues to be $98.9 million, which is a conservative estimate projecting a minimal increase of 2 percent from the FY26 revised estimates of $97.2 million. This is due to decreases in major industries like auto sales and general & consumer goods as household disposable income has decreased. 15 Sales and Use Tax (Public Safety and Vital Services Measure) The PSVS Measure was approved by voters in 2018 and is a locally controlled one-cent sales tax applied to applicable transactions for retailers conducting business within the incorporated city limits of Bakersfield. The PSVS Measure became effective on April 1, 2019, within the City of Bakersfield. In prior years there were errors in tax reporting related to sales that took place in the County instead of within the City limits. This reset the baseline revenue expected annually from PSVS which was over $100 million to approximately $97 million. The adjustments due to the overpayments are expected to slow down resulting in fewer adjustments to tax allocations from the State. Based on that along with analysis from our third-party tax consultant, staff set the estimates for FY27 at $101.1 million, which is a 4 percent increase from the updated budgeted revenue for FY26.

Transient Occupancy Tax
The current trend shows that FY26 TOT revenue is expected to meet budget projections ($13.0 million) as tourism and hotel stays in the area have remained fairly steady throughout the fiscal year. In evaluating monthly collection and hotel stay data, that revenue level for hotel stays is expected to continue into the next fiscal year. There is a slight increase expected in TOT collection connected to the recently approved ordinance allowing short-term rentals (STRs) in the City, This is expected to bring approximately $1 million a year in additional revenue. It is estimated that the collections on STRs will not start until the middle of FY27. As such, TOT revenue is budgeted with a slight increase estimated of 4 percent for a total budget of $13.5 million. As in prior years, TOT funds are being used to cover General Fund operations ($5.5 million) which is an increase from the prior year. The remaining revenues are used primarily as the funding source for General Fund capital improvement projects. TOT revenue also supports the operations of Visit Bakersfield and the Dignity Health Arena and Convention Center.

Development Related Revenues
In FY 2025–26, the Development Services Department continued to support steady growth and investment activity across Bakersfield, even as overall permitting volume declined approximately 11 percent year over year. This decline reflects a shift in activity rather than reduced demand. New construction increased 5.66 percent, with residential construction leading at an 8.48 percent increase. Sustained housing demand continues to be the primary driver of development related revenues.

Looking ahead to FY 2026–27, residential construction is expected to remain the primary revenue driver. At the same time, longer term indicators point to a tightening supply of builder ready lots, which may begin to moderate growth if additional inventory is not brought forward. Land Development revenues reached approximately 150 percent of projections in the current year, signaling a strong push to advance subdivisions and expand the supply of buildable lots. This activity reflects a healthy development pipeline and positions the City to better sustain future growth.
16 The Department will continue to monitor land availability, market conditions, and application trends to refine projections and maintain alignment between development activity and revenue performance. Through continued modernization efforts and efficient service delivery, the Department remains focused on supporting responsible growth, maintaining fiscal stability, and improving the customer experience across all development functions.

Appropriations Overview
The FY27 appropriations proposed across all operating and capital budgets for the City total $927,282,550, which reflects a $74.6 million increase of 9 percent from the FY26 adopted budget.

This increase is due in part to increases in the Capital Outlay program budgeted in FY 27 of over $31 million when compared to the prior year. That includes increases of $18 million for street refurbishment and maintenance and $11 million for Solid Waste operational improvements. The remaining increases are due to continued increases in operational costs, specifically related to ongoing salaries and benefit escalations, costs for insurance, and rates charged for vehicles and computer replacements.

The all-funds adopted operating budget (ongoing costs, including transfers to other funds) for FY27 is $811.5 million, which reflects an increase of $46.2 million, or 6 percent as compared to the FY26 operating budget.

The proposed all-funds adopted capital improvement budget for FY27 is $115.8 million. This reflects a $28.3 million increase, or 32 percent higher than the adopted FY26 capital improvement budget. Each year the capital improvement budget may fluctuate in most cases due to timing associated with the budgeting of state or federal grants or other non-local funding sources.

The General Fund operating budget (ongoing costs, including PSVS Measure funds and transfers to other funds) totals $441.8 million, which reflects an increase of $14.8 million or 3.5 percent when compared to the adopted FY25 General Fund budget. General operating increases reflect general ongoing personnel salary increases, self-insurance rate increases, and increases to certain employer-paid benefits, including CalPERS (see below).

CalPERS
The City’s CalPERS payments will continue to increase in FY27. Current payroll projections estimate the employer-paid amount is $88.2 million for the next fiscal year, which is inclusive of the related costs for authorized new positions.

Contributions to CalPERS are typically separated into two areas: the normal cost and the unfunded liability. The normal cost represents the costs of the benefits being earned in the current period.

The unfunded liability is the unfunded cost of benefits earned in previous periods. An unfunded liability can result from lower-than-anticipated investment returns, retroactive benefit modifications, and/or changes in actuarial policies or results.

Since 2013, most new hires have come in under a reduced pension tier pursuant to the Public Employees’ Pension Reform Act of 2012, which will take several years to have a meaningful 17 impact on the rates paid by the City. The City’s full withdrawal from CalPERS and establishment of an alternative retirement plan for new hires is not a feasible option. If the City were to entertain this option, CalPERS would require immediate payment to satisfy the City’s current and future obligations, which would total over $1 billion.

A segment of the annual CalPERS payments includes the annual unfunded liability component that is calculated in the annual actuarial reports issued by the pension agency. There are sufficient amounts held in the City’s reserves to allow for a lump sum payment option which eliminates interest charges on this amount. Selecting this option will result in an annual savings of approximately $1.8 million. This payment method has been in place since 2019 resulting in an average annual savings of over $1.5 million. The total unfunded accrued liability required contribution is $54.3 million for FY27.

General Reserves
In 2019, the City Council approved Resolution No. 091-19, which established a multi-year plan to increase general reserves and facilities reserves to adequate funding levels. The target for the general reserve fund is 60 days of General Fund operating costs or approximately 16.67 percent.

Before the establishment of this plan, the City did not have a dedicated rainy-day fund. Currently, general reserves are expected to be $62.8 million and facility reserves are expected to be $5.6 million (by year end). Budgetary challenges, as laid out previously, prevented budgetary allocations to the general reserve for FY26. Based on the current budget, the 60-day benchmark would be $64.1 million, which would require an additional allocation to the general reserve of $1.3 million. Until the structural deficit is remedied in the General Fund, significant allocations to reserves may not be feasible. City staff will review budget activity at year-end to determine if resources become available for additional allocations both for FY26 and FY27.

The following chart provides the City’s reserve growth since FY19, with actual and expected level of funds within the general reserve and facility reserve (in millions):
$26.4 $34.2
$48.3 $49.6 $51.7 $56.7 $60.8 $62.8
$3.6 $4.6 $4.3 $5.0 $5.1 $5.3 $5.4 $5.6
0 10
20 30
40 50
60 70
FY 19
Actual
FY 20
Actual
FY 21
Actual
FY 22
Actual
FY 23
Actual
FY 24
Actual
FY 25
Actual
FY 26
Expected
General Reserves Facility Reserves
18 Equipment Replacement
The Equipment Management Fund provides for funding vehicles, equipment (construction equipment, small engine equipment, recycling equipment, etc.), 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 monthly.

Vehicles
The Fleet Division of the Public Works Department is responsible for the procurement, maintenance, repairs, fueling, and replacement of vehicles and equipment (construction equipment, small engine equipment, recycling equipment, lawnmowers, generators, portable electronic signs, etc.) for all City departments. As an internal service division, the Fleet Division charges using departments for the deployed vehicles and is responsible for replacing the vehicles/equipment at regular intervals, based on a multi-faceted evaluation process and fiscal circumstances. The charges levied to using departments are generally comprised of a fractional replacement cost based on the life expectancy of the vehicle, which includes future replacement cost projections and actual operations/maintenance costs. The funds collected and expended are accounted for within a separate, distinct fund within the City’s accounting structure.

The Fleet Division plans to replace 123 vehicles/equipment with a total approximate cost of $20.3 million in FY27. Determination of equipment identified for replacement is developed through an extensive analysis by the Fleet Division, in consultation with the individual departments and the Budget Team. The budget includes the replacement of 41 police vehicles/equipment and 7 pieces of fire vehicles/equipment (which includes two new Engines). The replacement list also includes the replacement of several vehicles across the organization that have exceeded the normal life span and have experienced increased maintenance costs. This figure does not include any additional equipment acquisitions necessary for new position requests or programs.

Technology Equipment
The Technology Services Department procures, manages, maintains, and replaces most technological equipment utilized by all City departments. As an internal service department, Technology Services charges departments for the deployed technology and is responsible for replacing and maintaining the equipment at regular intervals, based on industry best practices and actual experience. The charges levied to departments are generally comprised of a fractional replacement cost based on the life expectancy of the equipment, software/licensing costs, and general maintenance overhead costs. The funds collected and expended are accounted for within a separate, distinct fund within the City’s accounting structure.

The Technology Services Department has budgeted approximately $2.7 million to replace network and computer equipment in FY27. The top components of the replacement equipment are mobile data computers for the Police Department and replacement servers and network equipment for the City. This figure does not include any additional equipment acquisitions necessary for new position requests.
19 Refuse, Sewer, and Domestic Water
The City operates three distinct utilities – refuse, sewer, and domestic water service. These services operate as enterprises, a self-supporting government fund that provides services to the public for a fee. Each of these enterprises is accounted for separately and operates independently of the City’s general fund. Fees collected for these services fully support the cost of each of the operations. All fees support operational and capital costs and ensure sufficient reserves are available to meet long- term needs. In many cases, mandatory regulations from outside federal, state, and local agencies impact fees charged to users of these services.

The application of user rates across all customer groups to provide the respective services is governed by Proposition 218, which requires the user rates to reflect a proportionate share of the costs of providing the service. Any new rates, if adopted, will go into effect on July 1, 2025. For most customers, refuse and sewer user rates are collected as part of the annual property tax collection process. Customers within the domestic water service area are billed monthly through the City’s operation and maintenance agreement with California Water Service. The following provides a summary of authorized rate adjustments applicable for the next fiscal year:

Refuse Rates
On June 1, 2022, the City Council adopted Resolution No. 091-2022, approving incremental increases to refuse and recycling rates for FY23 through FY27. These adjustments are tied to the Consumer Price Index (CPI) in accordance with Proposition 218. For FY27, a 3% increase in residential and commercial refuse and recycling rates will take effect, raising the annual refuse rate for a single-family residence from $295 to $304.

These rate increases are necessary to support the City’s operating expenses and capital improvement projects. They also address rising costs driven by state-mandated regulations and the City's contractual obligations with private hauling contractors. Approximately 50% of the City’s refuse is collected by outside contractors, whose compensation is contractually adjusted each year based on CPI changes.

The City of Bakersfield remains committed to maintaining refuse rates as low as possible while ensuring compliance with state requirements. Under Proposition 218, the City charges residents only what it costs to provide solid waste, recycling, and green waste services, and adjusts rates solely in response to increasing operational costs.

A key driver of future rate increases is compliance with Senate Bill 1383, signed into law in September 2016. This legislation mandates a 50% reduction in organic waste disposal (based on 2014 levels) by 2020, and a 75% reduction by 2025. It also requires that by 2025, at least 20% of edible food currently discarded be recovered for human consumption. The law requires CalRecycle to develop and implement regulations aimed at meeting these targets, reducing methane emissions, and advancing the state’s climate action goals.

Did you Know?
The City’s refuse, sewer
and domestic water rates
are regularly among the
lowest within the State of
California.
20 City staff have been actively developing plans to meet SB 1383’s requirements. This includes evaluating the City's capacity for organics processing and edible food recovery, as well as projecting the costs associated with public outreach, collection services, enforcement, infrastructure, and processing. In FY 2025, the City achieved approximately 87% compliance with SB 1383 mandates.

As the City continues to refine its implementation strategies, further adjustments to refuse rates may be necessary to meet compliance deadlines. Staff will continue to update the City Council and customers on the financial and operational impacts of this legislation.

Sewer Rates
In FY25 it was determined that revenues within the Sewer Enterprise Fund were not sufficient to cover costs for the operation and maintenance of the two wastewater treatment plants, the sewer collection system, and debt service requirements. In FY26, the Water Department completed a cost-of-service-analysis as well as the 2026-2030 Sewer Rates & Fees Report which were used to propose a new sewer user rate schedule. On May 27, 2026, the City Council adopted Resolution No. 064-2026 establishing new residential and commercial sewer user fees effective July 1, 2026 for FY27, and subsequent increases to be effective July 1st for FY28 through FY31.

The current residential sewer rate of $247.13 per single-family dwelling will increase in FY27 to $475 per single-family. In addition, the commercial sewer surcharge rates for the four commercial categories, based on wastewater strength classification, will increase accordingly per Centum Cubic Feet (CCF). One CCF equals 100 cubic feet of water or 748 gallons. The commercial rates will increase as follows: Low (from $1.89 per CCF to $3.26 per CCF; Medium (from $2.08 per CCF to $3.80 per CCF), Medium-High (from $2.68 per CCF to $5.06 per CCF), and High (from $3.46 per CCF to $6.19 CCF). The current sewer connection fee is $7,248 which went into effect October 1, 2025 for FY26. An increase to the sewer connection fee based on the construction cost index is anticipated for FY27. The sewer connection fee is separate from the user rate and is a one- time fee charged for new connections to the City’s sewer system.

Domestic Water Rates
The Water Department’s Water Resources Division operates the City’s domestic water system providing a reliable, high-quality potable water supply to over 52,590 connections (approximately 171,000 people) within the City’s service area. Throughout the year, staff carefully review all opportunities to reduce costs and increase efficiency. In recent years, water system infrastructure continues to age and significant well rehabilitations, service line replacements and generator replacements have been identified which increase costs of service. In addition, new State regulations have recently passed that impacted the City’s operation of the Domestic Water System.

These regulations include Water Conservation is a Way of Life, Lead and Copper Rule Improvements, and additional water quality regulations for PFOS which were finalized in 2024.

These regulations have increased anticipated operating and capital improvement project expenditures to comply with regulations and were considered in the 2025 Supplemental Report to the 2023 Drinking Water Rate Study. Due to the above, the department undertook a Proposition 21 218 process in FY25 to propose new rates for FY26 through FY30. Resolution No. 069-2025 establishing new rates for the City’s domestic water system was adopted by the City Council on June 11, 2025.

The rate increases are as follows:
·FY26: 34%
·FY27: 6%
·FY28: 6%
·FY29: 2.4%
·FY30: 2.4%

Under the approved resolution, there is a 6% increase for FY 27. Water rates within the City’s Domestic Water System will rise from $1.88 to $1.99 per 100 cubic feet per month.  Additionally, the readiness-to-serve charge, which is based on service line size rather than usage, will increase by 6% from $26.80 to $28.41 for 1” residential service lines. Rates for smaller and larger service lines will also see a 6% increase. These two charges together make up each customer’s monthly bill. Even with these adjustments, the City’s water rates will remain one of the lowest in the metropolitan Bakersfield area.
22 Budget Summaries
23 Actual Adopted Proposed
FY25 FY26 FY27
Resources
Property Tax $116,066,647 $122,264,500 $127,855,000
Sales and Uses Tax 93,872,852 97,175,000 98,875,000
PSVS Sales Tax 100,226,236 97,175,000 101,080,000
Other Taxes 13,702,865 11,700,000 12,350,000
Total Taxes $323,868,601 $328,314,500 $340,160,000
License and Permits $4,844,827 $3,825,978 $4,014,000
Intergovenmental 19,382,260 4,202,500 2,734,500
Charges and Services 39,616,647 31,732,562 33,788,757
Fines and Forfeits 1,213,340 1,083,000 1,062,900
Miscellaneous 4,646,762 2,822,260 3,117,643
Total Other Revenue $69,703,836 $43,666,300 $44,717,800 Beginning Balance - 37,000,000 37,000,000
Transfers In 11,661,000 17,995,000 19,880,000
Total Resources $405,233,437 $426,975,800 $441,757,800
Appropriations
Police $181,677,634 $195,523,663 $199,806,901
Fire 63,614,493 67,657,848 73,692,336
Total Public Safety $245,292,127 $263,181,511 $273,499,237 Development Services 32,706,451 38,257,009 34,846,992
General Government 28,525,887 29,402,699 31,881,181
Non Departmental Activity 11,274,551 (1,181,281) 5,557,431 Public Works 37,603,302 36,846,244 37,570,222
Recreation & Parks 35,923,183 37,603,955 38,769,719
Total Operations $146,033,373 $140,928,625 $148,625,544 Contingencies 1,647,754 2,950,000 3,210,400
Transfers Out 23,367,719 19,915,664 16,422,619
$416,340,973 $426,975,800 $441,757,800
Resources and Appropriations
General Fund
24 Property Tax, 28.9%
Transfers In, 4.5%
Beginning Balance, 8.4%
Miscellaneous, 0.7%
Fines and Forfeits, 0.2%
Charges and Services, 7.6%
Intergovenmental, 0.6%
License and Permits, 0.9%
Other Taxes, 2.8%
PSVS Sales Tax, 22.9% Sales and Uses Tax, 22.4%
Where it comes from
Police, 45.2%
Transfers Out, 3.7%
Contingencies, 0.7%
Recreation & Parks, 8.8%
Public Works, 8.5%
Non Departmental Activity, 1.…
General Government, 7.2%
Development Services, 7.9%
Fire, 16.7%
Where it goes
General Fund Budget
$441,757,800
25 Actual Adopted Proposed
FY25 FY26 FY27
Resources
Capital Project Funds 15,259,383 854,168 700,838
Special Revenue Funds 46,065,496 38,084,165 40,496,681
General Operating Funds 413,963,886 426,975,800 441,757,800 Improvement District Funds 5,910,318 2,638,842 865,423
Internal Service Funds 111,310,859 96,899,135 105,729,402 Enterprise Funds 205,496,683 196,678,530 219,059,942
Debt Service Funds (499,719) 454,659 136,714
Successor Agency Funds 2,960,544 2,663,056 2,765,908
Resources Total $800,467,450 $765,248,355 $811,512,708
Appropriations
Development Services $16,817,141 $22,994,009 $23,514,030 Economic & Community Development 42,800,657 32,124,447 27,861,362 Fire 66,228,816 70,226,406 76,442,212
Public Works 203,792,562 183,476,564 202,315,663
Police 184,292,953 196,840,155 201,604,150
Recreation & Parks 35,942,211 37,633,115 38,798,879
Water Department 80,085,108 72,179,751 81,534,520
General Government $77,075,257 $82,612,125 $88,861,351
Non-Departmental $90,472,200 $64,498,729 $67,919,632
Successor Agency $2,960,544 $2,663,056 $2,660,908
Appropriation Total $800,467,450 $765,248,355 $811,512,708 Resources & Appropriations
Operating Budget - All Funds
26 Capital Project Funds, 0.1%
Special Revenue Funds, 5.0%
Successor Agency Funds, 0.3%
Debt Service Funds, 0.0%
Enterprise Funds, 27.0%
Internal Service Funds, 13.0%
Improvement District Funds, 0.1%
General Operating Funds, 54.4%
Where it comes from
Development Services, 2.7%
Economic & Community Develo…
Fire, 10.5%
Water Department, 12.7%
Recreation & Parks, 5.7%
Police, 29.3% Public Works, 32.4%
Where it goes
Operating Budget - All Funds
$811,512,708

27 Operating Fund Distribution
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
All Funds
Personnel $341,795,441 $360,535,426 $376,338,044
Operating 395,821,864 358,322,632 390,074,490
Capital 122,035,642 87,469,005 115,269,843
Fiscal Transfer 62,850,144 46,390,298 45,100,173
Total All Funds $922,503,091 $852,717,360 $926,782,551
General Fund
Personnel $286,956,532 $297,129,063 $307,639,627
Operating 106,016,895 109,931,073 117,695,554
Fiscal Transfer 23,367,719 19,915,664 16,422,619
Total General Fund $416,341,146 $426,975,800 $441,757,800 28 Operating Fund Distribution
All Funds
$926,782,551
General Fund
$441,757,800
Personnel, 40.6%
Fiscal Transfer, 4.9%
Capital, 12.4%
Operating, 42.1%
Fiscal Transfer, 3.7%
Operating, 26.6%
Personnel, 69.6%
29 Actual Adopted Proposed
FY25 FY26 FY27
Resources
Taxes & Assessments $347,451,377 $350,385,861 $363,947,976 License & Permits 5,349,077 4,305,978 4,597,000
Intergovenmental 88,150,396 60,394,724 52,499,162
Charges & Services 320,898,986 315,022,315 390,013,539
Fines & Forfeits 23,756,885 20,871,438 22,437,900
Miscellaneous 36,888,493 12,351,724 15,266,317
Total Other Revenue $822,495,215 $763,332,040 $848,761,894 Fund Balance 42,304,924 42,995,022 32,920,484
Transfers In 61,571,190 46,390,298 45,100,173
Total Resources $926,371,329 $852,717,360 $926,782,551
Appropriations
Police $190,355,500 $196,900,155 $201,604,150
Fire $66,341,691 $70,403,406 $76,833,212
Total Public Safety $256,697,191 $267,303,560 $278,437,362 Public Works 299,647,167 245,395,569 296,101,706
Recreation & Parks 42,929,425 39,958,115 42,498,879
Development Services 50,905,465 44,852,169 40,141,383
General Government 93,968,335 93,736,413 100,849,261
Water Department 88,509,146 94,324,751 98,188,420
Non-Departamental 29,216,700 17,806,487 22,254,967
Total Operations $605,176,240 $536,073,502 $600,034,616 Contingencies 1,647,754 2,950,000 3,210,400
Transfers Out 62,850,144 46,390,298 45,100,173
Total Appropriations $926,371,329 $852,717,360 $926,782,551 Resources & Appropriations
All Funds
30 Taxes & Assessments, 39.3%
License & Permits, 0.5%
Intergovenmental, 5.7%
Transfers In, 4.9%
Fund Balance, 3.6%
Miscellaneous, 1.6%
Fines & Forfeits, 2.4%
Charges & Services, 42.1%
Police, 21.8%
Fire, 8.3%
Transfers Out, 4.9%
Contingencies, 0.3%
Non-Departamental, 2.4%
Water Department, 10.6%
General Government, 10.9%
Development Services, 4.3%
Recreation & Parks, 4.6%
Public Works, 31.9%
Resources - All Funds
$926,782,551
Appropriations - All Funds
$926,782,551
31 Departmental Appropriations by Fund
General
Government Police Fire Public Works
Water
Department
Recreation &
Parks
Development
Services
Non
Departmental
Activity Total
Operating
General Fund $22,377,503 $148,770,866 $66,045,727 $36,063,432 - $32,153,569 $5,108,103 $5,256,775 $315,775,974 Development Services General Fund - - - 60,278 - - 10,567,548 - 10,627,826 Public Safety & Vital Services General Fund 9,503,678 51,036,035 7,646,610 1,446,511 - 6,616,150 19,171,341 19,933,675 115,354,000 HUD - CDBG Entitlements - - - - - - 3,078,648 - 3,078,648 HUD - Home Program Fund - - - - - - 1,473,894 - 1,473,894 CD/ED Other Grant Awards 147,378 - - - - - - - 147,378
TCC Grant - - - - - - 549,274 - 549,274
Amtrak Operating Fund - - - 899,627 - 29,160 - - 928,787 State Gas Tax - - - 4,599,172 - - - - 4,599,172
Traffic Safety Fund - 1,156,629 - - - - - 1,000,000 2,156,629 CUPA Fund - - 2,749,876 - - - - - 2,749,876
Supplemental Law Enforcement Fund - 640,620 - - - - - - 640,620 Transient Occupancy Taxes 12,456,648 - - - - - - 11,715,755 24,172,403 City - Debt Service Fund - - - - - - - 136,714 136,714
SA-RDA-SEPA Debt Service - - - - - - - 584,022 584,022
SA-RDA-OTKP Debt Service - - - - - - - 738,932 738,932
COF - Local TRIP 475 - - - - - - - 475
TDF TRIP Local Match 113,393 - - 586,970 - - - - 700,363 SA-RDA-SEPA Operating 10,000 - - - - - - 584,022 594,022 SA-RDA-SEPA Housing Fund - - - - - - 35,000 - 35,000
SA-RDA-OTKP Operating - - - - - - - 738,932 738,932
SA-RDA-OTKP Housing Fund - - - - - - 35,000 - 35,000
SA-RDA-DTPA Housing Fund 5,000 - - - - - 35,000 - 40,000 Sewer Service - Plant #2 - - - - 8,129,117 - - - 8,129,117 Sewer Service - Plant #3 19,045 - - 9,644,557 16,448,446 - - 13,392,206 39,504,253 Sewer Service - Connection Fees - - - - - - - 10,000,000 10,000,000 Refuse Collection Fund 56,743 - - 97,993,789 - - 87,575 3,620,818 101,758,925 River & Agriculture Water - - - - 9,847,480 - - 268,353 10,115,833 Domestic Water Fund - - - - 47,109,477 - - 1,717,573 48,827,050 General Aviation Fund - - - 386,378 - - - 10,242 396,620 Offstreet Parking Fund 315,145 - - - - - - 12,998 328,143 Equipment Management 12,185,687 - - 50,634,948 - - - - 62,820,635 Self-Insurance Fund 42,908,767 - - - - - - - 42,908,767 AD 05-3 Lib Ii/Vg/Tes En 2,800 - - - - - - - 2,800
AD 06-1 Etcheverry/Lin Ii 2,800 - - - - - - 674,260 677,060 AD 07-2 Sydney Habour 2,700 - - - - - - 180,263 182,963 City In The Hills Reasmt 2,600 - - - - - - - 2,600
Total Operating $100,110,361 $201,604,150 $76,442,212 $202,315,663 $81,534,520 $38,798,879 $40,141,383 $70,565,540 $811,512,708 32 Departmental Appropriations by Fund
General
Government Police Fire Public Works
Water
Department
Recreation &
Parks
Development
Services
Non
Departmental
Activity Total
Capital Improvement
HUD - CDBG Entitlements - - - $2,560,568 - - - - $2,560,568 Fed / State Road Fund - - - 10,424,473 - - - - 10,424,473 State Gas Tax - - - 7,764,759 - - - - 7,764,759
SB-1 Road Repair & Acct - - - 17,590,000 - - - - 17,590,000 Transient Occupancy Taxes - - - 150,000 - - - - 150,000 Capital Outlay Fund - - - 4,115,000 - 200,000 - - 4,315,000 PSVS Capital Outlay 738,900 - 391,000 - - 3,500,000 - - 4,629,900 Road PG Utility/Surcharge - - - 7,600,000 - - - - 7,600,000 Transport Development Fund - - - 8,030,000 - - - - 8,030,000 Sewer Service - Plant #2 - - - 5,700,000 3,018,250 - - - 8,718,250 Sewer Service - Plant #3 - - - 16,840,000 1,823,000 - - - 18,663,000 Refuse Collection Fund - - - 11,251,243 - - - - 11,251,243 River & Agriculture Water - - - - 450,000 - - - 450,000 Domestic Water Fund - - - - 11,362,650 - - - 11,362,650 General Aviation Fund - - - 800,000 - - - - 800,000
Equipment Management - - - 960,000 - - - - 960,000
Total Capital Improvements $738,900 - $391,000 $93,786,043 $16,653,900 $3,700,000 - - $115,269,843 Total City of Bakersfield $100,849,261 $201,604,150 $76,833,212 $296,101,706 $98,188,420 $42,498,879 $40,141,383 $70,565,540 $926,782,551 33 General Fund - Appropriation by Department

Actual Adopted Proposed
FY25 FY26 FY27
Department:

Mayor 189,932 215,424 236,608
City Council 376,703 409,693 456,125
Total Legislative $566,635 $625,116 $692,733
City Manager 8,322,357 6,236,779 8,341,629
City Clerk 1,003,776 1,126,277 1,162,212
(Old) Human Resources Benefits Administration 947 - -
Risk Management 2,223 - -
Human Resources - Administration 2,797,113 3,242,901 3,213,020 Technology Services - Administration 1,380,430 1,546,518 1,532,010 Technology Services - Professional 3,183,294 3,656,761 3,614,173 Technology Services - Technical 4,978,292 5,458,696 5,470,939 Total Executive $21,668,433 $21,267,933 $23,333,983
Financial Administration 593,540 1,250,167 1,139,653
Accounting 1,872,434 1,974,442 2,157,754
Treasury 1,151,692 1,301,741 1,264,979
Purchasing 336,347 359,720 386,113
Total Financial Services $3,954,012 $4,886,069 $4,948,500 City Attorney 2,336,808 2,623,580 2,905,965
Total City Attorney $2,336,808 $2,623,580 $2,905,965
Police Administration 12,018,552 13,372,270 12,395,603
Field Services 79,669,051 88,586,872 84,294,640
Investigations 32,635,310 32,766,563 33,534,439
Special Operations 25,113,205 26,624,280 34,020,815
Training 9,430,120 8,803,472 9,103,619
Support Services 15,373,317 17,674,699 17,197,932
Community Engagement - Community Relations 2,256,857 2,048,051 3,382,778 Community Engagement - SRO 1,133,701 1,458,423 1,353,443 Performance Analysis - QA 3,673,780 3,783,272 4,126,738 Performance Analysis - Wellness 373,741 405,760 396,894 Total Police Services $181,677,634 $195,523,663 $199,806,901 Fire Administration 2,785,786 3,123,046 3,450,861
Fire Safety Services 1,423,109 1,917,536 1,870,318
Fire Suppression 59,405,598 62,617,266 68,371,157
Total Fire Services $63,614,493 $67,657,848 $73,692,336 Public Works Administration 665,075 757,272 842,538
Federal Transportation 1,148,513 1,249,845 1,400,384
34 General Fund - Appropriation by Department
Actual Adopted Proposed
FY25 FY26 FY27
Engineering 7,923,264 5,956,285 7,739,661
General Services 15,896,195 17,035,744 16,621,105
Streets 11,450,483 11,730,862 10,819,067
Equipment - 116,236 144,167
Solid Waste 519,772 - 3,300
Total Public Works $37,603,302 $36,846,244 $37,570,222
Convention Center 294 - -
Parks 29,823,915 31,453,463 32,655,454
Recreation 4,339,101 4,062,495 4,027,709
Recreation & Parks Administration 1,759,873 2,087,996 2,086,557 Total Recreation and Parks $35,923,183 $37,603,955 $38,769,719 Planning 3,565,737 3,857,633 3,963,021
Building 13,031,844 15,869,958 16,025,656
Land Development - 3,106,927 3,437,778
Community Development 16,108,871 15,422,491 11,420,536
Total Developmental Services $32,706,451 $38,257,009 $34,846,992 Non Divisional 12,922,305 1,768,719 8,767,831
Interfund Transactions 23,367,719 19,915,664 16,422,619 Total General Fund $416,340,973 $426,975,800 $441,757,800 35 Financial Summary - All Funds

Transfers Budget Appropriations Change in
Fund Revenue In Out Operating CIP Fund Balance
General Operating $446,813,124 $19,880,000 $16,422,619 $425,335,181 - $24,935,324 Special Revenue 73,758,915 - 12,715,755 27,780,926 38,489,800 (5,227,566) Debt Service - 136,714 - 136,714 - -
Capital Projects 36,435,549 8,944,900 - 700,838 24,574,900 20,104,711 Governmental Funds $557,007,588 $28,961,614 $29,138,374 $453,953,659 $63,064,700 $39,812,469 Enterprise 314,881,575 10,200,000 14,638,845 204,421,097 51,245,143 54,776,490 Internal Service 106,286,563 4,615,605 - 105,729,402 960,000 4,212,766 Proprietary Funds $421,168,138 $14,815,605 $14,638,845 $310,150,499 $52,205,143 $58,989,256 Improvement Districts 1,139,100 - - 865,423 - 273,677
Successor Agency 1,740,954 1,322,954 1,322,954 1,442,954 - 298,000 Fiduciary Funds $2,880,054 $1,322,954 $1,322,954 $2,308,377 - $571,677 Total $981,055,780 $45,100,173 $45,100,173 $766,412,535 $115,269,843 $99,373,402 36 Financial Summary - All Funds

Transfers Budget Appropriations Change in
Fund Revenue In Out Operating CIP Fund Balance
General Fund $272,659,461 $19,880,000 $297,719 $315,478,255 - ($23,236,513) Development Services General Fund 10,338,339 - - 10,627,826 - (289,487) Public Safety & Vital Services General Fund 101,880,000 - 16,124,900 99,229,100 - (13,474,000) Cash Basis Reserve Fund 17,601,842 - - - - 17,601,842
PSVS Cash Reserve Fund 44,333,482 - - - - 44,333,482
General Operating Funds $446,813,124 $19,880,000 $16,422,619 $425,335,181 - $24,935,324 HUD - CDBG Entitlements $5,600,224 - - $3,078,648 $2,560,568 ($38,992) HUD - Home Program Fund 1,473,894 - - 1,473,894 - -
CD/ED Other Grant Awards 147,379 - - 147,378 - 1
B.E.G.I.N. 3,000 - - - - 3,000
TCC Grant - - - 549,274 - (549,274)
Fed / State Road Fund 10,424,473 - - - 10,424,473 -
State Gas Tax 11,740,000 - - 4,599,172 7,764,759 (623,931) SB-1 Road Repair & Acct 11,910,000 - - - 17,590,000 (5,680,000) Amtrak Operating Fund 900,000 - - 928,787 - (28,787)
Traffic Safety Fund 2,288,000 - 1,000,000 1,156,629 - 131,371 CUPA Fund 2,750,600 - - 2,749,876 - 724
Supplemental Law Enforcement Fund 675,692 - - 640,620 - 35,072 CARES/ARPA Covid Relief 500,000 - - - - 500,000
Transient Occupancy Taxes 25,345,653 - 11,715,755 12,456,648 150,000 1,023,250 Special Revenue Funds $73,758,915 - $12,715,755 $27,780,926 $38,489,800 ($5,227,566) City - Debt Service Fund - $136,714 - $136,714 - -
Debt Service Funds - $136,714 - $136,714 - -
37 Financial Summary - All Funds

Transfers Budget Appropriations Change in
Fund Revenue In Out Operating CIP Fund Balance
Capital Facility Replacement Reserve $4,504,227 - - - - $4,504,227 Capital Outlay Fund 350,000 4,315,000 - - 4,315,000 350,000 PSVS Capital Outlay 1,000,000 4,629,900 - - 4,629,900 1,000,000 Cap Roads Row 524,971 - - - - 524,971
County Local TRIP 20,000 - - - - 20,000
COF - Local TRIP 25,000 - - 475 - 24,525
Road PG Utility/Surcharge 8,800,000 - - - 7,600,000 1,200,000 Park Improvement Fund 2,125,000 - - - - 2,125,000
Transport Development Fund 17,600,000 - - - 8,030,000 9,570,000 TDF TRIP Local Match 400,000 - - 700,363 - (300,363)
MB&TD - Ashe Road 500 - - - - 500
MB&TD-West Beltway 10,000 - - - - 10,000
MB&TD-West Ming Kr Canal 10,000 - - - - 10,000
MB&TD-Panama Central Canal 1,000 - - - - 1,000
MB&TD - Arvin/Edison 3,000 - - - - 3,000
PSVS Facility Replacement Reserve 1,061,851 - - - - 1,061,851 Capital Project Funds $36,435,549 $8,944,900 - $700,838 $24,574,900 $20,104,711 Sewer Service - Plant #2 $36,465,213 - - $8,129,117 $8,718,250 $19,617,846 Sewer Service - Plant #3 62,399,963 10,000,000 458,081 39,046,172 18,663,000 14,232,710 Sewer Service - Connection Fees 19,944,576 - 10,000,000 - - 9,944,576 Refuse Collection Fund 104,744,400 - 3,620,818 98,138,107 11,251,243 (8,265,768) Domestic Water Fund 69,157,123 - 268,353 48,558,697 11,362,650 8,967,423 Domestic Water Availability Fees 8,753,159 - - - - 8,753,159 General Aviation Fund 1,195,350 - 10,242 386,378 800,000 (1,270) Offstreet Parking Fund 169,000 200,000 12,998 315,145 - 40,857 River & Agriculture Water 12,052,791 - 268,353 9,847,480 450,000 1,486,958 38 Financial Summary - All Funds

Transfers Budget Appropriations Change in
Fund Revenue In Out Operating CIP Fund Balance
Enterprise Funds $314,881,575 $10,200,000 $14,638,845 $204,421,097 $51,245,143 $54,776,490 Equipment Management $60,677,955 $4,615,605 - $62,820,635 $960,000 $1,512,925 Self-Insurance Fund 45,608,608 - - 42,908,767 - 2,699,841 Internal Service Funds $106,286,563 $4,615,605 - $105,729,402 $960,000 $4,212,766 CFD 13-01 West Ming $280,000 - - - - $280,000
CFD 14-01 Old River Ranch 105,000 - - - - 105,000
AD 02-1 Avln/Blsr/Mntr/Wd 500 - - - - 500
AD 03-1 Brighton Pl, Etc 500 - - - - 500
AD 03-2 Bv Ranch, Etc 500 - - - - 500
AD 03-3 Sow3/Bp2/Fos/Csmo 500 - - - - 500
AD 04-2 Bp/Bv/St@Alen Com 1,000 - - - - 1,000
AD 04-3 Solera/ Rio Vista 9,000 - - - - 9,000
AD 05-3 Lib Ii/Vg/Tes En 6,000 - - 2,800 - 3,200
AD 06-1 Etcheverry/Lin Ii 346,000 - - 677,060 - (331,060) AD 07-2 Sydney Habour 382,100 - - 182,963 - 199,137
City In The Hills Reasmt 8,000 - - 2,600 - 5,400
Improvement District Funds $1,139,100 - - $865,423 - $273,677 SA-RDA-SEPA Debt Service - $584,022 - $584,022 - -
SA-RDA-OTKP Debt Service - 738,932 - 738,932 - -
SA-RDA-SEPA Operating 748,022 - 584,022 10,000 - 154,000 SA-RDA-SEPA Housing Fund - - - 35,000 - (35,000)
SA-RDA-OTKP Operating 947,932 - 738,932 - - 209,000
SA-RDA-OTKP Housing Fund - - - 35,000 - (35,000)
SA-OTKP-Cal Home Program 5,000 - - - - 5,000
SA-RDA-DTPA Housing Fund 40,000 - - 40,000 - -
39 Financial Summary - All Funds

Transfers Budget Appropriations Change in
Fund Revenue In Out Operating CIP Fund Balance
Successor Agency Funds $1,740,954 $1,322,954 $1,322,954 $1,442,954 - $298,000 Total $981,055,780 $45,100,173 $45,100,173 $766,412,535 $115,269,843 $99,373,402 40 Fiscal Year FY 2026-27
Estimated Balances June 30, 2026
Fund Total Unrestricted Reserved
General Fund $23,526,000 $23,526,000 -
Public Safety & Vital Services General Fund 13,474,000 13,474,000 - PSVS Facility Replacement Reserve 1,046,851 - 1,046,851 Cash Basis Reserve Fund 17,351,842 - 17,351,842
PSVS Cash Reserve Fund 43,733,482 - 43,733,482
General Operating Funds $99,132,175 $37,000,000 $62,132,175 HUD - CDBG Entitlements $133,956 $133,956 -
B.E.G.I.N. 212,917 212,917 -
SB91 - Rental Assistance 22,331 22,331 -
State Gas Tax 3,942,293 3,942,293 -
SB-1 Road Repair & Acct 5,683,878 5,683,878 -
Neighborhood Stabilization 53,638 53,638 -
Amtrak Operating Fund 30,000 30,000 -
Traffic Safety Fund 475,095 475,095 -
CUPA Fund 251,224 251,224 -
Supplemental Law Enforcement Fund 804,668 804,668 -
Transient Occupancy Taxes 4,322,073 4,322,073 -
Special Revenue Funds $15,932,073 $15,932,073 -
Capital Facility Replacement Reserve $4,444,227 - $4,444,227 Capital Outlay Fund 6,330,066 6,330,066 -
PSVS Capital Outlay (87,755) (87,755) -
Cap Roads Row 504,971 - 504,971
County Local TRIP 307,322 307,322 -
COF - Local TRIP 795,141 795,141 -
41 Fiscal Year FY 2026-27
Estimated Balances June 30, 2026
Fund Total Unrestricted Reserved
Road PG Utility/Surcharge 12,614,369 12,614,369 -
Recreation Facility Fund 3,361,664 3,361,664 -
Park Improvement Fund 14,489,260 14,489,260 -
Total Transportation Development 69,265,739 69,265,739 - Capital Project Funds $112,025,004 $107,075,806 $4,949,198 Sewer Service - Plant #2 $17,053,162 $10,153,162 $6,900,000 Sewer Service - Plant #3 16,000,000 - 16,000,000
Sewer Service - Connection Fees 11,631,604 - 11,631,604 Refuse Collection Fund 49,465,356 43,965,356 5,500,000
Domestic Water Fund 13,033,490 (1,966,510) 15,000,000
Domestic Water Availability Fees 6,911,909 - 6,911,909
General Aviation Fund 203,304 128,304 75,000
Offstreet Parking Fund 327,396 327,396 -
River & Agriculture Water 21,851,283 19,351,283 2,500,000 Enterprise Funds $136,477,504 $71,958,991 $64,518,513
Equipment Management $69,883,101 $69,883,101 -
Self-Insurance Fund (63,788,390) (63,788,390) -
Internal Service Funds $6,094,711 $6,094,711 -
Improvement District Funds $8,419,550 $7,897,550 $522,000 Successor Agency Funds $5,227,310 $4,894,310 $333,000
Affordable Housing $18,786,491 $18,786,491 -
Fiduciary Funds $32,433,351 $31,578,351 $855,000
Total $402,094,818 $269,639,932 $132,454,886
42 Interfund Transfers - Summary
Proposed 2026-27
Transfer In Transfer Out
Fund
General Fund $19,880,000 $297,719
Public Safety & Vital Services General Fund - 16,124,900 Traffic Safety Fund - 1,000,000
Transient Occupancy Taxes - 11,715,755
City - Debt Service Fund 136,714 -
SA-RDA-SEPA Debt Service 584,022 -
SA-RDA-OTKP Debt Service 738,932 -
Capital Outlay Fund 4,315,000 -
PSVS Capital Outlay 4,629,900 -
SA-RDA-SEPA Operating - 584,022
SA-RDA-OTKP Operating - 738,932
Sewer Service - Plant #3 10,000,000 458,081
Sewer Service - Connection Fees - 10,000,000
Refuse Collection Fund - 3,620,818
River & Agriculture Water - 268,353
Domestic Water Fund - 268,353
General Aviation Fund - 10,242
Offstreet Parking Fund 200,000 12,998
Equipment Management 4,615,605 -
Total $45,100,173 $45,100,173
43 Bakersfield Public Safety & Vital Services Measure
On November 6, 2018, voters within the City of Bakersfield passed the Bakersfield Public Safety and Vital Services Measure (PSVS Measure). The PSVS Measure is a locally controlled one-cent sales tax measure that provides funding annually to the City of Bakersfield to address top community priorities. The PSVS Measure increases the sales tax rate from 7.25 to 8.25 percent within the incorporated city limits of Bakersfield. The City will receive 2 percent of the 8.25 percent rate.

In response to feedback received during over 30 community meetings and a survey of nearly 1,000 residents, the 13 priorities included in the PSVS Measure documents are:

1. Increasing police staffing to improve police response times, reduce crime, and increase neighborhood police patrols.

2. Improving rapid response to assaults and robberies.

3. Maintaining/improving rapid response to gang violence.

4. Investigating and proactively preventing property crimes, burglaries, and vehicle thefts.

5. Keeping public areas safe and clean.

6. Strengthening the capacity of the Special Enforcement Unit.

7. Expanding the School Resource Officer Program.

8. Maintaining a fully staffed and equipped class II-rated fire department.

9. Reducing homelessness through partnerships with service providers to increase outreach, sheltering, and construction of affordable housing.

10. Addressing the fiscal stability of the City of Bakersfield.

11. Creating jobs through economic development, business retention/attraction, and workforce development.

12. Enhancing amenities throughout the community to improve the quality of life and attract visitors.

13. Enhancing neighborhoods through additional code enforcement and improved park maintenance.

These 13 priorities guide all investments for enhanced City services, programs and projects funded by the PSVS Measure.

Implementation
The California Department of Tax and Fee Administration (CDTFA) administers, collects, and distributes transaction use taxes for all applicable jurisdictions within the state. The CDTFA implemented the PSVS Measure, which became effective on April 1, 2019. The state distributes the revenues to the City on a quarterly basis and charges a fee for this service.

Because of the implementation date and the state’s distribution method, the first allocation of revenue from the PSVS Measure was received in June 2019 and accounted for one-quarter of the revenue recognized in FY 19. Subsequently, the first full fiscal year of revenue from the PSVS Measure was programmed within FY 20 and is now programmed each year. 44 Oversight and Transparency Requirements
In keeping with the City’s fiscally-conservative, award-winning budget approach, the Measure requires:
·Establishment of a nine-member citizens’ oversight committee ·Publishing an annual report
·Annual financial audits
·Distinct accounting procedures to track the expenditures of PSVS Measure revenues These requirements ensure the proceeds of any revenue generated by PSVS Measure are expended in a manner consistent with the priorities of the community.

Comprehensive information on all PSVS Measure-related items is available on the City’s website at: Public Safety & Vital Services Measure | Bakersfield, CA - Official Website.

Citizens Oversight Committee
The PSVS Measure requires the establishment of a Citizens Oversight Committee to act in an advisory capacity to review the expenditure of revenues generated by the tax imposed by the PSVS Measure. The Committee’s primary objective is to provide independent verification that the revenues collected pursuant to the PSVS Measure are expended in such a manner that is consistent with the priorities described within the PSVS Measure. The Committee shall exist in this capacity for the duration of the PSVS Measure. The Committee was established by the City Council in February 2019.
·The City shall produce an annual report to demonstrate how the funds subject to the PSVS Measure are being expended. The report shall provide a comprehensive review of the funds received, budgeted, and expended in relation to the tax that is subject to the PSVS Measure.

The report shall be provided to the Committee for review upon completion. ·The City shall ensure that annual independent audits are conducted to account for the tax revenues received and expenditures made in relation to the tax that is subject to this ordinance and to ensure consistency with spending priorities. Such audits will be provided to the Committee for review upon completion.
·Hold public meetings, in compliance with the Brown Act and applicable conflict of interest rules, to receive public comments, review presentations from City staff, and discuss spending priorities associated with the PSVS Measure.
·The Committee will be provided with presentations by City staff in advance of the City annual budget process to allow for comprehensive review and comment. 45 ·The Committee may prepare recommendations on funding priorities for the PSVS Measure and present such recommendations to the City Council in advance of or during the City’s annual budget process.

Accounting
Chapter 3.38.090 (A) of the Bakersfield Municipal Code requires the tax revenues received and expenditures made in relation to the PSVS Measure to be accounted for distinctly from all other revenues and expenditures within the City’s accounting system. In compliance with this requirement, the Finance Department has established three fund number designations to track the revenues, expenditures, and designations of the PSVS Measure, based on the type of expenditure or designation. The fund number designations are consistent with how the City currently accounts for all other types of funds and complies with accepted government accounting practices.

The fund number designations are as follows:
·Public Safety and Vital Services Operating Fund: Fund 14 – This fund will track ongoing day-to-day expenditures of the PSVS Measure, including items such as salaries of PSVS Measure-funded positions, economic development program costs, and homelessness related expenditures.
·Public Safety and Vital Services Capital Outlay Fund: Fund 312 – This fund will track PSVS Measure-funded projects that are considered a significant physical acquisition, construction, replacement, or improvement to a City service delivery system, including allocations for PSVS Measure-funded vehicles, park improvements, and police facility upgrades.
·Public Safety and Vital Services Cash Reserve Fund: Fund 19 – This fund accounts for all non-appropriated PSVS Measure funds, including items such as one-time set a side of cash for purposes of modifying the City's retirement payment strategy to save taxpayers $1 to $1.5 million annually over the next ten years.

Because the PSVS Measure is a sales tax, it is still considered a General Fund revenue and will be summarized as such throughout this budget document.

Budget Summary
The PSVS FY 2026-27 Adopted Budget totals $115,354,000, reflecting a 0.34% increase from the previous fiscal year. Major revenue sources include Sales and Use Tax, interest earnings, and a fund balance from prior-year savings. Personnel expenses, accounting for over half of the budget, are driven by rising pension, health insurance, and workers' compensation costs. Fleet expenses are rising due to higher vehicle prices and maintenance costs, while technology services costs have surged due to increased investments in cybersecurity and system upgrades. To offset these rising costs, discretionary expenses have been reduced by 8%. Additionally, $4,629,900 is set aside for capital projects.
46 Revenues
The total available resources for the PSVS FY 2026/27 Adopted Budget are $115,354,000, which includes $101,100,000 in Sales and Use Tax (adjusted by a minor accrual reduction of $20,000), $800,000 in interest and rebates, and a $13,474,000 fund balance. This represents a 0.34% increase from the FY 2025-26 Adopted Budget. The increase is largely due to a $3,900,000 projected increase in sales and use tax offset by a $3,526,000 decrease in fund balance from prior year.

Expenses
Total expenditure for the PSVS FY 2026-27 Adopted Budget is $115,354,000, with personnel expenses making up $64,070,487, or 56% of the total expenses. Other expenses include $13,275,750 in non-discretionary costs, $21,882,862 in discretionary expenses, $4,629,900 for capital projects, and $16,124,900 in transfers to the General Fund to cover operational needs. The total discretionary allotment of PSVS dollars, which includes the amount for capital projects, is 23% of the PSVS budget.

Personnel
Personnel expenses, totaling $64,070,487, support 353 employees, with the majority serving in the Police and Fire Departments. Pension costs, recommended at $16,209,312, account for 25% of total personnel expenses, while rising health insurance costs of $5,648,654 reflect increasing prescription drug spending, healthcare labor costs, and medical inflation. Workers' compensation costs, recommended at $3,871,124, are rising due to third party administration fees for the program, state fees for self-insurance, excess insurance premiums, medical inflation, severity of workplace injuries, and legislative actions that expand coverage in the workers’ compensation program contributing to higher claims.

Fleet
Fleet expenses, recommended at $3,532,461, are rising by 5%, primarily due to increased vehicle prices from supply chain disruptions and inflation, as well as higher maintenance and repair costs for aging vehicles.

Technology Services
Technology services expenses are recommended at $3,253,689, representing a 4% increase. This rise is driven by investments in cybersecurity, system upgrades, software licensing renewals, and inflationary pressures on technology-related services.

Insurance
Insurance liability costs are recommended at 2,871,823, a 3% decrease, this is primarily due reduced PSVS staffing levels in certain departments and divisions, as well as lower reserve amounts based on departmental loss history.
47 Utilities
The recommended budget for utilities (electric, gas, water, sewer, and trash) is $136,189. PG&E’s proposed rate increase is 3.6%, following a 1.6% increase last year.

Discretionary
Discretionary operating expenses total $21,882,862, an 8% decrease of $1,907,446, to help offset rising non-discretionary costs. This category includes professional services, repair and maintenance, supplies, equipment, and miscellaneous expenses.

Capital Projects
Capital Projects of $4,629,900 include:
·$3,000,000 MLK Jr. Park Grant Match
·$500,000 Park Amenities & Renovation Improvements (PARI) ·$738,900 BPD Radio Site Generator & Fuel Tank Replace
·$141,000 Fire Station 5,6,13 HVAC Replacement
·$250,000 Firefighting Turnout Replacement
Transfers Out
Included in the budget is a transfer out to supplement operations in the General fund for $16,124,900.
48 Public Safety & Vital Services Measure - Fund Distribution Actual Adopted Proposed
FY25 FY26 FY27
Expenditure
Personnel $58,444,171 $62,258,236 $64,070,487
Operating 26,687,616 33,401,764 35,158,613
Fiscal Transfers to CIP 22,011,000 19,300,000 16,124,900 Total $107,142,787 $114,960,000 $115,354,000
Fiscal Transfers to CIP, 14.0%
Operating, 30.5%
Personnel, 55.5%
Where it goes
49 Public Safety & Vital Services Measure - Fund Distribution Actual Adopted Proposed
FY25 FY26 FY27
Department
City Manager $3,660,301 $2,978,390 $4,938,403
Financial Administration 9,359 179,605 199,999
Accounting 93,662 97,930 110,811
Human Resources - Administration 859,289 980,545 1,000,777 Technology Services - Administration 294,529 406,908 422,434 Technology Services - Professional 1,236,095 1,459,049 1,636,404 Technology Services - Technical 1,150,338 1,258,853 1,194,851 General Government 7,303,572 7,361,280 9,503,678
Police Administration 5,773,488 7,450,208 6,018,395
Field Services 18,978,755 19,512,478 17,579,209
Investigations 6,394,250 6,309,310 7,614,891
Special Operations 3,902,103 3,864,713 7,373,031
Training 3,035,181 3,198,347 2,568,830
Support Services 5,727,761 6,473,747 5,883,753
Community Engagement - Community Relations 1,006,942 971,315 1,529,911 Community Engagement - SRO - 50,000 50,000
Performance Analysis - QA 1,984,841 2,114,159 2,103,801 Performance Analysis - Wellness 301,778 323,080 314,214 Police 47,105,098 50,267,356 51,036,035
Fire Administration 407,872 433,257 121,553
Fire Safety Services 355,258 546,990 497,347
Fire Suppression 6,026,381 6,655,867 7,027,710
Fire 6,789,510 7,636,113 7,646,610
Public Works Administration 46,786 88,297 121,254
Federal Transportation 167,302 181,835 193,348
General Services 1,001,293 1,241,934 984,443
Equipment - 116,236 144,167
Solid Waste 519,772 - 3,300
Public Works 1,735,154 1,628,303 1,446,511
50 Public Safety & Vital Services Measure - Fund Distribution Actual Adopted Proposed
FY25 FY26 FY27
Parks 5,377,770 6,168,622 6,425,288
Recreation & Parks Administration 163,725 178,455 190,862 Recreation & Parks 5,541,496 6,347,078 6,616,150
Planning 617,528 683,894 720,109
Building 5,612,020 7,324,744 7,347,936
Community Development 9,968,493 14,974,019 11,103,295
Development Services 16,198,040 22,982,656 19,171,341
Non Divisional 861,243 (562,785) 3,808,775
Interfund Transactions 22,011,000 19,300,000 16,124,900 Total $107,545,114 $114,960,000 $115,354,000
51 Public Safety & Vital Services Measure - Fund Distribution Working Adopted Proposed
FY25 FY26 FY27
Department
General Government $7,289,819 $7,361,280 $9,503,678
Police 47,102,347 50,267,356 51,036,035
Fire 6,789,510 7,636,113 7,646,610
Public Works 1,720,431 1,628,303 1,446,511
Recreation & Parks 5,541,496 6,347,078 6,616,150
Developmental Services 16,095,540 22,982,656 19,171,341 Non-Departmental 592,645 (562,785) 3,808,775
Transfers Out 22,011,000 19,300,000 16,124,900
Total $107,142,787 $114,960,000 $115,354,000
General Government, 8.2%Transfers Out, 14.0%
Non-Departmental, 3.3%
Developmental Services,

16.6%
Recreation & Park…
Public Works, 1.3%
Fire, 6.6%
Police, 44.2%
52 Revenues
53 APPROPRIATIONS LIMIT PURSUANT TO STATE CONSTITUTION ARTICLE XIIIB - CITY OF BAKERSFIELD - EXHIBIT "A" PROPOSED FISCAL YEAR 2026-27
20-21 21-22 22-23 23-24 24-25 25-26 26-27
Base Year Appropriations Limit $429,959,287 $453,175,722 $483,653,044 $524,529,390 $549,933,696 $575,210,026 $621,517,953 Adjustment Factors:

1. Cal. per capita personal income
adjustment limit 1.0373 1.0573 1.0755 1.0444 1.0362 1.0674 1.0495 SUBTOTAL 445,996,768 479,142,691 520,168,849 547,818,495 569,841,296 613,979,182 652,283,092

2. Population Change Ratio 1.0143 1.0078 1.0067 1.0022 1.008 1.011 1.004 SUBTOTAL 452,374,522 482,880,004 523,653,980 549,023,696 574,400,026 620,732,953 654,566,082

3. Booking fees/property tax admin fees* $801,200 (u) $773,040 (v) $875,410 (w) $910,000 (x) $810,000 (y) $785,000 (z) $725,000 (aa) Appropriations limit for fiscal year $453,175,722 $483,653,044 $524,529,390 $549,933,696 $575,210,026 $621,517,953 $655,291,082 Proceeds of taxes 238,387,000 $ 269,105,300 $ 306,381,500 $ 317,584,500 $ 328,230,250 $ 330,701,195 $ 342,210,000 $ (u) booking fees are estimated at $160,000 and property tax admin. fees are estimated at $641,200 for FY 20-21 (v) booking fees are estimated at $160,000 and property tax admin. fees are estimated at $613,040 for FY 21-22 (w) booking fees are estimated at $160,000 and property tax admin. fees are estimated at $715,410 for FY 22-23 (x) booking fees are estimated at $160,000 and property tax admin. fees are estimated at $750,000 for FY 23-24 (y) booking fees are estimated at $160,000 and property tax admin. fees are estimated at $650,000 for FY 24-25 (z) booking fees are estimated at $160,000 and property tax admin. fees are estimated at $650,000 for FY 25-26 (aa) booking fees are estimated at $100,000 and property tax admin. fees are estimated at $625,000 for FY 26-27 54 Revenues
The City of Bakersfield’s total projected revenue for FY 2026-27 is $848,761,894. The graphs in this section illustrate actual data for FY 2024-25, as well as adopted budgets for FY 2025-26 and FY 2026-27.

Projected Revenue Assumptions
Revenue projections are based on historical trends, current economic conditions, proposed State budget provisions, and other external economic factors. Key assumptions for FY 2026-27, as compared to the prior fiscal year’s adopted budget, are outlined below:

1. Taxes & Assessments: $363,947,976 – 3.87% increase
a. Property Tax: $129,442,976 - 4.17% increase
b. Sales & Use Tax (Bradly-Burns): $98,875,000 – 1.75% increase c. Public Safety & Vital Services (PSVS) Sales Tax: $101,080,000 - 4.02% increase d. Gross Receipts Tax: $34,550,000 – 8.72% increase

2. Charges for Service: $390,013,539- 23.81% increase

3. Intergovernmental Revenues: $52,499,162 – 13.07% decrease

4. Fines & Forfeitures: $22,437,900 – 7.51% increase

5. Miscellaneous Revenues: $15,266,317 – 23.60% increase

6. Licenses & Permits: $4,597,000 – 6.76% increase
Taxes & Assessments
Property Tax
Property taxes are levied on real and personal property located within the City of Bakersfield. The County Assessor determines assessed values as of January 1 each year. Under Proposition 13, the general property tax rate is limited to 1% of assessed value, with additional levies permitted only for voter-approved indebtedness.

The 1% tax revenue is distributed among cities, counties, school districts, and special districts based on statutory allocation formulas. The City’s share is determined by historical service cost assumptions and is considered an unrestricted revenue source.

Sales & Use Tax
The City receives a 1% share of the statewide 7.25% sales and use tax under the Bradley-Burns Uniform Local Sales and Use Tax Law. This revenue source is closely tied to local consumer activity and economic cycles.

PSVS Sales Tax
Approved by voters in 2018, Measure N established a locally controlled, 1% district sales tax to fund essential City services. Effective April 1, 2019, the sales tax rate within Bakersfield increased 55 from 7.25% to 8.25%. Revenues support public safety and vital services as outlined in the PSVS overview in the budget summaries section of this book.

Gross Receipts Tax
This tax includes franchise fees collected from utility providers, cable television, electricity, gas, and water as well as revenues from business licenses, transient lodging taxes, and recreation- related taxes. The revenue is sensitive to economic activity and regulatory changes in utility operations.

Charges for Service
Charges for Service represent revenues generated from fees assessed for specific services provided by the City. These fees are usage-based and are adjusted annually to reflect increases in departmental operational costs. Revenue sources under this category include charges related to building, planning, public works, fire, police, refuse collection, sewer, and water services.

Intergovernmental Revenues
Intergovernmental revenues are received from federal, state, and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes.

Fines & Forfeitures
This category includes revenues from Municipal Court fines, penalties, and forfeitures. Increases may be attributed to improved enforcement, collection efforts, or changes in applicable laws and regulations.

Miscellaneous Revenues
Miscellaneous revenues are primarily composed of interest revenues. Interest revenues are derived from the proper management of the City’s assets, through investment in public funds being held until expended or distributed to other units of government.

Additionally, miscellaneous revenues include collections on loans, shared project cost recovery, contributions, donations, reimbursements, rebates, refunds, insurance collections and other miscellaneous revenues.

Licenses & Permits
Licenses and permits revenues are collected to recover regulatory costs associated with permitting and compliance enforcement. This includes property and use, development, fire, and police fees.

Fees are reviewed periodically to ensure compliance with cost recovery policies authorized under the California Constitution.
56 0
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
140,000,000
FY25 FY26 FY27
$118,465,743 $124,255,861 $129,442,976
Property Taxes
$129,442,976
Sales & Use Tax
$98,875,000
0 20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
FY25 FY26 FY27
$93,872,852 $97,175,000 $98,875,000
57 PSVS Sales Tax
$101,080,000
0 20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
FY25 FY26 FY27
$100,226,236 $97,175,000 $101,080,000
Gross Receipt Tax
$34,550,000
0 5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
FY25 FY26 FY27
$34,886,545
$31,780,000
$34,550,000
58 Intergovernmental
$52,499,162
0 20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
FY25 FY26 FY27
$88,150,396
$60,394,724
$52,499,162
Charges and Services
$390,013,539
0 50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
300,000,000
350,000,000
400,000,000
450,000,000
FY25 FY26 FY27
$320,898,986 $315,022,315
$390,013,539
59 Miscellaneous
$15,266,317
0 5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
FY25 FY26 FY27
$36,934,575
$12,351,724
$15,266,317
Fines & Forfeits
$22,437,900
0 5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
FY25 FY26 FY27
$23,756,885
$20,871,438 $22,437,900
60 License & Permits
$4,597,000
0 1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
FY25 FY26 FY27
$5,349,077
$4,305,978 $4,597,000
61 General Fund - Revenue by Source
Actual Adopted Proposed
Revenue FY25 FY26 FY27
Current Year Secured $57,712,599 $60,185,000 $62,893,000 Current Year Unsecured 5,983,224 6,100,000 6,527,000
Property Tax In-Lieu 45,189,160 47,430,000 50,300,000
Delinquent Taxes 680,505 490,500 751,000
Other Taxes 5,047,829 6,459,000 5,784,000
Total Property Taxes $114,613,316 $120,664,500 $126,255,000 Sales & Use Tax 93,872,852 97,175,000 98,875,000
PSVS Sales Tax Revenue 100,226,236 97,175,000 101,080,000 Total Sales & Tax Use $194,099,089 $194,350,000 $199,955,000 Utility Taxes 7,180,648 6,700,000 6,850,000
Business License Taxes 6,522,182 5,000,000 5,500,000
Property Transfer Tax 1,453,331 1,600,000 1,600,000
Total Other Taxes $15,156,162 $13,300,000 $13,950,000
Total Taxes $323,868,566 $328,314,500 $340,160,000
Development 4,273,954 3,305,400 3,474,000
Fire & Police 302,494 303,700 303,000
Property Use 268,379 216,878 237,000
Total License Permit $4,844,827 $3,825,978 $4,014,000
Federal Grants 2,857,726 535,500 529,500
State Grants 12,124,690 448,000 548,000
State Shared 1,297,356 800,000 300,000
Vehicle in Lieu 648,199 400,000 600,000
County Grants 373,406 187,000 187,000
Shared Project Cost 2,080,881 1,832,000 570,000
Total Intergovernmental $19,382,260 $4,202,500 $2,734,500 Building Charges 2,674,013 4,112,500 4,212,500
Planning Charges 808,410 814,762 823,339
Public Works Charges 1,654,308 1,499,600 1,707,400
Fire Charges 13,453,159 9,300,000 9,500,000
Police Charges 1,698,118 1,155,600 2,032,018
Recreation & Parks Charges 1,202,484 862,100 868,500
Other Charges 18,126,156 13,988,000 14,645,000
62 General Fund - Revenue by Source
Actual Adopted Proposed
Revenue FY25 FY26 FY27
Total Service Charges $39,616,647 $31,732,562 $33,788,757 Court Fines & Asset Forfeitures 1,213,340 1,083,000 1,062,900 Total Fines and Forfeits $1,213,340 $1,083,000 $1,062,900 Interest & Penalties 2,542,608 1,123,000 1,254,000
Rebates & Refunds 2,019,279 1,515,000 1,640,000
Other 371,027 184,260 223,643
Total Miscellaneous $4,932,915 $2,822,260 $3,117,643
Total Revenues $393,858,555 $371,980,800 $384,877,800
63 Estimated Revenue by Fund
Taxes &
Assessments
Licenses &
Permits
Inter-
Governmental
Charges &
Services
Fines &
Forfeits Miscellaneous Total
Fund
General Fund $239,080,000 $439,000 $2,734,500 $27,125,418 $1,062,900 $2,217,643 $272,659,461 Development Services General Fund - 3,575,000 - 6,663,339 - 100,000 10,338,339 Public Safety & Vital Services General Fund 101,080,000 - - - - 800,000 101,880,000 PSVS Facility Replacement Reserve - - - - - 15,000 15,000 Cash Basis Reserve Fund - - - - - 250,000 250,000
PSVS Cash Reserve Fund - - - - - 600,000 600,000
Sewer Service - Plant #2 - - - 28,477,339 - 1,087,874 29,565,213 Sewer Service - Plant #3 - - - 46,104,963 - 295,000 46,399,963 Sewer Service - Connection Fees 24,922 - - 8,088,050 - 200,000 8,312,972 Refuse Collection Fund - - 6,404,000 92,015,400 - 825,000 99,244,400 Domestic Water Fund - - - 53,422,123 - 735,000 54,157,123 Domestic Water Availability Fees - - - 1,781,250 - 60,000 1,841,250 General Aviation Fund - - 774,000 331,050 - 15,300 1,120,350 Offstreet Parking Fund - - - 169,000 - - 169,000
River & Agriculture Water - - - 9,202,791 - 350,000 9,552,791 Capital Facility Replacement Reserve - - - - - 60,000 60,000 Capital Outlay Fund - - - - - 350,000 350,000
PSVS Capital Outlay - - - - - 1,000,000 1,000,000
Cap Roads Row - - - - - 20,000 20,000
County Local TRIP - - - - - 20,000 20,000
COF - Local TRIP - - - - - 25,000 25,000
Road PG Utility/Surcharge 8,700,000 - - - - 100,000 8,800,000 Park Improvement Fund - - - - 2,025,000 100,000 2,125,000 Total Redevelopment Successor Agency Housing 1,362,954 - - - - 45,000 1,407,954 Total Transportation Development - - - - 17,000,000 1,024,500 18,024,500 Total Other Fiduciary Service - - - - - 160,000 160,000 Total Improvement District 200,100 - - - 350,000 67,000 617,100 Total Pension And Others - - - - - 1,000 1,000
Equipment Management - - - 59,112,955 - 1,565,000 60,677,955 Self-Insurance Fund - - - 43,358,608 - 2,250,000 45,608,608 HUD - CDBG Entitlements - - 5,600,224 - - - 5,600,224
HUD - Home Program Fund - - 1,473,894 - - - 1,473,894
B.E.G.I.N. - - - - - 3,000 3,000
CD/ED Other Grant Awards - - 147,379 - - - 147,379
64 Estimated Revenue by Fund
Taxes &
Assessments
Licenses &
Permits
Inter-
Governmental
Charges &
Services
Fines &
Forfeits Miscellaneous Total
Fed / State Road Fund - - 10,424,473 - - - 10,424,473
State Gas Tax - - 11,640,000 - - 100,000 11,740,000
SB-1 Road Repair & Acct - - 11,760,000 - - 150,000 11,910,000 Amtrak Operating Fund - - 900,000 - - - 900,000
Traffic Safety Fund - - - 273,000 2,000,000 15,000 2,288,000 CUPA Fund - 583,000 - 2,162,600 - 5,000 2,750,600
Supplemental Law Enforcement Fund - - 640,692 - - 35,000 675,692 CARES/ARPA Covid Relief - - - - - 500,000 500,000
Transient Occupancy Taxes 13,500,000 - - 11,725,653 - 120,000 25,345,653 Total $363,947,976 $4,597,000 $52,499,162 $390,013,539 $22,437,900 $15,266,317 $848,761,894 65 Legislative
66 Legislative
Citizens of Bakersfield
Mayor
City Council Members
Ward 1
Ward 2
Support Staff
Ward 3
Ward 6
Ward 5
Ward 4
Ward 7
1 67
Legislative
City Council Goals
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.

The City Council formulates City policies that reflect the needs and priorities of the community.

The City Council Goals are the foundation and framework for developing all other supporting goals and action plans in the facilitation of the City Council vision. The goals and accomplishments of the Departments and Divisions that follow throughout the budget are ultimately the goals and accomplishments of the City Council. The overarching City Council goals are as follows:

1. Economic Opportunity for All
Bakersfield fosters a diverse, thriving economy that sustains the quality of life desired by our community.

Key Performance Indicators:
· Unemployment Rate
· Number of jobs created
· Number of new business licenses
· Number and dollars of economic incentives awarded
· Number of tourism visits

2. Safety and Resilience
Residents feel safe and crime rates are low. Bakersfield is a City where homelessness is infrequent and brief, and residents do not experience the impacts of homelessness.

Key Performance Indicators:
· NIBRS Crime Reporting
· Response times
· Calls for service and call taker times
· Number of police officers hired
· Number of prevention program clients served
· Number of traffic calming and multi-modal projects complete · Number of lane miles paved
· Per capita unsheltered
· Number of new affordable housing units
68 · Number of shelter beds
· Number of clients placed into permanent housing
· Number of encampments addressed

3. Reliable Infrastructure
The City provides well-maintained infrastructure that supports quality of life and economic development for the community today and plans for the infrastructure needs of tomorrow.

Key Performance Indicators:
· Pavement Management System Score
· Number of lane miles paved
· Number of lane miles of bicycle/pedestrian paths
· Number of light poles converted/upgraded/installed
· Number of lane miles of utilities upgraded/installed

4. Community Character & Qualify of Life
Neighborhoods are healthy, vibrant, and full of opportunity; residents are attracted to Bakersfield’s affordability. Community members and visitors enjoy the City’s revitalized, modern, and walkable downtown and business districts.

Key Performance Indicators:
· Number of market-rate housing units
· Acreage of public green space per capita
· Number and dollars of park upgrades and installations

5. Innovative and Efficient City Government
The City of Bakersfield is a professional, effective, and customer-oriented organization that brings efficient solutions to the community. Our well- managed finances position the City for a healthy and prosperous future.

Key Performance Indicators:
· Reserve balances
· Closure time and rate of service requests
· Citizen surveys
· Grant dollars awarded
69 Legislative

Actual Adopted Proposed
FY25 FY26 FY27
Divisions:

Mayor $189,932 $215,424 $236,608
City Council 376,703 409,693 456,125
Total $566,635 $625,116 $692,733
Sources of Funds:

General Fund $566,635 $625,116 $692,733
Total $566,635 $625,116 $692,733
Full Time Employees:

Mayor 2.00 2.00 2.00
City Council 7.00 7.00 7.00
Total 9.00 9.00 9.00
70 Mayor and City Council
Function
In addition to the citywide framework outlined above, unique to the role of the Mayor and Council as the legislative body of the City, they also ensure efficient use of fiscal resources, improve City government communications with its citizens; support positive intergovernmental relations; and promote community pride.

FY 2025-26 Accomplishments
In addition to the many notable citywide accomplishments that follow, below are outcomes unique to the role of the Mayor and Council as the legislative body of the City:

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

2. Provided Council directions to staff through Council committees.

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

4. Served in a ceremonial capacity for City events and represented City at conferences and meetings.

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

6. Served as 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 and Big City Mayors Cities meetings, and at other state, regional, and local public hearings.

FY 2026-27 Goals
In addition to the citywide City Council Goal framework noted above, below are action items unique to the role of the Mayor and Council as the legislative body of the City:

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

2. Provide directions on the implementation of the Public Safety and Vital Services (PSVS) Measure.

3. Continue to represent the City with the Big City Mayors and League of California Cities groups.
71 4. Provide Council directions to staff through Council committees.

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

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

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

8. Serve as spokesperson for City affairs with all segments of the media.

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

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

11. Represent the City of Bakersfield on the Local Agency Formation Commission and Kern Council of Governments.
72 Mayor
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $146,847 $153,620 $171,046
Operating 43,085 61,804 65,562
Total $189,932 $215,424 $236,608
Sources of Funds
General Fund $189,932 $215,424 $236,608
Total $189,932 $215,424 $236,608
73 City Council
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $188,747 $184,023 $224,514
Operating 187,956 225,670 231,611
Total $376,703 $409,693 $456,125
Sources of Funds
General Fund $376,703 $409,693 $456,125
Total $376,703 $409,693 $456,125
74 City Attorney
75 City Attorney
City Attorney
Deputy Attorneys Outside Counsel
Administrative Assistant Senior Legal Secretary
Assistant City Attorney
Legal Secretaries
Chief Assistant City Attorney
76 City Attorney
Function
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 2025-26 Accomplishments
Litigation

1. Disposed of four federal litigation matters, two with no settlement monies being paid.

2. Disposed of nineteen state litigation matters, ten with no settlement monies being paid, one with judgment in favor of City.

3. Using in-house counsel disposed of thirteen state litigation matters, all with no settlement monies being paid, one with judgment in favor of City.

4. Using in-house counsel assisted with the management and execution of litigation pertaining to water law and water issues affecting the City.

Municipal

1. Drafted and provided legal guidance with Mills Act, Short Term Rentals, SB 707 requirements, Dry Hole Ordinance, Elections and Charter Amendments, and Brown Act. (Council Goals 3, 5)

2. Drafted, amended and finalized ordinances on subjects including contract procedures, buildings and construction, ADU/JADU, drilling and production of petroleum, and update of housing ordinances. (Council Goals 1, 4).

3. Drafted, amended and finalized resolutions on several subjects including mitigated negative declaration consolidating Old River Mutual Water Company and South Kern Mutual Water Company into City’s municipal water system, Housing Element, Mills Act, Alcohol Policing Partnership Program, development and improvement of parks, BPD record management system and computer aided dispatch system, and Wastewater Revenue Refunding Bonds. (Council Goals 1, 2, 4, 5).
77 4. Drafted and reviewed agreements for City departments and divisions such as those relating to The Mills Act, Coronavirus State and Local Fiscal Recovery Funds program, Coffee/Rosedale Project, Public Art, and Encanto Gardens Park. (Council Goals 2, 3, 5).

5. Represented City in various Municipal Code appeal hearings as well as Miscellaneous and Police Civil Service Commissions hearings.

6. Presented public presentations for City Departments and City Council Workshops and Council Committees. (Council Goals 5).

FY 2026-27 Significant Budget Changes

1. Creation of new Chief Assistant City Attorney Position and an increase of $250,000 in tort legal services per Agreements No. 2024-258 and No. 2024-257 executed in fiscal year 2024/2025 to secure outside counsel through fiscal year 2029/2030.

FY 2026-27 Goals

1. Continue to update Council regarding issues of concern.

2. Continue to provide City Departments with legal service.

3. Continue aggressive approach with litigation matters. 78 City Attorney
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $1,690,722 $1,927,119 $2,206,923
Operating 3,021,750 3,621,461 3,874,042
Total $4,712,471 $5,548,580 $6,080,965
Sources of Funds
General Fund $2,336,808 $2,623,580 $2,905,965
Self-Insurance Fund $2,375,664 $2,925,000 $3,175,000
Total $4,712,471 $5,548,580 $6,080,965
79 Legal Services

Actual Adopted Proposed
FY25 FY26 FY27
Divisions:

City Attorney $4,712,471 $5,548,580 $6,080,965
Total $4,712,471 $5,548,580 $6,080,965
Sources of Funds:

General Fund $2,336,808 $2,623,580 $2,905,965
Self-Insurance Fund 2,375,664 2,925,000 3,175,000
Total $4,712,471 $5,548,580 $6,080,965
Full Time Employees:

City Attorney 10.00 9.00 11.00
Total 10.00 9.00 11.00
80 Executive
81 Executive
Risk
Management
City Clerk
Executive
Staff
Assistant City
Manager
Assistant City
Manager
City Manager
Communications
& Marketing
Real
Property
Economic
Development
82 Executive
Function
To provide professional leadership in the management of the City and execution of City Council goals and policies; to provide effective municipal services through the coordination and direction of all City activities, finances, and personnel; to act as a 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 2025-26 Accomplishments

1. Advanced efforts to maintain a sustainable General Fund through strategic budget management, expenditure review, and ongoing evaluation of operational efficiencies.

2. The City Manager’s Office continues to implement, monitor, and report to the Bakersfield Public Safety and Vital Services Measure and its community priorities.

3. In partnership with the California Public Policy Group grant writing service and the California Consulting grant writing service, the City has coordinated and applied for millions of dollars in funding on behalf of the community.

4. The City Manager’s Office continued to lead the annexation effort, which resulted in the finalization of several island annexations to improve local government services.

FY 2026-27 Goals
The Executive Department will continue to work on a variety of significant projects which affect the majority of the organization. Some of the major projects Executive staff will oversee in FY 2026-27 include the continued monitoring of the PSVS Measure, programs to address homelessness, expanding training on the City’s language access program and community engagement, employee safety and recognition programs, island annexations, and continuing to implement projects resulting from the ADA Transition Plan update as well as advancing Web Content Accessibility Guidelines (WCAG) implementation to meet evolving accessibility requirements.
83 Executive

Actual Adopted Proposed
FY25 FY26 FY27
Divisions:

City Manager $9,370,787 $6,266,779 $8,519,007
City Clerk 1,003,776 1,126,277 1,162,212
Risk Management 31,921,165 35,741,153 39,733,767
Visit Bakersfield Administration 1,210,971 1,152,461 1,222,638 Community Facilities Administration $14,899,969 $11,109,287 $11,234,010 Total $58,406,669 $55,395,957 $61,871,635
Sources of Funds:

General Fund $5,668,055 $4,384,666 $4,565,439
Public Safety & Vital Services General Fund $3,660,301 $2,978,390 $4,938,403 Capital Outlay Fund $981,164 - -
PSVS Capital Outlay $273,606 - -
Total Transportation Development - $30,000 $30,000
Equipment Management $27,853 - -
Self-Insurance Fund $31,899,178 $35,741,153 $39,733,767 CD/ED Other Grant Awards - - $147,378
CARES/ARPA Covid Relief $826,608 - -
Transient Occupancy Taxes $15,069,904 $12,261,748 $12,456,648 Total $58,406,669 $55,395,957 $61,871,635
Full Time Employees:

City Manager 29.70 28.00 27.70
City Clerk 8.00 7.00 7.00
Risk Management 6.00 7.00 6.00
Visit Bakersfield Administration 5.30 5.00 5.30
Community Facilities Administration 2.00 2.00 2.00
Total 51.00 49.00 48.00
84 City Manager
Function
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 budget procedures and documents. Maintain a sound fiscal position for the City through the 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 2025-26 Accomplishments

1.Established the One Stop Shop in Development Services to centralize development-related functions, improve customer experience, and streamline project delivery through strategic organizational alignment, facility enhancements, and modernization of development regulations.

2.Established a multi-departmental and multi-jurisdictional Jail Bed Task Force bringing together cities, County partners, and justice system stakeholders to evaluate incarceration capacity constraints and advance coordinated regional solutions.

3.The HELP Team continued resolving constituent service requests and coordinating referrals citywide. The HELP Team worked in coordinating communications among department leads for faster response times and ensured 2,431 issues were resolved and 130 referrals were coordinated and responded to with a 100% and 51% closure rate, respectively. The HELP Team continues to collect data on frequently requested issues to assist in the deployment and allocation of resources to address homelessness, illegal dumping, and graffiti to name a few.

4.Advanced violence prevention and youth development efforts through strategic investments in expanded library programming, youth-focused community spaces, and partnerships with community-based organizations providing wraparound services, literacy and educational opportunities, and programs aimed at reducing violence and fostering safe, healthy communities.

5.Advanced data-driven violence prevention efforts through a $300,000 Public Safety & Vital Services (PSVS) allocation to analyze local violence trends and needs of high-risk individuals, and secured funding through the California Violence Intervention and Prevention Grant Program to expand wrap-around intervention services into domestic violence response.

6.Executed an 11-year naming rights partnership with Dignity Health for the City-owned arena, theater, and convention center complex, securing long-term revenue, modernizing 85 facility branding, and strengthening the venue’s role as a premier regional entertainment destination, including installation of updated signage and a new LED marquee to enhance visibility, event promotion, and the downtown aesthetic.

7.Increased video production to provide the community with information about City services and projects, including creation of more than 100 social media video reels highlighting podcasts, programs, and events. These efforts expanded the City’s digital reach, growing social media followers by nearly 19,000, increasing page visits by 353%, and generating more than 4.8 million Instagram views.

8.Continued to enhance the City’s first Performance Measures process to build the foundation for the City’s Performance Management Program. Each department has continued to track and measure key performance indicators that are representative of their mission, services, and forwards the work of the City Council goals.

9.Advanced citywide accessibility and equity initiatives by coordinating ADA compliance efforts, Title VI language access services, and digital accessibility improvements, including support for barrier removal funding, translation and interpretation services, WCAG-aligned remediation planning, staff training, policy development, and ongoing compliance monitoring.

10.Continued implementation and expansion of the Community Vitality Initiative, including establishment of a public phone line for community members to report homeless concerns directly, strengthening a coordinated, multi-departmental and regional response to homelessness. The Initiative now oversees Intensive Case Management efforts serving chronically homeless, justice-impacted, and re-entry populations, while maintaining centralized encampment response operations, a dedicated call center, and data-driven coordination among City teams and nonprofit partners to improve engagement, service alignment, and system outcomes.

11.With the assistance of our consultant Baker Tilly, completed a city-wide facilities assessment; grants management risk assessment; created a framework for the development of a new five-year report; and developed standardized grants management policies and procedures and implemented purchasing best practices to enhance consistency, strengthen accountability, and improve operational efficiency across departments.

12.Established capital improvement priorities for the City’s Animal Care Center to address capacity and efficient process issues.

13.In partnership with the California Public Policy Group, the City built out its legislative advocacy and grant writing program resulting in increased communication with our state legislative delegation, development of a state platform, positions on bills in the state legislature with an 72% success rate, advocacy for regulations favoring our priorities, multiple meetings with state cabinet level officials and staff from the Governor’s Office and increased grant writing capacity and improvement to the quality and quantity of grant applications to the state and federal government.
86 14.Elevated participation in regional associations including the California division of the International City Managers Association and the Municipal Management Association of Northern California.

15.Prepared and distributed the proposed and final operating budgets for fiscal year 2025-26.

16.Qualified the Fiscal Year 2025-26 Adopted Budget for the Government Finance Officers Association Distinguished Budget Presentation Award.

17.Maintained the continuity and effectiveness of City Council committees through active recruitment and successful appointment of members to fill vacancies.

18.As the local governing body designee, processed 26 applications to determine public convenience or necessity for liquor licenses.

19.Completed the Residential Parking Permit Program renewal process, issuing permits valid through 2028 to support continued neighborhood parking management.

20.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.

21.Effectively supported the labor negotiation process with City bargaining units by participating in the City negotiation team as well as participating in joint Labor- Management discussions.

22.Advanced implementation of a new residential substance use treatment facility in central Bakersfield following award of a Behavioral Health Continuum Infrastructure Program grant, completing site selection and initiating property acquisition.

23.Continued refinement of the citywide events program to improve coordination of City events and streamline permitting for major private events through multi-departmental collaboration and development of a comprehensive events guide.

24.Participated and contributed to major reform efforts to the State of California’s behavioral health and criminal justice systems.

25.Maintained two City Council / Local Government Management Fellows through the International City County Management Association (ICMA).

26.Improved the social media presence of Visit Bakersfield through expanded digital marketing, strategic content creator collaborations, and enhanced promotion of local events. Social media followers increased to more than 12,000, supported by regular community calendar promotion, themed giveaways, and high-performing digital content that significantly expanded online engagement and community awareness. 87 27.Continued providing regular updates to City Council on referral progress and capacity.

FY 2026-27 Goals

1.Advance Development Streamlining efforts by evaluating processes for ten permit types to identify opportunities for improved efficiency, enhanced customer experience, process standardization, and reduced processing timelines.

2.Establish a scalable and technology-driven parking enterprise through implementation of parking modernization improvements at the 18th & Eye Parking Structure.

3.Continue to provide guidance and leadership related to the implementation of the PSVS Measure.

4.Continue building out a robust legislative advocacy and grant writing program.

5.Continue our federal legislative advocacy to improve communication with the federal legislative delegation and administration.

6.Oversee and monitor City utility franchises.

7.Prepare and distribute the proposed and final operating budgets for Fiscal Year 2026-27.

8.Qualify the Fiscal Year 2026-27 Adopted 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.

11.Support the continuity and effectiveness of City Council committees by actively recruiting and facilitating the appointment of members to fill existing and future vacancies.

12.Continue processing applications to determine public convenience or necessity for liquor licenses.

13.Advocate for continued reform to state’s system of mental health and substance abuse.

14.Continue to support violence intervention and prevention efforts to reduce gun violence through intentional wrap-around services and opportunities.

15.Protect federal grant monies for infrastructure and community development. 88 16.Continue welcoming state and federal officials to Bakersfield to share the work the City is doing.

17.Evaluate the feasibility and long-term implications of potential annexation areas to inform future policy decisions regarding the City’s growth and service boundaries.

18.Continue progress toward processing island annexations to reduce unincorporated islands and improve service delivery and jurisdictional continuity.

19.Further development and promotion of the region’s key industries by prospecting with at least 40-50 potential companies and hosting at least three (3) companies for in-market visits.

20.Enhance the region’s image nationally and globally through international partnerships, including hosting engagements with at least five (5) consulates and partnering with B3K to promote Unbound on a national scale.

21.Mobilize local strategies for key industry growth by completing an industrial development assessment and workforce strategy and implementing key strategies of the Rosedale Ranch Study.

22.Grow the local economy by supporting small business development and preparing the local workforce for existing and future economic opportunities. 89 City Manager
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $4,401,388 $4,490,285 $4,743,544
Operating 4,017,238 1,776,494 3,775,463
Capital 952,161 - -
Total $9,370,787 $6,266,779 $8,519,007
Sources of Funds
General Fund $4,662,056 $3,258,389 $3,403,226
Public Safety & Vital Services General Fund $3,660,301 $2,978,390 $4,938,403 CD/ED Other Grant Awards - - $147,378
CARES/ARPA Covid Relief $416,645 - -
Capital Outlay Fund $630,984 - -
TDF TRIP Local Match - $30,000 $30,000
Equipment Management $801 - -
Total $9,370,787 $6,266,779 $8,519,007
90 City Clerk
Function
The City Clerk’s Office is committed to maintaining a complete and accurate record of City Council proceedings, preserving official City records, conducting municipal elections, and providing high-quality administrative support to the City Council, Bakersfield Foundation, Bakersfield Public Benefit Corporation, Public Safety/Vital City Services Measure Citizens Oversight Committee, Youth Commission, and all Council subcommittees.

We deliver exceptional customer service to residents and stakeholders by promoting transparency and delivering services that are efficient, professional, responsive, and innovative. These efforts directly support City Council Goal 5: Innovative and Efficient City Government.

FY 2025-26 Accomplishments

1. Developed the election calendar and prepared comprehensive materials for the November 3, 2026 General Municipal Election for City Council Wards 1, 3, 4, and 7.

2. Successfully coordinated the 69th annual Teen Government Day, engaging local high school students in hands-on learning about municipal government operations.

3. Prepared and delivered targeted training to City departments on the Agenda and Administrative Report processes, ensuring consistent, accurate, and uniform preparation of agenda items.

4. Conducted a thorough audit of the electronic records depository, identifying and resolving all discrepancies to maintain document integrity.

5. Delivered comprehensive California Public Records Act training to all City staff, enhancing compliance and responsiveness.

6. Implemented an enhanced Netfile electronic filing system module, streamlining the recruitment process for boards and commissions and enabling fully electronic application submissions for greater efficiency.

7. Launched the eScribe Public Portal for the Keep Bakersfield Beautiful Committee, Historic Preservation Commission, and Water Board, improving public access to meeting materials and proceedings.

8. Coordinated with City departments to identify employees subject to the expanded ethics and fiscal/financial training requirements under SB 827 (effective January 1, 2026), ensuring proactive compliance with new mandates for department heads and similar administrative officers.

9. Coordinated the implementation of key changes from SB 707 to the Ralph M. Brown Act, 91 enabling enhanced public participation in Council meetings through hybrid (in-person and remote) access options; distributed updated Brown Act copies to all members of boards, commissions, and committees; and oversaw additional procedural updates across applicable bodies to ensure full compliance with new transparency and accessibility requirements effective July 1, 2026.

FY 2026-27 Goals

1. Administer the November 3, 2026 General Municipal Election for City Council Wards 1, 3, 4, and 7.

2. Organize and execute the Installation and Valediction Ceremony and reception for incoming and outgoing Councilmembers in Wards 1, 3, 4, and 7.

3. Coordinate the 70th annual Teen Government Day on November 4, 2026, continuing to inspire and educate the next generation of civic leaders.

4. Complete the biennial update to the City’s Conflict of Interest Code.

5. Deliver citywide training on agenda preparation, staff reports, and the electronic agenda management system to promote consistency and efficiency.

6. Provide citywide training on processing California Public Records Act requests to strengthen compliance and service delivery.

7. Enhance the JustFOIA Public Records Request system by updating forms and workflows to create a more streamlined, user-friendly process that reduces administrative burden amid rising request volumes.

8. Collaborate with the Human Resources Department to implement and deliver training on the new ethics and fiscal/financial training requirements mandated by SB 827, ensuring all applicable officials and staff meet the expanded obligations.

9. Conduct City Council and applicable board/commission meetings in full accordance with the new SB 707 requirements under the Ralph M. Brown Act (effective July 1, 2026), including providing hybrid public participation options via two-way telephonic or audiovisual platforms, implementing disruption response protocols, multilingual outreach where required, and other enhanced accessibility measures to promote transparent and inclusive public engagement.
92 City Clerk
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $665,173 $738,027 $783,010
Operating 338,604 388,250 379,202
Total $1,003,776 $1,126,277 $1,162,212
Sources of Funds
General Fund $1,003,776 $1,126,277 $1,162,212
Total $1,003,776 $1,126,277 $1,162,212
93 Risk Management
Function
Protect the assets of the City from potential loss by purchasing insurance, self-insuring or transferring the risk to others when appropriate; 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 (City Council Goal 5 - Innovative and Efficient City Government).

FY 2025-26 Accomplishments

1. Risk Management Division continues to collaborate with the City Manager’s Office and Finance Department to closely examine the Self Insurance Fund, to align funding strategies with City needs. Risk continues to obtain actuarial reports for both the workers’ compensation and liability programs and utilizes the reports to establish funding programs sufficient to support both short- and long-term liabilities in the Self Insurance Fund (City Council Goal 5 - Innovative and Efficient City Government).

2. Risk Management continues to monitor the safety footwear reimbursement program provided as a benefit through the Miscellaneous Memorandum of Understanding. On January 1, 2026, we transitioned to local vendor, Purpose-Built, for safety footwear purchases as part of our ongoing efforts to improve product selection and enhance shopping convenience. Purpose-Built provides an instore option as well as a secure online portal that allows employees to order safety footwear applicable to their department/division requirements, without an out-of-pocket expense, up to the union negotiated annual allowance. (City Council Goal 5 - Innovative and Efficient City Government).

3. Risk Management and Human Resources continue to collaborate with the virtual supervisor/management training series, entitled “Better Together.” Efforts have been put forth to assist supervisors/management with regard to daily tasks such as managing work related injuries, City policies and procedures, and management updates (City Council Goal 5 - Innovative and Efficient City Government).

4. Continued to manage the online safety training resource site, Vector Solutions, which is available to all staff and provides over 1,200 online safety courses and certifications focused at public entity employees. This service is provided without a fee through our excess insurance carrier, PRISM. The system allows supervisors and managers to assign and track safety-training courses for their staff, which will improve and enhance the safety program for the City, with an anticipated reduction of losses while promoting a greater awareness for safety in the workplace. VectorSolutions also offers a wide variety of professional development courses including, but not limited to, customer service, leadership essentials, project management, and Excel training (City Council Goal 5 - Innovative and Efficient City Government).
94 5. Risk Management provided several Cal/OSHA regulatory safety training opportunities for staff, including CPR-AED, asbestos awareness, Smith System Defensive Driver Training, respirator protection training, mold remediation, heat illness, forklift train the trainer certification, and hearing conservation. The hearing program involved training and testing over 500 City employees per Cal\OSHA Title 8, section 5097 (City Council Goal 5 - Innovative and Efficient City Government).

6. Continued to promote and enhance the City’s safety culture by participating in an employee safety awareness program in June, known as National Safety Month. Risk Management disseminated safety resources weekly with prize drawings for those that participated in crosswords at the end of each week. Risk Management collaborated with the City Manager’s Office and the City Attorney's Office who sponsored prizes for employees during National Safety Month, to drive interest and participation in activities.

Employee engagement for safety programs is key to mitigating losses for the City. Topics covered were heat illness, California roadway safety, workplace violence, and slips, trips, and falls (City Council Goal 5 - Innovative and Efficient City Government).

7. Continued to maintain and offer incentives for employees utilizing alternate forms of transportation to and from work through the Employer Trip Reduction Implementation Plan (eTRIP) in compliance with Rule 9410, Employer Based Trip Reduction, which was adopted by the San Joaquin Valley Air Pollution Control District on 12/17/2009. This program encourages employees to reduce single-occupancy vehicle trips, thus reducing pollutant emissions associated with commuting to work (City Council Goal 5 - Innovative and Efficient City Government).

8. Continued to aggressively pursue recoveries from individuals who caused damage to City property resulting in an estimated total collection of $300,000 for FY 25/26. Risk continues to work with our third-party claims administrator (TPA) to assist with property recovery to ensure that the City recovers the maximum recoverable funds from responsible parties (City Council Goal 5 - Innovative and Efficient City Government).

9. Partnering with the Human Resources Department, Risk Management conducted a Health and Wellness Fair in October 2025. This event featured approximately 40 local vendors. It was an opportunity for employees to participate in health screenings for blood pressure and glucose, and vendors provided health and safety resource materials to those in attendance. The fair was held in conjunction with Human Resources Open Enrollment for benefits, which offered employees the opportunity to meet and discuss benefit selections with the City’s medical benefit administrators, and attend seminars focusing on health and wellness (City Council Goal 5 - Innovative and Efficient City Government).

10. During this current fiscal year, Risk Management had three employees successfully complete the Risk Management Practitioner Certificate Program, which will enhance the department’s ability to manage risk proactively, control costs, improve operational efficiency, and support safer, more resilient public service. (City Council Goal 5 - Innovative and Efficient City Government).
95 11. Risk Management collaborated with the Fire Department to secure $25,000 in PRISM Property Program grant funding to address and improve security vulnerabilities at Fire Station 4 (City Council Goal 5 - Innovative and Efficient City Government).

FY 2026-27 Goals

1. As the City continues to look at enhancing reserves, the Risk Management Division will continue to work with the City Manager’s Office and Finance Department to closely examine the Self Insurance Fund, in an effort to improve funding strategies. Annual actuarial analysis is being requested to guide this effort and look at historic data to aid in the improvement of funding principles for long term sustainability and growth of the fund (City Council Goal 5 - Innovative and Efficient City Government).

2. Continue to emphasize health and wellness initiatives in an effort to reduce losses and injuries associated with the workers’ compensation program. The workers’ compensation program continues to expand in volume due to employee claim frequency and medical costs. As an organization, we need to continue to promote wellness initiatives that include fitness and mental health wellness. This will assist with employee sustainability, especially in police officer and firefighter classifications, where public entities tend to struggle with recruitment (City Council Goal 5 - Innovative and Efficient City Government).

3. Educate departments regarding their workers’ compensation losses by meeting with department management and providing a historical analysis of claims activity in an effort to assist in determining appropriate mitigation efforts. Facilitate training with supervisors/managers so employees injured on the job can see the City as a resource instead of litigating workers’ compensation claims which tends to escalate claim costs (City Council Goal 5 - Innovative and Efficient City Government).

4. The Risk Management Safety Officer will continue to provide safety training opportunities to staff, highlighting OSHA compliance standards, and continue to conduct safety inspections to ensure compliance at work sites and minimize hazards in the workplace. The Safety Officer will also work closely with Departments/Divisions to review and develop training programs that are task specific and provide guidance to reinforce and enhance the City safety culture (City Council Goal 5 - Innovative and Efficient City Government).

5. Explore cost savings programs with workers’ compensation third party administrator and excess insurance carrier. Identify claims where opportunities exist to minimize long-term debt of City’s workers’ compensation program (City Council Goal 5 - Innovative and Efficient City Government).

6. Utilize outside third party claims administrator to aggressively pursue property damage to increase recoveries. The TPA will ensure that the maximum legally recovered funds from all responsible parties is attained (City Council Goal 5 - Innovative and Efficient City Government).
96 7. Continue to work with the Police and Fire Departments to enhance their critical incident programs, with a focus of providing wellness opportunities that mitigate liability and workers’ compensation claims (City Council Goal 5 - Innovative and Efficient City Government).

8. The Risk Management Specialist will continue to support and coordinate the City’s Industrial Disability Retirement (IDR) program. This program, administered through California Public Employees' Retirement System (CalPERS), involves periodic medical reevaluations to determine whether an employee who was granted disability retirement due to a job-related injury or illness continues to meet eligibility requirements. As part of this process, CalPERS may request updated medical documentation and/or require medical examinations to assess whether the individual remains substantially incapacitated from performing their customary job duties. In addition, the Risk Management Specialist will provide general administrative support across all other risk management functions. (City Council Goal 5 - Innovative and Efficient City Government).

9. Continue to monitor activity at the State level regarding the potential opportunities for liability tort reform. Work with other municipalities and public entity insurance pooling organizations to understand their needs in this area and continue to advocate for reform (City Council Goal 5 – Innovative and Efficient City Government).

10. Risk will also continue marketing the “Caught Being Safe” program as a tool for employees to recognize staff who go above and beyond to work and promote a safety culture, as well as, implement a brief Caught Being Safe presentation during new hire orientation (City Council Goal 5 - Innovative and Efficient City Government).

11. Create a comprehensive frequently asked questions (FAQ) and, customer service model, for the Workers’ Compensation program to provide employees and supervisors with clear, accessible guidance. This resource will reduce repetitive inquiries, improve understanding and compliance, ensure consistent communication, and support timely decision-making— all while streamlining operational resources. (City Council Goal 5 - Innovative and Efficient City Government).

12. Risk Management is in partnership with the Bakersfield Police Department and the Solid Waste division to invest in the Driving Simulator. The driver simulator is the next step towards a more comprehensive driver training for City employees. The simulator offers an immersive experience with a 180-degree LED screen, realistic simulations of various driving environments without the risk of being on the road. (City Council Goal 5 - Innovative and Efficient City Government).

13. Risk Management has collaborated with the Solid Waste division on the implementation of an Incentive program. The program was designed to promote the increase of safe driving practices while operating City vehicles. (City Council Goal 5 - Innovative and Efficient City Government).
97 Risk Management
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $5,964,156 $8,342,829 $9,305,887
Operating 25,957,009 27,398,324 30,427,880
Total $31,921,165 $35,741,153 $39,733,767
Sources of Funds
General Fund $2,223 - -
Equipment Management $19,764 - -
Self-Insurance Fund $31,899,178 $35,741,153 $39,733,767 Total $31,921,165 $35,741,153 $39,733,767
98 Visit Bakersfield
Function
Promote the City of Bakersfield as a convention and visitor destination to increase Transient Occupancy Tax (TOT) and Sales Tax revenues.

FY 2025-26 Accomplishments

1. Hosted the CIF Boy’s and Girls’ High School Wrestling Championships at Dignity Health Arena.

2. Hosted the five weekends of the Jehovah’s Witnesses conventions at Dignity Health Arena.

3. Hosted the BMX Golden State Nationals at Metro BMX. This was the largest BMX nationals held anywhere this year, and the largest event ever held at Metro BMX.

4. Attended 15 trade shows and vendor showcases throughout the U.S. and Canada. This attendance resulted in several site visits from event planners to Bakersfield and referrals to hoteliers.

5. Launched the “Bakersfield: A Journey Through Time” historical trail pass and the Bakersfield Audio Driving Tour.

6. Coordinated editorial and advertising promoting Bakersfield that appeared in state, national and international magazines, such as Yosemite National Park Journal, Travel Taste + Tour, Food & Travel Magazine, and National Geographic Traveler (U.K.)

7. Increased social media presence by gaining more than 4,000 followers across our social media platforms, including Facebook and Instagram.

8. Launched an AI-powered web platform that aggregates online events and business listings into interactive Events Calendar and Places modules integrated on the Visit Bakersfield website.

9. Hosted the first of many, California Ultimate Association College Conference and Regional tournaments in Bakersfield. Ultimate, formerly known as Ultimate Frisbee, is a fast-growing, competitive sport that engages players from novice to expert skill levels.

FY 2026-27 Goals

1. Continue to promote Bakersfield as a point of destination for both group and individual travel.

2. Focus on value-added tourism: attracting new events and visitors to Bakersfield; retaining existing events and visitors; and increasing the spending and tax revenue generated by those existing events and visitors.
99 3. Continue to grow Visit Bakersfield’s social media presence.

4. Redesign the digital Arrival Guide.

5. Continue to promote our existing experience passes and the new historical trail pass.

6. Promote our new AI-driven Events Calendar and Business Listings to make the Visit Bakersfield website the primary destination for information on tourism, events and local businesses.

Service Level Indicators
FY 24-25 FY 25-26 FY 26-27
Actual Projected Proposed
Estimated economic impact of events booked
during the current FY to be realized in this or
future FYs. $26.6M $27.1M $27.5M
Number of room nights booked during
the current FY to be realized in this or future FYs. 64,590 66,400 66,500 Number of delegates from meetings booked
during the current FY who will stay in Bakersfield
during this or future FYs. 90,335 91,760 92,600 Attend trade shows to promote Bakersfield as
a convention, sports and meeting destination. 15 19 15 Respond to requests for information whether by
phone, internet, or in person. 1,651 1,710 1,750 Percentage increase in followers across social
media platforms. (Based on calendar year) 44% (1.9K) 67% (4.4K) 83% (9.1K) 100
Visit Bakersfield Administration
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $532,291 $582,106 $679,144
Operating 678,680 570,355 543,494
Total $1,210,971 $1,152,461 $1,222,638
Sources of Funds
Transient Occupancy Taxes $1,210,971 $1,152,461 $1,222,638 Total $1,210,971 $1,152,461 $1,222,638
101
Community Facilities Administration
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel 7,108,189 5,815,155 5,645,192
Operating 4,197,771 5,294,132 5,588,818
Capital 3,594,009 - -
Total $14,899,969 $11,109,287 $11,234,010
Sources of Funds
CARES/ARPA Covid Relief $409,963 - -
Transient Occupancy Taxes $13,858,933 $11,109,287 $11,234,010 Capital Outlay Fund $350,180 - -
PSVS Capital Outlay $273,606 - -
Equipment Management $7,287 - -
Total $14,899,969 $11,109,287 $11,234,010
102
Human Resources
103
Human Resources
Human Resources Director
Human Resources
Manager
Human Resources
Analyst I (2)
Clerk Typist IHuman Resources
Clerk (2)
Human Resources
Analysts I (3)
Human Resources
Analyst II (2) Accountant I
Human Resources
Specialist
Human Resources
Clerk (1)
Human Resources
Supervisor
104
Human Resources
Function
Align Human Resources processes with key goals and objectives to optimize talent, performance, and productivity within the City using data-supported strategies. This strategic collaboration aims to inspire innovation, provide continuous development of our employees, foster an environment of inclusion and proactive communication, and promote ongoing process improvements to deliver effective services to the citizens of Bakersfield.

FY 2025-26 Accomplishments

1. Filled 68 full-time positions to City headcount through new hires and internal recruitment methods, including 42 Police Trainee. Preparing to conduct an April 2026 Police Academy, with up to 50 incumbents.

2. Completing 119 recruitments, receiving 6,519 applications. Provided information sessions and attended additional job fairs to promote City positions.

3. Produced improvements to Key Performance Indicators (KPI’s) reducing days to fill vacancies from 91 days to 77 days and improving retention statistics from 9.3% to 5.15%.

4. Facilitated monthly online training sessions for skill development and wellness via Optum Health, the Employee Assistance Program (EAP) vendor. Received designation of certified Blue Zones worksites.

5. Facilitated successful labor negotiation with Fire – BFLA and Blue and White Collar – SEIU, agreeing to a new MOU through June of 2027 – inclusive of compensation and language clean -up elements. Maintained positive/open communication with Police – BPOA.

6. Kicked-off annual Health & Wellness Fair with over 430 employees and retirees attending.

Successful completion of 2026 open enrollment for benefits; effective meeting with joint- labor committee to meet budget guidelines. Processing 659 employee benefit status updates for the new plan year.

7. Processed 188 leave of absence requests in compliance with the Family Medical Leave Act (FMLA), California Family Rights Act (CFRA), and internal leave administration policies.

Supported departments with Interactive Process meetings for staff with work restrictions or accommodation requests.

8. Continued efforts with “Applicant Engagement Team” (AET) in partnership with the Bakersfield Police Department to assess new hire process to ensure modern recruitment methods, superior candidate engagement methods, and effective hiring and retention results.
105

9. Continued support of stipulated agreements under the Department of Justice (DOJ).

Participate in regular staff and biweekly vendor meetings, updated action plan and submitted compliance drafts and received full-effective compliance notification.

10. Supported departments and divisions in their execution of handling union grievances, employment concerns, Skelly hearings, legal actions and other personnel matters.

Facilitated meet-and-confer sessions and join labor-management sessions for process discussions and further collaboration. Provided training to supervisors and managers on legal practices.

11. Implemented executive coaching platform to assist in development and strategic planning for Senior Management Team.

12. Updated/created 11 job specifications to ensure modern and accurate job descriptions in support of operational goals. Completed updates to salary for temporary classifications in response to 2026 minimum wage updates.

13. Supported all Civil Service Commissions, Police, Fire and Miscellaneous, in monthly recruitment activities. Assisted with onboarding 2 new commissioners.

14. Assisted and supported Employee Incentive Team, CARES Excellence-in -Action awards, and annual City Luncheon.

15. Completed mandated random testing for drug/alcohol for DOT employee population, implemented on-site testing to reduce operational downtime.

16. The HR team participated in a variety of online and in-person training sessions to foster continuous learning and facilitate professional networking. The team continuously excels at demonstrating innovation, collaboration and enthusiasm in carrying out the #soundofsomethingbetter – together!
FY 2026-27 Goals

1. Recruitment - Fill approved current full-time vacancies using innovative and inclusive recruitment methods.

2. Support citywide cost-savings initiatives identifying efficient processes and lean staffing models.

3. Continued support of ongoing labor negotiations with Police – BPOA. Continuous monitoring of labor market trends related to labor aspects (e.g., compensation, benefits, and working conditions) to support attraction and retention efforts.

4. ERP – Lead and support HCM Go-Live. Ensuring data is accurate, processes are effective and staff are trained as applicable. Plan to integrate benefits for open enrollment following Go-Live.
106

5. NEOGOV – Complete development and fully launch Perform module. Expand LEARN to start building learning “tracks” by position.

6. Continue to expand Blue Zones as a wellness program with additional certification of worksites. Launch additional wellness campaigns integrating the Blue Zones platform.

7. DOJ – HR has several assigned roles to support Police with the stipulated judgement related to recruitment processes. Goal to draft all paragraphs for submittal by mid-year.

8.HR Team Development: Support process changes and develop standard operating procedures related to the new ERP. Development plans for building capabilities as “subject-matter-experts” in assigned areas and support citywide functions. Through engagement and training opportunities.
107
Human Resources - Administration
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $1,984,897 $2,190,431 $2,184,052
Operating 812,217 1,052,470 1,028,968
Total $2,797,113 $3,242,901 $3,213,020
Sources of Funds
General Fund $1,937,825 $2,262,357 $2,212,243
Public Safety & Vital Services General Fund $859,289 $980,545 $1,000,777 Total $2,797,113 $3,242,901 $3,213,020
108
Technology Services
109
Technology Services

Director
Business Management
Assistant
Director
Professional Services Division
Geographic Information
Services
Project & Data
Management
Security
Technical Systems Division
Communications &
Network
Server &
Applications
Service Desk
110
Technology Services
Function
Defined by our core values, the Technology Services Department is dedicated to enhancing efficiencies through research, education and driving strategic digital transformation within the organization. This approach provides the tools our departments need to make informed decisions.

When data drives decisions, the whole community benefits.

FY 2025-26 Accomplishments

1. Established standard operations metrics to identify ticket trends and response times over time. (Innovative & Efficient City Government)

2. Successfully moved the Regional Public Safety Radio Project forward in the construction phase through presentations to the Planning Commission for approval and completing pre- build equipment review and training. (Public Safety & Resilience) FY 2026-27 Goals

1. Continue to move the Regional Public Safety Radio Project through the detailed design milestone and begin site remediation in preparation for the system installation phase. (Public Safety & Resilience)

2. Implement new asset tracking and management procedures, protecting the city’s investment in technology hardware and equipment. (Innovative & Efficient City Government)

3. Implement process improvement initiatives to streamline lines of business and improve ticket intake and response times. (Innovative & Efficient City Government) 111
Technology Services

Actual Adopted Proposed
FY25 FY26 FY27
Divisions:

Technology Services - Administration $2,569,480 $1,700,518 $2,421,810 Technology Services - Professional 3,671,513 4,842,656 4,622,942 Technology Services - Technical 12,593,169 16,837,907 16,426,957 Total $18,834,162 $23,381,082 $23,471,708
Sources of Funds:

General Fund $6,861,054 $7,537,165 $7,363,433
Public Safety & Vital Services General Fund 2,680,962 3,124,810 3,253,689 Capital Outlay Fund 444,307 - -
PSVS Capital Outlay 46,402 - 738,900
Equipment Management 8,310,602 12,719,106 12,115,687
Amtrak Operating Fund 490,835 - -
Total $18,834,162 $23,381,082 $23,471,708
Full Time Employees:

Technology Services - Administration 9.00 9.00 8.00
Technology Services - Professional 26.00 22.00 21.00
Technology Services - Technical 33.00 28.00 27.00
Total 68.00 59.00 56.00
112
Administrative Services
Function
Provide administrative support for the effective operation of the Technology Services Divisions; establish policies and procedures to support effective and secure technology within the organization; monitor operating and capital improvement budgets; provide excellent customer service through professionalism and industry best practices.

FY 2025-26 Accomplishments

1. In collaboration with Baker Tilly, we completed development of our core technology governance policies for review and adoption by the City Manager’s Office. (Innovative & Efficient City Government)

2. Director Pronovost completed the Sounding Board coaching series with a focus on the topic of developing high-performing teams. The coaching sessions were offered through a collaboration of the City Manager’s Office and the Human Resources Department. (Innovative & Efficient City Government)

3. Assistant Director Reed completed her year-long coursework, culminating in her obtaining the Certified Government Chief Information Officer (CGCIO) designation. The CGCIO program is offered through a partnership between Rutgers University, the Center for Government Services, and the Public Technology Institute. (Innovative & Efficient City Government)

4. The Business Office maintained necessary service levels with a 20% reduction in staffing levels. (Innovative & Efficient City Government)
Technology Services management developed more informative metrics to better understand how effectively we perform our services to our customers and assist in identifying downward trends to address prior to becoming more severe issues.

FY 2026-27 Goals

1. Complete deployment of HP Managed Services to optimize the maintenance and lifecycle management of HP multifunction printers, ensuring operational efficiency and reliability. (Innovative & Efficient City Government)

2. Remodel City Hall South on the 1 st & 2nd floor to accommodate staff needs. (Innovative & Efficient City Government)

3. Identify opportunities to gain efficiencies in lines of business through process review and mapping. (Innovative & Efficient City Government)
113
Technology Services - Administration
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $1,299,698 $1,461,652 $1,453,685
Operating 288,237 238,866 229,225
Capital 981,545 - 738,900
Total $2,569,480 $1,700,518 $2,421,810
Sources of Funds
General Fund $1,085,901 $1,139,611 $1,109,576
Public Safety & Vital Services General Fund $294,529 $406,908 $422,434 Amtrak Operating Fund $490,835 - -
Capital Outlay Fund $444,307 - -
PSVS Capital Outlay $46,402 - $738,900
Equipment Management $207,506 $154,000 $150,900
Total $2,569,480 $1,700,518 $2,421,810
114
Professional Services
Function
Provide professional support for the efficient operation of the City of Bakersfield Technology Services Department in the areas of GIS, Data Management, Project Management, and Security.

Promote proficiency in customer service by establishing project management processes and procedures. Support data-driven decisions through data integrity, access, reporting, and partnerships while providing tools for public outreach. Design and implement secure network policies, procedures, and technology.

FY 2025-26 Accomplishments

1. Maintained above-average security posture and implemented quarterly phishing campaigns to help educate staff on recognizing bad actors. (Safety & Resilience)

2. Completed the first stage of our firewall upgrade to Palo Alto Next Generation Firewalls for enhanced feature sets and improved management capabilities. (Innovative & Efficient City Government; Safety & Resilience)

3. Implemented Key Performance Indicators to track Change Management success and opportunities for improvement. (Innovative & Efficient City Government)

4. Hosted SQL Academy for City staff to improve data and reporting awareness and provide tools and skills to empower staff to take control of their data. (Innovative & Efficient City Government)
FY 2026-27 Goals

1. Continue refining Project and Change Management resource management and tracking to improve time and resource estimates. (Innovative & Efficient City Government)

2. Streamline GIS processes to shorten response times for Development Services’ One-Stop- Shop support. (Innovative & Efficient City Government)
115
Technology Services - Professional
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $2,795,675 $3,079,459 $3,029,813
Operating 875,838 1,763,197 1,593,129
Total $3,671,513 $4,842,656 $4,622,942
Sources of Funds
General Fund $1,947,200 $2,197,712 $1,977,768
Public Safety & Vital Services General Fund $1,236,095 $1,459,049 $1,636,404 Equipment Management $488,219 $1,185,895 $1,008,769
Total $3,671,513 $4,842,656 $4,622,942
116
Technical Services
Function
Provide technical support to City staff to ensure system functionality. Project management to increase efficiency and reduce redundancies. Implement procedures to meet the City technology needs effectively to maintain critical communication systems for Public Safety use.

FY 2025-26 Accomplishments

1. Developed and deployed a self-contained trailer tower to significantly improve radio coverage and enhance officer safety. (Reliable Infrastructure; Safety & Resilience)

2. Completed network infrastructure projects at 3737 Stockdale Hwy and the Development Services One-Stop-Shop to provide reliable network connectivity in support of community safety and development activities. (Reliable Infrastructure; Innovative & Efficient City Government)

3. Successfully integrated Microsoft Intune into our imaging and deployment operations, reducing the time required to prep desktop equipment for delivery. (Innovative & Efficient City Government)

4. Successful migration of SQL and Data Servers to the VXRail system, providing full redundancies for computer and storage. (Reliable Infrastructure; Innovative & Efficient City Government)
FY 2026-27 Goals

1. Replace the existing public safety dispatch system as part of the Regional Public Safety Radio System project. (Reliable Infrastructure; Safety & Resilience)

2. Develop and maintain a comprehensive catalog of software and hardware inventory and identify cost optimization opportunities through collaboration with departments. (Innovative & Efficient City Government)

3. Implement customer satisfaction surveys to measure success in meeting customer expectations and to identify opportunities for improvement. (Innovative & Efficient City Government)
117
Technology Services - Technical
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $3,960,443 $4,273,829 $4,038,294
Operating 8,632,726 12,564,078 12,388,663
Total $12,593,169 $16,837,907 $16,426,957
Sources of Funds
General Fund $3,827,953 $4,199,843 $4,276,089
Public Safety & Vital Services General Fund $1,150,338 $1,258,853 $1,194,851 Equipment Management $7,614,877 $11,379,211 $10,956,018 Total $12,593,169 $16,837,907 $16,426,957
118
Financial Services
119
Financial Services
Assistant Finance Director
Finance Director
Treasurer
Treasury
Supervisor
Financial
Investigators
Accounting
Specialists
Purchasing
Officer
Accounting
Specialist
Buyer
Accounting
Supervisors
Accountants
Payroll
Technicians &
Accounting
Specialists
Enterprise Analysts
Project Manager
Budget Officer
Budget Analyst
Accountant Lead Payroll
Technician &
Accounting
Technician
120
Financial Services
Function
To efficiently and effectively maintain the fiscal integrity of the City of Bakersfield in support of the goals of both the City Council and all City Departments. This mission is founded and driven by a commitment to provide the best service possible from our five divisions of Accounting & Finance, Treasury, Purchasing, Budget and ERP Support as stewards of taxpayer’s funds (Council Goal 5).
121
Financial Services Department

Actual Adopted Proposed
FY25 FY26 FY27
Divisions:

Financial Administration $4,805,383 $1,415,806 $1,234,421 Accounting 2,252,454 2,350,508 2,548,687
Treasury 1,151,692 1,301,741 1,264,979
Purchasing 379,836 459,720 456,113
Successor Agency 6,582 15,000 15,000
Total $8,595,947 $5,542,775 $5,519,200
Sources of Funds:

General Fund $3,850,991 $4,608,535 $4,637,690
Public Safety & Vital Services General Fund 103,021 277,535 310,810 Capital Outlay Fund 1,782,015 - -
PSVS Capital Outlay 2,266,468 - -
COF - Local TRIP 456 - 475
Total Redevelopment Successor Agency Housing 6,582 15,000 15,000 Total Transportation Development 151,912 154,740 83,393 Fiduciary Service Funds Total 10,993 10,900 10,900
Sewer Service - Plant #3 10,300 16,670 19,045
Refuse Collection Fund 24,385 49,621 56,743
Offstreet Parking Fund 345,334 309,775 315,145
Equipment Management 43,490 100,000 70,000
Total $8,595,947 $5,542,775 $5,519,200
Full Time Employees:

Financial Administration 5.00 7.00 6.50
Accounting 15.00 16.00 16.50
Treasury 10.00 10.00 9.00
Purchasing 3.00 3.00 3.00
Total 33.00 36.00 35.00
122
Administration
Function
Provide for effective management of the City’s fiscal resources through leadership and direction of staff resources and administer the protective provisions of City indentures (Council Goal 5).

FY 2025-26 Accomplishments

1. The City has established an irrevocable trust to fund the long-term Retiree Medical program. As of the last actuarial report from 2024 there is over $86 million deposited in that fund and the total long-term liability for this Post Employment Benefit (OPEB) was approximately $108 million; thus, the City is near a 79% funded status, which is well above the norm when compared to many cities across California and the nation.

2. In accordance with the comprehensive funding plan for City reserves established by the Council, contributed an additional $2.9M to the rainy-day fund, bringing the total to $58.6M. The facility reserve balance grew by $148K from interest earnings to a total of $5.4M. Additionally, $1.5M contributed to the pension rate stabilization trust bringing the total to $7.3M.

3. Migrated the Budget Book into the EPM module within Oracle.

FY 2026-27 Goals

1. Continued contributions to the City’s reserves which include the rainy-day fund, the pension rate stabilization fund, and the facility reserves.

2. Continue to fund and track City trust account for long term Retiree Medical Program, improving the funding status of the liability and improving the overall standing of the City by reducing unfunded liabilities.

3. Qualify the fiscal year 2026–27 Adopted Budget for the Government Finance Officers Association Distinguished Budget Presentation Award.
123
Financial Administration
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $692,262 $1,342,709 $1,157,713
Operating 4,113,121 73,097 76,708
Capital - - -
Total $4,805,383 $1,415,806 $1,234,421
Sources of Funds
General Fund $584,181 $1,070,562 $939,654
Public Safety & Vital Services General Fund $9,359 $179,605 $199,999 Capital Outlay Fund $1,782,015 - -
PSVS Capital Outlay $2,266,468 - -
COF - Local TRIP $456 - $475
TDF TRIP Local Match $151,912 $154,740 $83,393
AD 04-1 Cs/Hmstd/Ch/Opiii $1,476 - -
AD 04-2 Bp/Bv/St@Alen Com $1,476 - -
AD 04-3 Solera/ Rio Vista $1,476 - -
AD 05-3 Lib Ii/Vg/Tes En $1,476 $2,800 $2,800
AD 06-1 Etcheverry/Lin Ii $1,476 $2,800 $2,800
AD 07-2 Sydney Habour $1,807 $2,700 $2,700
City In The Hills Reasmt $1,807 $2,600 $2,600
Total $4,805,383 $1,415,806 $1,234,421
124
Accounting and Reporting
Function
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 each year by the established payment deadlines. Process payments of bi-weekly payroll and weekly vendor invoices for services & supplies as scheduled. Complete monthly accounts receivable billings for City services and utility charges. (Council Goal 5).

FY 2025-26 Accomplishments

1. Completed the configuration of the P-card program within Oracle allowing us to start a new piolet program for Purchasing Cards.

FY 2026-27 Goals

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

2. Complete the roll-out of the P-card program citywide and retire the EMMA program which has been delayed due to ERP.

3. Complete implementation of the Human Capital Management module within Oracle. 125
Accounting
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $1,733,619 $1,836,692 $2,025,975
Operating 518,835 513,816 522,712
Total $2,252,454 $2,350,508 $2,548,687
Sources of Funds
General Fund $1,778,772 $1,876,512 $2,046,943
Public Safety & Vital Services General Fund $93,662 $97,930 $110,811 Sewer Service - Plant #3 $10,300 $16,670 $19,045
Refuse Collection Fund $24,385 $49,621 $56,743
Offstreet Parking Fund $345,334 $309,775 $315,145
Total $2,252,454 $2,350,508 $2,548,687
126
Treasury
Function
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 (Council Goal 5).

FY 2025-26 Accomplishments

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

2. Staff collaborated more closely across functions to ensure coverage and continuity, while eliminating redundancies and focusing efforts on where they have the greatest impact. By refining workflows, and maintaining a strong focus on customer needs, we were able to sustain high-quality service delivery even with fewer resources.

FY 2026-27 Goals

1. The division will focus on prioritizing investment options with the City’s portfolio through a partnership with an investment management firm. This will also provide ongoing monitoring, performance benchmarking, and adjustments in response to market conditions, helping to optimize returns while minimizing volatility and building a resilient, well- diversified investment portfolio.

2. Treasury will focus on expanding our acceptance of credit cards, Citywide, for various services. This will improve the financial impact of doing business and allow us to offer additional conveniences to our citizens.

3. The department will prioritize implementing a high-quality business license software solution by partnering with a well-established California-based company that is widely used by municipalities across the state. By selecting a proven and trusted platform, we can streamline licensing processes, improve accuracy, and enhance the overall customer experience for businesses and the public. This approach also allows us to benefit from best practices already adopted by other jurisdictions, ensuring reliability, scalability, and compliance with state requirements while positioning the department for long-term operational efficiency.
127
Treasury
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $1,065,405 $1,135,336 $1,122,443
Operating 86,287 166,405 142,536
Total $1,151,692 $1,301,741 $1,264,979
Sources of Funds
General Fund $1,151,692 $1,301,741 $1,264,979
Total $1,151,692 $1,301,741 $1,264,979
128
Purchasing
Function
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 (Council Goal 5).

FY 2025-26 Accomplishments

1. Maintained a free, accessible online bidding platform that allows vendors to register and download bid documents at no cost, promoting competition, transparency, and increased vendor participation.

2. Consistently applied the Council-approved Local Vendor Preference Policy, supporting local businesses while maintaining fair and competitive procurement practices.

3. Expanded the use of annual contracts to streamline purchasing processes, ensure reliable sourcing, and secure favorable pricing for frequently used goods and services.

4. Ensured full compliance with Procurement Policies and Procedures, maintaining adherence to all legal and regulatory requirements.

5. Advanced the implementation of a procurement ERP system to modernize and streamline the requisition-to-purchase process, reducing manual processing, improving turnaround times, and strengthening transparency, accountability, and real-time tracking of procurement activities.

FY 2026-27 Goals

1. Vendor Access, Competition, and Local Participation
The Division will maintain and enhance the free, accessible online bidding platform to promote transparency and broaden vendor participation. Ongoing outreach efforts will support increased engagement from local and regional vendors. The Local Vendor Preference Policy will continue to be consistently applied to support local businesses while ensuring fair and competitive procurement practices.

2. Strategic Sourcing and Cost Efficiency
The Division will continue expanding the use of annual and multi-year contracts to streamline purchasing, stabilize pricing, and ensure consistent availability of frequently used goods and services. Cooperative purchasing agreements will be pursued when economically advantageous to maximize cost savings and leverage purchasing power.

Opportunities for standardization of commonly procured items will also be evaluated to improve efficiency and reduce cost variability.
129

3. Procurement Modernization and ERP Implementation
The Division will continue advancing the procurement ERP system to fully modernize the requisition-to-purchase process. Expansion of system use across departments will reduce manual processing, improve turnaround times, and strengthen real-time tracking, transparency, and accountability. Training and support will be provided to ensure effective adoption and system optimization.

4. Compliance and Procurement Governance
The Division will maintain full compliance with the City Charter, Municipal Code, and Procurement Policies and Procedures. Internal reviews and updated training will support continuous improvement, audit readiness, and mitigation of procurement risks while reinforcing strong documentation and governance practices. 130
Purchasing
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $303,440 $315,717 $349,316
Operating 76,397 144,003 106,797
Total $379,836 $459,720 $456,113
Sources of Funds
General Fund $336,347 $359,720 $386,113
Equipment Management $43,490 $100,000 $70,000
Total $379,836 $459,720 $456,113
131
Successor Agency
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Operating 6,582 15,000 15,000
Total $6,582 $15,000 $15,000
Sources of Funds
SA-RDA-SEPA Operating $6,582 $10,000 $10,000
SA-RDA-DTPA Housing Fund - $5,000 $5,000
Total $6,582 $15,000 $15,000
132
Police Services
133

POLICE SERVICES

CHIEF OF POLICE
Internal
Affairs
Business
Office Public Affairs

ASSISTANT CHIEF OF POLICE ASSISTANT CHIEF OF POLICE ASSISTANT CHIEF OF POLICE Special OperationsSupport Services Investigations Training Community Engagement Performance & Analysis Field Services - EAST Field Services - WEST PSTs K-9 Unit
IMPACT
Fleet, Equip, SVU AO School Youth
Diversion
Crime
Analysis Patrol Patrol
Watch
Commanders
Wellness /
Peer SupportTech-Dev Court
Complaint
Firearms
Range SRO PSTs
Animal
Control
Property
Room
General
Investigation Training PAL Quality
Assurance
Watch
Commanders
Facilities
Records Organized
Crime/VICE DTAC JPA SWAT / CNT
Bomb SquadCenter
Warrants Mini-Academy Reserve Unit SRT
Comm FBI / HSI /
JTTF Academy Community
Relations
UAV
Missing
Persons
Org. Retail
Theft Recruitment OES
Narcotics Background
Unit SEU
SAR Community
Vitality
Digital
Forensics
CSU
Robbery /
Homicide
Traffic
Burglary
Response
Compliance
GTA FTO Program Honor Guard
134
Police Department
Function
The mission of the Bakersfield Police Department is to partner with our community to protect the lives and property of the people we serve. Our priorities are to continue reducing crime, strengthen the community’s sense of safety, solve problems collaboratively, and build meaningful relationships rooted in trust and service.

FY 2025-26 Accomplishments

1. The Police Department’s 2025 Priority One response time was 6:59, a slight increase from 6:50 in 2024. (City Council Goal 2)

2. The Bakersfield Police Academy ran two classes in 2025 and graduated 52 police officers.

An additional 32 recruits are currently in the academy that began in April 2026 and are due to graduate in October. Over 900 hours of instruction is presented by police academy staff during each session. (City Council Goal 2)

3. The Kern County Behavioral Health and Rehabilitation (KCBHRS) clinician assigned to the Communications Center handled an average of 75% of the incoming mental crisis-related calls that would have otherwise been dispatched to an officer. (City Council Goals 2)

4. The Communications Center achieved an average of 96% of all 911 calls answered within 20 seconds or less. This is a slight increase over last year’s average of 95.2%. (City Council Goal 2)

5. Homicide detectives investigated 33 homicides in 2025. Detectives cleared 29 homicide cases for an 88% clearance rate. Three of the 2025 homicides were gang related. Five were domestic violence-related, and six involved unhoused individuals. One cold case from prior years was also cleared. (City Council Goal 2)

6. The Traffic Division’s Major Collision Investigation Team (MCIT) investigated 46 fatal collisions, involving 47 fatalities. This is the third consecutive year that fatal collisions decreased from the previous year. (City Council Goals 2 and 4)

7. The eighth annual “HalLAWeen” event was held at the Bakersfield Police Department with over six thousand community members attending. (Council Goal 4)

8. The Police Department operates a Youth Diversion program and a Junior Police Academy to prevent juvenile offenses and engage youth. The Youth Diversion program, in partnership with local agencies, provides first-time offenders an alternative to the justice system. In 2025, 13 juveniles were enrolled and an additional 20 served as jurors in the program. The Junior Police Academy, a eight week program for ages 11-17, offers police-led instruction and hands-on training at four locations. Focused on education, leadership, and empowerment, the academy has graduated 250 students. (City Council Goal 2) 135
Police Department

Actual Adopted Proposed
FY25 FY26 FY27
Divisions:

Police Administration $18,826,533 $14,067,133 $13,036,223 Field Services 80,545,943 89,268,501 85,336,269
Investigations 33,046,071 32,766,563 33,534,439
Special Operations 25,154,374 26,624,280 34,135,815
Training 9,575,660 8,803,472 9,103,619
Support Services 15,768,840 17,674,699 17,197,932
Community Engagement - Community Relations 2,256,857 2,048,051 3,382,778 Community Engagement - SRO 1,133,701 1,458,423 1,353,443 Performance Analysis - QA 3,673,780 3,783,272 4,126,738 Performance Analysis - Wellness 373,741 405,760 396,894 Total $190,355,500 $196,900,155 $201,604,150
Sources of Funds:

General Fund $134,572,535 $145,256,306 $148,770,866
Public Safety & Vital Services General Fund 47,105,098 50,267,356 51,036,035 Cash Basis Reserve Fund 174 - -
Capital Outlay Fund 122,134 - -
PSVS Capital Outlay 6,084,429 60,000 -
Equipment Management 631,870 - -
Traffic Safety Fund 738,431 681,629 1,156,629
Supplemental Law Enforcement Fund 1,100,828 634,863 640,620 Total $190,355,500 $196,900,155 $201,604,150
Full Time Employees:

Police Administration 28.00 29.00 29.00
Field Services 329.00 326.00 288.00
Investigations 121.00 119.00 115.00
Special Operations 95.00 95.00 124.00
Training 22.00 23.00 23.00
Support Services 112.00 114.00 103.00
Community Engagement - Community Relations 16.00 13.00 17.00 Community Engagement - SRO 4.00 7.00 6.00
Performance Analysis - QA 19.00 18.00 18.00
Performance Analysis - Wellness 1.00 1.00 1.00
136
Police Department
Actual Adopted Proposed
FY25 FY26 FY27
Total 747.00 745.00 724.00
137
Administration
Function
Oversee critical department functions to ensure accountability and support the Chief of Police in achieving organizational goals; administer internal affairs investigations to uphold integrity and professionalism, ensure accurate and timely communication with the media and the public, and manage financial management, procurement, and resource allocation to maintain operational effectiveness.

FY 2025-26 Accomplishments
Internal Affairs

1. Internal Affairs investigated 176 community complaints and conducted or assisted in 37 internal investigations. Internal Affairs investigated three officer-involved shootings (3 non- fatal). (City Council Goal 2)

2. Internal Affairs introduced Public Portal, which allows community members to file complaints online, improving public access to the department’s complaint process. As a result, 57 complaints were received from Public Portal. (City Council Goal 2)

3. Internal Affairs identified the most common types of citizen complaints, and training was provided on how to reduce such complaints. (City Council Goal 2) Public Affairs Office

1. The Police Department’s Public Affairs Office continued to expand its communication efforts with the community, increasing the use of social media strategies to enhance public engagement and transparency. Additionally, the Department continued to expand public communication about police activities, community partnerships, and public-safety efforts.

The office continued to expand strategic training to staff across the department, building a network of skilled communicators to strengthen messaging and timely release of critical information to the public. Additionally, it continued to implement its strategic release of varied information to both inform and influence public response to police activity. It also continued to develop and expand the use of internal and external original content to highlight department initiatives, community partnerships, and public safety efforts. (City Council Goal 2)
FY 2026-27 Goals
Internal Affairs

1. Internal Affairs will develop and publish video tutorials demonstrating how to use Public Portal to submit online complaints. These tutorials will expand community access to the department’s complaint process. Public Portal will also increase the timeliness and transparency of the department’s actions once a complaint is filed. (City Council Goal 2) 138

2. Internal Affairs Detail will continue the goal of completing personnel complaint investigations within 90 days of their acceptance. (City Council Goal 2)

3. Internal Affairs will analyze personnel complaints to identify the most common concerns related to department policies and employee behavior. Based on these findings, targeted strategies will be developed to address recurring issues, improve accountability, and enhance community trust. (City Council Goal 2)
Public Affairs Office

1. The Public Affairs Office will enhance community engagement and transparency by increasing social media interactions and hosting public forums to share updates on crime trends and department initiatives. It will support problem-solving and crime reduction efforts through targeted public education campaigns that promote crime prevention strategies and community partnerships. Additionally, the office will strengthen internal and external communication by training department personnel in media and public engagement, equipping them to actively participate in outreach and problem-solving efforts. (City Council Goal 2) 139
Police Administration
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $6,932,001 $7,056,386 $7,097,737
Operating 6,251,488 6,950,747 5,938,487
Capital 5,643,044 60,000 -
Total $18,826,533 $14,067,133 $13,036,223
Sources of Funds
General Fund $6,245,064 $5,922,062 $6,377,208
Public Safety & Vital Services General Fund $5,773,488 $7,450,208 $6,018,395 Cash Basis Reserve Fund $174 - -
Supplemental Law Enforcement Fund $1,053,377 $634,863 $640,620 Capital Outlay Fund ($9,168) - -
PSVS Capital Outlay $5,543,083 $60,000 -
Equipment Management $220,515 - -
Total $18,826,533 $14,067,133 $13,036,223
140
Field Services
Function
The Field Services Division remained committed to its mission of partnering with the community to protect life and property while enhancing both public safety and the perception of safety. Throughout FY 2025–26, the Division focused on delivering consistent and timely service, strengthening community relationships, and advancing professional leadership across all levels of the organization.

FY 2025-26 Accomplishments

1. The Division strengthened its community policing philosophy through deliberate problem- solving and proactive engagement initiatives. By leveraging sentiment data from the SPIDR Tech platform, Patrol partnered with the Community Relations Unit to identify areas of negative community perception and implement targeted outreach efforts. These initiatives included focused community events with active participation from patrol personnel, resulting in improved trust, stronger relationships, and measurable enhancements in community sentiment. Concurrently, the Division achieved a reduction in Priority 1 response times by addressing underlying community concerns more effectively. (City Council Goals 2 and 4)

2. The Department continued refining patrol service metrics to better capture objective productivity and operational output. These enhanced statistical measures provided leadership with clearer insight into individual and unit performance, enabling data-driven evaluations and comparisons across productivity initiatives. This approach improved accountability, increased operational efficiency, and supported more effective deployment of resources. (City Council Goals 2, 4, and 5)

3. Significant progress was made in advancing the Body-Worn Camera (BWC) review process at both supervisory and management levels. Expanded engagement in BWC reviews reinforced transparency, accountability, and professionalism throughout the Division. In addition to the BWC review process improvements, Field Services greatly expanded and honed their use of early intervention (EI) data metrics to improve performance while minimizing risk factors, thus improving service and professionalism overall. The enhanced review framework also strengthened the Quality Assurance Unit’s ability to track, analyze, and apply data to drive continuous improvement in professional conduct and community interactions. (City Council Goal 2)
FY 2026-27 Goals

1. The Field Services Division will continue to utilize data to optimize the deployment of patrol resources to enhance efficiency, reduce response times, and ensure the consistent delivery of timely and effective police services in alignment with community expectations. (City Council Goal 2)

2. Given the reality of declining resources in the fiscal years moving forward, the Field Services Division will continue to conduct a comprehensive evaluation of its calls for service prioritization framework, dispatch protocols, and response procedures to ensure closer 141
alignment with evolving community needs. As part of this initiative, the Department will pursue a patrol-focused response model that enables the rapid referral of lower-level calls to specialized response resources, while expediting patrol responses to high-priority calls. (City Council Goal 2, 4, and 5)

3. The Police Department will continue to leverage Quality Assurance Unit data to inform supervisory and management decision-making, enabling the strategic reallocation of patrol resources to reduce response times while sustaining and enhancing community safety and the public’s perception of safety. (City Council Goals 2)
142
Field Services
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $65,410,026 $73,438,454 $68,430,537
Operating 15,129,619 15,830,047 16,905,732
Capital 6,299 - -
Total $80,545,943 $89,268,501 $85,336,269
Sources of Funds
General Fund $60,690,296 $69,074,394 $66,715,431
Public Safety & Vital Services General Fund $18,978,755 $19,512,478 $17,579,209 Traffic Safety Fund $738,431 $681,629 $1,041,629
Supplemental Law Enforcement Fund $3,238 - -
PSVS Capital Outlay $6,299 - -
Equipment Management $128,925 - -
Total $80,545,943 $89,268,501 $85,336,269
143
Investigations
Function
Continue to work collaboratively with the Bakersfield community, other divisions, and allied agencies to conduct complete and thorough investigations, to be innovative and employ data-driven practices, and to proactively investigate, solve, and reduce crime.

FY 2025-26 Accomplishments
Robbery / Homicide Detail

1. Homicide detectives investigated 33 homicides in 2025. Detectives cleared 28 homicide cases for an 84% clearance rate. Three of the 2025 homicides were gang related. One additional cold case homicide from 2014 was cleared by arrest in 2025. (City Council Goal 2)

2. Homicide detectives participated in the continued development of the OVIP program and partnered with other local, state, and federal law enforcement agencies to reduce gun and gang violence throughout Kern County. (City Council Goal 2)

3. The Robbery/Homicide Detail has expanded its capabilities in utilizing digital evidence in criminal investigations and advanced DNA testing techniques. This has increased the department’s ability to solve homicides and other violent crimes. (City Council Goal 2) Special Victims Unit (SVU)

1. The Special Victims Unit (SVU) continued to have an active partnership with the Jess Diamond Assessment Center, the Child Death Review Board of Kern County, the Alliance Against Family Violence and Sexual Assault, Kern County Family Justice Center, and many other allied community and law enforcement agencies throughout Kern County. (City Council Goal 2)

2. SVU responded to 52 callouts, handled 59 walk-in cases, and investigated 1,472 sexual assaults and crimes against children. (City Council Goal 2)

3. SVU continued its involvement in the Central Valley Internet Crimes Against Children (ICAC) Task Force, a local chapter of a national network dedicated to the investigation of internet-based crimes against children and the prevention of child exploitation. (City Council Goal 2)

4. SVU continued its partnership with Valley Children’s Hospital and the Kern County Suspected Child Abuse Network (SCAN), the Forensic Peer Review team, and the Child Death Review Board. The purpose of these partnerships is to review incidences of suspected child abuse to identify and investigate avenues, as well as to connect victims with services for recovery. (City Council Goal 2)
144
Crime Scene Unit (CSU)

1. The Crime Scene Unit (CSU) received and processed 1,206 Service Requests in 2025, a 5.3% increase over 2024. (City Council Goal 2)

2. The Crime Scene Unit received 278 total callouts in 2025. Callouts include but are not limited to major crime scene incidents, including homicides, suicides, bank robberies, sexual assaults, and officer-involved shootings. This is a 33.7% increase over 2024. (City Council Goal 2)

3. The Crime Scene Unit’s Latent Print Examiners received 355 cases that contained latent prints lifted from a variety of crime scenes. In total, Latent Print Examiners entered 355 individual latent prints into the Automated Fingerprint Identification System (AFIS) database. Of the 556 Latent Prints entered into the AFIS system, a total of 137 hits were received. This constitutes a total of 38.6% hit rate. (City Council Goal 2) Grand Theft Auto (GTA) / Vehicle Burglary Detail

1. The Auto Theft Detail continued its active participation in the Kern County Auto Theft Task Force, supporting investigations into vehicle theft and conducting proactive enforcement operations. In 2025, the unit investigated 2,594 auto theft–related incidents. The task force recovered 202 occupied stolen vehicles and 431 abandoned stolen vehicles, identified 15 VIN switches, and dismantled four chop shops. Enforcement efforts resulted in 129 auto theft– related arrests, 32 non–auto theft arrests, the service of 95 arrest warrants, and the completion of 58 probation and parole searches. Additionally, 21 firearms were recovered, and the total value of recovered vehicles in 2025 exceeded $10,480,753. (City Council Goal 2)

2. The Auto Theft Detail also conducted compliance inspections at eight automotive repair businesses to ensure lawful operations. Although fourth-quarter statistics for 2025 have not yet been finalized, data from the first three quarters reflect a 24% reduction in reported vehicle thefts countywide compared to 2024, demonstrating measurable progress toward City Council Goal 2.

General Investigations Detail

1. The General Crimes Unit was created by combining the former Burglary Unit, Financial Crimes Unit, and Burglary Response Unit to improve efficiency and coordination in property crime investigations. In 2025, these functions were fully integrated into a single operational unit, allowing personnel to coordinate resources and investigative efforts across multiple case types. This unified structure enhanced collaboration among detectives and support staff, increased flexibility in case assignments, and supported more comprehensive investigative approaches in a variety of property crime investigations. (City Council Goal 2)

2. In 2025, detectives assigned to the General Investigations Unit investigated more than 2,900 cases encompassing a wide range of complex criminal matters. Throughout the course of these investigations, detectives obtained 110 search warrants and court orders to advance investigative efforts and secure critical evidence. Additionally, 15 search warrants were executed during coordinated field operations, resulting in significant investigative progress and contributing to successful case resolutions. (City Council Goal 2) 145

3. The General Crimes Detail continued its partnership with the Real Estate Anti-Fraud Advisory Coalition to deter, detect, and prosecute real estate fraud cases. This collaborative effort supported proactive information sharing, enhanced investigative coordination, and strengthened enforcement strategies aimed at protecting victims and maintaining the integrity of the local real estate market. (City Council Goal 2)

4. In 2025, the Burglary Response Unit (BRU) is staffed by three Police Service Technicians with defined and complementary responsibilities. Two Police Service Technicians are responsible for responding to residential and commercial burglary reports, conducting initial scene investigations, completing preliminary reports, and identifying investigative leads.

These technicians coordinate with General Unit Detectives to analyze crime trends, patterns, and similarities across offenses. The third Police Service Technician supports detectives during follow-up investigations by assisting with the identification, collection, and seizure of physical evidence. This operational structure enhances investigative continuity, improves information sharing, and strengthens burglary case outcomes. (City Council Goal 2) Digital Forensics Unit (DFU)

1. The Digital Forensics Unit (DFU) conducted forensic examinations on 1,576 cell phones, digital tablets, computers, and other devices. (City Council Goal 2)

2. The Digital Forensics Unit assisted HSI, USSS, FBI, Parole, KC Probation, SVU, and other local allied agencies on over 25 ICAC operations and gang suppression operations. (City Council Goal 2)
Warrant Detail

1. The Warrant Detail had 235 warrant service attempts with 212 felony warrants and 23 misdemeanor warrant arrests. The Warrants Detail conducted 81 in-state pickups and 10 out- of-state extraditions. (City Council Goal 2)
Narcotics/Suspicious Activity Reporting (SAR)

1. The Narcotics Detail continues to work with the DEA Task Force, the IRS Task Force, and the HSI Task Force to investigate drug trafficking organizations and individuals operating within the Greater Bakersfield area and throughout Kern County. In 2025, this unit executed 170 search warrants, which resulted in the seizure of 80 lbs. of methamphetamine, 5 lbs. of cocaine, 2 lbs. of fentanyl, and 1,166 lbs. of marijuana. The total street value of the drugs/narcotics seized in 2025 was $735,900.00. Total assets seized in 2025 were $339,255.01. The IRS Task Force conducted a very complex fraud/scam investigation, which resulted in 20 arrests and the recovery and future return of 1.5 million dollars to the victims, with approximately $500,000.00 being recovered and returned to local victims. Collaboration efforts include participation in the DEA Task Force, the IRS Task Force, and the HSI Task Force. (City Council Goal 2)
146
Organized Crime/Vice (OCV)

1. The OCV Unit continued its partnership with Homeland Security Investigations, Federal Bureau of Investigations, Kern County District Attorney’s office, and Kern County Probation Department to impact human trafficking and crimes involving commercially sexually exploited children and adults. The OCV unit conducted 149 human trafficking and prostitution investigations, as well as several joint operations with our federal and local partners. (City Council Goal 2)

2. The OCV Unit investigated more than 8 illegal gaming internet casinos, successfully closed 2 casinos and seized 10 gambling machines from these establishments. (City Council Goal 2)

3. The OCV Unit was awarded the ABC Alcohol Policing Partnership Program Grant in the amount of $75,000 in September of 2025 for the 2025-2026 fiscal year.

4. The OCV Unit conducted 25 massage parlor inspections/investigations and closed 10 illicit massage parlors. (City Council Goal 2)

5. The Bakersfield Police Department Permits Detail absorbed several responsibilities previously delegated to the Internal Affairs Division. The Permits Detail processed a total of 269 permits: 33 Firearms Sales Permits, four Private Patrol Operator Permits, 24 Temporary Promotional Permits, one Hotel and Lodging Permit, and one Shooting Permit, seven Adult Entertainment, six Bingo Permits, 26 Cabaret Permits, 41 Massage Establishments, and 47 Secondhand & Pawnbroker Permits. A total of 79 Concealed Weapons Permit applications were processed, including renewals. (City Council Goal 2) Organized Retail Theft (ORT)

1. The Organized Retail Theft Unit (ORT) was formed in February of 2023. The unit established partnerships with numerous local businesses and allied agencies regarding retail theft. To support this effort, the Department applied for and received a grant exceeding 6 million dollars to supplement resources, technology, and staffing to address the increasing challenges associated with such offenses. In 2025, the ORT unit made over 500 arrests, conducted over 100 blitz operations, filed over 207 complaints with the Kern County District Attorney, and recovered over 6057 assets valued at over $147,273.51. (City Council Goal 2) FY 2026-27 Goals

1. The Homicide Detail will seek to increase clearance rates and public trust through detective development and training, improved case management processes, increased use of technology, and sharing of information on active and unsolved cases with the community. (City Council Goal 2)

2. The General Crimes Detail will continue to work with REEAC (Real Estate Anti-Fraud Advisory Coalition) and attend monthly meetings. This partnership will assist in identifying the types of fraud taking place and the ever-changing tactics of the individuals perpetrating real estate-related crimes. The General Crimes Detail will continue to work closely and 147
collaborate with Community Relations to provide fraud and scam awareness and alerts (Fraud Friday) via social media. (City Council Goal 2)

3. The Narcotics Unit will continue to utilize advanced technology to identify and apprehend major narcotics traffickers in the greater Bakersfield area. The Narcotics Unit will continue to partner with the DEA, state and local agencies on major narcotics investigations, and other federal and local agencies to share information and resources towards the goal of suppressing narcotics activity. (City Council Goal 2)

4. The Organized Retail Theft Unit will continue to focus on organized retail theft through proactive operations, collaborations with other agencies, training, and follow-up of reported incidents. We will continue to refer eligible candidates to the Youth Diversion Program and align our enforcement efforts to reflect changes brought about by the passing of Proposition

36. (City Council Goals 2 &4)

5. Through the Alcohol Policing Partnership, OCV will conduct:
a. 8 Minor Decoy operations in the city of Bakersfield to ensure compliance and to prevent the sale of alcohol to minors.
b. 8 Shoulder Tap operations to prevent and deter citizens from purchasing alcohol for underage people.
c. Various Park operations, general enforcement operations as well as training for officers, and facilitated patrols and inspections of off-sale alcohol locations. (City Council Goal 1)

6. The Bakersfield Police Department Permits Detail will continue to work diligently to process incoming permit applications promptly, thoroughly vetting applicants, and working with local businesses to help improve the services and community vitality, as well as fiscal solvency. (City Council Goal 2)
148
Investigations
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $29,136,511 $29,273,881 $29,798,522
Operating 3,523,084 3,492,682 3,735,917
Capital 386,476 - -
Total $33,046,071 $32,766,563 $33,534,439
Sources of Funds
General Fund $26,241,061 $26,457,254 $25,919,548
Public Safety & Vital Services General Fund $6,394,250 $6,309,310 $7,614,891 Capital Outlay Fund $87,885 - -
PSVS Capital Outlay $298,591 - -
Equipment Management $24,285 - -
Total $33,046,071 $32,766,563 $33,534,439
149
Special Operations
Function
To protect life and property; reduce the quality of life-related calls for service by thoroughly evaluating and, as appropriate, referring community members to proper service providers. Reduce crimes and apprehend criminal violators; provide improved community engagement through a community policing model; provide support for specialized enforcement and operations, 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 2025-26 Accomplishments

1. The Special Enforcement Unit (SEU) serves as a vital component in the City’s overall goal of reducing gun violence. In addition to the day-to-day work completed by SEU staff, SEU is a crucial partner with the City of Bakersfield’s newly established Office of Violence Intervention and Prevention Program (OVIP). Through analytical data, intelligence driven enforcement, and strategic focus on the small number of individuals driving most violence within our community, the Special Enforcement Unit was instrumental in achieving a 20% overall reduction in shootings for 2025, following the 40% reported reduction seen in 2024.

In 2025, we experienced only 3 reported gang (group) related homicides. This represents a continued trend of significant success when compared to previous years and is the second year in a row we have experienced these marked decreases in incident numbers. These decreases are a direct result of a comprehensive deterrence strategy focusing on the reduction of gun and gang violence. (City Council Goal 2)
Additionally, SEU strengthened its robust partnership with OVIP and dedicated community- based organizations by assisting them in identifying those individuals who are at highest risk of becoming a victim or offender of gun violence. SEU worked with OVIP staff to intervene before an incident of violence occurred and/or deescalate conflicts by participating in community safety meetings. During these meetings, these individuals are informed of their specific risk and are offered services to improve their lives and direct them away from violence. (City Council Goals 2 and 4 and 5)

2. The Violent Criminal Apprehension Team (VCAT) members continue to serve as a vital part of the City’s efforts to reduce gun violence in our community. VCAT conducted thousands of hours of surveillance in attempts to locate wanted violent felons, and over 1000 hours assisting in investigations with the Special Enforcement Unit, Investigations Division, and Impact Unit. In addition to providing critical tactical support to other Divisions, VCAT continued to provide critical tactical training to BPD staff and allied agencies with over 150 hours of training provided. VCAT served/wrote 162 search warrants with over 50 firearms seized and over 100 arrests of violent criminal offenders within our community. (City Council Goal 2)
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3. VCAT continues to partner with the U.S. Marshal’s Service and Homeland Security Investigations and assisted in over 50 investigations and apprehensions. (City Council Goal 2)

4. The Special Operations Group (SOG), an entity within the Special Operations Division, assisted the Community Engagement Division with providing equipment and personnel demonstrations throughout the year. In 2025, units within SOG (SWAT, SRT, EOD, CNT, UAS, K9, & Tactical Dispatch) provided sixty-two (62) public demonstrations to show the equipment and personnel used to handle critical incidents within the City of Bakersfield. (City Council Goal 2)

5. Animal Control Field Services responded to and investigated 1237 animal cruelty and neglect cases. They also hosted five community vaccine clinics to provide low-cost vaccines and spay/neuter vouchers, ensuring community awareness of these programs. (City Council Goal 2)

6. Animal Control Field Services partnered with California All for Animals and United Animal Activists, who provided grant funding to support spaying and neutering efforts, particularly targeting animals contributing to overpopulation and pets owned by the homeless population.

Additionally, the grant funding provided dog houses and tethering systems for animals housed outdoors and exposed to inclement weather. This proactive effort promotes community engagement and accountability while reducing surrenders and confiscations. (City Council Goal 2)

7. Recognizing the growing needs of downtown, the BPD Impact Team maintained its coverage to provide consistent coverage seven days a week from 6:00 AM to 1:00 AM. This allowed for more code enforcement officers to ride alongside them, as well as additional rapid response teams to clear encampments and address urban challenges more efficiently. (City Council Goals 2, 4, and 5)

8. The Impact Team improved its trespass enforcement letter process, a critical tool for deterring crime and protecting downtown businesses and property owners. These letters allow officers to act on behalf of property owners 24/7, enforcing laws and addressing issues without requiring direct owner involvement. In 2025, 1723 trespass enforcement letters were authorized, demonstrating the team's proactive approach to maintaining safety and order. This is more than double the amount of trespass letters signed in 2024. Their efforts in crime reduction are evident Bakersfield Police officers assigned to the Impact Team made 4,393 arrests citywide in 2025. Their presence and swift action have played a key role in revitalizing the urban core, boosting confidence among business owners, residents, and visitors alike. (City Council Goals 2, 4, and 5)

9. The Community Vitality Unit was awarded a Prop 47 Grant through the Board of State and Community Corrections to fund intensive case managers. Each case manager provided outreach with a “high touch” approach to an average of 25 clients this year. The case managers developed relationships with individuals identified as high utilizers of police resources as well as those released from incarceration to reduce recidivism and the risk of homelessness. (City Council Goals 2, 4, and 5)
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10. In 2025, The Community Vitality Unit was nominated by the Greater Bakersfield Chamber of Commerce for the Urban Core award due to the collaborative efforts made between multiple city departments to improve the safety and sustainability of downtown Bakersfield.

The Community Vitality Unit was awarded the Regional Award of Merit for Local Government. This award honors programs, organizations, and individuals who make life in the Kern region better through innovative, cooperative efforts. (City Council Goals 1, 2, 4, and 5)
Traffic Section

1. The Traffic Division’s Major Collision Investigation Team (MCIT) accomplished thorough and complete investigations of fifty (50) fatal collisions and four (4) Critical Incidents. This is the second year in a row fatal collision decreased from the previous year. The Traffic Division added a second MCIT Senior Investigator position to process or assist with the most complex cases. One Hit and Run Investigator is MCIT qualified, and the second will be a fully trained MCIT investigator by the end of the year. The staffing change has resulted in an increase in the filing of serious felony offenses while allowing Traffic Officers to be available to conduct enforcement actions and respond to emergencies. (City Council Goals 2 and 4)

2. The Traffic Division oversaw the Redflex camera system operation in the City of Bakersfield.

The system noted 19,102 possible violations. Officers reviewed these cases and issued 12,402 citations for red light violations. The total number reviewed represented a decrease while the number of citations issued increased, showing an increase in efficiency of 4% over the previous year. (City Council Goal 2)

3. As a result of the performance of the Traffic Division and Business Office we were awarded over $500,000 in OTS grants for enforcement overtime, education, training and equipment.

We conducted 10 DUI Checkpoints, 56 DUI Saturation Patrols, and several other educational and enforcement events. Funding was secured for two (2) solar powered LED light trailers to modernize lighting equipment and decrease our environmental footprint. (City Council Goal 2 and 5)

4. The Traffic Division continues to deploy radar sign trailers and began to obtain relevant data related to speed enforcement. The signs collect large volumes of data including how fast vehicles are traveling and when, allowing the unit to have officers at identified problem locations when they will be the most effective while also acting as a visual reminder and deterrent. (City Council Goal 2 and 4)

5. The Traffic Division and the Motor Unit, with assistance from the Cadets and Volunteers, hosted the first ever Police Motor Competition with Motor Officers from around the state coming to Bakerfield to train and compete on challenging courses designed to increase the capability of the riders and decrease the number, and severity of officer-involved collisions.

The event showcased the city (Riverwalk Park) and the skill of the BPD Motor Unit, while building community engagement and raising awareness of traffic safety. The event raised enough money to fund future competitions and allowed the Traffic Division to donate $2,500 to MADD. (City Council Goal 2)
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6. The Traffic Division collaborated with the Kern County District Attorney’s Office, the CHP, and several other local agencies to conduct three (3) warrant sweeps targeting felony DUI suspects at large. The sweeps accounted for 80 arrests as well as several other suspects that turned themselves in the week following each sweep. (City Council Goal 2)

7. The Traffic Division updated the “A Life Interrupted Program” and conducted over 40 presentations targeted at teenagers and new drivers, driving home the consequences of impaired driving. (City Council Goal 2)
FY 2026-27 Goals

1. With assistance from the Special Enforcement Unit (SEU), the California Violence Intervention and Prevention (CalVIP) program expanded its capacity and capability significantly in the past two years. Because of the program’s success and impact on violence within our community, it has become a part of City services and is now known as the Office of Violence Intervention and Prevention (OVIP). The Special Enforcement Unit will continue our partnership OVIP along with other community-based organizations throughout the city to develop innovative and strategic techniques to combat gang violence within our community. (City Council Goal 2)

2. The Violent Criminal Apprehension Team (VCAT) will supplement the Special Enforcement Unit and Investigations Detail with strategic operations related to violent criminals and crimes involving a firearm, and gang-related offenses. VCAT will continue with its partnership with the U.S. Marshal’s Service, Homeland Security Investigations and other allied law enforcement agencies within Kern County. (City Council Goal 2)

3. The Impact Unit will continue addressing quality-of-life and chronic offender issues throughout the City of Bakersfield. Additionally, we will continue working collaboratively through the Community Vitality Unit to explore new and innovative ways to address the challenges faced by our community. (City Council Goals 2, 4, and 5)

4. Animal Control will continue collaborating with community stakeholders and state, county, and local organizations to address homelessness-related animal control issues. These efforts include a focus on reducing euthanasia rates while increasing live release instances. Animal Control will also continue providing spay and neuter education to residents, including the homeless population, to reduce calls for service related to stray, injured, and deceased animals. (City Council Goals 2, 4, and 5)
Traffic Section

1. Traffic enforcement is a critical component in promoting overall traffic safety in our community. The Redflex program has continued to refine their procedures and stands ready to expand without impacting officer staffing on the street. The Traffic Division has conducted extensive study and made recommendations for 11 additional red light camera systems to further reduce broadside collisions and increase safety. The MCIT unit continues to advance capabilities to increase the quality and timeliness of investigations, while making more officers available for daily enforcement. We will use grant funds, collision and crime data 153
analysis, and technology to target behaviors that contribute to traffic deaths involving speed, DUI, pedestrians, and bicyclists. (City Council Goal 2)

2. The Traffic Division has secured additional grant funding for collaborative enforcement and will partner with CHP, KCDA and other local agencies to further impact identified traffic issues within the City. (City Council Goal 2)

3. The Motor Unit will be conducting our second annual Police Motor Competition with Motor Officers from around the state coming to Bakerfield to train and compete on challenging courses designed to increase the capability of the riders. We will be adding a bicycle safety component this year to further promote bicycle safety and helmet usage. We will showcase the city (Riverwalk Park) and the skill of the BPD Motor Unit, while building community engagement and raising awareness of traffic safety. We hope to make another large donation to MADD as well as a second local charity to be named later. (City Council Goal 2)

4. The Traffic Division recently graduated four new motorcycle officers from POST Motor School, bringing us back to full complement. We will strive to continue to train and equip the motor program so that we can concentrate on enforcement on PCF violations and continue to expand as personnel and equipment become available. (City Council Goal 2)

5. Driving under the influence continues to be an issue. Statewide data indicates the trend is shifting from alcohol to drugs which creates new challenges. The Traffic Division will use available resources to send officers to Drug Recognition Expert (DRE) courses with the goal of having at least four (4) DRE’s by the end of 2025. (City Council Goal 2) 154
Special Operations
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $21,142,673 $21,621,505 $29,015,060
Operating 4,011,701 5,002,775 5,120,755
Total $25,154,374 $26,624,280 $34,135,815
Sources of Funds
General Fund $21,211,102 $22,759,567 $26,647,784
Public Safety & Vital Services General Fund $3,902,103 $3,864,713 $7,373,031 Traffic Safety Fund - - $115,000
Supplemental Law Enforcement Fund $778 - -
Equipment Management $40,391 - -
Total $25,154,374 $26,624,280 $34,135,815
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Training
Function
The Training Division is responsible for the recruitment, hiring, training, and development of qualified sworn and civilian personnel; the assessment and enhancement of employee performance; and the maintenance of organizational readiness. The Division’s work supports officer safety, public trust, and risk reduction through consistent training standards and performance-based evaluation. The Division delivers relevant, meaningful, and measurable training programs developed through collaboration with subject-matter experts, community stakeholders, and Department leadership.

Training priorities are informed by Department values, operational needs, and evolving legal and regulatory requirements, including those established under the California Department of Justice stipulated judgment.

FY 2025-26 Accomplishments
Recruiting, Hiring, and Training Section

1. The Training Division coordinated more than 85 pre-employment background investigations for the Police Department and Technology Services Department. This sustained critical staffing pipelines for public safety and essential services while maintaining established investigative standards in a competitive labor market. (City Council Goal 2)

2. In collaboration with the City of Bakersfield Human Resources Department, the Training Division continued to develop and implement recruitment and hiring strategies, tailoring processes to meet City guidance and goals while adapting to evolving operational and regulatory requirements. These efforts ensured compliance with regulatory requirements, including California POST and DOJ expectations, while supporting City-wide hiring objectives. (City Council Goals 2 and 5)

3. The Training Division facilitated more than 6,500 hours of instruction for Department personnel and regional criminal justice partners. Training delivery supported mandatory compliance requirements, skills maintenance, and performance enhancement while minimizing operational disruption. (City Council Goal 2)

4. The Training Division worked closely with the Performance and Analysis Division to develop training responsive to the requirements of the California Department of Justice stipulated judgment. This training was delivered through multiple formats and required innovation, attention to detail, and legal interpretation to ensure compliance while maintaining the high professional standards of the Bakersfield Police Department. (City Council Goals 2 and 4)

5. The Training Division delivered 45 sessions of POST-mandated perishable skills training (AO School), 48 briefing training sessions, and 39 additional classroom presentations, totaling more than 900 hours of training. Additionally, Division personnel provided remedial curriculum and training for 22 personnel in the areas of Defensive Tactics and Emergency Vehicle Operations. (City Council Goals 2 and 5)
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Police Academy

1. The Bakersfield Police Academy graduated 33 police officers in 2025. An additional 50 recruits are scheduled to begin the next Academy in April 2026, with graduation anticipated in October 2026. Each academy session delivers over 950 hours of instruction presented by academy staff, ensuring recruits are prepared for the demands of field training and patrol operations. (City Council Goal 2)

2. The Bakersfield Police Academy continued to operate as a model training program. The Commission on Peace Officer Standards and Training (POST) continued to reference the Bakersfield Police Academy as a model program for effective training operations, and regional law enforcement agencies have consistently requested placement for their recruits when capacity allows. California POST specifically recognized five Bakersfield Police Department Academy instructors as exemplary, and requested they participate in state-level program development. These requests reflect confidence in the Academy’s instructional quality and graduate readiness. (City Council Goal 2)

3. Upon graduation, 33 newly sworn officers participated in a community engagement initiative in partnership with the Healthy Rooms Project. Officers assisted with the renovation of bedrooms for at-risk youth, providing safe and supportive environments for learning and development. This initiative reinforced the Department’s commitment to community engagement, empathy, and service at the outset of each officer’s career. (City Council Goals 2, 4, and 5)

4. The Healthy Rooms Project continued to be successful, with Department personnel remodeling eight rooms and supporting 12 underprivileged children in the community, continuing to foster cross-disciplinary engagement and reinforcing shared responsibility for community-focused service. (City Council Goals 2, 4, and 5) FY 2026-27 Goals

1. In collaboration with the City of Bakersfield Human Resources Department, the Training Division will refine recruitment strategies and practices to align with the City’s evolving fiscal environment and workforce needs. (City Council Goal 2)

2. The Training Division will advance the expansion of Department training facilities, including:
·Finalize the classroom construction project at the Emergency Vehicle Operations Course (EVOC).
·Construct a Physical Training facility at the Police Academy. ·Collaborate with Risk Management and other City departments to continue development of a driving simulator training option comparable to the existing Force Options Simulator at Police Headquarters.
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These infrastructure improvements are intended to increase training capacity, improve realism and safety, and support long-term operational readiness. (City Council Goals 2 and 5)

3. Scheduled one police academy session that will span the FY 2025–26 and FY 2026–27 fiscal years, which continues to address and meet staffing needs while remaining cognizant of budgetary constraints. An additional academy session is tentatively scheduled to start in January of 2027. (City Council Goal 2)

4. The Training Division will continue to increase both the volume and scope of training delivered to Department personnel in alignment with the requirements of the California Department of Justice stipulated judgment. Training efforts will emphasize documentation, measurable outcomes, early identification of performance gaps, and continuous improvement. (City Council Goal 2)

5. The Training Division will collaborate with subject-matter experts and Department analysts to monitor performance trends and identify opportunities for preventative, maintenance, and remedial training. These efforts are intended to enhance individual and organizational performance, reduce risk, and promote accountability through proactive, data-informed training strategies. (City Council Goal 2)
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Training
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $6,159,872 $6,199,540 $6,333,574
Operating 3,402,690 2,603,932 2,770,045
Capital 13,098 - -
Total $9,575,660 $8,803,472 $9,103,619
Sources of Funds
General Fund $6,394,939 $5,605,125 $6,534,790
Public Safety & Vital Services General Fund $3,035,181 $3,198,347 $2,568,830 Supplemental Law Enforcement Fund $43,435 - -
PSVS Capital Outlay $102,105 - -
Total $9,575,660 $8,803,472 $9,103,619
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Support Services
Function
Provide administrative services to support the effective operation of the Department, including Police Records, Communications Center, Property and Evidence, Fleet, Facilities and Equipment, and Technology Development.

FY 2025-26 Accomplishments
Communication Center

1. The Communications Center processed a total of 651,784 telephone calls, including 247,129 9-1-1 calls. In addition, the Center received 14,303 Text-to-911 messages, providing an alternative means for the public to access emergency services. (City Council Goal 2)

2. The Communications Center processed 248,631 incidents through the Computer-Aided Dispatch (CAD) system, including 18,372 incidents classified as emergencies. (City Council Goal 2)

3. The Communications Center answered an average of 92.48% of all 9-1-1 calls within 15 seconds or less, exceeding the National Emergency Number Association guideline of 90% within 15 seconds. This reflects an improvement over last year’s performance of 90.85%. (City Council Goal 2)

4. The Communications Center handled 369 ShotSpotter activations, resulting in 313 calls for service. This represents a 34.24% decrease from the previous year. (City Council Goal 2)

5. The Communications Center processed 2,262 record requests, including audio recordings and CAD logs for court proceedings, internal investigations, civil and criminal subpoenas, and public records requests. (City Council Goal 2)

4. Kern Behavioral Health and Rehabilitation (KBHRS) clinicians assigned to the Communications Center handled 75% of incoming mental health crisis–related calls that otherwise would have required officer dispatch. (City Council Goal 2)

5. All Communications Center Supervisors, Police Dispatchers, and Police Call Takers completed Crisis Intervention Training (CIT) as per the Stipulated Judgement. (City Council Goal 2)
Fleet, Facilities, and Equipment Section

1. Fleet, Facilities, and Equipment completed several capital improvement projects, including the warehouse HVAC upgrade at the Police Property Room and the Storm Drain Improvement project at Police Headquarters. A modular classroom was completed at the Emergency Vehicle Operations Course (EVOC) site on Watts Drive, and Impact & Community Vitality was relocated to a newly remodeled space on Stockdale Highway. Construction of the Real 160
Time Information Center at Police Headquarters is currently underway. These projects are critical to supporting departmental operations and enhancing service delivery to the citizens of Bakersfield. (City Council Goal 2)

2. Fleet, Facilities, and Equipment supported the upfitting and deployment of more than 118 replacement and additional police vehicles across multiple platforms, including patrol, administrative, and specialized units, and other equipment. (City Council Goal 2)

3. Fleet, Facilities, and Equipment acquired and issued required equipment to 52 police officers and 11 newly hired civilian personnel. (City Council Goal 2)

4. In coordination with the Technology Services Division, Fleet, Facilities, and Equipment completed the replacement and installation of 409 mobile radios and antennas in police vehicles as part of the Radio Tower project. An additional 91 vehicles received antenna installations under this project. (City Council Goal 2) Property Room

1. The Property Room submitted 226 items to Propertyroom.com for auction, generating $12,446.91 in revenue for the City of Bakersfield. (City Council Goal 2)

2. A total of 126 items were donated to charitable organizations, reinforcing positive community engagement. (City Council Goal 2)

3. Implemented a firearms management project that is increasing available space in the property room. As a result, 244 firearms were returned to their rightful owners, reinforcing quality of service and positive customer experiences. (City Council Goal 2)

4. Implemented a formal tracking system using statistical record-keeping methods to measure and analyze key workload and productivity data. (City Council Goal 2)

5. Expanded public service hours from 12 to 36 per week and implemented live call answering in place of automated phone systems, significantly improving public access and customer service for property retrieval. (City Council Goal 2)

6. Facilitated routine disposal of backlogged adjudicated case evidence, improving operational efficiency and storage capacity. (City Council Goal 2)

7. Implemented a narcotics disposal initiative that resulted in the preparation of more than 1,000 pounds of illicit drugs for destruction. (City Council Goal 2) Records Section

1. The Records Section processed the following (City Goal 2):
a. 39,013 General Offense reports and 15,022 arrest bookings b. 7,396 online reports from citizens
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c. 1,624 court-ordered sex, arson, drug, and gang registrants d. 5,143 impounded vehicle releases
e. 33,022 subpoenas for a court appearance
f. 12,450 records requests and released 49,123 records

2. Handled 19,801 in-person lobby contacts, supporting timely service delivery to the public. (City Council Goal 2)

3. Reviewed 58,649 Body Worn Camera videos, 63,632 Axon/DIMS photos, and 98,945 Axon videos for release. (City Council Goal 2)

4. Implemented new artificial intelligence redaction software to streamline public records processing across reports, paper files, body-worn camera footage, and photographs— improving efficiency and turnaround times). (City Council Goal 2)

5. Successfully implemented a NIBRS (National Incident-Based Reporting System) Unit, consisting of three full-time employees, to enhance quality control in police reports and improve the accuracy of statistical reporting. (City Council Goal 2)

6. Consistently maintained an average error rate of 2.3%, with a year-end improvement to 0.92% under the FBI’s National Incident-Based Reporting System (NIBRS). (City Council Goal 2)

7. Expanded public service hours from 35 to 45 per week and implemented live call answering in place of automated phone systems, improving customer service and public accessibility. (City Council Goal 2)

8. Successfully completed the purge of all paper copy reports and related materials in accordance with the city’s current records retention policy. (City Council Goal 2)

9. Successfully processed, redacted, and released over 90 SB 1421–related records—many exceeding hundreds of pages—supporting transparency and compliance. (City Council Goal 2)
Technology Development Section

1. Expanded the Police Department’s existing Flock camera network as part of the implementation of the department’s Real Time Information Center, which is currently in progress, to help prevent crime, provide evidence, and improve public safety. There were forty CCTV cameras installed at intersections throughout the city. (City Council Goal 2)

2. Reallocated existing computer assets to support the startup of the Real-Time Information Center, maximizing resource utilization, improving cost efficiency, and minimizing downtime while awaiting new equipment. (City Council Goal 2) 162

3. Fostered growth within the Technology Development Unit by expanding industry knowledge and pursuing relevant education through seminars, conferences, and strategic networking with industry leaders, experts, vendors, and agency counterparts. (City Council Goal 2)

4. Prepared and deployed an updated build of the department’s Mobile Data Terminal (MDT) program to a new version, coordinating with the City’s Technology Services Department to implement across all MDCs. (City Council Goal 2)

5. Successfully replaced over 800 handheld radios in support of the Regional Radio Project, ensuring accurate inventory control by updating old and onboarding new equipment into the inventory management system. (City Council Goal 2)

6. Successfully coordinated the deployment of essential technology resources for academy recruits and graduates. This included issuing training MDCs and cellphones to 77 recruits across two academies, assigning production MDCs to 52 graduates, and deploying 104 body- worn cameras with approved uniform mounts. Digital evidence management accounts were established for all graduates, and in-person training was provided to ensure proper use of body-worn cameras and compliance with digital evidence procedures. (City Council Goal 2)

7. Configured Zello for First Responders as a backup communications platform to ensure continuity during emergencies or radio system outages. All radio-assigned personnel and Communications Center staff were onboarded to the system, enabling uninterrupted communication between field units and dispatch in the event of a primary system failure. (City Council Goal 2)
FY 2026-27 Goals
Communications Center

1. Continue to meet or exceed NENA standards by answering at least 90% of all 9-1-1 calls within 20 seconds or less. (City Council Goal 2)

2. Increase recruitment and retention of Police Dispatchers to improve response capability, meet growing public demand, and support overall public safety. (City Council Goal 2)

3. Update and enhance the Communications Training Manual to support consistent training standards. (City Council Goal 2)

5. Complete the Communications Center Standard of Operations Manual to enhance and complement the updated Communications Training Manual. (City Council Goal 2)

6. Revamp the existing training program to align procedures with current operational standards, modernize workflows, and eliminate outdated processes—supporting consistency and efficiency. (City Council Goal 2)

6. Continue collaborating with CalOES to complete the Center Premise Equipment (CPE) upgrade. (City Council Goal 2)
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7. Implement a new 9-1-1 phone system to enhance reliability and service delivery. (City Council Goal 2
Fleet, Facilities, and Equipment

1. Develop proficiency in METR to enhance tracking and management of assets within the Fleet, Facilities, and Equipment Unit. (City Council Goal 2)

2. Continue revitalization and repurposing of areas at headquarters, including the Communications Center, Real-Time Information Center, and Elevator Modernization project.

Continue improving the academy with related projects, including the addition of an Academy PT building. (City Council Goal 2)

3. Enhance employees' knowledge through training and cross-training within the unit to build depth of expertise across the unit. (City Council Goal 2) Records Section

1. Complete the Records Unit procedural manuals and standard operating procedures to include processes for all Records sub-units, Senior Police Records Clerk responsibilities, Records Supervisor duties, and core unit operations. This effort will promote consistency, accuracy, and operational effectiveness across the unit. (City Council Goal 2)

2. Successfully complete the digital component of the Records purging project to ensure all electronic reports are reviewed and purged in accordance with the department’s current retention policy. (City Council Goal 2)

3. Continue to maintain an error rate below 2%, ensuring compliance with the FBI’s National Incident-Based Reporting System (NIBRS). (City Council Goal 2)

4. Complete the full implementation of a new warrant issuance protocol for sex registrants who are out of compliance. (City Council Goal 2)

5. Maintain an error rate below 2%, ensuring compliance with the FBI’s National Incident-Based Reporting System (NIBRS). (City Council Goal 2)

6. Successfully complete the redaction and release of all remaining SB1421-related paper/document portions of requests, to include adding them to the current Transparency Page.

7. Continue to enhance online reporting standards by ensuring timely report approvals, improving report accuracy, and increasing overall citizen satisfaction. (City Council Goal 2)

8. Transition transcription duties to the new NIBRS team to reduce errors and improve accuracy across reports, statistical data, and overall reporting. (City Council Goal 2) 164
Property Room

1. Establish a routine narcotics disposal plan to reduce property room congestion, improve accountability, and ensure timely destruction of seized drugs. (City Council Goal 2)

2. Complete the firearms reorganization and implement standardized storage and disposal practices to improve efficiency, accountability, and compliance. (City Council Goal 2)

3. Transition Tiburon data transfers to Versadex for cold case, sexual assault, and OIS cases to improve data accessibility and case management. (City Council Goal 2)

4. Implement automated case management to improve the efficiency and consistency of case disposal review and execution. (City Council Goal 2)

5. Coordinate the mass disposal of stored marijuana to reduce inventory. (City Council Goal 2) Technology Development Section

1. Evaluate all services and assets to identify and recommend cost-saving opportunities that support operational efficiency and fiscal responsibility to the Command Staff. (City Council Goal 2)

2. In coordination with the City’s Technology Services Department, replace the remaining cameras from the Leverage CCTV system that is to be decommissioned. New cameras will be added to Technology Services’ Ocularis system, making them available as feeds in our Flock system. (City Council Goal 2)

3. In coordination with vendors and the City’s Technology Services Department, export data from the on-premises digital evidence management system to the current cloud-based system to consolidate in one location. This will allow the on-premises servers to be decommissioned and improve data accessibility, bringing it all into one location. (City Council Goal 2)

4. Continue to transfer inventory data into the newly acquired inventory system to better track and manage assets within the Technology Development Unit. (City Council Goal 2) 165
Support Services
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $10,068,203 $12,049,775 $11,771,986
Operating 5,700,637 5,624,924 5,425,946
Total $15,768,840 $17,674,699 $17,197,932
Sources of Funds
General Fund $9,645,556 $11,200,952 $11,314,178
Public Safety & Vital Services General Fund $5,727,761 $6,473,747 $5,883,753 Capital Outlay Fund $43,417 - -
PSVS Capital Outlay $134,351 - -
Equipment Management $217,754 - -
Total $15,768,840 $17,674,699 $17,197,932
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Community Engagement
Function
Prioritize a community-centered approach to public safety by integrating problem-solving, fostering partnerships, and organizing effectively; identifying root causes, utilizing data analysis, and implementing targeted strategies to prevent and reduce crime.

FY 2025-26 Accomplishments
Community Relations Unit

1. The Community Relations Unit continued to provide successful community awareness programs and events, including neighborhood watch, business watch, and child safety education classes. During this fiscal year, the division hosted six community meetings, one for each of the six designated police zones. Each meeting provided an overview of BPD’s intent to further partner with residents and the resources available to support that effort. The Zone Representative program was introduced, and 10 zone representatives were recruited.

The Zone Representative outreach was established to facilitate ongoing communication with residents in the six police zones. (City Council Goal 2)

2. Volunteers – The Bakersfield Police Department has two volunteer groups comprised of over 60 members. This last year, the complement of Cadets was 37, who performed over 7,700 hours of volunteer work. The Citizen Volunteer unit comprised 23 volunteers who performed over 4,300 volunteer hours this year. (City Council Goal 2)

3. The Youth Diversion Program provides a structured community-based alternative to formal juvenile justice processing. This program was designed to emphasize accountability, positive youth development, and early intervention while maintaining public safety and officer discretion. The program allows officers and supervisors to intervene early, redirecting eligible youth toward constructive outcomes rather than formal adjudication. In 2025, thirteen (13) youth were actively enrolled in the program, receiving individualized support and guidance designed to address behavior, strengthen decision-making skills, and reduce the likelihood of future system involvement. The program incorporates experiential civic engagement opportunities, including mock trials conducted in real courtroom settings with sitting judges. Approximately twenty (20) additional youth from the community volunteered as jurors and attorneys, gaining firsthand exposure to the justice system, civic responsibility, and leadership roles. This dual-pronged approach supports both diversion-eligible youth and broader community education, reinforcing the Department’s commitment to prevention, mentorship, and long-term community trust through meaningful youth engagement. (City Council Goal 2)

4. The Bakersfield Police Department’s Junior Police Academy (JPA) is a community engagement and youth development initiative designed to build trust, promote early intervention, and foster positive relationships between law enforcement and the next generation. In 2025, 250children from across Bakersfield graduated from this structured eight-week program, hosted at four strategically located sites throughout the city to ensure 167
broad and equitable access. Through hands-on activities, team-building exercises, and age- appropriate exposure to law enforcement principles, participants gain a deeper understanding of civic responsibility, respect, and personal accountability. By connecting officers with young people in a positive, supportive environment, the program serves as an early intervention tool that helps guide youth toward constructive choices while strengthening relationships with families and neighborhoods. (City Council Goal 2)

5. The eighth annual “HalLAWeen” event was held in October at the Bakersfield Police Department with nearly seven thousand community members attending. The attendees who participated were able to meet many staff members of the Bakersfield Police Department and other city staff employees. This year’s event included City Hall South and members from different city departments. Truxtun Avenue between Chester and H Street and Eye Street between 17th and 15th Street were closed to vehicle traffic for safety purposes. The safety plan was updated and included some logistical changes that improved the overall flow of the event. Those attending the event still had a wait time but expressed their appreciation for the increased safety efforts. Many community partners participated in this event and further demonstrated the Police Department’s ongoing effort to be a community-focused agency. (City Council Goal 2)

6. National Night Out was held in August and was mobile. The Community Engagement Vehicle was utilized to move the event through four police zones in Bakersfield. The event was changed back to August, due to the many events that conflicted with scheduling this event in October. Reducing the amount of unit participation helped reduce the costs. Many citizens of Bakersfield attended and were able to interact with Bakersfield Police Department Staff, engage in conversation about police/community issues, and develop rapport and relationships.

This event is a yearly event and is focused on building and strengthening police/community relations. (City Council Goal 2)

7. The second annual Faith in Blue event was held in October of this fiscal year. This national campaign is a collaborative effort to partner with faith-based organizations to build relationships and enhance continued dialogue regarding policing processes. The Bakersfield Police Department partnered with Our Lady of Guadalupe in our Metro Zone and The People’s Missionary Baptist Church in our Valley Zone. (City Council Goal 2)

1. The Bakersfield Police Department hosted several community events that are ongoing efforts to provide outreach to the community. They are listed as follows (City Council Goal 2):
a. Community Day in the Park
b. National Night Out (Mobile)
c. BPD Summer Nights – East Bakersfield
d. BPD Summer Nights – West Bakersfield
e. Faith in Blue – Partnered with St. Elizabeth Ann Seton and Valley Bible Church f. HalLAWeen
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g. Zone Meetings – 1 in each of the 6 police zones

2. The Bakersfield Police Department piloted the Data-Informed Community Engagement model with a special project in the Union Avenue Corridor. This model was implemented to address ongoing quality-of-life issues and crimes. The first step was to analyze crime patterns using Risk Terrain Modeling to identify key neighborhoods and areas with a high risk of violence. This same type of effort was replicated with other ongoing projects located in our Hill Zone, where residents were heavily impacted by off-roaders, traffic safety hazards, and illegal discharge of firearms. As well as the Sunrise Apartment Complex, which had a long history of crime impacting on the residents and the surrounding area. Through coordinated efforts between specialized units and other city resources, with directed place-based interventions of activities, services, and education. (City Council Goal 2)

11. The School Resource Officer (SRO) program was expanded to 8 officers assigned throughout the Bakersfield school districts, including Kern County Superintendent of Schools, Bakersfield City School District, Panama-Buena Vista School District, Rosedale Union School District, Fruitvale School District, and Greenfield Union School District. The department is actively looking for opportunities to expand the program. SRO officers routinely attend SARB meetings and conducted numerous “truancy” sweeps during 2025.

SRO officers assisted city schools with calls for service, mentoring of students, and numerous outreaches involving giveaways in some of our lower economic areas of town. The SRO program has been instrumental in the success of the Junior Police Academy and the Youth Diversion Program. (City Council Goal 2)
FY 2026-27 Goals

1. The Community Engagement Division will enhance the processes of meaningful community engagement by strengthening existing crime reduction strategies such as DICE. As well as further developing new outreach methods to connect with our diverse community. (City Council Goal 2)

2. The Community Engagement Division will maintain the Bakersfield Police Citizen Volunteers and Cadets program. These volunteers assist with park patrols, traffic control at special events, and monitoring public safety camera systems. (City Council Goal 2)

3. The Community Engagement Division will continue collaborating with the Bakersfield Police Activities League (PAL) to provide a variety of prevention and intervention programs for all children. This includes maintaining weekly girls’ development programs and Boys Social program. These initiatives help youth develop leadership skills, strong communication, and positive attitudes through mentorship. (City Council Goal 2)

4. The Community Engagement Division will actively use survey responses to engage community members who have interacted with the Bakersfield Police Department. This outreach effort strengthens community relationships and fosters meaningful engagement opportunities. (City Council Goal 2)
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Community Engagement - Community Relations
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $2,169,883 $1,941,160 $3,266,269
Operating 86,974 106,891 116,509
Total $2,256,857 $2,048,051 $3,382,778
Sources of Funds
General Fund $1,249,915 $1,076,737 $1,852,867
Public Safety & Vital Services General Fund $1,006,942 $971,315 $1,529,911 Total $2,256,857 $2,048,051 $3,382,778
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Community Engagement - SRO
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $1,125,223 $1,350,093 $1,246,486
Operating 8,478 108,330 106,957
Total $1,133,701 $1,458,423 $1,353,443
Sources of Funds
General Fund $1,133,701 $1,408,423 $1,303,443
Public Safety & Vital Services General Fund - $50,000 $50,000 Total $1,133,701 $1,458,423 $1,353,443
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Performance & Analysis
Function
Provide data-driven insights and strategic analysis to enhance organizational and operational efficiency and decision-making, fostering success for all department stakeholders.

FY 2025-26 Accomplishments
Quality Assurance Unit (QAU)

1. QAU continued executing a comprehensive plan for the Department’s responsibilities as part of the DOJ Stipulated Agreement, including significant progress in key areas, including use of force, personnel complaints, crisis intervention, and search and seizure-related paragraphs. (City Council Goals 2 and 5)

2. QAU continues to manage and develop oversight and accountability processes of the organization to better integrate data-driven accountability in high liability areas (e.g., use of force, high-speed driving, racial profiling, and statutory compliance) with the day-to-day management of the Department’s various units. (City Council Goals 2 and 5)

3. QAU further expanded its training roles and influence, educating employees and managers on business intelligence work products to aid in executive and command strategic and tactical decision-making to improve organizational performance in several vital areas. (City Council Goal 2 and 5)

4. QAU helped the department integrate additional data-driven, intelligence-led, and evidence- based policing strategies across our jurisdiction through the continued gathering, analysis, and distribution of important organizational data to inform policy, procedure, and sound practice. (City Council Goals 2 and 5)
Crime Analysis Unit

1. CAU, shifting its focus from tactical intelligence to organizational crime analysis, developed timely, relevant, and accurate analysis products to aid organizational decision-making and improved uptake. (City Council Goals 2 and 5)

2. The Bakersfield PD Real Time Information Center (RTIC) became operational. The introduction of an RTIC will improve rapid response to assaults, robberies, and gang violence, advance investigations and proactive response to property crimes, burglaries, and vehicle thefts, as well as reduce response times and improve the allocation of resources. (City Council Goals 2 and 5)

3. CAU further integrated Risk Terrain Modeling (RTM) into the Department’s crime prevention and reduction strategy in FY 25-26, leveraging geospatial analysis to identify high- risk areas and predict future crime hotspots. This approach has enhanced our ability to assess environmental risk factors, such as vacant buildings and high-density establishments, and target interventions more effectively. In collaboration with the development of the Data- 172
Driven Interventions for Community Engagement (DICE) framework, RTM represents a more proactive and resource-efficient approach to crime prevention and improved public safety across the community. (City Council Goal 2 and 5) Employee Wellness

1. With the assistance of community partners, three additional Wellness spaces were completed in this fiscal year.
a. Thanks to a partnership with Kern Christian Center, 4701 Gosford Road, all Bakersfield PD employees have access to a secure, 24-hour climate-controlled wellness space on the west side of Bakersfield. The facility has dedicated restrooms, a kitchen, several workspace areas, and a library of resources for employee wellness. (City Council Goals 3 and 4)
b. Thanks to a partnership with the Kern County District Attorney, all employees of the Bakersfield PD now have access to a secure space at 1415 Truxtun Avenue. This private room is intended to serve as a secure waiting area for employees who have responded to Kern County Superior Court as part of their official duties. The room is outfitted with a conference table, reclining furniture, a television, a library, and refreshments. (City Council Goals 3 and 4)
c. The Wellness Coordinator worked with internal partners to create a dedicated wellness space for employees who work at 4550 California Avenue. A dedicated room was outfitted with recliners, a library, a television, and stocked with refreshments. (City Council Goals 3 and 4)

2. The Wellness Coordinator successfully scheduled the first Bakersfield Police Department Wellness Symposium. The event featured numerous guest speakers and wellness resources, all focused on ways to improve the overall health and wellness of BPD employees. (City Council Goal 2 and 5)

3. The Bakersfield PD was the recipient of the Law Enforcement Mental Health and Wellness Act Grant. This grant allows all employees and their families access to clinical resources. The grant also provides funding for a professionally trained Critical Incident Liaison. (City Council Goals 3 and 4)
FY 2026-27 Goals
Quality Assurance Unit (QAU)

1. QAU will continue to work with the monitoring team and COB to implement the integrated project strategy for continuing to execute the requirements of the Stipulated Agreement while promoting the improvement of policing capabilities and outcomes across the city. (City Council Goals 2 and 5)

2. QAU will continue to improve oversight and accountability capabilities to ensure ideal compliance at the field level while improving the structures of those mechanisms to make 173
them more user-friendly and accessible by the lowest supervisory level possible. Specific areas of improvement will focus on Stop Reports, Vehicle Speed, BWC, stipulated judgment- related tasks, and use of force supervision and oversight. (City Council Goals 2 and 5)

3. QAU will continue to expand the Department’s ability to make data-driven, evidence-based decisions by helping to expand data literacy, quality control, and metrics, while putting important, timely data in digestible and practical formats in the hands of executives, managers, and supervisors. (City Council Goal 2)

4. QAU will work to develop an organizational structure for program and problem analysis.

Focusing on the analysis and evaluation processes will better inform decision-making both internally and externally. Developing Department-wide efforts like program analysis and problem-oriented policing-centric principles and their related reviews as part of the Department’s overall decision-making will allow executives and managers to make vital performance assessments and strategic and fiscal decisions quickly, more precisely, and confidently. (City Council Goals 2 and 5)
Crime Analysis Unit (CAU)

1. CAU will continue to grow its capacity and capabilities to provide both timely, reliable, and accurate crime analysis products in various formats to aid in the achievement of strategic and tactical department goals. (City Council Goal 2 and 5)

2. CAU will incorporate Risk Terrain Modeling into its capabilities to help focus enforcement efforts on locations where crime occurs as well as to help inform data-driven community engagement in places where crime occurs and to help inform the best strategies, enforcement or otherwise, to combat and deter crime. (City Council Goal 2 and 5)

3. CAU will continue to invest in education and professional development of its analyst staff to better serve the Department’s stakeholders and work toward its longer-term goals of developing advanced intelligence and analysis capabilities and becoming an elite analysis unit. (City Council Goal 2)

4. CAU will continue to develop and integrate Real-time, technology enhanced policing strategies into the Department’s police response model to both improve police response efficiency and improve outcomes, while amplifying the deterrence and reduction of crime in Bakersfield. (City Council Goals 2 and 5)
Employee Wellness

1. Under the Wellness Coordinator, the Wellness Team will continue to educate employees about various wellness programs and services available to them. The Wellness Team will continue shaping a culture within the organization that encourages officers and professional staff to participate in their own personal wellness programs. (City Council Goal 2)

2. The Police Department received a grant to expand employee wellness-related activities and programs. This funding is planned to support wellness activities and programs through September 30, 2027. (City Council Goal 5)
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3. Employee wellness personnel will continue to work with Risk Management and Human Resources to build and adequately vet additional resources that can be used by employees.

This includes training resources, clinical resources, and community resources. (City Council Goal 2 and 4)
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Performance Analysis - QA
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $3,607,373 $3,709,384 $4,056,117
Operating 66,407 73,888 70,621
Total $3,673,780 $3,783,272 $4,126,738
Sources of Funds
General Fund $1,688,939 $1,669,113 $2,022,937
Public Safety & Vital Services General Fund $1,984,841 $2,114,159 $2,103,801 Total $3,673,780 $3,783,272 $4,126,738
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Performance Analysis - Wellness
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $301,778 $333,756 $324,831
Operating 71,962 72,004 72,063
Total $373,741 $405,760 $396,894
Sources of Funds
General Fund $71,962 $82,680 $82,680
Public Safety & Vital Services General Fund $301,778 $323,080 $314,214 Total $373,741 $405,760 $396,894
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Fire Services
178

CHIEF OF DEPARTMENT

FIRE CHIEF

OPERATIONS

DEPUTY FIRE CHIEF

SUPPORT SERVICES

DEPUTY FIRE CHIEF

BATTALION
1 & 2
Battalion
Chief
(6)

TRAINING

DIVISION
Battalion
Chief
(1)
Fire Captain
(60)
Fire Engineer
(60)
Firefighter
(60)
Fire Captain
(3)
Secretary II
(1)
ARSON

DIVISION
Battalion
Chief (1)
Captain (3)

PERSONNEL

SERVICES
Human
Resources
Labor
Personnel
Suppression

SPECIAL

RESPONSE
TEAM

ASSIGNMENT

EMERGENCY
COMM. CTR

SUPERVISING

DISPATCHER
(2
Fire Dispatcher II
(10)

MAINTENANCE

DIVISION
GEN. SERVICES

FIRE PREVENTION

DIRECTOR
USAR
Regional Task
Force 11
Fire Department
Operations Center
DOC
Hazardous
Materials
Team - Type 1

COMMUNITY SERVICES

FIRE SUPPORT
STAFF

FISCAL OFFICER
II
(1)
Admin Analyst
(1)
Payroll Tech
(1)
Accounts
Payable Clerk
(1)
Fire Services
DATA

MANAGEMENT
Image
Trend
Quality
Assurance

FLEET EMERGENCY

MEDICAL

SERVICES
Paramedics
(20)

PERSONNEL

SERVICES
Human
Resources
Labor
Personnel
ECC
Grant
Manager
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Fire Department
Function
To protect, engage, and inspire a safe community through all-hazard response and community risk reduction while delivering legendary customer service.

FY 2025-26 Accomplishments

1. Secured grant funding through the State Homeland Security Grant Program (SHSGP) and Pacific Gas and Electric Grants Program to acquire fire shelters, a side-by-side off-road vehicle, and thermal imaging cameras. (Council Goal 5- Innovative and Efficient City Government).

2. Maintained awareness of residential and commercial build-out, population statistics, and funding options for future fire protection needs. (Council Goal 5- Innovative and Efficient City Government).

3. Utilized grant funding and other alternative methods to develop and train personnel and specialized units as state-certified Master Mutual Aid response resources including BFD Type 1 Hazardous Materials Team, BFD Type 1 Urban Search and Rescue Team (RTF) 11, and Type 2 River and Flood Rescue Team. (Council Goal 2- Safety and Resilience).

4. Continued Fire Department-wide training in the operational capabilities of the Fire Department Operations Center (DOC) to enhance city-wide emergency response capacity, and assisted other COB departments in preparing for complex, large-scale urban emergencies and disaster scenarios. (Council Goal 5- Innovative and Efficient City Government).

5. Continued to identify and resolve Fire Department-wide deferred maintenance as well as infrastructure repair and rehabilitation issues. (Council Goal 3- Reliable Infrastructure).

6. Deployed thermal imaging cameras to every firefighter, improving situational awareness, firefighter safety, and operational efficiency. (Council Goal 2- Safety and Resilience)

7. Graduated ten (10) firefighters from the 2025 recruit fire academy. (Council Goal 2- Safety and Resilience).

8. Developed the ImageTrend incident reporting system to support department-wide apparatus maintenance reporting and tracking. (Council Goal 2- Safety and Resilience).

9. Placed one (1) new fire engine and one (1) fire truck in service. (Council Goal 2- Safety and Resilience).

10. Refined the fire service fees process. (Council Goal 5- Innovative and Efficient City Government).

11. Promoted one (1) Deputy Chief, one (1) Battalion Chief, two (2) Captains, and six (6) Engineers.
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12. Hired one (1) plans examiner, and two (2) fire inspectors. (Council Goal 2- Safety and Resilience).

13. Deployed personnel and resources to support Master Mutual Aid responses during large- scale incidents outside the City of Bakersfield. (Council Goal 2- Safety and Resilience). 181
Fire Department

Actual Adopted Proposed
FY25 FY26 FY27
Divisions:

Fire Administration $2,790,455 $3,123,046 $3,450,861
Fire Safety Services 3,533,353 4,486,093 4,620,194
Fire Suppression 60,017,883 62,794,266 68,762,157
Total $66,341,691 $70,403,406 $76,833,212
Sources of Funds:

General Fund $56,824,983 $60,021,736 $66,045,727
Public Safety & Vital Services General Fund 6,789,510 7,636,113 7,646,610 Capital Outlay Fund 112,445 - -
PSVS Capital Outlay 308,611 177,000 391,000
Equipment Management 198,390 - -
CUPA Fund 2,107,752 2,568,557 2,749,876
Total $66,341,691 $70,403,406 $76,833,212
Full Time Employees:

Fire Administration 9.63 9.43 7.63
Fire Safety Services 24.37 26.57 27.37
Fire Suppression 197.00 195.00 190.00
Total 231.00 231.00 225.00
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Fire Administration
Function
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; collaborate with the other City of Bakersfield departments.

FY 2025-26 Accomplishments

1. Completed one Deputy Chief exam, one Fire Captain exam, and one Firefighter recruitment academy; completed Bakersfield College Firefighter I Academy; coordinated California State Chief Officer and Fire Officer courses; facilitated various interagency drills and training sessions. (Council Goal 5- Innovative and Efficient City Government).

2. Continued to revise, update, and initiate various inter-agency working agreements, including those with the Kern County Fire Department and Bakersfield College, that increase efficiency, reduce duplication of services, provide cost savings, and promote collaboration in training and emergency response. (Council Goal 5- Innovative and Efficient City Government).

3. Deployed grant-funded equipment from the State Homeland Security Grant Program (SHSGP), PG&E, and the San Joaquin Air Pollution Control District for use on local and statewide mutual aid responses. (Council Goal 5- Innovative and Efficient City Government).

4. Continued to administer and pursue State Homeland Security Grant (SHSGP), Assistance to Firefighters Grant (AFG), and other alternative funding in general, to achieve Council Goals. (Council Goal 5- Innovative and Efficient City Government).

5. Continued to update Fire Department protocols, including Rules and Regulations, Department Policies, Recruit Firefighter Manuals, Probationary Firefighter Manuals, and other foundational, guiding operational, and administrative Fire Department documents. (BFD Strategic Plan).

6. Maintained Fire Department social media sites and processes, including Facebook, Instagram, and Twitter sites to improve community messaging. (BFD Strategic Plan).

7. Added detailed information to the department’s pre-incident planning program to provide firefighters with better data to support informed decision-making and enhance operational efficiency and safety. (Council Goal 5- Innovative and Efficient City Government). 183
FY 2026-27 Goals

1. Continue to pursue and administer grant opportunities for necessary equipment and training. (Council Goal 5- Innovative and Efficient City Government).

2. Continue to evaluate fire growth fees for area developers and a First Responder fee for cost recovery. (Council Goal 5- Innovative and Efficient City Government).

3. Continue to monitor residential and commercial build-out and population statistics city- wide to evaluate future fire and EMS needs. (Council Goal 2- Safety and Resilience).

4. Continue National Incident Management System (NIMS) and Standardized Emergency Management System (SEMS) training to retain mandated compliance for Fire Department and City of Bakersfield employees. (Council Goal 5- Innovative and Efficient City Government).

5. Continue to develop Fire Department social media sites, maintain the Fire Department website, collaborate with TS to launch a data dashboard, and work to increase community outreach and public education efforts. (BFD Strategic Plan).

6. Leverage technology to improve operational efficiency, enhance situational awareness, and strengthen firefighter and public safety through the implementation of modern tools, data, GIS systems, and communication platforms.

7. Continue updating Fire Department protocols and other guiding operational and administrative Fire Department documents, forms, and manuals. (BFD Strategic Plan).

8. Develop and launch a Bakersfield Fire Department public dashboard to increase transparency and share generalized incident information with the community.

9. Implement programs to address the five overarching goals in the Fire Department Strategic Plan. (BFD Strategic Plan).

10. Continue to deploy the Regional Public Safety Communications Network (radios) department-wide. (Council Goal 2- Safety and Resilience).

11. Continue to deploy mutual aid resources to support surrounding jurisdictions during major incidents and emergencies. (Council Goal 2- Safety and Resilience). 184
Fire Administration
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $2,380,980 $2,489,372 $2,417,749
Operating 409,475 633,674 1,033,111
Total $2,790,455 $3,123,046 $3,450,861
Sources of Funds
General Fund $2,377,915 $2,689,789 $3,329,308
Public Safety & Vital Services General Fund $407,872 $433,257 $121,553 Equipment Management $4,669 - -
Total $2,790,455 $3,123,046 $3,450,861
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Fire Safety Services
Function
Provide public fire safety education and fire code enforcement; provide an effective public education program to increase safety awareness in the community; support the Hazardous Materials Team with technical information and data; administer the unified programs and environmental regulations within the City; maintain a joint dispatch and communication system; provide logistical support for emergency operations; maintain all equipment and property.

FY 2025-26 Accomplishments

1. Inspected all businesses that store or use hazardous materials and completed state- mandated inspections on more than 73% of R occupancies. Inspectors also identified an additional 150 facilities that had not previously been reporting or inspected, which have now been incorporated into the department’s annual inspection program. (Council Goal 2- Safety and Resilience).

2. Filled one fire plans examiner position to ensure plan review timelines are maintained. (Council Goal 5- Innovative and Efficient City Government).

3. Partnered with the Office of the State Fire Marshal to host multiple training courses in Bakersfield, supporting the professional development and career advancement of the division’s fire inspectors. (Council Goal 5- Innovative and Efficient City Government).

4. Partnered with local school districts to assist them with meeting state fire marshal requirements. (Council Goal 2- Safety and Resilience).

FY 2026-27 Goals

1. Reduce the occurrence of fires by increasing the quality of inspections, improving data entry and records maintenance, and ensuring compliance with fire safety requirements. (Council Goal 5- Innovative and Efficient City Government).

2. Obtain 100% compliance with all state-mandated residential occupancy inspections.

Increase staffing with one (1) additional inspector to ensure compliance with AB1205. (Council Goal 2- Safety and Resilience).

3. Conduct annual inspections of the approximately 650 oil wells within the City limits to ensure compliance with fire safety and applicable State regulations. (Council Goal 2- Safety and Resilience).

4. Decrease plan review time by adding a plans review tech position. (Council Goal 5- Innovative and Efficient City Government).

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Fire Safety Services
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $2,544,743 $3,327,949 $3,456,122
Operating 988,610 1,158,144 1,164,072
Total $3,533,353 $4,486,093 $4,620,194
Sources of Funds
General Fund $1,067,851 $1,370,546 $1,372,972
Public Safety & Vital Services General Fund $355,258 $546,990 $497,347 CUPA Fund $2,105,691 $2,568,557 $2,749,876
Equipment Management $4,553 - -
Total $3,533,353 $4,486,093 $4,620,194
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Fire Suppression Services
Function
Protect life, property, and the environment through fire suppression, emergency medical life- support services, and hazardous materials mitigation. Ensure all suppression personnel are properly trained, equipped, and prepared to respond appropriately.

FY 2025-26 Accomplishments

1. Continued work on enhancing the Fire Department’s major emergency response preparedness through the Fire Ground Operations Task Force planning group. (Council Goal 5- Innovative and Efficient City Government).

2. Reviewed and evaluated new FIRESCOPE and OSHA standards for fire ground operations and USAR deployments. (Council Goal 2- Safety and Resilience).

3. Deployed fire suppression, single resource, and urban search and rescue, equipment and personnel state-wide in support of the State Master Mutual Aid system. (Council Goal 2- Safety and Resilience).

4. Continued work on State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group and by ensuring appropriate resource typing and training requirements were met. (Council Goal 2- Safety and Resilience).

5. Continued development of hazardous materials, technical rescue, EMS bike team, Tactical Paramedic, and advanced life support protocols through their respective task force planning groups. (Council Goal 2- Safety and Resilience).

6. Revised, updated, or initiated various inter-agency working agreements with the Kern County Fire Department, Hall Ambulance, and Bakersfield College that increase efficiency, reduce duplication of services, provide cost savings, and promote joint training and emergency response. (Council Goal 5- Innovative and Efficient City Government).

7. Received OES USAR funds to train and equip the USAR regional task force. (Council Goal 5- Innovative and Efficient City Government).

8. Collaborated with local EMS stakeholders to revise response criteria for several Emergency Medical Dispatch protocols, resulting in a significant reduction in EMS responses while preserving the availability of resources for critical, life-threatening incidents. (Council Goal 5- Innovative and Efficient City Government).

FY 2026-27 Goals

1. Continue to collaborate with mutual aid and automatic aid agencies on operational issues through training, response, and deployment planning. (Council Goal 5- Innovative and Efficient City Government).
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2. Continue work on the State Master Mutual Aid response system preparedness through the Mutual Aid Task Force planning group. (Council Goal 5- Innovative and Efficient City Government).

3. Continue to develop hazardous materials, technical rescue, and advanced life-support capabilities through the respective Task Force planning groups. (Council Goal 5- Innovative and Efficient City Government).

4. Continue to enhance citywide disaster response preparedness through compliance with the National Incident Management System (NIMS) and Standardized Emergency Management System (SEMS). (Council Goal 5- Innovative and Efficient City Government).

5. Continue to update inter-agency agreements, plans, and contracts for appropriate participation and reimbursement for Automatic and Master Mutual Aid responses. (Council Goal 5- Innovative and Efficient City Government).

6. Expand the department’s paramedic capabilities. (Council Goal 2- Safety and Resilience).

7. Lead the update of the City of Bakersfield’s Emergency Operations Plan (EOP). (Council Goal 2- Safety and Resilience).

8. Continue to update, modify, and create relevant Fire Department Operational Procedures and Policies; address overarching goals identified in the development of the department’s 5-year Strategic Plan. (BFD Strategic Plan) (Council Goal 2- Safety and Resilience).

9. Promote the professional development of personnel by providing training, mentorship, and educational opportunities that enhance leadership, improve operational efficiency, and strengthen firefighter and public safety while supporting career advancement within the department (Council Goal 2- Safety and Resilience).

10. Collaborate with Technology Services to implement ESRI pre-planning web applications. (Council Goal 5- Innovative and Efficient City Government).

11. Provide local access to California State Fire Marshal courses for all personnel to support professional development, strengthen operational capabilities, and enhance firefighter and public safety. (Council Goal 2- Safety and Resilience).

12. Continue to reinforce the engineer skill set through the engineer development process. (Council Goal 2- Safety and Resilience).

13. Continue to update the Kern Operational Area Disaster Response Mutual Aid Agreement. (Council Goal 2- Safety and Resilience).
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Fire Suppression
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $51,910,311 $54,337,483 $58,569,531
Operating 7,994,697 8,279,783 9,801,626
Capital 112,875 177,000 391,000
Total $60,017,883 $62,794,266 $68,762,157
Sources of Funds
General Fund $53,379,217 $55,961,400 $61,343,447
Public Safety & Vital Services General Fund $6,026,381 $6,655,867 $7,027,710 CUPA Fund $2,061 - -
Capital Outlay Fund $112,445 - -
PSVS Capital Outlay $308,611 $177,000 $391,000
Equipment Management $189,168 - -
Total $60,017,883 $62,794,266 $68,762,157
190
Public Works
191
Traffic
Engineering
Construction &
Surveying
Design
Engineering
Advanced
Project
Delivery/TRIP
Assistant Public Works Director
Municipal
Airport
General
Services
Streets &
Utilities
Solid Waste
Division
Public Works Operations
Manager
Assistant Public Works Director
Administration Public Works Director
Asst. Operations
Manager
Public Works
Fleet
192
Public Works
Function
To provide quality infrastructure design, construction, operation, and maintenance of:

Traffic control systems, streets, street lighting, sanitary sewer collection systems, storm water drainage collection systems, and other City-owned facilities. To provide oversight for the design and construction of the Bakersfield Systems Plan and the Thomas Roads Improvement Program; to provide waste collection and waste recycling services; to provide graffiti removal services; to provide and maintain City-wide equipment and fleet; and, to ensure public inquiries are handled in a timely and professional manner by providing exceptional customer service Department-wide.

193
Public Works

Actual Adopted Proposed
FY25 FY26 FY27
Divisions:

Public Works Administration $665,075 $757,272 $842,538
Federal Transportation 16,472,792 13,672,079 9,316,422
Engineering 67,748,770 32,644,485 60,435,393
General Services 20,442,330 27,855,899 21,702,068
Streets 42,771,405 42,094,054 52,456,165
Equipment 67,307,675 46,990,112 51,739,115
(Old) Public Works Wastewater 7,068,150 - -
Solid Waste 76,379,677 81,381,668 99,610,006
(Old) Public Works - Agriculture Water 238,046 - -
(Old) Public Works - Domestic Water 553,248 - -
Total $299,647,167 $245,395,569 $296,101,706
Sources of Funds:

General Fund $33,287,831 $35,217,941 $36,063,432
Development Services General Fund 2,580,318 - 60,278
Public Safety & Vital Services General Fund 1,735,154 1,628,303 1,446,511 Capital Outlay Fund 8,241,433 4,914,000 4,115,000
PSVS Capital Outlay 14,320,291 4,000,000 -
Cap Roads Row 1,361,474 - -
County Local TRIP 183,001 - -
COF - Local TRIP 1,702 - -
Road PG Utility/Surcharge 6,589,839 6,513,000 7,600,000 Recreation Facility Fund 999,905 - -
Park Improvement Fund 853,201 - -
Total Transportation Development 8,204,027 2,013,429 8,616,970 Sewer Service - Plant #2 5,461,490 6,000,000 5,700,000
Sewer Service - Plant #3 14,130,665 9,837,374 26,484,557 Refuse Collection Fund 82,427,420 88,207,551 109,245,032 Domestic Water Fund 553,248 - -
General Aviation Fund 622,736 4,183,539 1,186,378
River & Agriculture Water 238,046 - -
Equipment Management 67,380,181 46,873,876 51,594,948
194
Public Works
Actual Adopted Proposed
FY25 FY26 FY27
HUD - CDBG Entitlements 2,590,531 1,800,000 2,560,568
TCC Grant - 7,601,428 -
Fed / State Road Fund 24,484,324 - 10,424,473
TRIP Fed / State Fund 76,168 - -
Centennial Corridor 67,563 368,377 -
State Gas Tax 9,250,231 12,854,135 12,363,931
SB-1 Road Repair & Acct 8,108,823 9,440,000 17,590,000
Bikewy/Pedestrian Pathwy 28,662 - -
Amtrak Operating Fund 714,790 892,616 899,627
CARES/ARPA Covid Relief 5,075,811 - -
Transient Occupancy Taxes 78,304 3,050,000 150,000
Total $299,647,167 $245,395,569 $296,101,706
Full Time Employees:

Public Works Administration 5.66 4.01 4.52
Federal Transportation 11.85 12.00 11.80
Engineering 51.50 32.00 32.60
General Services 69.63 68.63 63.63
Streets 113.91 113.87 108.65
Equipment 64.56 63.62 63.32
Solid Waste 128.84 130.87 134.48
Total 445.95 425.00 419.00
195
Administrative Services
Function
Provide administrative support for the effective operation of the various Departmental Divisions; develop and administer policies and procedures; monitor the Department operating and capital improvement budgets; administer Departmental contracts.

FY 2025-26 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 2026-27 Goals
Respond to City Council referrals and citizen requests promptly, efficiently and effectively. 196
Public Works Administration
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $603,555 $694,777 $781,079
Operating 61,519 62,495 61,459
Total $665,075 $757,272 $842,538
Sources of Funds
General Fund $618,288 $668,975 $721,284
Public Safety & Vital Services General Fund $46,786 $88,297 $121,254 Total $665,075 $757,272 $842,538
197
Thomas Roads Improvement Program (TRIP)
Function
Provide oversight for the design and construction of the various state and federally funded project elements of the Bakersfield Systems Plan and the Thomas Roads Improvement Program.

FY 2025-26 Accomplishments

1. Development and implementation of the Thomas Road Improvement Program Projects continues: (Strategic Plan Goal 3)
· Centennial Corridor Mainline - Opened to the public in February 2024, and contract work is expected to be completed by Summer 2026. · 7th Movement – EB58 to NB99 Loop Connector – Started construction December 2024. Stage 1 was completed in January 2026. Stage 2A began in February 2026 with the reconstruction of the Ming Bypass to accommodate the proposed loop connector. Construction is set to finish in Fall 2026. · 8th Movement – SB99 to WB58 Connector Ramp – Awarded Design Consultant Agreement for Right-of-Way Acquisition and Design on November 20, 2024. Amended Parsons’ contract to include 30% design of the NB 99 Auxiliary Lane on December 17, 2025, as part of a joint effort between Caltrans and the City of Bakersfield.
· Friant-Kern Canal Multi-Use Path – Started construction on January 5, 2024. Construction of the Multi-Use Path and two of the three crossings have been completed as of January 2026. Staff continue to work with BNSF for the crossing over BNSF rail lines.

2. City and Kern COG staff continued to pursue all potential funding sources that can be used to fund metropolitan Bakersfield transportation projects. (Strategic Plan Goal 3)
FY 2026-27 Goals

1. Continue Implementation of the Thomas Roads Improvement Program including:
(Strategic Plan Goal 3)
·Continue with the construction activities for the various phases of the Centennial Corridor Project and work with Caltrans to complete the Route Adoption process for the Centennial Corridor.
·Continue with the Right-of-Way and Design activities for the 8th Movement 198
Connector and NB 99 Auxiliary Lane.
·Obtain funding and begin construction of Corridor Enhancement Projects (Landscaping and Hardscaping improvements) along SR58 and SR58/SR99 Interchange).
·Transfer the rest of the Westside Parkway over to the state highway system with the completion of the Centennial Corridor.
·Continue to seek funding opportunities for widening Rosedale Highway between Verdugo Lane and Allen Road.
·Continue to seek funding opportunities for Hageman Flyover project and multiuse path.
199
Advanced Project Delivery
Function
Create a safe, sustainable, and accessible transportation network for all users by collaborating with local, state, and federal agencies. We strive for economically beneficial projects that enhance connectivity and mobility to create a world- class transportation system that supports a thriving and resilient community.

FY 2025-26 Accomplishments

1. Improve and enhance the condition of streetscapes to bolster the quality of life for our community and leave a positive impression for visitors. (Strategic Plan Goal 4) ·H St Corridor Improvement: SR58 to SR204 – finalized design and hosted additional community feedback events. Project is expected to advertise in April 2026.

2. Enhance the City’s infrastructure by providing new and enhanced streetlighting. (Strategic Plan Goal 3)
·Energized street lighting projects along Park Way, Sunset Avenue, and San Emidio Street.
·Began Design for street lighting projects along South King Street and East Truxtun Avenue.
·Advertised and awarded street lighting projects along Terrace Way, Belle Terrace, Chester Avenue, and Pacific Street.

3. Utilize Federal and State-level grant funding opportunities to augment local funding sources. (Strategic Plan Goal 3)
·Awarded $980,000.00 of Federal Department of Transportation funds through the Safe Streets for All (SS4A) Program for development of a Comprehensive Safety Action Plan that will provide direction for Safe Routes to Schools and Safe Routes for Seniors initiatives.
·Applied for the 26/27 and 27/28 Congestion Mitigation and Air Quality Improvement Program through Kern Council of Governments for Adaptive Signal projects and Phase 1 of the Monitor Street Corridor Improvements Project. ·Applying for US Housing and Urban Development Community Project Funding (CPF) for several projects.
200
·Awarded $8.7M in Transformative Climate Communities (TCC) Program funds through the California Strategic Growth Council for Complete Streets along Dr.

Martin Luther King Jr. Blvd, Safe Routes to School at various School Sites within Project Boundary. Design for Dr. MLK Jr. Complete Streets is approaching 90% completion.

4. Provide Traffic Calming infrastructure improvements throughout the City. (Strategic Plan Goal 2)
·Awarded Rectangular Rapid Flashing Beacons (RRFB) at Truxtun Ave and Pine Street.
·Completed design of RRFB’s at Chester Ave and 22 nd Street.

5. Improve Bicycle and Pedestrian Infrastructure by installing enhanced striping designs throughout the City. (Strategic Plan Goal 2)
·Completed construction of the Bicycle Connectivity Infrastructure project which will install 5 bike shelters, 35 hoop bike racks, 43 silhouette bike racks, and 163 new roadside bicycle signs.
·Completed Design of the Stone Creek Loop featuring a 2-way bicycle track. Project is set to advertise in March 2026.
·Continued development and chose a configuration for the 24th Steet/Kern River Multi-Use Bridge Connector.

6. Design and improve City of Bakersfield Facilities following the Facility Asset Management Plan and facilitate changing functional priorities. (Strategic Plan Goal 3) ·Completed construction of the Police EVOC Facility, providing additional classroom space on-site.
·Complete design, advertising, and award contract for the Police Training Academy Building, providing additional training space.
·Completed construction for the City Hall North Back-up Generator project. ·Awarded contract and began construction for the Bakersfield Police Department Evidence Room Back-up Generator project.

7. Assess and program required maintenance for existing transportation infrastructure (Strategic Plan Goal 3)
·Began design for the construction of the Pioneer Inlet Bridge Rehabilitation. 201
·Completed construction for the Beale Avenue Bridge Improvements at the Union- Pacific Railroad.

FY 2026-27 Goals

1. Improve and enhance the condition of streetscapes to bolster the quality of life for our community and leave a positive impression for visitors. (Strategic Plan Goal 4) ·Continue to identify projects and seek funding opportunities for improvements to streetscapes within Downtown Bakersfield.
·Award design or construction contracts as budgeted for all Fiscal Year 2026/27 CIP Projects.
·Finish design and award construction contract for the Kentucky Urban Greening project extension.

2. Enhance the City’s infrastructure by providing new and enhanced streetlighting. (Strategic Plan Goal 3)
·Design and award construction contracts for priority corridors and intersections identified by City Council.

3. Improve Bicycle and Pedestrian Infrastructure. (Strategic Plan Goal 3) ·Continuing to identify projects and seek funding opportunities for bicycle and pedestrian infrastructure improvements.
·Award design or construction contracts as budgeted for all Fiscal Year 2026/27 CIP Projects.

4. Revitalize established areas of the city by modernizing infrastructure, providing access to multi-modal transportation, and introducing traffic calming measures. (Strategic Plan Goal 4)
·Complete design, advertise, and award the construction agreement for Corridor Improvements along Dr. Martin Luther King Jr. Blvd between East California Avenue and East Brundage Lane.
·Complete design, advertise, and award the construction agreement for Corridor Improvements along Niles St. and Monterey St. between King St., and Owens St. ·Identify projects and funding opportunities for revitalization of historic City areas such as Old Town Kern.
202
·Award design or construction contracts as budgeted for all Fiscal Year 2026/27 CIP Projects.
203
Federal Transportation
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $1,625,156 $1,788,210 $1,859,499
Operating 94,304 131,064 127,856
Capital 14,753,332 11,752,805 7,329,068
Total $16,472,792 $13,672,079 $9,316,422
Sources of Funds
General Fund $981,210 $1,068,010 $1,207,036
Public Safety & Vital Services General Fund $167,302 $181,835 $193,348 HUD - CDBG Entitlements - - $760,568
TCC Grant - $7,601,428 -
Fed / State Road Fund $11,012,487 - $3,473,474
TRIP Fed / State Fund $76,168 - -
Centennial Corridor $67,563 $368,377 -
Bikewy/Pedestrian Pathwy $150 - -
State Gas Tax $4,200 $350,000 $450,026
Capital Outlay Fund - $420,000 $245,000
PSVS Capital Outlay - $200,000 -
Cap Roads Row $1,361,474 - -
County Local TRIP $183,001 - -
COF - Local TRIP $1,702 - -
Road PG Utility/Surcharge $645,566 $2,813,000 $2,400,000 Transport Development Fund ($866) - -
TDF TRIP Local Match $1,972,835 $669,429 $586,970
Total $16,472,792 $13,672,079 $9,316,422
204
Design Engineering
Function
Provide planning, design, and project management services for the City’s capital improvement projects including streets, sanitary sewer, storm drain, traffic signal, street lighting, and related infrastructure improvements. Prepare engineering plans, specifications, cost estimates, and contract documents while coordinating with regulatory agencies, utilities, consultants, and the public to ensure projects are completed efficiently and in compliance with applicable standards and regulations.

FY 2025-26 Accomplishments

1. Designed, received bids, and submitted 18 projects to City Council for award of contracts including:
·Sewer Rehabilitation: Eye Street from Wall St to 23rd Street. (Strategic Plan Goal 3) ·Sewer Lift Station Rehabilitation: Fairfax Road and Paladino Road; Pacheco Road at Cottonwood Road; and Brimhall Road at Renfro Road (Strategic Plan Goal #3) ·Storm Drain Lift Station Rehabilitation at Chester Avenue at BNSF Railroad Crossing. (Strategic Plan Goal 3)
·Storm Drain Improvements at Various Locations (Downtown Part Circle Culverts)bounded by Truxtun Avenue, 23rd Street, L Street and O Street. (Strategic Plan Goal 3)
·Street Corridor Improvements: 18 th Street and 19 th Street from L. Street to O. Street. (Strategic Plan Goal 2, 3 and 4)
·Pavement Rehabilitation (SB-1) on Hageman Road from Old Farm Road to Calloway Drive and Coffee Road to Knudsen Drive; and Truxtun Avenue from Coffee Road to State Route 99 (SR-99) (Strategic Plan Goal 3).
·Pavement Rehabilitation (GTF) on Stockdale Highway from Buena Vista Road to Old River Road (Strategic Plan Goal 3)
·Street Improvements/Widening: Mt. Ridge Drive from McCutchen Road to Berkshire Road; Gosford Road from Berkshire Road to Panama Lane; Ashe Road from McKee Road to Berkshire Road; and McKee Road at Stine Road (Strategic Plan Goal 3)
·Median Improvements (HSIP) at Various Locations: Wible Road from McKee Road to Hosking Avenue; and Ashe Road from Ming Avenue to Stockdale 205
Highway. (Strategic Plan Goal 3)
·Traffic Signal Installation at McKee Road at Akers Road and Calloway Drive at Etchart Road. (Strategic Plan Goal 3)
FY 2026-27 Goals

1. Complete design and award all FY 2026-2027 CIP projects before June 30, 2027, including:
·Pavement Rehabilitation on Calloway Drive from Rosedale Highway to Olive Drive (SB-1); Pavement Rehabilitation on Ming Avenue from New Stine Road to Real Road (SB-1); Pavement Rehabilitation on Panama Lane from New Stine Road to State Route 99 (RSTP); and Pavement.
·Rehabilitation on Oak Street from California Avenue to 24 th Street (RSTP). (Strategic Plan Goal 3)
·Sewer/Storm Rehabilitations (Lift stations and sewer line infrastructure). (Strategic Plan Goal 3)
·Traffic Signal installations at various locations. (Strategic Plan Goal 3) ·Street Improvements to widen roadways. (Strategic Plan Goal 3) ·Corridor Improvements including Chester Avenue from Brundage Lane to Truxtun Avenue. (Strategic Plan Goal 2, 3)
·Pedestrian Accessibility Improvements. (Strategic Plan Goal 2, 3)

2. Investigate new construction methods, which could potentially decrease construction/maintenance costs for City streets. (Strategic Plan Goal 3 and 5) ·Evaluate pavement priority list using latest Pavement Management System to include projects into both the federally funded (RSTP) and state funded (SB-1) transportation programs. (Strategic Plan Goal 3)
·Provide project management assistance for various CIP projects including projects for other City Departments. (Strategic Plan Goal 3)
·Provide sustainable and resilient design alternatives for CIP projects. (Strategic Plan Goal 2, 3).
206
Service Level Indicators FY 24-25 FY 25-26 FY 26-27
Actual Projected Proposed
Budgeted Public Works CIP Projects Bid During
the Fiscal Year 28 18 17
207
Construction and Surveying Engineering
Function
Provide construction management, inspection, materials testing coordination, and land surveying services for public infrastructure projects. Ensure City projects are constructed in accordance with approved plans, specifications, safety standards, and regulatory requirements while maintaining accurate survey data, project records, and contract compliance throughout all phases of construction.

FY 2025-26 Accomplishments

1. Provided construction management and inspection services for 53 projects having a total contract value over $95 million, including:
· Sewer Rehabilitation: Eye Street from Wall Street to 23rd Street. (Strategic Plan Goal 3)
·Sewer Lift Station Rehabilitation: Ming Avenue at Grand Lakes, (Strategic Plan Goal #3)

·Storm Drain Improvements within Existing Tract 5416. (Strategic Plan Goal #3) ·Pavement Rehabilitation (SB-1) on University Avenue from River Blvd to Columbus Street. (Strategic Plan Goal)
·Sewer Lift Station Rehabilitation: Eucalyptus (near Columbus Street and Wenatchee Avenue. (Strategic Plan Goal #3)
·Sewer Lift Station Rehabilitation: Romero Avenue at Boco Del Rio. (Strategic Plan Goal #3)
·Pavement Rehabilitation (RSTP) on California Avenue from Stockdale Highway to Real Road. (Strategic Plan Goal 3)
·Street Improvements/Widening: Mt. Ridge Drive from McCutchen Road to Berkshire Road. (Strategic Plan Goal 3)
·Median Improvements (HSIP) at Various Location: Camino Media between Mill Rock Way and Gosford Road; Jewetta Avenue from Hageman Road to Olive Drive; Hosking Avenue from Akers Road to Hughes Lane; and Panama Lane between Monitor Street and Union Avenue. (Strategic Plan Goal 3)

·Median Beautifications Enhancements near E. Truxtun Avenue at Beale Avenue. (Strategic Plan Goal 3)
208
·Traffic Signal Installation at Berkshire Road and Mt. Ridge Drive; McCutchen Road at Mt. Ridge Drive; and Calloway Drive at Etchart Road. (Strategic Plan Goal 3) ·Citadel Urban Greening Improvements. (Strategic Plan Goal 3) ·Traffic Signal Modification: Beale Avenue at Monterey Street and Niles Street. (Strategic Plan Goal 3)
·Advanced Traffic Management System (ATMS). (Strategic Plan Goal 3,5) ·Adaptive Signal Coordination: Mt. Vernon Avenue Between Bernard Street and Panorama Drive. (Strategic Plan Goal 3, 5)
·Sewer Lift Station Rehabilitation: Hageman Road and Allen Road. (Strategic Plan Goal 3)
·Sewer Lift Station Rehabilitation at Eucalyptus Drive. (Strategic Plan Goal 3) ·Sewer Lift Station Rehabilitation at Romero. (Strategic Plan Goal 3) ·Backup Generator City Hall North. (Strategic Plan Goal 3) ·Backup Generator Bakersfield Police Department. (Strategic Plan Goal 3) ·Storm Drain Improvements: Within Existing Tract 5416. (Strategic Plan Goal 3) ·Sewer Improvements Along Cottonwood Road from Pacheco Road to Wastewater Treatment Plant #2. (Strategic Plan Goal3)
·Wastewater Treatment Plant No. 2 Bar Screen Rehabilitation. (Strategic Plan Goal 3)
·Wastewater Treatment Plant 3 Septage Processing Unit Upgrade. (Strategic Plan Goal 3)
·Wastewater Treatment Plant 3 Digestor Gas Booster Replacement Project. (Strategic Plan Goal 3)
·Mesa Marin Sports Complex. (Strategic Plan Goal 4)
·Garces Memorial Circle Enhancement. (Strategic Plan Goal 3,4) ·Friant Kern Canal Multi-Use Path. (Strategic Plan Goal 4) 209
·Bakersfield Police Department EVOC Modular Office. (Strategic Plan Goal 2) ·Beale Avenue Overcrossing Project. (Strategic Plan Goal 3) ·Bakersfield Auto-Mall Gateway Sign. (Strategic Plan Goal 1) ·Signal Coordination Part 2 California Avenue – between Mohawk & Oak Street, Stockdale Hwy. between Coffee& H Street and Brundage Lane between Oak Street and Hughes Lane. (Strategic Plan Goal 3)
·Adaptive Signal Coordination Stockdale Hwy. (Strategic Plan Goal 3) ·Street Light Improvements- Sunset Avenue from Oak Street to A Street. (Strategic Pedestrian Safety Improvements – Old Farm Road and Morning Drive. (Strategic Plan Goal 2, 3)
·Runway 16-34 and Taxiway A Rehabilitation, Runway 16-34 Lighting Improvements, and New Runway 16 PAPI (Strategic Plan Goal #3) ·City Hall South Annex Basement Remodel. (Plan Goal 2, 3, 4) ·Pavement Rehabilitation 2024-2025 RSTP: Ming Avenue from Buena Vista Road to Gosford Road. (Strategic Plan Goal #3)
·Pavement Rehabilitation 2024-2025 SB1: South H Steet from White Lane to Ming Avenue. (Strategic Plan Goal #3)
·Adaptive Signal Coordination: Calloway Drive from Rosedale Highway to Olive Drive. (Re-bid) (Strategic Plan Goal #3)
·Adaptive Signal Coordination: White Lane between Wible Road and Buena Vista Road. (Strategic Plan Goal #3)
·Traffic Signal Battery Backup System. (Strategic Plan Goal #3) ·Adaptive Signal Coordination Mt. Vernon Avenue. (Strategic Plan Goal #3) ·Street Corridor Improvements at 18th & 19th Street from L Street to O Street. (Strategic Plan Goal #3)
·Streetlighting Improvements along Chester Avenue from 34th Street to Columbus Street. (Strategic Plan Goal #3)
210
·Streetlighting Improvements along Pacifica Street from Baker Street to Williams Street. (Strategic Plan Goal #3)
·Streetlighting Improvements along S. Chester Avenue from Wilson Road to Union Avenue.
·Downtown Part Circle Culvert Improvements at Various Locations. (Strategic Plan Goal #3)
·Sewer Lift Station Rehabilitation at Fairfax Road and Paladino Drive. (Strategic Plan Goal #3)
·Street Improvements 2023-2024: Intersections of Stine Road and Mackee Road. (Strategic Plan Goal #3)
·Pedestrian Safety Improvements at Truxtun Avenue and Pine Street. (Strategic Plan Goal #3)
·Adaptive Signal Coordination at Panama Lane from Parsons Way to Cottonwood Road. (Strategic Plan Goal #3)
·Materials Recovery Facility sorting line upgrade project. (Strategic Plan Goal #3) FY 2026-27 Goals
Respond to construction survey requests within 48 hours (Strategic Plan Goal 3).

Continue construction management support for all Capital Improvement Program projects. (Strategic Plan Goal 3)
211
Traffic Engineering
Function
Provide engineering analysis, planning, design, and operational oversight for the City’s transportation and traffic control systems. Evaluate traffic circulation, traffic signals, roadway safety, signing and striping, street lighting, development impacts, and transportation improvements to enhance mobility, improve public safety, and support the efficient movement of vehicles, pedestrians, and bicyclists throughout the City.

FY 2025-26 Accomplishments

1. Analyzed 29 intersections for State traffic control warrants. Added the new locations that met warrants for consideration in subsequent CIP project lists and for CMAQ funding (Strategic Plan Goal 3)

2. Implemented new signal timing and route coordination plans at 45 intersections based on updated traffic volumes and the installation of 4 traffic monitoring cameras. (Strategic Plan Goal 3)

3. Completed 373 site plans and 180 improvement plan checks. Approved 119 GPA/ZC, VTTM and VTPM for Planning Commission public hearing. (Strategic Plan Goal 3)

4. Responded to 425 Citizen inquiries and prepared 76 design plans. (Strategic Plan Goal 3)

5. Review of 1710 traffic control plans and 181 encroachment permits. (Strategic Plan Goal 3)

6. Completed 75 speed profile studies for Traffic Calming consideration and conducted 44 radar surveys for speed limit establishment. (Strategic Plan Goal 3) FY 2026-27 Goals

1. Analyze 30 or more intersections for traffic control warrants and update the current traffic signal priority list. Add new locations that meet warrants for consideration in subsequent CIP project lists. (City Council Goal 2.1)

2. Review and approve improvement plans and traffic control plans in a timely manner.

Provide excellent customer service to the development community. (Strategic Plan Goal 3)

3. Identify potential Active Transportation Plan and Neighborhood Traffic Calming Plan projects for future construction. (Strategic Plan Goal 3)

4. Continue to update Traffic Signal Coordination Program and install new timing 212
software/hardware. Collect traffic data and re-coordinate 45 signals as traffic volumes and pattern changes. (Strategic Plan Goal 3) Service Level Indicators FY 24-25 FY 25-26 FY 26-27
Actual Projected Proposed
Intersections Analyzes for Traffic Control
Warrants 45 45 30
Signals Analyzed and Re-Coordinated/Timed 80 45 45

213
Engineering
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $6,661,710 $4,801,486 $5,128,326
Operating 3,222,317 1,154,799 2,611,335
Capital 57,864,743 26,688,200 52,695,732
Total $67,748,770 $32,644,485 $60,435,393
Sources of Funds
General Fund $5,342,947 $5,956,285 $7,679,383
Development Services General Fund $2,580,318 - $60,278
Fed / State Road Fund $13,471,837 - $6,950,999
Bikewy/Pedestrian Pathwy $28,512 - -
State Gas Tax $1,100,451 $3,904,200 $2,934,733
SB-1 Road Repair & Acct $7,866,733 $9,440,000 $11,590,000 CARES/ARPA Covid Relief $3,240,599 - -
Capital Outlay Fund $3,911,268 - $450,000
PSVS Capital Outlay $13,539,497 $3,800,000 -
Road PG Utility/Surcharge $2,966,347 $700,000 $200,000
Recreation Facility Fund $999,905 - -
Park Improvement Fund $853,201 - -
Transport Development Fund $6,197,635 $1,344,000 $8,030,000 TDF TRIP Local Match $17,618 - -
Eastside Canal Crossing $16,805 - -
Sewer Service - Plant #2 $2,066,356 $6,000,000 $5,700,000 Sewer Service - Plant #3 $3,513,627 $1,500,000 $16,840,000 Refuse Collection Fund $100 - -
Equipment Management $35,012 - -
Total $67,748,770 $32,644,485 $60,435,393
214
General Services
Function
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, streetlights, 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 2025-26 Accomplishments

1. Anti-Graffiti program: Received 1,644 requests on the 32-ERASE hotline, 19,167 requests from the mobile phone application (City Sourced), and 50 internal requests.

Removed a total of 20,861 graffiti sites. (Strategic Plan Goal 4)

2. Streetlights:
· Responded to 2,600 street light service requests and replaced 14 street- lights, including poles damaged due to traffic accidents or deterioration. (Strategic Plan Goal 3)
· Replaced approximately 22,100 linear feet of copper wire stolen from various street light systems. With replacement, staff includes measures to deter future thefts from recurring. (Strategic Plan Goal 3)
· 4,500 USA tickets have been completed for underground utilities marking. (Strategic Plan Goal 3)

3. Traffic Signals:
· Replaced 17 traffic signal poles and related equipment due to accidents. (Strategic Plan Goal 3)
· Replaced traffic signal controller cabinets at 7 intersections. (Strategic Plan Goal 3)
· Responded to 650 emergency call outs for traffic signal and street light problems.

Staff responded to approximately (Strategic Plan Goal 3) · 20 new battery back-up
systems were installed at 7 different signalized intersections. (Strategic Plan Goal 3)

4. Mechanics Bank Arena Improvements:
215
·Upgraded the floor covering, painted the walls and T-bar grid, modified the HVAC ductwork, replaced all ceiling tiles and replaced the grill covers for the supply and returned for the HVAC system for the visitor’s locker room at Dignity Health Arena. (Strategic Plan Goal 3)
·After the water damage to the east dressing rooms of the Bakersfield Convention Center, staff modified the HVAC ducting, converted the hard lid to a T-bar ceiling, replaced the deteriorated galvanized line (source of water damage) with copper plumbing, re-painted the walls, repaired walls and air-dried water damage within the walls. (Strategic Plan Goal 3)
· Staff coordinated an outside contractor to perform roof repairs for the Dignity Health Arena as leaks appeared during intermittent weather. (Strategic Plan Goal 3)
· Four compressors were rebuilt for the HVAC system for the Mechanics Bank Arena. The compressors will allow events to be cooled effectively and efficiently. (Strategic Plan Goal 3)
· City staff with CIMCO repaired leaks in the header that maintains cold temperatures for the ice rink at the Dignity Health Arena. (Strategic Plan Goal 3) · Staff addressed the water damage at the Condor’s locker room area. The following were completed: replaced floor covering, wall base, ceiling tiles, repaired walls, repaired the plumbing, dried out existing floor covering and the interior of walls. (Strategic Plan Goal 3)
· Installed partitions and cabinetry for the Condors Coach’s restroom. (Strategic Plan Goal 3)

5. Remodeling Projects:
·Patched and repaired the concrete at the west parking lot for City Hall North to prevent water penetrating the concrete and damaging vehicles parked in the underground parking. (Strategic Plan Goal 3)
·Staff remodeled the Intake Room at the BPD Property Room. Staff refurbished existing evidence lockers and replaced the existing countertop. (Strategic Plan Goal 3)
· Contractor Installed wrought iron fence and gates on the perimeter of the BPD HQ. Staff fabricated and installed the metal awnings covering the wrought fence. (Strategic Plan Goal 3)
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· At the BPD Crime Analysis Unit office, staff removed two walls and framed and built a half wall, painted the half wall and completed the rough in and finished electrical work. (Strategic Plan Goal 3)
·For the BPD Real Time Information Center, the following was completed: demoed the walls for the holding cells and office, framed and finished a new wall, contractor installed a glass wall and door, installed the raised flooring, installed a sound proof ceiling, painted the entire area, installed a ramp handrail and an outside contractor did the electrical work and installed new light fixtures. (Strategic Plan Goal 3) ·Replaced a 2-ton HVAC unit for the Solid Waste Supervisor’s trailer. In addition, staff remodeled the trailer. The following was completed: demoed the existing walls to the studs, framed in four new offices, installed drywall for the new walls (including texture, prime and paint), installed a T-bar ceiling, installed new doors and hardware, removed two exterior doors and enclosed those entryways, modified the stairwells, repaired the roof, installed new cabinetry and installed new countertops. Staff oversaw the following contractor work: window installation, exterior painting, electrical work and floor covering. (Strategic Plan Goal 3) ·Replaced three large ice machines for the City Corporation Yard. (Strategic Plan Goal 3)
·Upgraded the elevator at the 18 th and Eye Street Parking Garage. (Strategic Plan Goal 3)
·Replaced multiple HVAC units at Fire Station 1 and Fire Station 14. (Strategic Plan Goal 3)
·For the BPD Impact/Community Vitality Office at 3737 Stockdale, the following was completed: removed walls and ceilings, framed new walls, installed new doors, made the restrooms ADA compliant, installed new flooring, converted the area to a T-bar ceiling, replaced windows, repainted the office, repaired the roof, installed new LED fixtures, added additional outlets, modified and replaced the HVAC ductwork and installed restroom dispensers. (Strategic Plan Goal 3) ·Remodeled the 1 st floor of Development Services. The following was completed:
modified HVAC ductwork, demoed existing walls, framed and built new walls (including texture, prime and paint), converted to T-bar ceilings, repaired roof leaks, installed supports for new countertops, framed in new doors, installed new doors with new hardware and coordinated outside contractor work. The following work was completed by outside contractors: rough in and finished electrical work, installation of new LED fixtures, relocation of electrical panels, new floor covering, installation of windows and blinds and moving staff into their new locations. (Strategic Plan Goal 3)
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·Built a new conference room at the southeast corner of Development Services. Staff completed the framing; interior sheet rock; exterior plywood and moisture barrier; textured, primed and painted; installed the T-bar ceiling, installed the HVAC ducting as well as the supply and return; installed new cabinetry and installed a new door with locksets. Staff coordinated the following outside contractor work: concrete, stucco, electrical and new LED fixtures. (Strategic Plan Goal 3) ·Modified the entrance to Development Services from the parking garage. Removed the existing roll up door, removed the existing glass entry, framed in a new wall (including texture, priming and painting), built a storage closet in the entryway, installed and modified HVAC system, performed concrete work and installed a new door and hardware. Outside contractor performed the following work: stucco, glass entry door, electrical work, concrete flooring work and floor covering. (Strategic Plan Goal 3)
·Replaced four 4-ton HVAC units for the third floor of the Development Services building. (Strategic Plan Goal 3)
·Coordinated the removal of asbestos laden windows at the Martin Luther King, Jr.

Recreational Center. Staff installed new metal panels. (Strategic Plan Goal 3) ·Staff completed the Fire Station 11 restroom remodel which included staff removing the existing restroom to the studs and building two restrooms in its place; modified the doors to make them standard width, framed a soffit wall for plumbing purposes, installed new drywall, painted the room, new LED fixtures were installed and new restroom fixtures were installed. An outside contractor completed the plumbing, tile work, the cabinetry, polished concrete flooring and stainless-steel sink. (Strategic Plan Goal 3)
·Staff completed the Bakersfield Fire Station 9 Captain’s restroom upgrade. The following work was completed by staff: demoted the restroom to the studs, installed new plumbing, completed the rough and finished electrical work, new LED fixtures installed and installed new drywall and primed/painted it. An outside contractor installed new cabinetry, tile, polished concrete and stainless-steel sinks. (Strategic Plan Goal 3)
·Fire Station 1 Apparatus Bay and Administrative Office roof were demoed and re- roofed. (Strategic Plan Goal 3)
·Staff built the patio at Fire Station 7. (Strategic Plan Goal 3) ·The roof at Fire Station 3 was demoted and replaced. (Strategic Plan Goal 3) ·Staff replaced the flagpole at the front of the BPD HQ. (Strategic Plan Goal 3) 218
·Painted the exterior of the BPD Firing Range office and the exterior wall to the training room. (Strategic Plan Goal 3)
·Completed the final year of the agreement with the County of Kern to coordinate graffiti removal in the County. (Strategic Plan Goal 3) ·Replaced the hot water heaters at the Ice Sports Center with tankless water heaters. (Strategic Plan Goal 3)
·Replaced all benches around the perimeter of the Bakersfield Amtrak/Greyhound Station. (Strategic Plan Goal 3)

6. Electrical Projects
·At Ming Avenue and Real Road, two 1A traffic signal poles were removed and turn signals were installed on new mast arms at the intersection. (Strategic Plan Goal 3) ·46 anti-vandal/theft pull box lids installed. (Strategic Plan Goal 3) ·21 lighted bollards replaced downtown. (Strategic Plan Goal 3) · Staff pulled new copper wire to replace series lighting wiring on East Truxtun from Tulare to Baker Street. (Strategic Plan Goal 3) · Diagnosed and replaced over 3,000 feet of failed wiring for the sports lighting at the Mesa Marin Sports Complex. (Strategic Plan Goal 3) ·Rewired and installed new streetlight poles at Niles and Monterrey. (Strategic Plan Goal 3)

7. Bakersfield Municipal Airport:
·Completed the design phase to rehabilitate Taxiway “A” and Runway 16-34, updater the Medium Intensity Runway Lighting (MIRL) along Runway 16-34 to Light- Emitting diode (LED) and installed a new Precision Approach Path Indicator (PAPI) on the east side of Runway 16. (Strategic Plan Goal 3)
FY 2026-27 Goals

1. Continue to improve the City of Bakersfield's Anti-Graffiti Program and promote reporting graffiti on the City's mobile app. (Strategic Plan Goal 4)

2. Provide and coordinate graffiti removal services in the Metropolitan Bakersfield area. (Strategic Plan Goal 4)
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3. Continue to support traffic calming in the City such as installing reflective back plates for traffic signal heads at signalized intersections. (Strategic Plan Goal 3)
Service Level Indicators FY 24-25 FY 25-26 FY 26-27
Actual Projected Proposed
Graffiti Removal Sites 20,861 13,000 14,000
Street Light Repair Requests 1,224 2,580 2,700

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General Services
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $8,127,208 $8,992,287 $8,833,229
Operating 9,669,085 9,270,612 9,098,839
Capital 2,646,036 9,593,000 3,770,000
Total $20,442,330 $27,855,899 $21,702,068
Sources of Funds
General Fund $14,894,902 $15,793,810 $15,636,663
Public Safety & Vital Services General Fund $1,001,293 $1,241,934 $984,443 HUD - CDBG Entitlements $406,305 $600,000 -
Amtrak Operating Fund $714,790 $892,616 $899,627
State Gas Tax $128,981 $150,000 $174,957
Transient Occupancy Taxes $78,304 $3,050,000 $150,000
Capital Outlay Fund $2,535,350 $1,944,000 $2,670,000
PSVS Capital Outlay $30,938 - -
Refuse Collection Fund $100 - -
General Aviation Fund $622,736 $4,183,539 $1,186,378
Equipment Management $28,629 - -
Total $20,442,330 $27,855,899 $21,702,068
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Streets
Function
Utilize all resources to improve safety and appearance of community through maintenance and repair of City Street system located within the public right-of-way; utilize all resources to be proactive rather than reactive when maintaining streets; ensure safe and dependable performance of storm drains, sewer lines and lift pump stations, continue the City's commitment to an effective preventative street maintenance program.

FY 2025-26 Accomplishments

1. City Alley Program, paving approximately 6,000 tons of asphalt resulting in more than 5 miles of paved alleys. (Strategic Plan Goal 3)

2. Maintained a safe working environment for employees with consistent training sessions and safety meetings. (Strategic Plan Goal 5)

3. Maintained the street sweeping cycle of 20 days, while adding new routes that accommodate the City's growth. (Strategic Plan Goal 3)

4. Upgraded 210 ADA ramps throughout the City utilizing the annual concrete contract. (Strategic Plan Goal 3)

5. Installed 88,657 square feet of sidewalk and 21,056 linear feet of curb and gutter within the City Of Bakersfield utilizing our annual concrete contractor (Strategic Plan Goal 3)

6. CDBG-Funded areas. Completed multiple installations of handicap ramps, curb, gutter, and sidewalk repairs, and street reconstruction in the following areas:
(Strategic Plan Goal 3)

7. Maintained Supervisory Control and Data Acquisition System (SCADA) on all City sewer and storm lift stations. (Strategic Plan Goal 3)

8. Striping and pavement markings for roadways resurfaced by the Street Maintenance Division throughout the City. (Strategic Plan Goal 3)

9. Performed maintenance of bike lane markings. (Strategic Plan Goal 3)

10. Installed Caltrans standard traffic control signs, guide signs, traffic markings, guardrails, etc. along the Westside Parkway. (Strategic Plan Goal 3)

11. Implementation of traffic slowing for vehicle and pedestrian safety. Installed traffic control devices such as speed humps, speed tables, and pavement markings for the purpose of traffic slowing. (Strategic Plan Goal 3)
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12. Replaced damaged and deteriorated traffic control devises and cleaned graffiti smeared signs. (Strategic Plan Goal 3)
FY 2026-27 Goals

1. Update the existing street resurface/reconstruction list and prioritize street repairs using Street Saver Program. (City Council Goal 6.2)

2. Maintain the once-a-month street sweeping program while adding new areas through annexations or new construction. (Strategic Plan Goal 3).

3. Continue to retrofit the City's existing sewer and storm lift stations to help with growth and maintenance issues. (Strategic Plan Goal 3)

4. Video inspections approximately 100 miles of City sewer and storm drain lines. (Strategic Plan Goal 3)

5. Evaluate new technology and methods in the repair and maintenance of streets, sewers and storm drains for efficiency and cost effectiveness. (Strategic Plan Goal 3)

6. Continue to update ADA ramps throughout the City of Bakersfield. (Strategic Plan Goal 3)

7. Safe Route to School Projects connecting sidewalk gaps to enhance pedestrian pathways to and from schools. (Strategic Plan Goal 3)

8. Clean 3,000 graffiti smeared signs. (Strategic Plan Goal 3) Service Level Indicators FY 24-25 FY 25-26 FY 26-27
Actual Projected Proposed
Residential Sweeping Cycle (days) Existing
Routes 20 20 20
Lane-miles Resurfaced/Reconstructed 115 80 100
Replacement of Metro Street Markers 165 170 250
Striping of City Streets (miles) 429 500 700
Sewer Lines Inspected (miles) 90 90 90
Maintenance Service - Emergencies 354 350 300
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Streets
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $11,909,603 $13,131,231 $13,354,901
Operating 17,006,515 17,982,823 21,321,264
Capital 13,855,287 10,980,000 17,780,000
Total $42,771,405 $42,094,054 $52,456,165
Sources of Funds
General Fund $11,450,483 $11,730,862 $10,819,067
HUD - CDBG Entitlements $2,184,225 $1,200,000 $1,800,000 State Gas Tax $8,016,599 $8,449,935 $8,804,215
SB-1 Road Repair & Acct $242,089 - $6,000,000
CARES/ARPA Covid Relief $1,750,000 - -
Capital Outlay Fund $1,794,815 $2,550,000 $750,000
PSVS Capital Outlay $749,855 - -
Road PG Utility/Surcharge $2,977,926 $3,000,000 $5,000,000 Sewer Service - Plant #3 $7,029,233 $8,337,374 $9,644,557 Refuse Collection Fund $6,567,734 $6,825,882 $9,638,327 Equipment Management $8,445 - -
Total $42,771,405 $42,094,054 $52,456,165
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Fleet
Function
Provide all Departments/Divisions with the vehicular and non-vehicular equipment needed to meet their objectives within the approved budget and continue to maintain all equipment within the City in a safe and reliable manner.

FY 2025-26 Accomplishments

1. Continued to monitor rental rates and fund balance within the Equipment Management Fund to ensure accurate and timely replacement of equipment. (Strategic Plan Goal 5)

2. Continued to purchase approved equipment replacements and retire aged equipment to assist Departments/Divisions with their operational objectives. (Strategic Plan Goal 5)

3. Continued to perform preventive maintenance and routine repairs of City equipment to ensure continuity of City services and operations. (Strategic Plan Goal 5)

4. Continued to support the City's commitment to lower emissions through the purchase of new equipment with better fuel efficiency and lower emission output including electric vehicles. (Strategic Plan Goal 5) FY 2026-27 Goals

1. Continue to monitor rental rates and fund balance within the Equipment Management Fund to ensure accurate and timely replacement of equipment. (Strategic Plan Goal 5)

5. Continue to purchase approved equipment and retire aged equipment for efficiency and to assist Departments/Divisions with their operational objectives. (Strategic Plan Goal 5)

2. Continue to monitor current fuel efficiency market trends to include within equipment specifications the best possible options whenever feasible with the goal of saving on fuel costs. (Strategic Plan Goal 5)

3. Continue to support the City's commitment to lower emissions by exploring alternative fuel options when feasible, which will increase the quality of life. (Strategic Plan Goal
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Service Level Indicators FY 24-25 FY 25-26 FY 26-27
Actual Projected Proposed
Preform Preventative Maintenance and Routine
Repairs of All Fleet Vehicles 16,655 17,000 17,500
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Equipment
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $7,259,604 $8,525,837 $8,842,982
Operating 59,554,995 36,914,275 41,936,133
Capital 493,076 1,550,000 960,000
Total $67,307,675 $46,990,112 $51,739,115
Sources of Funds
Public Safety & Vital Services General Fund - $116,236 $144,167 Equipment Management $67,307,675 $46,873,876 $51,594,948 Total $67,307,675 $46,990,112 $51,739,115
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Solid Waste
Function
Provide quality and cost-effective solid waste and recycling services, keeping user fees as low as possible. Prioritize education, edification & enforcement and Clean City Initiative (CCI) with special emphasis on litter and illegal dumping prevention and abatement per City Council Goals.

Continue to develop and implement cost saving strategies for Materials Recovery Facility and the consolidation station at Mount Vernon Organics Recycling and Composting Facility.

Develop waste reduction and recycling programs to comply with State mandates and develop new market strategies while remaining focused on more efficient and energy saving systems at the Mount Vernon Organics Recycling and Composting Facility.

FY 2025-26 Accomplishments

1. Explored innovative options to provide outstanding customer service to residents of the city such as route collection efficiency programs. Solid Waste obtained the Route ware system for operational efficiency and service delivery improvement. (Strategic Plan 1, 3, 4, 5)

2. Maintained seamless service delivery and regulatory compliance while implementing SB 1383 across all residential, commercial businesses, and multifamily dwelling accounts.

Achieved 88% compliance. (Strategic Plan 1, 4, 5)

3. Awarded Materials Recovery Facility (MRF) Sorting Line Upgrade. Construction will tentatively begin in third quarter FY25-26 and commissioning start date is set for fourth quarter FY25-26 (Strategic Plan 1, 3, 5)

4. Reviewed and analyzed Mount Vernon Organics Recycling and Composting Facility Master Plan recommendations for operational efficiencies per the 5-year CIP plan. (Strategic Plan 1, 3, 5)

5. Evaluated and improved most division programs. Continued the implementation of SB 1383 compliance by conducting site visits, route reviews, and enforcing state required regulations for waste generators and education to the public. (Strategic Plan 1, 2, 3, 4, 5) FY 2026-27 Goals

1. Implement Route ware system to support route collection operations and maintain outstanding customer service for City residents by first quarter FY26-

27. (Strategic Plan 1, 4, 5)

2. Continue a seamless process of services and regulatory compliance such as adding an additional SB1383 Compliance Inspector, 1- Facility Worker, 228
and Reclassification of Secretary to Administrative Assistant (Strategic Plan 1, 4, 5)

3. Complete Phase-1 of the Mount Vernon Organics Recycling and Composting Facility Master Plan by constructing a 150,000 tons per year (TPY) aerated static pile (ASP) composting system to support long-term operational needs for City expansion. (Strategic Plan 1, 3, 5)

4. Collaborate with Fleet Division to construct and implement multiple electrical charging stations at the Mount Vernon Organics Recycling and Composting Facility and Materials Recovery Facility to meet California Air Resources Board (CARB) compliance and to support operational efficiencies. (Strategic Plan 1, 3, 5)

5. To continue to evaluate and improve all division programs. (Strategic Plan 1, 2, 3, 4, 5) Service Level Indicators FY 24-25 FY 25-26 FY 26-27
Actual Projected Proposed
Weight Collected Through Pop-Up Events (lbs.) 303,590 325,000 341,000 Number of Residential Homes with Refuse
Collection Services Provided 113,582 114,782 115,982
Bulky Items Removed (curbside) 13,305 16,423 19,425
Number of Volunteers through Keep Bakersfield
Beautiful (KBB) Program 5,250 5,500 5,750
Illegal Dump Cleanup Locations 60,592 65,000 68,000
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Solid Waste
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $14,594,753 $16,294,941 $16,963,402
Operating 61,145,863 63,731,727 71,395,361
Capital 639,060 1,355,000 11,251,243
Total $76,379,677 $81,381,668 $99,610,006
Sources of Funds
Public Safety & Vital Services General Fund $519,772 - $3,300 Refuse Collection Fund $75,859,485 $81,381,668 $99,606,706 Equipment Management $419 - -
Total $76,379,677 $81,381,668 $99,610,006
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Water Department
231

Water Department

Water Director
Administrative Assistant I Assistant Director (2) Deputy City Attorney I Civil Engineer IV Superintendents (4) Hydrographic Manager
Engineer III (2)
Water Inspector
Water Planner
Supervisor II (6) CMMS Administrator
Fiscal & Admin
Services Officer III
Admin & Fiscal Services
Specialists I/II (5)
Water Planner
Accountant (2) Engineer II (2)
Env. Compliance
Inspectors (4)
Canal Tender II (3)
Senior Water System
Technician
Maint. Craft Worker (2)

Engineering Technicians
(2)
Service Maintenance
Workers (11)
Light Equipment
Operators (4)
Heavy Equipment
Operators (3)
Senior Plant Mechanic (2)
WW Plant Mechanic (3)
Sr WW Electrical & Inst.

Tech
WW Electrical & Inst.

Tech I/II (2)
Senior WWTP Operator
(2)
WWTP Operators I/II/III
(20)
WWTP Lab Tech (3)
Hydrographer (2)
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Water Department
Function
The Water Department is comprised of two Divisions, Water Resources (WR) and Wastewater (WW), and seven Units, WR River and Agriculture, WR Domestic, WR Hydrographic, WW Maintenance, WW Operations, Engineering and Administration. The Engineering and Administration Units support both Divisions.

The Water Department’s goal is to holistically manage the City's water portfolio to provide safe and reliable access to water for the City's beneficial uses in an environmentally sensitive manner that is responsive to regulatory requirements.
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Water Department

Actual Adopted Proposed
FY25 FY26 FY27
Divisions:

Agriculture Water $11,701,168 $9,768,196 $10,408,373
Domestic Water 38,563,261 56,696,696 58,306,560
Wastewater Treatment 38,244,716 27,859,859 29,473,487
Total $88,509,146 $94,324,751 $98,188,420
Sources of Funds:

Sewer Service - Plant #2 $9,311,751 $11,794,503 $11,147,367 Sewer Service - Plant #3 27,967,194 16,065,355 18,271,446 Domestic Water Fund 38,571,972 56,696,696 58,472,127
River & Agriculture Water 11,706,805 9,768,196 10,297,480 CARES/ARPA Covid Relief 951,424 - -
Total $88,509,146 $94,324,751 $98,188,420
Full Time Employees:

Agriculture Water 22.95 23.20 24.50
Domestic Water 11.75 11.20 13.70
Wastewater Treatment 53.30 54.60 61.80
Total 88.00 89.00 100.00
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Water Resources
Function
To manage the City’s water supply and water rights for the benefit of present and future residents of Bakersfield; to ensure the orderly regulation and distribution of Kern River water, including the preservation and augmentation of the underground water supply to implement the City of Bakersfield’s Water Resources policy as adopted by the Water Board; to implement the Conjunctive Use Program as defined in the groundwater sustainability plan; to operate the domestic water system and provide high quality water service and promote water conservation; to manage the Kern River Levee District for flood control; to provide maintenance of storm water basins and fire hydrants; to administer various water contracts with local water agencies; to implement a storm water management program as required by California Regional Water Quality Control Board; and support the activities of the Kern River Groundwater Sustainability Agency.

FY 2025-26 Accomplishments

1. Managed the Kern River flows during 2025, diverted over 505,000 acre-feet and effectively operated the river and canal system to protect property and life. (City Council Goal 5, Innovative and Efficient City Government).

2. Completed maintenance projects for the River and Municipal Unit, including servicing 148 fire hydrants, replacing 75 service lines, and 220 storm drainage basins. (City Council Goal 3, Reliable Infrastructure)

3. Recharged approximately 47,000 acre-feet into the City’s Kern River facilities for municipal use (City Council Goal 4, Community Character & Quality of Life)

4. Completed the PFAS removal project at CBK-25 and other required water system improvements to comply with the State’s drinking water standards. (City Council Goal 4, Community Character & Quality of Life)

5. Completed the Stockdale Storage Tank Project (CBK-83) to enhance drinking water supplies for the surrounding communities, for both current and future planned residencies. (City Council Goal 1, Economic Opportunity for All)

6. Completed reconstruction of the Kern River Backup Weir located upstream of the Coffee Road Bridge and the Pioneer Canal Headgate located northwest of the Bellevue Weir. (City Council Goal 3, Reliable Infrastructure)

7. Began the Water Resources Solar Power Project with Willdan, including procuring the Battery System by the end of year 2025 to maximize rebates and incentives for the Department. (City Council Goal 5, Innovative and Efficient City Government) 235
FY 2026-27 Goals

1. Complete the design of various facilities related to CIP projects to be constructed in the following fiscal year, including: Carrier Spreading Facility, L-211 TCP Removal and H2S Vessel Replacement, PFOS treatment facilities identified in the PFAS Treatment Program, & the CBK-81 New Highgate Well.

2. Complete the construction of the TCP removal project at L-208, and make other required water system improvements to comply with the State’s drinking water standards. (City Council Goal 4, Community Character & Quality of Life)

3. Complete construction of various facilities including: Basin 1 to 9 Turnout Reconstruction, Basin 12 Facility Reconstruction, Basin 13 Facility Reconstruction, CBK-31 H2S Vessel Replacement, Wellsite Generator Replacements, and Interface Facility Improvements. (City Council Goal 3, Reliable Infrastructure)

4. Complete necessary maintenance projects to protect public health and safety, including maintaining over 150 drainage basins, replacement of concrete panels as needed on the River Canal, and implement the Kern River Levee Grouting Program. (City Council Goal 3, Reliable Infrastructure)

5. Complete the Water Resources Solar Power Project with Willdan (City Council Goal 5, Innovative and Efficient City Government)
Continue and expand implementation of a residential, industrial, and commercial water conservation incentive program through various programs to meet conservation requirements. (City Council Goal 5, Innovative and Efficient City Government) 236
Agriculture Water
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $3,029,847 $3,100,081 $3,440,938
Operating 4,061,670 5,568,115 6,517,435
Capital 4,609,651 1,100,000 450,000
Total $11,701,168 $9,768,196 $10,408,373
Sources of Funds
River & Agriculture Water $11,701,101 $9,768,196 $10,297,480 Domestic Water Fund $67 - $110,892
Total $11,701,168 $9,768,196 $10,408,373
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Domestic Water
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $1,742,504 $1,693,602 $2,184,591
Operating 36,380,827 41,303,094 44,759,319
Capital 439,930 13,700,000 11,362,650
Total $38,563,261 $56,696,696 $58,306,560
Sources of Funds
Sewer Service - Plant #2 $216 - -
Domestic Water Fund $38,563,045 $56,696,696 $58,306,560 Total $38,563,261 $56,696,696 $58,306,560
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Wastewater
Function
Provide operation and maintenance of wastewater facilities for the purpose of treating, reclaiming, and utilizing wastewater and its by-products in accordance with federal, state and local requirements; plan for future wastewater treatment needs to meet anticipated growth; maximize use of renewable energy resources including solar and cogeneration; explore opportunities to expand the use of recycled wastewater; maintain plant infrastructure by completing major capital improvement projects; monitor and regulate industrial waste dischargers to protect wastewater facilities, public, and environment; collect sewer user fees from properties receiving City sewer service.

FY 2025-26 Accomplishments

1. Generated 245 million gallons of tertiary treated water and recycled 5,656 tons of biosolids onto Plant 2's Farm.

2. Wastewater Treatment Plant 2: Completed the Headworks PLC Replacement project which upgraded and replaced the software and hardware components of the logic controllers for headworks and influent pumps. (City Council Goal 3)

3. Wastewater Treatment Plant 3: Completed the rehabilitation of four dewatering centrifuges; and completed the Aeration Air System PLC replacement project. (City Council Goal 3)

4. Completed the evaluations for Plant 2 and Plant 3, establishing a 10-year plan identifying major capital improve projects, and their corresponding costs, needed to maintain the plants’ operation and proper service levels. (City Council Goal 3)

5. Completed the 2026-2030 Sewer Rates & Fees Report and 2026 Sewer Financial Plan, which include a full cost-of-service analysis, projected expenditures and revenues, and support proposed sewer rates through FY 2030-31. (City Council Goal 3)
FY 2026-27 Goals

1. Provide continuous operation and maintenance of Wastewater Treatment Plants to ensure secondary and tertiary effluent is properly recycled for farm use, percolation use, and irrigation use at Plant 3 and Sports Village. (City Council Goal 3)

2. Continue to complete projects in the Sewer Enterprise Capital Improvement Program to ensure treatment plant operations function as efficiently as possible. (City Council Goal 3)

3. Begin work on the Plant 2 Upgrade project to stabilize and rehabilitate the plant in 239
order to continue operation through 2040. Fiscal Year 26-27 will focus on the selection of the consultant and the project design report. (City Council Goal 3)

4. Begin work on P0-32 MGD project to bring Plant 3 to the full 32 MGD permitted capacity.

Fiscal Year 26-27 will focus on consultant selection, project design report, and project design. (City Council Goal 3)
Service Level Indicators FY 24-25 FY 25-26 FY 26-27
Actual Projected Proposed
Wastewater Treated (Million Gallons/Day)
Plant 2 12.1 11.8 11.9
Plant 3 21.0 21.3 21.5
Permitted Industrial Dischargers 19 18 16
Parcels Served within Incorporated Area (on
special assessment list) 106,019 106,250 106,550
Rehabilitate Drainage Basins 175 220 150
Fire Hydrant Maintenance 288 296 300
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Wastewater Treatment
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $4,345,647 $7,043,842 $8,391,215
Operating 30,538,877 13,471,017 16,241,022
Capital 3,360,192 7,345,000 4,841,250
Total $38,244,716 $27,859,859 $29,473,487
Sources of Funds
CARES/ARPA Covid Relief $951,424 - -
Sewer Service - Plant #2 $9,311,535 $11,794,503 $11,147,367 Sewer Service - Plant #3 $27,967,194 $16,065,355 $18,271,446 River & Agriculture Water $5,703 - -
Domestic Water Fund $8,859 - $54,674
Total $38,244,716 $27,859,859 $29,473,487
241
Recreation & Parks
242
Recreation and Parks

Director
Assistant Director
(1)
Recreation
Division
MLK/Silver
Creek
Community
Center
Supervisor II
(1)
Recreation
Specialist
(1)
Clerk Typist
(1)
Aquatics
Supervisor II
(1)
Recreation
Specialist
(2)
Clerk Typist
(1)
Sports
Supervisor II
(1)
Recreation
Specialist
(1)
Recreation
Coordinator
(1)
Special Events
Supervisor II
(1)
Recreation
Specialist
(1)
Parks Division
Park Superintendent
(1)
Area 1
Supervisor II
(1)
STORM
Park Service
Coordintor
(2)
Light Equipment
Operator
(2)
Maintenance
Craft Worker
(4)
Service
Maintenance
Worker
(4)
Tree Division
Tree Maintainer
II
(2)
Service
Maintenance
Worker
(2)
Area 2
Supervisor II
(1)
Park Services
Coordinator
(1)
Maintenance
Craftworker
(1)
Light Equipment
Operator
(1)
Service
Maintenance
Worker
(5)
Facility Worker
(19)
Area 3
Supervisor II
(1)
Park Services
Coordinator
(1)
Maintenance
Craftworker
(1)
Light Equipment
Operator
(1)
Service
Maintenance
Worker
(3)
Facility Worker
(15)
Area 4
Supervisor II
(1)
Park Services
Coordinator
(1)
Maintenance
Craftworker
(1)
Light Equipment
Operator
(1)
Service
Maintenance
Worker
(5)
Facility Worker
(21)
Area 5
Supervisor II
(1)
Park Service
Coordinator
(1)
Maintenance
Craft Worker
(1)
Light Equipment
Operator
(1)
Service
Maintenacne
Worker
(5)
Facility Worker
(19)
Area 6
Supervisor II
(1)
Aquatics
Aqautic
Maintenace
Technician
(1)
Maintenance
Craftworker
(1)
Facility Worker
(1)
Park Service
Coordinator
(1)
Maintenance
Craftworker
(2)
Light Equipment
Operator
(1)
Service
Maintenance
Worker
(7)
Facility Worker
(7)
Operations
Support
Specialist
(1)
Administrative
Services
FASO
(1)
Admin & Fiscal
Services
Specialist II
(1)
Accountant I
(1)
Operations
Support
Specialist
(1)
Administrative
Analysty I
(1)
Clertk Typist
(2)
Planning Division
Parks Construction
and Facilities
Planner
(1)
Supervisor II
(1)
Park Tech
(1)
Supervisor I
(1)
SMW
(2)
Maintenance
Craftworker
(2)
Facility Worker
(2)
Ranger Division
Ranger Manager
(1)
Ranger
Supervisors
(2)
Park Rangers
(18)
Administrative
Assistant
(1)
243
Recreation and Parks
Function
Enhance the quality of life through a variety of programs, parks, and partnerships.

FY 2025-26 Accomplishments

1. Antongiovanni Park Design Initiated – Began the design phase for Antongiovanni Park, advancing efforts to a future construction phase. (Reliable, Infrastructure, Community Character & Quality of Life)

2. Saunders Park Activation Through Art and Nature Grant Completed – Successfully completed the Parks California Grant project, which included installation of an art component, an ADA-compliant walkway, walkway lighting, and benches. (Innovative and Efficient Government; Community Character & Quality of Life)

3. Lowell Park Tree Project Implemented – Advanced the Transformative Climate Communities Grant initiative by completing the tree project at Lowell Park, supporting environmental sustainability and enhancing community quality of life. (Community Character & Quality of Life)

4. MLK Park Revitalization Design Progress – Completed 50% of the design phase for the MLK Park Revitalization Project, moving forward efforts to improve community character and public recreation spaces. (Community Character & Quality of Life) FY 2026-27 Goals

1. Antongiovanni Park Construction Phase – Continue advancing the Antongiovanni Park project into the construction phase. (Reliable Infrastructure & Quality of Life)

2. Wilson Park Sports Courts Renovation – Complete renovations to the sports courts at Wilson Park, including improvements to one tennis court, one basketball court, and a pickleball court. (Community Character & Quality of Life)

3. Park at River Walk Playground Renovation – Complete renovations to the existing playground at the Park at River Walk to enhance safety, accessibility, and recreational opportunities. (Community Character & Quality of Life)
244
Recreation & Parks

Actual Adopted Proposed
FY25 FY26 FY27
Divisions:

Convention Center $294 - -
Parks 36,827,807 33,807,623 36,384,614
Recreation 4,339,902 4,062,495 4,027,709
Recreation & Parks Administration 1,761,423 2,087,996 2,086,557 Total $42,929,425 $39,958,115 $42,498,879
Sources of Funds:

General Fund $30,381,687 $31,256,877 $32,153,569
Public Safety & Vital Services General Fund 5,541,496 6,347,078 6,616,150 Capital Outlay Fund 861,175 100,000 200,000
PSVS Capital Outlay 3,997,956 2,225,000 3,500,000
Recreation Facility Fund 167,280 - -
Park Improvement Fund 355,838 - -
Equipment Management 91,203 - -
HUD - CDBG Entitlements 4,713 - -
Amtrak Operating Fund 15,791 29,160 29,160
CARES/ARPA Covid Relief 1,512,286 - -
Total $42,929,425 $39,958,115 $42,498,879
Full Time Employees:

Parks 174.00 174.00 170.00
Recreation 14.00 14.00 14.00
Recreation & Parks Administration 13.00 13.00 12.00
Total 201.00 201.00 196.00
245
Administrative Services
Function
Provide administrative support for the effective operation of the Recreation and Parks Divisions; promote synergy between the divisions to enhance the services provided by each; establish and implement policies and procedures; monitor operating and capital improvement program budgets; and provide excellent customer service in accepting reservations, activity enrollments and responding to complaints and inquiries.

FY 2025-26 Accomplishments

1. Park Rangers Office Remodel Completed – Completed the remodel of the Park Rangers office located at 3737 Stockdale Highway, improving operational efficiency and workspace functionality. (Reliable Infrastructure, Community Character & Quality of Life)

2. Restroom Improvements at Stiern and Jefferson Parks – Completed installation of a new restroom at Stiern Park and renovated the restroom at Jefferson Park using pre-engineered and pre-manufactured structures to improve park accessibility and reliability. (Reliable Infrastructure, Community Character & Quality of Life)
FY 2026-27 Goals

1. R Street Community House Kitchen Remodel – Complete the remodel of the kitchen at the R Street Community House. (Reliable Infrastructure, Community Character & Quality of Life)

2. Hershel Moore Park Design Phase – Begin the design phase for improvements at Hershel Moore Park. (Reliable Infrastructure, Community Character & Quality of Life)

3. Alondra Park Design Phase – Initiate the design phase for improvements at Alondra Park. (Reliable Infrastructure, Community Character & Quality of Life) 246
Recreation & Parks Administration
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $1,529,920 $1,751,185 $1,737,316
Operating 231,397 336,811 349,241
Capital 106 - -
Total $1,761,423 $2,087,996 $2,086,557
Sources of Funds
General Fund $1,596,147 $1,909,541 $1,895,695
Public Safety & Vital Services General Fund $163,725 $178,455 $190,862 Equipment Management $1,550 - -
Total $1,761,423 $2,087,996 $2,086,557
247
Parks
Function
Develop operational management principles and practices that will lead to long-term organizational sustainability while maintaining levels of services.

FY 2025-26 Accomplishments

1. Incorporated best practices and continued working with Park Rangers to provide needed security measures to protect park assets and increase the safety of park users. (Community Character & Quality of Life)
a. Park Staff identified 2 parks (Jefferson Park, and Patriots Park) to install stationary cameras based on recent renovations of amenities and community activity. Staff contracted a vendor to install 27 stationary pole cameras. Additionally, staff have utilized park mobile cameras for special events.
b. Park staff continued to address park access issues by installing and/or maintaining gates and bollards throughout park facilities.

2. Worked with the San Joaquin Valley Air Control District and secured commercial vouchers utilizing the Zero-Emission Landscaping Equipment (ZELE) program, enabling the replacement of approximately 80% of the department’s gas-powered landscape equipment to battery-powered. This collaboration supports the department’s commitment to complying with AB1346 and enhancing the quality of life in the community by promoting cleaner, more efficient operations. (Community Character & Quality of Life)

3. The Parks Division, in collaboration with Water Resources and local stakeholders, identified planting locations, selected appropriate species, and planted 100 native trees surrounding Truxtun Lake. This effort was paired with the installation of a high-efficiency, low-water-consumption drip irrigation system. Together, these initiatives reflect the department’s ongoing commitment to water conservation and sustainable landscaping practices while maintaining aesthetic appeal and creating a positive environmental impact. (Community Character & Quality of Life).

4. Parks division worked with Public Works in a continued effort to identify and replace parks security lighting to LED and replace outdated electrical infrastructure. The updated lighting systems enhanced overall security and contributed to a safer park environment. (Community Character & Quality of Life)

5. Park staff identified four park facilities—Grissom, Martin Luther King Jr., Silver Creek, and Bakersfield Sports Village—that required renovations and upgrades. Improvements included replacing outdated fixtures, partitions, and other infrastructure components. These upgrades support our commitment to maintaining safe, clean, and visually appealing facilities that enhance community image, reduce long-term maintenance costs, and promote environmental sustainability. (Community Character & Quality of Life) 248
FY 2026-27 Goals

1. Continue to promote and advocate for practices that ensure safe environments for both participants and staff. (Community Character and Quality of Life). a. Identify and implement the use of stationery and mobile cameras at various park locations
b. Continue to evaluate park access and maintain gates/bollards to address access issues.

2. Collaborate with Public Works to transition park maintenance operations to electric mower equipment and clean air vehicles, improving operational efficiency while reducing emissions and environmental impact. (Community Character and Quality of Life)

3. Continue efforts to sustain water conservation through compliance with State and local drought restrictions and improvements to landscape and irrigation. (Community Character & Quality of Life)

4. Urban Tree Management. Collaborate with community stakeholders to provide guidance, oversight and recommendations for the care, protection, and management of trees within the community. Promote the use of best management practices that prioritize public safety, environmental sustainability, and the long-term health of the urban forest. (Community Character & Quality of Life)

5. Continue evaluating existing park facilities to identify areas that necessitate renovation and upgrades. Improvements such as fixtures, partitions, and other infrastructure components. (Community Character & Quality of Life)
Service Level Indicators FY 24-25 FY 25-26 FY 26-27
Actual Projected Proposed
Maintenance District Acreage 4,824 4,383 4,000
Non-Maintenance District Average 336 342 345
Facility/Park Reservations 24,481 26,259 26,210
249
Park Rangers
Function
Develop operational management principles and practices that will lead to long-term organizational sustainability while maintaining levels of services. 2025-26 Accomplishments

1. Obtain Citation Processing by third party vendor, to assist in addressing issues of littering, vandalism, and illegal parking. (Community Character & Quality of Life) a. Citations should be in full operation by 3/4/26

2. Enhance Visitor Satisfaction by conducting proactive patrols and addressing visitor concerns promptly. (Community Character & Quality of Life) a. Rangers averaged approximately 150 calls a month to the Ranger Hotline from community members; these calls are returned within minutes of being received with follow up calls and the addressing of issues. Calls received after hours are followed up the next business day.

3. Communication and Collaboration with city departments and partner agencies focused on preservation of park assets and public safety. (Community Character & Quality of Life). a. Rangers are conducting patrols and locating individuals in need of service.

Referrals are made to connect unhoused individuals with services throughout the community. Rangers continue to utilize the City Source App as well as email communication for needed repairs to assets to preserve public safety. Park Rangers work closely with the STORM and IMPACT Teams to remove unlawful camping sites.

4. Implement regular scheduled bike patrol for the Kern River Trail. Rangers to be assigned to patrol beginning Easter Weekend (Community Character & Quality of Life) a. Rangers had approximately 600 to 800 miles of active patrols along the Bike path over the past year.

5. Continued facilitation of the Kern River bike Patrol. Training is in progress with an anticipated Easter Weekend kickoff. (Community Character & Quality of Life) a. KRBP has been created and all operations have been handed over to KRBP Board of Directors for further oversight and daily operations. Currently a Ranger Supervisor attends their board meetings to address any concerns that arise that Rangers can assist with resolving.
250
2026-27 Goals

1. Ensure consistent, efficient enforcement of park rules related to littering, vandalism, and illegal parking through full integration of third-party citation processing.

2. Enhance visitor satisfaction by increasing Ranger visibility and responsiveness during high-use afternoon and evening hours.

3. Continue strengthening partnerships with City departments and external agencies to address public safety concerns while connecting individuals to services.

4. Leverage operational data to refine patrol strategies, staffing models, and service delivery. 251
Parks
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $16,338,536 $18,112,394 $18,331,161
Operating 13,588,122 13,370,230 14,353,452
Capital 6,901,149 2,325,000 3,700,000
Total $36,827,807 $33,807,623 $36,384,614
Sources of Funds
General Fund $24,446,145 $25,284,841 $26,230,166
Public Safety & Vital Services General Fund $5,377,770 $6,168,622 $6,425,288 HUD - CDBG Entitlements $4,713 - -
Amtrak Operating Fund $15,791 $29,160 $29,160
CARES/ARPA Covid Relief $1,512,286 - -
Capital Outlay Fund $861,175 $100,000 $200,000
PSVS Capital Outlay $3,997,956 $2,225,000 $3,500,000
Recreation Facility Fund $167,280 - -
Park Improvement Fund $355,838 - -
Equipment Management $88,852 - -
Total $36,827,807 $33,807,623 $36,384,614
252
Recreation
Function
Provide quality recreational services for the Bakersfield community.

FY 2025-26 Accomplishments

1. Partner with a local non-profit arts organization to expand art opportunities and education located in parks in underserved areas. The department created a partnership with the Arts Council of Kern and local artist Wendy Johnson to provide a community driven mural and seven community art events at Saunders Park. The project was made possible by grant funding from California Arts in the Parks and included hands on mural painting workshops, guided art activities, games, and skating in the multi-use recreation facility and addressed needed upgrades to reactivate the park. (Community Character & Quality of Life)

2. Implement grant activities to offer free or low-cost health and fitness activities as well as supplemental academic opportunities for local youth ages 5 to 13. The department secured grant funding from Kaiser Permanente to offer the new Sports and Education Academy offered at Dr. Martin Luther King Jr. Community Center and Saunder Recreational Facility. The academy included free meals provided by the Kern County Superintendent of Schools, workshops with weekly guest speakers, daily S.T.E.M. based curriculum and supplemental academic support in English and Math. (Community Character & Quality of Life).

3. Provide enhanced mobile recreation amenities and program opportunities during the fiscal year. Mobile Recreation expanded offerings in spring and summer by visiting and partnering with internal recreation divisions including community centers, sports, special projects, and aquatics. By coordinating department efforts, we were able to reach more families and enhance events with creative, physical and social recreation activities. (Community Character & Quality of Life).

4. Secure and implement grant funding to award seasonal passes for the public swim program.

Splash passes will be an additional resource to families with financial barriers. The aquatics division increased the number of free season swim passes by 25% in the summer of 2025.

The swimming resource provided underserved families with a free and safe setting to cool off. (Community Character & Quality of Life).

5. Provide additional rental opportunities for groups large and small with the addition of four softball fields at Mesa Marin Sports Complex. The sports division hosted new small group rentals at the Mesa Marin Sports Complex. Groups were made up of local businesses and labor unions. The additional four fields at Mesa Marin Sports Complex are still currently under construction and programming and rentals will be added upon completion. (Community Character & Quality of Life).
253
FY 2026-27 Goals

1. In cooperation with American Red Cross Centennial Program, provide certified, free hands-only CPR training at city events. (Community Character & Quality of Life)

2. Provide stand-alone swimming lesson opportunities designed for at-risk youth ages 13 to

17. (Community Character & Quality of Life)

3. Provide enhanced active adult programs and opportunities at community centers and sports facilities. (Community Character& Quality of Life)

4. Expand recreational outreach by attending various community resource events including career fairs, resource fairs, health fairs, and non-profit organization events to disseminate program information and department informational brochures. (Community Character & Quality of Life)

5. Create and launch an improved special event process that will provide a more efficient and customer friendly application process. (Innovative, Efficient, and Effective City Government)
Service Level Indicators FY 24-25 FY 25-26 FY 26-27
(Total Attendance) Actual Projected Proposed
Sports 219,527 230,000 240,000
Silver Creek Community Center/Saunders
Recreation Facility 12,398 13,000 13,500
Martin Luther King Jr. Center 44,893 45,500 46,000
Aquatics 93,363 109,000 105,000
Special Events/Special Projects 19,821 23,000 22,000
254
Recreation
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $2,627,054 $2,522,709 $2,471,862
Operating 1,626,888 1,539,786 1,555,847
Capital 85,960 - -
Total $4,339,902 $4,062,495 $4,027,709
Sources of Funds
General Fund $4,339,101 $4,062,495 $4,027,709
Equipment Management $801 - -
Total $4,339,902 $4,062,495 $4,027,709
255
Development Services
256
Development Services Director (1)
Development Services Assistant Director (1)
Planning Division (18)
Planning Director (1)
Assistant Planning Director (1)
Advanced
Planning (7)
Principal
Planner
(1)
Associate
Planner
(3)
Assistant
Planner
(2)
DS Tech (1)
Land
Division (4)
Principal
Planner
(1)
Senior
Planner
(1)
Associate
Planner
(2)
Permit
Planning (5)
Principal
Planner
(1)
Associate
Planner
(1)
Assistant
Planner
(2)
DS Tech (1)
Building Division (80)
Building Director (1)
Assistant Building Director (1)
Permits (11)
Engineer III
(2)
Engineer I/II
(1)
Bld Inspector
III (2)
Plan Checker
(5)
Secretary II
(1)
Inspections
(14)
Bld Inspector
III (2)
Bld Inspector
I/II (11)
Clerk Typist II
(1)
Code Enforcement Manager (1)
Code
Enforcement
(25)
North/ South
CEO III (2)
CEO I/II (12)
Assistant
CEO (2)
Clerk Typist II
(1)
DS Tech (1)
Special
Projects
CEO I/II (4)
Assistant
CEO (2)
OSS (1)
Rapid
Response
Team (27)
Supervisor II
(1)
CEO III (1)
CEO I/II (8)
LEO (7)
SMW (9)
Clerk Typist II
(1)
Land Development (18)
Civil Engineer IV (1)
Engineering
(10)
Engineer III
(1)
Engineer I/II
(3)
Supervisor II
(1)
Engineer
Tech I (4)
Admin &
Fiscal Svc
Spec I (1)
Development
Inspections
(7)
Supervisor II
(1)
Construction
Inspector I/II
(6)
Community Development (17)
ECD Manager (1)
TCC Grant
(2)
Grant Admin
(1)
ECD Spec
(1)
Community
Development
(7)
ECD Sup (1)
Coordinator
(3)
ECD Spec
(1)
ECD Tech
(1)
Admin
Analyst (1)
Homeless &
Housing (7)
ECD Sup (1)
Coordinator
(2)
ECD Spec
(3)
ECD Tech
(1)
Fiscal & Admin Serv Mgr (1)
Fiscal & Admin Serv Officer I (1)
Accountant I (2)
Admin Analyst III (1)
Secretary II (1)
Secretary I (1)
Total: 7
Permit Services Supervisor (1)
DS Tech (3)
Clerk Typist II (1)
Total: 5
Development Services
257
Development Services
Function
The goal of the Development Services Department is to provide exceptional professional and technical services that support the development of a well-planned community, both now and into the future, while providing exemplary customer service to our clients, from application to occupancy. The department strives to ensure that buildings and their environments are constructed and maintained in conformance with adopted codes, standards, rules, and policies. The department provides meaningful support in the preservation of existing neighborhoods and the development of new sustainable neighborhoods, creating vibrant and safe places for our residents to call home.

The department is instrumental in supporting the continued economic vitality of the community, preserving, and expanding upon the commercial and industrial base, positioning the City as a regional leader in commerce, employment, education, and quality of life.

258
Development Services

Actual Adopted Proposed
FY25 FY26 FY27
Divisions:

Planning $3,565,737 $3,857,633 $3,963,021
Building 13,274,161 16,029,449 16,113,231
Land Development - 3,106,927 3,437,778
Community Development $34,065,568 $21,858,160 $16,627,352 Total $50,905,465 $44,852,169 $40,141,383
Sources of Funds:

General Fund $10,744,992 $5,719,787 $5,108,103
Development Services General Fund $5,763,419 $9,554,566 $10,567,548 Public Safety & Vital Services General Fund $16,198,040 $22,982,656 $19,171,341 Capital Outlay Fund $5,976 - -
PSVS Capital Outlay $443,838 $843,000 -
Total Redevelopment Successor Agency Housing - - $105,000 Fiduciary Service Funds Total $3,515,305 - -
Refuse Collection Fund $76,681 $69,491 $87,575
Equipment Management $127,587 $90,000 -
HUD - CDBG Entitlements $2,281,703 $3,571,578 $3,078,648 HUD - Home Program Fund $1,956,144 $1,507,910 $1,473,894 TCC Grant $231,728 $512,443 $549,274
CARES/ARPA Covid Relief $9,560,053 - -
Transient Occupancy Taxes - $739 -
Total $50,905,465 $44,852,169 $40,141,383
Full Time Employees:

Planning 20.80 21.00 20.76
Building 89.20 90.00 87.26
Land Development - 19.00 18.98
Community Development 9.15 7.00 9.00
Economic Development 12.90 18.95 13.00
Total 132.05 155.95 149.00
259
Planning Division
Function
The Planning Division performs processes and functions that result in timely and orderly development, which encourages thoughtful growth throughout the City. The division provides professional expertise and relevant planning services to ensure that the City continues to evolve as a community where people want to live, work and play, through implementation of the City’s General Plan and the administration of current land use, planning, and zoning laws. The division is responsible for conducting appropriate environmental review and the effective regulation of land divisions. The division provides excellent customer service; promotes a high quality of life by improving the safety and livability of neighborhoods; and facilitates programs and projects that stimulate economic development by creating and retaining diverse housing and employment opportunities.

FY 2025-26 Accomplishments

1. Successful certification the 6th Cycle Housing Element by the State and completion of the associated ordinance amendments to implement the action items of the Housing Element in support of housing development. (Council Goals 1, 4 & 5)

2. Preparation for the General Plan Update Environmental Impact Report (EIR) release to the public by July 2026. Conducted five outreach events for the General Plan Update. (Council Goals 1, 2, 3, 4 & 5)

3. Successfully transferred Accessory Dwelling Unit (ADU) site plan review applications for construction in the R-1 (Single-Unit Dwelling) zone to the Building Department that will reduce plan check time supporting residential infill, promote increased housing production, and support community goals for higher density and sustainable growth. (Council Goals 4 & 5)

4. Key participant in the opening of the “One-Stop Shop” for Development Services, which provides the public with improved efficiency and smoother experience for the community for Planning, Building and Land Development services. (Council Goals 4 & 5)

5. Commence preparation of the (new) Bakersfield Habitat Conservation Plan while fully carried the administrative responsibilities of the Metropolitan Bakersfield Habitat Conservation Plan’s (MBHCP) Implementation Trust Group, supporting new strategies for the purchase and transfer of habitat land to the California Department of Fish and Wildlife. (Council Goals 1, 4 & 5)

6. Provided extensive training opportunities to a staff to enhance expertise such as in-house peer-to-peer coaching, by attending the League of California Cities Planning Commissioner Conference, the American Planning Association California Chapter conference, and other seminars related to urban planning. (Council Goal 5) 260

7. Processed a projected total of 450 applications related to Planning projects that include Site Plan Review, Land Division, General Plan Amendments and Zone Changes. (Council Goals 1, 4 & 5)
FY 2026-27 Goals

1. Adoption of the General Plan Update and its Environmental Impact Report (EIR). (Council Goals 1, 2, 3, 4 & 5)

2. Continue work on the Bakersfield Habitat Conservation Plan (BHCP) and address the administration issues of the now expired Metropolitan Bakersfield Habitat Conservation Plan (MBHCP). (1, 4 & 5)

3. Continue efforts to streamline the development review process to enhance exemplary customer service to all applicants and the general public. Met the 15- business day review turnaround timeline that was mutually agreed upon with the development industry for improved customer service. (Council Goals 1 & 5)

4. Completion of four Environmental Impact Reports (EIR) for major commercial, warehouse, and business projects. (Council Goals 1, 3, 4 & 5)

5. Implement process to facilitate State housing legislation that increase housing densities and development opportunities. (Council Goals 1, 4 & 5)
261
Planning
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $2,154,389 $2,997,535 $3,124,966
Operating 1,411,348 860,098 838,055
Capital - - -
Total $3,565,737 $3,857,633 $3,963,021
Sources of Funds
General Fund $2,279,787 $2,259,705 $1,861,232
Development Services General Fund $668,422 $914,034 $1,381,680 Public Safety & Vital Services General Fund $617,528 $683,894 $720,109 Total $3,565,737 $3,857,633 $3,963,021
262
Building Division
Function
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. Provide for the fair and equitable enforcement of the codes of the City, encouraging compliance in order to enhance the health, safety and welfare of all residents of Bakersfield.

FY 2025-26 Accomplishments

1. Continuing the phased implementation of the new electronic permitting system along with modules for permits, inspections, and Code Enforcement, the new Clarity system offers a more intuitive customer experience. We have also completed the Development Services first-floor renovation, which included the addition of the Land Development and Fire Plan review team to the space. In addition, we successfully expanded our quick service permits from four types to a total of 14 residential permit types through the Symbium program, helping ensure a faster and more efficient process for our customers. Furthermore, we have adopted the new 2025 California Building Codes, ensuring that construction throughout the community meets the most up-to-date life safety standards for the public. (Council Goals 1 & 5)

2. Staff began working with Data Tickets to implement administrative citations for illegal dumping violations. This effort is intended to improve enforcement and accountability for offenders and support more efficient case management. (Council Goals 2 &5)

3. Proceeded to grow and monitor the Commercial Vacant Building Registration list.

Currently 48 properties have been identified and are being monitored on the Commercial Vacant Building Registration. Regularly conducted patrol checks of commercial vacant buildings. In 2025, 373 inspections were conducted pertaining to Commercial Vacant Building Registration cases. Working to expand the Commercial Registration area to include the Oak to Union corridor. New signs have been obtained for property owners who are struggling to comply with sign requirements but are willing to comply. Continue discussion with the Bakersfield Fire Department on how to relay emergency contact information between departments. This program lays the groundwork for improving monitoring and revitalization efforts in key commercial zones. (Council Goal 1)

4. Processed a projected total of 11,007 building permits during Fiscal Year 25/26, an 8.34% decrease over the FY 24/25 total of 11,965 (Council Goals 1 & 4)

5. Processed a projected total of 1,294 new single-family residential permits during the 25/26 Fiscal Year, an 8.94% decrease over the FY 24/25 total of 1,415. (Council Goals 1 & 4) 263

6. Code Enforcement Special Projects Team reviewed 30 properties between March 2025 to February 2026 as part of its targeted revitalization efforts. During this period, 19 structures were demolished, bringing the total number of demolitions to 138 since the program’s inception. Two properties have been successfully repaired or rehabilitated, with 15 more currently undergoing improvement. Eight properties are also in the administrative process for receivership, marking continued progress in revitalizing neighborhoods and improving public safety. (Council Goals 1, 2, 3 & 4)

7. The Code Enforcement Section’s total response to calls for service decreased from a total of 17,446 in FY 24-25 to 14,693 calls for service in FY 25-26, a decrease of 15.78%. The number of inspections decreased from 15,684 in FY 24-25, to 15,008 inspections in FY 25-26, a decrease of 4.5%. The difference in call volume is due to the fact that four months remain in the current fiscal year. Based on current trends, we expect to meet or potentially exceed last year’s call statistics by the end of the fiscal year. (Council Goals 2 & 4)

8. The Rapid Response Team (RRT) responded to 6,754 of the total Code Enforcement call volume during 2025–26, averaging about 18 calls per day. This was a 34.% decrease over 2024-25, where RRT reported 10,374 calls. The RRT cleaned up 4,101 sites, removing 4,898.2 tons of trash and debris. (Council Goals 2 & 4)

9. Since the initial implementation of the Co-Response Team, we have been able to provide full night coverage to respond to encampments and assist BPD by seizing property when individuals are arrested for trespassing or outstanding warrants. Once the scene is cleared, the RRT crew cleans the area and removes any trash and debris. In addition, duplicate calls between departments have been reduced to a minimum, improving overall efficiency and coordination. However, due to budget constraints and staffing shortages, Code Enforcement and the BPD Impact Team have had to reduce night coverage to a single unit.

This change will likely result in a decrease in the number of calls that can be handled during overnight hours. (Council Goals 2 & 4)
FY 2026-27 Goals

1. With the addition of the Land Department and Fire Department to the “One Stop Shop,” we anticipate improvements in our timelines and overall customer service satisfaction. We will continue to refine the electronic permitting, plan submittal, and plan review processes by utilizing and upgrading SYMBIAN, ProjectDox Version 9.5 software, as well as exploring the potential implementation of the Camino Guide. (Council Goals 1& 4)

2. Continue to develop the Special Projects Team within Code Enforcement to include proactive enforcement areas, enhanced demolition program and focused receiverships. As well as ADU Compliance. The Program will be specific to addressing nuisance buildings and properties throughout the city. (Council Goals 2,4 & 5)

3. In preparation for the adoption and implementation of the 2025 California Building Codes, the Building Division will prioritize informing and educating the public through interactive team meetings, workshops, and outreach efforts. These engagements will help 264
stakeholders, contractors, and residents better understand the new code requirements and how they impact permitting, construction, and inspections. The Division will continue to update and implement a user-friendly, comprehensive website that clearly illustrates and explains the major services and functions provided by the Building Division. The website will include accessible online forms, informational handouts, and guidance materials designed to assist the public in navigating building requirements, permit applications, and compliance with the updated codes. Through these efforts, the Building Division aims to improve transparency, streamline processes, and ensure a smooth transition to the 2025 California Building Codes for the community and industry professionals. (Council Goals 1 & 5)

4. Reduce case backlogs and implement proactive code enforcement campaign strategies to enhance the quality of life in all quadrants of the city. (Council Goals 1,2 & 4)

5. The purpose of the “One-Stop Shop” is to enhance the development process by establishing a centralized location where customers can access multiple development-related services in one place. With the renovation complete (minus wall pictures), the space is now fully operational and designed to better serve our community and stakeholders. While the primary renovation work has concluded, we will continue making minor enhancements to further improve the customer experience. One upcoming adjustment includes adding a visitor processing program (or kiosk system), which will allow customers to schedule appointments and streamline check-in procedures with staff. The completion of the One- Stop Shop represents an important step in our commitment to providing more efficient, coordinated, and customer-focused development services. (Council Goals 1 & 4)

6. Since the program's launch in September 2024, Code Enforcement has been continuously refining the program through data analysis, assessing response times, enhancing procedures, and procuring necessary equipment. (Council Goals 2 & 5) 265
Building
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $9,991,604 $11,162,811 $11,498,795
Operating 3,259,852 4,866,638 4,614,436
Capital 22,704 - -
Total $13,274,161 $16,029,449 $16,113,231
Sources of Funds
General Fund $2,324,827 $3,011,609 $2,929,630
Development Services General Fund $5,094,997 $5,533,605 $5,748,090 Public Safety & Vital Services General Fund $5,612,020 $7,324,744 $7,347,936 Capital Outlay Fund $5,976 - -
PSVS Capital Outlay $32,074 - -
Refuse Collection Fund $76,681 $69,491 $87,575
Equipment Management $127,587 $90,000 -
Total $13,274,161 $16,029,449 $16,113,231
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Land Development
Function
The Land Division facilitates, reviews, and inspects land development projects, ensuring compliance with municipal codes, engineering standards, and statutory regulations for the benefit of residents and businesses in Bakersfield.

FY 2025-26 Accomplishments (Council Goal 3):

Approved Plans/Final Maps:

1. Online Plans:
oStreet Plans, Sewer & Storm Drain Plans, Wall Plans, Landscape Plans, and Revisions:
67 oOnline Drainage Studies: 15
oOnline Grading Plans: 46

2. Paper Plans:
oStreet Plans – 3 Originals, 10 Revisions
oSewer & Stormdrain – 4 Originals, 1 Revision
oWall Plans – 2 Originals
oStreet Plans – 3 Originals, 10 Revisions
oLandscape Plans – 7 Originals
oTraffic Signal Plans – 1
oFinal Maps – 31 sent to Clerk of the Board

3. Minor Land Divisions:
oParcel Mergers – 9
oParcel Map Waivers - 12
oLot Line Adjustments – 11
oStreet Vacations - 2

4. Permit Applications Submitted:
oStreet Permits – 1182
oEncroachment Permits – 9
oTransportation Permits – 849

5. Annexation approved FY 25-26:
oFeb 6, 2026 - Annexation No. 723
oSep 26, 2025 - Annexation No. 713

6. Fees collected through the development process:
oTransportation Fees - $11,817,230.58
oSewer Connection Fees - $5,696,758.14
oPlanned Sewer Area/Planned Drainage Area Fees - $1,210,378.77 267
oMaintenance District Formation Fees - $32,793.00
oMajor Bridge and Thoroughfare Area Fees - $94,599.86

7. Inspections:
o7,053 Inspections on Permits
o6,064 Inspections on Tracts
FY 2026-27 Goals

1. Land Development is now under the umbrella of Development Services. This move was completed to support a One Stop Shop approach that will continue to improve efficiency, streamline interdepartmental coordination, and provide a smoother development experience for the community (Council Goal 5).

2. Provide great customer service to the land development community. (Council Goal 5)

3. Electronic Plan Review of Street Right of Way dedications, Minor Land Divisions, Final Maps, Easements, Improvement plans, Grading plans, Street permits, and Encroachment permits that will help developers, and the community with the review process. (Council Goal 5) 268
Land Development
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel - $2,564,987 $2,874,671
Operating - 541,940 563,107
Total - $3,106,927 $3,437,778
Sources of Funds
Development Services General Fund - $3,106,927 $3,437,778 Total - $3,106,927 $3,437,778
269
Community Development
Function
Connecting people and places, the Community Development Division empowers and inspires projects that develop prosperity, create equitable opportunities, and apply solutions-oriented problem-solving to build a thriving Bakersfield.

FY 2025-26 Accomplishments

1. 800 South Baker Street, located at 800 South Baker Street, completed construction, and created 8 units of affordable housing. (Council Goal 2)

2. Renaissance at Baker Apartments, located at 1001 Baker Street, completed construction and created 85 units of affordable housing. (Council Goal 2)

3. City Serve Elevate Apartments, located at 3201 F Street, completed construction and provided 125 units of affordable housing. (Council Goal 2)

4. 4 th Street Apartments, located at 610 4 th Street Apartments, completed construction and created 16 units of affordable housing. (Council Goal 2)

5. Funded $6,511,881.32 in Public Safety Vital Services dollars to affordable housing developments, including Auburn Street Apartments, City View Apartments, and Letzring Senior Housing. (Council Goal 2)

6. Funded $3,216,881 in Local Housing Trust Fund grant dollars for affordable housing developments. (Council Goal 2)

7. Funded $4,029,260 in HOME Investment Partnership Grant dollars for affordable housing developments. (Council Goal 2)

8. Expended $8,317,362 in American Recovery Plan Act funds for affordable housing development and homeownership. (Council Goal 2)

9. Funded $5,988,650 in Transformative Climate Communities (TCC) funds to support the Bakersfield Senior-Center Mixed Use Project. (Council Goal 2)

10. Assisted three first-time homebuyers with down payment assistance through partnership with My Way Home, formerly known as Ventura County Community Development Corporation (VCCDC). (Council Goal 2)

11. Applied for $13,089,266 in State Homekey+ funds with Community Action Partnership of Kern to rehab Ramkabir Motel and provide 30 units of permanent supportive housing to veterans and vulnerable populations at risk of or experiencing homelessness. (Council Goal 2)
270

12. Acquired real property in the Southeast Strong project service area for future affordable housing via contract with Habitat for Humanity Golden Empire. (Council Goals 1 & 4)

13. Hosted two annual homeownership conferences where attendees learned about homebuying options and resources in the area to assist with the process via contract with My Way Home. (Council Goal 4)

14. Advanced development and implementation of the City’s 2025-2030 Consolidated Plan, establishing strategic policies to guide federal housing, community development and homelessness funding and programs over the subsequent five years. (Council Goals 1, 3 & 4)

15. Provided services to two hundred fourteen (214) consumers and providers concerning information, training, and counseling on Fair Housing and compliance issues and procured a Fair Housing Service Provider to increase and enhance Fair Housing service via contract with Greater Bakersfield Legal Assistance (GBLA) to administer Fair Housing Program. (Council Goals 1, 3 & 4)

16. Provided financial assistance and co-administered four capital improvement activities under the CBDG program. (Council Goal 3)

17. Funded the provision of senior services at the Bakersfield Senior Center which provided supportive services to 295 unduplicated low-income seniors including welfare and recreational needs, health and nutrition education. (Council Goals 4)

18. Supported Kern County Public Health in assisting 860 clients with housing and supportive services assistance funded through the Housing Opportunities for People with AIDS/HIV grant. (Council Goals 2)

19. Fiscal Administration of capital/operating projects for Mechanics Bank Arena & Convention Center and Valley Children’s Ice Sports Center. (Council Goals 3 & 4)

20. Continued implementation of the ARPA funded Home Rehabilitation program with Staples Energy and Community Action Partnership of Kern (CAPK) to provide up to $15,000 grants to assist City residents within eligible census areas. (Council Goals 1, 2 & 4)

21. Provided $550,000 in PSVS funding for the rehabilitation and expansion of the St. Vincent de Paul Center. (Council Goals 2 & 4)

22. Hosted six tenant rights workshops in partnership with Greater Bakersfield Legal Assistance (GBLA) for residents in the Southeast Strong project area. (Council Goal 4)

23. Weatherized and provided solar panels for four qualifying homes in the Southeast Strong project area via contract with Community Action Partnership of Kern (CAPK) and their collaboration with GRID Alternatives. (Council Goal 4)
271

24. Continued implementation of the Dr. Martin Luther King Prosperity Neighborhood Initiative by launching the MLK Farmers Market in partnership with the Kern County Black Farmers Association and Clinica Sierra Vista, expanding food access and healthcare resource delivery within the corridor. (Council Goal 4)

25. Continued implementation of the Niles/Monterey Prosperity Neighborhood Initiative by advancing the Safe Routes to School Campaign, supporting BCSD’s first Ruby Bridges Walk to School Day with over 100 students participating in a Walking School Bus at Williams Elementary, and conducting a Night Walk Audit to inform pedestrian safety and lighting improvements. (Council Goal 4)

26. Continued implementation of workforce and economic mobility programming through the Pathways to Prosperity financial literacy series in partnership with Strata Credit Union and Bakersfield Adult School’s Job Spot 2.0, completing a second cohort focused on banking fundamentals, credit building, and debt management. (Council Goal 4)

27. Continued implementation of career pathway development efforts by aligning Bakersfield Adult School’s A+ and Networking certification programs with internship placement opportunities through Teach Me Tech to address employment experience barriers for program graduates. (Council Goal 4)

28. Completed year five of operations at the Brundage Lane Navigation Center through a partnership with Mercy House. 1,288 people served, 656 people housed to date, and twenty-two (22) people reunited with family. (Council Goal 2)

29. Continued to manage $15.4 million in State Homeless Housing Assistance and Prevention Program Rounds 2-5 funding with partnerships including Emergency Shelter Operations, Case Management, Rental Assistance, Homeless Management Information System Support, Permanent Supportive Housing, Street Outreach, and Youth Services (including Case Management, Emergency Shelter Operations, Street Outreach, and Rental Assistance). (Council Goal 2)

30. Continued to facilitate BLNC Referral Network meetings to maintain communication and strengthen partnerships between Mercy House, Bakersfield Police Department, Rapid Response Teams, Park Ranger Teams, Flood Ministries and Kern County Behavioral Health and Recovery Services. (Council Goal 2)

31. Funded and administered Federal Emergency Solutions Grant funds for local non-profit service providers to combat homelessness. Successfully assisted 44 households with rapid rehousing or homeless prevention rental assistance, 158 individuals with street outreach to connect homeless individuals with benefits and services to exit homelessness and served approximately 1,110 individuals with emergency shelter services. (Council Goal 2)

32. Continued to fund and administer PSVS - Family Re-unification Program to implement unique street outreach and housing solutions for those experiencing homelessness through 272
reuniting them with family members. Fifty-four (54) individuals were reunited with family. (Council Goal 2)

33. Managed Housing Opportunities for People with AIDS (HOPWA) grant in the amount of $1,924,301.74. (Council Goal 2)

34. Participated in CoC working group to combine 10-Year Plan to End Homelessness and Strategic Action Plan to Reduce Homelessness and continue to implement plans alongside Bakersfield Kern Regional Homeless Collaborative. (Council Goal 2)

35. Contributed $2,500,000 in PSVS Affordable Housing Trust Fund dollars for the construction of The Open Door Network shelter/new campus. (Council Goal 2)

36. Administered agreement with The Open Door Network for $1,000,000 in Financial Assistance Program for People Experiencing or At Risk of Homelessness. (Council Goal 2)

37. Administered HOME-ARP funds in the amount of $848,686 to two Supportive Services programs to provide Coordinated Entry System services, housing navigation, case management, and homeless prevention assistance. (Council Goal 2)

38. The City executed seventeen (17) grant agreements with businesses in the amount of $434,300 through the Economic Opportunity Area program. (CG 1)

39. Continued the Entrepreneurship Technical Assistance and Grant Program in partnership with Bakersfield College Launchpad, to provide small business technical assistance and capital support; awarded $382,500 in grant funding to 58 businesses, which resulted in the creation of 216 new jobs. (CG 1)

40. Continued implementation of the downtown business district Large Façade Improvement Program; awarded three projects with $1,398,077.78 in grant funds. (CG 1)

41. Continued implementation of the Workforce Development Program – Pathways to Innovation; awarded $750,000 in grant funds to community partners to implement workforce development programs in line with City goals. (CG 1)

42. Supported Historic Preservation with draft Mills Act program presented to City Council committee, resulting in a recommendation to take the ordinance to the full Council for adoption. (CG 1)

43. Continued implementation of Brownfield Assessment grant funds ($500,000) with the completion of an updated inventory and targeted outreach to brownfield property owners, continued environmental assessments on priority sites and continued area planning efforts that will focus on the Old Town Kern/Niles-Monterey area. (CG1) 273

44. Continued administration of Bakersfield Youth Jobs Program with fifty-three (53) participants hired this fiscal year. (CG 1)

45. Completed the Old Town Kern Vision Plan, creating a 25-year framework with projects and action to reimagine Old Town Kern (CG 4)

46. Entered into agreement with Kosmont Companies to complete a feasibility analysis on the development of an Enhanced Infrastructure Financing District. (CG 1)

47. Completed a business resource guide in collaboration with community partners for small businesses and start-ups. (CG 1)

48. Completed microgrid education course in collaboration with Arizona State University and Kern Community College District as part of the Central Valley’s i-Hub designation. (CG 1)

49. Provided individualized, bilingual financial empowerment and literacy training and workshops for residents of the Southeast Strong project area via contract with My Way Home. (CG 1)

50. Hosted two contractor business workshops in the Southeast Strong project area via contract with the Kern County Black Chamber of Commerce. (CG 1)

51. Enrolled eight participants from the Southeast Strong project area into two (2) cohorts of the Recycling Lives via contract with the Kern County Employers’ Training Resource Center. (CG 1)

52. Collaborated with 3C Capital Funding, Inc. To host weekly small business displacement avoidance support sessions in the Southeast Strong project. (CG 1)

53. Hosted six small business workshops via contract with Kern Women’s Business Center for residents of the Southeast Strong project area through the workforce development and economic opportunity and displacement avoidance plans. (CG 1, 4) FY 2026-27 Goals

1. Continue to leverage the Affordable Housing Trust Funds using local (PSVS), State (LHTF and PLHA), and Federal (HOME) grant funding sources for the development of affordable housing projects including rental and homeownership. (Council Goal 2)

2. Monitor $6 million in Transformative Climate Communities funding to support the Bakersfield Senior Center Mixed-Use Center, a 36-unit mixed-use facility. (Council Goal 2 & 4)

3. Complete construction of affordable housing projects including 4 th Street Senior Apartments, M Street Apartments, and Auburn Apartments. ( Council Goal 2) 274

4. Project management and oversight of the Letzring Senior Housing, City View Homes, Niles Street Apartments, and the acquisition of Victory Family Services Columbus Street location. (Council Goal 2)

5. Complete purchase and begin rehabilitation on Country Inn and Suites for transitional housing and rehabilitation. (Council Goal 2)

6. Complete predevelopment tasks and begin construction of affordable housing projects, including 1302 Eye Street, Village Park Senior Apartments (Rehabilitation), and Bakersfield Senior Housing. (Council Goal 2)

7. Continue to collaborate with Self Help Enterprises for the development of Bakersfield Community Land Trust (BCLT) and construction of affordable housing. (Council Goal 2)

8. Project management and oversight of an Accessory Dwelling Unit (ADU) program including the construction of new ADUs and rehabilitation existing non-permitted ADUs. (Council Goal 2)

9. Expand outreach to engage new affordable housing developers and partners. (Council Goal 1 & 2)

10. Provide approximately five households with first-time home buyer down payment assistance through partnership with My Way Home, formerly known as VCCDC. (Council Goal 2)

11. Secure over $13 million in State Homekey+ funding for the rehabilitation of the former Ramkabir Hotel into 30 units of permanent supportive housing. (Council Goal 2)

12. Build three new affordable housing units in the Southeast Strong project area via contract with Habitat for Humanity Golden Empire. (Council Goals 1 & 4)

13. Host five homebuyer workshops in both English and Spanish via contract with My Way Home. (Council Goal 4)

14. Fund and administer $5,585,057 in REAP for affordable housing developments. (Council Goal 2)

15. Work with Development Services to implement required Housing Element tasks and complete Annual Progress Report. as required by California Department of Housing and Community Development. (Council Goal 2)

16. Implement the second year of the 2025-2030 Consolidated Plan, Second Year Action Plan, Citizen Participation Plan, and the Analysis of Impediments to Fair Housing Choice (Council Goals 1, 3 & 4)
275

17. Award projects under the Community Development Block Grant and HOME Investment Partnership programs. (Council Goals 1, 2, 3 & 4)

18. Provide funding and support fair housing activities by Greater Bakersfield Legal assistance (GBLA) to increase the overall level of Fair Housing law knowledge to all community residents by providing services, information, technical training, and counseling on fair housing related issues. (Council Goals 1, 3 & 4)

19. Provide $2 million in CDBG financial assistance and co-administer 3 capital improvement projects in eligible neighborhoods. (Council Goal 3)

20. Continue to co-administer current CDBG-funded capital improvement projects. (Council Goal 3)

21. Create a subrecipient-led Home Accessibility Improvement Program, issue an RFP and select a contractor. Pay for the program using CDBG grant funds. (Council Goal 4)

22. Administer $22.125 million in Strategic Growth Council funds through the Transformative Climate Communities program. Anticipate further award of $7 million (Council Goals 1, 3 & 4)

23. Continue implementation of the programmatic framework for Niles/Monterey and Dr.

Martin Luther King Boulevard Prosperity Neighborhood Initiative areas and its capital improvement project and programs. (Council Goals 1, 2, 3 & 4)

24. Conclude the ARPA-funded Home Rehabilitation program, finalizing the grants to existing homeowners within the Neighborhood Prosperity areas and eligible census areas. (Council Goals 1, 2, 3 & 4)

25. Host monthly tenant rights workshops within the Southeast Strong project area via contract with GBLA. (Council Goal 4)

26. Assist ten local daycare providers with technical assistance through the CDBG funded Upwards Economic Development Program. (Council Goal 1)

27. Continue weatherizing and providing solar panels for qualifying homes in the Southeast Strong project area via contract with Community Action Partnership of Kern (CAPK) and their collaboration with GRID Alternatives. (Council Goal 4)

28. Execute new agreement with Mercy House to continue operations at the Brundage Lane Navigation Center. (Council Goal 2)

29. Receive and administer funds for State Homeless Housing, Assistance, and Prevention Program Rounds 2-6 (HHAP-6) and manage projects for local homeless service providers funding. (Council Goal 2)
276

30. Continue to facilitate BLNC Referral Network and improve communication while strengthening partnerships between Mercy House, Bakersfield Police Department, Rapid Response Teams, Park Ranger Teams, Flood Ministries and Kern County Behavioral Health and Recovery Services. Support and assist in the development of a strategic and coordinated approach amongst outreach providers to identify and assist those most resistant to services. (Council Goal 2)

31. Fund and administer Federal Emergency Solutions Grant funds for local non-profit service providers to combat homelessness and assist 50 households with rapid rehousing or homeless prevention rental assistance, 150 individuals with street outreach to connect homeless individuals with benefits and services to exit homelessness and served approximately 1,000 individuals with emergency shelter services. (Council Goal 2)

32. Fund and administer the Community Connectors program. (Council Goal 2)

33. Continue to assist and support PSVS - Family Reunification Program to implement unique street outreach and housing solutions for those experiencing homelessness through reuniting them with family members and satisfying expenditure and reporting deadlines. (Council Goal 2)

34. Continue collaborative implementation of the Regional Action Plan to Reduce Homelessness with Bakersfield Kern Regional Homeless Collaborative. (Council Goal 2)

35. Continue to administer Financial Assistance for people At Risk of or Experiencing Homelessness Program to prevent homelessness and provide diversion methods for people experiencing homelessness. (Council Goal 2)

36. Work collaboratively with County of Kern and BKRHC to submit application for HHAP- 7 grant award. (Council Goal 2)

37. Continue to work with Kern Behavioral Health and Recovery Services on Behavioral Health Continuum Program (BHCIP) project. (Council Goal 2)

38. Continue to provide administrative support to BKRHC. (Council Goal 2)

39. Work with community partners and grant recipients to improve System Performance Measures to maintain eligibility for future HHAP funds. (Council Goal 2)

40. Work with Development Services to implement annual shelter inspections and reporting processes as required by Assembly Bill 130. (Council Goal 2)

41. Complete implementation of the Façade Improvement Program to support revitalization in the downtown business district. (Council Goal 1)

42. Complete implementation of Workforce Development program with community partners to support Bakersfield workers through workforce development programs. (Council Goal 277
1)

43. Complete the program materials for a Mills Act program as approved by City Council; start program implementation and application process. (Council Goal 1)

44. Complete redevelopment planning efforts in targeted areas (Downtown/Old Town Kern, City-owned sites in SE and SW Bakersfield). (Council Goals 1, 4)

45. Complete visual plans for MLK Corridor and South Bakersfield. (Council Goal 1)

46. Complete Surplus Land Act process for City commercial sites at the Sports Village and South Mill Creek P/Q and create marketing materials for development. (Council Goal 1)

47. Work jointly with Development Services and Risk Management to create a program that will assist small businesses with ADA compliance using SB1186 funding. (Council Goal 1)

48. Continue work on the policy recommendations and framework of the Making Downtown Vision Plan. (Council Goal 1)

49. Develop guidelines and partner with private banks for a loan guarantee program that allows Economic Opportunity Area grant recipients to secure upfront funding for projects. (Council Goal 1)

50. Continue coordination with the Jobs First Initiative to support the creation of regionally centered economic development strategies in Kern County. (Council Goal 1)

51. Host five Financial Literacy/Home Preservation workshops in English and Spanish via contract with My Way Home. (Council Goal 4)

52. Host weekly business support programs for small businesses/microenterprises in the Southeast Strong project area to support both emerging and existing businesses via contract with 3C Capital Fund Inc. (Council Goal 1)

53. Host three business consulting and business support/development programs via contract with Kern Women’s Business Center. (Council Goal 1)

54. Host two contract training courses, information sessions, or community connection events via contract with Kern County Black Chamber of Commerce. (Council Goal 4)

55. Continue enrolling Southeast Strong area residents into transitional or on-the-job training and provide job placement services post-training via contract with Kern County Employers’ Training Resource Center. (Council Goal 1)

56. Conduct two Basic Construction Trainings, offering various certifications via contract with Kern Community College District (KCCD). (Council Goal 1) 278
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Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $2,876,575 $3,854,783 $3,195,041
Operating 28,618,122 17,160,377 13,432,312
Capital 2,570,872 843,000 -
Total $34,065,568 $21,858,160 $16,627,352
Sources of Funds
General Fund $6,140,378 $448,472 $317,241
Public Safety & Vital Services General Fund $9,968,493 $14,974,019 $11,103,295 HUD - CDBG Entitlements $2,281,703 $3,571,578 $3,078,648 HUD - Home Program Fund $1,956,144 $1,507,910 $1,473,894 TCC Grant $231,728 $512,443 $549,274
CARES/ARPA Covid Relief $9,560,053 - -
Transient Occupancy Taxes - $739 -
Capital Outlay Fund - - -
PSVS Capital Outlay $411,764 $843,000 -
SA-RDA-SEPA Housing Fund - - $35,000
SA-RDA-OTKP Housing Fund - - $35,000
SA-RDA-DTPA Housing Fund - - $35,000
Affordable Housing $3,515,305 - -
Total $34,065,568 $21,858,160 $16,627,352
280
Non-Departmental
281
Non Departmental Activity

Actual Adopted Proposed
FY25 FY26 FY27
Divisions:

Non Divisional $14,396,581 $1,778,719 $8,767,831
Debt Service 16,467,873 18,977,768 16,697,536
Interfund Transactions 62,850,144 46,390,298 45,100,173 Total $93,714,598 $67,146,785 $70,565,540
Sources of Funds:

General Fund $13,417,781 $2,883,168 $5,256,775
Development Services General Fund - 64,000 -
Public Safety & Vital Services General Fund 22,872,243 18,737,215 19,933,675 Capital Facility Replacement Reserve 200,000 - -
PSVS Capital Outlay 7,999,999 - -
Park Improvement Fund 167,595 - -
Total Redevelopment Successor Agency Housing 2,953,962 2,648,056 2,645,908 Fiduciary Service Funds Total 3,706,652 2,627,942 854,523 Sewer Service - Plant #2 3,500,000 - -
Sewer Service - Plant #3 12,421,445 14,208,293 13,392,206 Sewer Service - Connection Fees 10,000,000 10,000,000 10,000,000 Refuse Collection Fund 4,812,869 2,475,711 3,620,818
Domestic Water Fund 187,835 1,500,639 1,717,573
Domestic Water Availability Fees - - -
General Aviation Fund 20,484 10,242 10,242
Offstreet Parking Fund 25,996 12,998 12,998
River & Agriculture Water 386,008 281,875 268,353
Self-Insurance Fund 663,529 - -
State Gas Tax - 113,809 -
Traffic Safety Fund 1,200,000 1,000,000 1,000,000
CUPA Fund 21,900 - -
City - Debt Service Fund (499,719) 454,659 136,714
CARES/ARPA Covid Relief 471,164 - -
Transient Occupancy Taxes 9,184,855 10,128,178 11,715,755 Total $93,714,598 $67,146,785 $70,565,540
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Non Divisional
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Personnel $8,936,821 (3,495,000) (1,581,000)
Operating 5,171,324 5,273,719 10,348,831
Capital 288,436 - -
Total $14,396,581 $1,778,719 $8,767,831
Sources of Funds
General Fund $12,061,062 $2,267,504 $4,959,056
Development Services General Fund - $64,000 -
Public Safety & Vital Services General Fund $861,243 ($562,785) $3,808,775 CARES/ARPA Covid Relief $471,164 - -
Transient Occupancy Taxes - $10,000 -
CFD 13-01 West Ming $1,003,111 - -
Total $14,396,581 $1,778,719 $8,767,831
283
Debt Service
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Operating 16,467,873 18,977,768 16,697,536
Total $16,467,873 $18,977,768 $16,697,536
Sources of Funds
City - Debt Service Fund ($499,719) $454,659 $136,714
SA-RDA-SEPA Debt Service $886,425 $582,610 $584,022
SA-RDA-OTKP Debt Service $743,117 $741,418 $738,932
Park Improvement Fund $167,595 - -
Sewer Service - Plant #3 $12,087,345 $13,070,500 $12,934,125 Refuse Collection Fund $323,104 - -
Domestic Water Fund $56,466 $1,500,639 $1,449,220
AD 04-2 Bp/Bv/St@Alen Com $521,644 - -
AD 04-3 Solera/ Rio Vista $356,288 $358,500 -
AD 05-3 Lib Ii/Vg/Tes En $454,840 $892,219 -
AD 06-1 Etcheverry/Lin Ii $341,812 $346,863 $674,260
AD 07-2 Sydney Habour $180,320 $181,457 $180,263
City In The Hills Reasmt $848,637 $848,903 -
Total $16,467,873 $18,977,768 $16,697,536
284
Interfund Transactions
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Operating 62,850,144 46,390,298 45,100,173
Total $62,850,144 $46,390,298 $45,100,173
Sources of Funds
General Fund $1,356,719 $615,664 $297,719
Public Safety & Vital Services General Fund $22,011,000 $19,300,000 $16,124,900 Capital Facility Replacement Reserve $200,000 - -
State Gas Tax - $113,809 -
Traffic Safety Fund $1,200,000 $1,000,000 $1,000,000
CUPA Fund $21,900 - -
Transient Occupancy Taxes $9,184,855 $10,118,178 $11,715,755 PSVS Capital Outlay $7,999,999 - -
SA-RDA-SEPA Operating $581,303 $582,610 $584,022
SA-RDA-OTKP Operating $743,117 $741,418 $738,932
Sewer Service - Plant #2 $3,500,000 - -
Sewer Service - Plant #3 $334,100 $1,137,793 $458,081
Sewer Service - Connection Fees $10,000,000 $10,000,000 $10,000,000 Refuse Collection Fund $4,489,765 $2,475,711 $3,620,818 River & Agriculture Water $386,008 $281,875 $268,353
Domestic Water Fund $131,369 - $268,353
General Aviation Fund $20,484 $10,242 $10,242
Offstreet Parking Fund $25,996 $12,998 $12,998
Self-Insurance Fund $663,529 - -
Total $62,850,144 $46,390,298 $45,100,173
285
General Operating Funds
286
Financial Summary
General Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Assessment Total $781,455 $558,000 $526,900
Building Charges Total 151,150 177,500 177,500
Cultural/Recreational Total 11,030 15,000 11,000
County Grants Total 373,406 187,000 187,000
Development Permits Total 796 1,000 1,000
Federal Grants Total 2,857,726 535,500 529,500
Fine, Forfeit, Assessment Other Total 52,584 60,000 80,000 Fines Total 340,512 400,000 416,000
Fire Charges Total 13,453,159 9,300,000 9,500,000
Forfeitures Total 38,789 65,000 40,000
Fire And Police Permits Total 302,494 303,700 303,000
Gross Receipt Taxes Total 13,702,865 11,700,000 12,350,000 Interfund Charges Total 17,739,007 13,550,000 14,250,000 Interest And Penalties Total 1,329,181 503,000 604,000
Investment Valuation Total (220,975) - -
Miscellaneous Revenues Total 126,174 60,560 100,143
Other Charges Total 379,575 333,000 290,000
Other Revenue Total 45 - -
Public Works Charges Total 4,022 7,600 7,400
Planning Charges Total 240,000 - -
Police Charges Total 1,698,118 1,155,600 2,032,018
Property Taxes Total 116,066,647 122,264,500 127,855,000 Property Use Permits Total 198,173 120,000 135,000
Rebates And Refunds Total 1,569,521 1,315,000 1,440,000 Recreation/Parks Total 1,191,454 847,100 857,500
Share Of Project Cost Total 27,881 70,000 70,000
Shared Project Costs Total 2,080,881 1,832,000 570,000
Sale Of Property Total 3,844 3,700 3,500
Sales And Use Taxes Total 93,872,852 97,175,000 98,875,000 State Grants Total 12,124,690 448,000 548,000
287
Financial Summary
General Fund
Actual Adopted Proposed
FY25 FY26 FY27
State Shared Revenue Total 1,297,356 800,000 300,000
Vehicle In Lieu Fees Total 648,199 400,000 600,000
Total Revenues $282,442,615 $264,187,760 $272,659,461
Expenditures
Personnel $223,674,041 $231,041,453 $238,139,090
Operating 84,258,688 76,459,904 82,447,268
Total Operating $307,932,729 $307,501,356 $320,586,358
Capital Improvement Projects $428,981 - -
Total Expenditures $308,361,710 $307,501,356 $320,586,358 Transfers
Transfers Out $1,356,719 $615,664 $297,719
Transfers In 11,661,000 17,995,000 19,880,000
Change in Fund Balance (15,614,813) (25,934,260) (28,344,616) 288
Financial Summary
Development Services General Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Building Charges Total $2,522,862 $3,935,000 $4,035,000 Development Permits Total 4,273,158 3,304,400 3,473,000 Interest And Penalties Total 116,761 35,000 50,000
Other Charges Total 7,607 105,000 105,000
Public Works Charges Total 1,650,286 1,492,000 1,700,000 Planning Charges Total 568,410 814,762 823,339
Property Use Permits Total 70,205 96,878 102,000
Share Of Project Cost Total 213,082 50,000 50,000
Total Revenues $9,422,372 $9,833,040 $10,338,339
Expenditures
Personnel $11,320,064 $15,848,846 $17,849,968
Operating 2,719,772 3,324,286 3,345,406
Total Operating $14,039,836 $19,173,132 $21,195,374
Total Expenditures $14,039,836 $19,173,132 $21,195,374
Change in Fund Balance (4,617,464) (9,340,092) (10,857,035) 289
Financial Summary
Public Safety & Vital Services General Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $1,096,667 $585,000 $600,000 Investment Valuation Total (65,178) - -
Other Charges Total (34) - -
Rebates And Refunds Total 449,758 200,000 200,000
Sales And Use Taxes Total 100,226,236 97,175,000 101,080,000 Total Revenues $101,707,450 $97,960,000 $101,880,000
Expenditures
Personnel $64,720,893 $69,572,908 $70,822,038
Operating 36,506,434 49,069,748 47,578,403
Total Operating $101,227,328 $118,642,656 $118,400,441
Capital Improvement Projects $473,599 - -
Total Expenditures $101,700,926 $118,642,656 $118,400,441 Transfers
Transfers Out $22,011,000 $19,300,000 $16,124,900
Change in Fund Balance (22,004,477) (39,982,656) (32,645,341) 290
Financial Summary
Cash Basis Reserve Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $535,705 $225,000 $250,000 Investment Valuation Total (30,568) - -
Total Revenues $505,137 $225,000 $250,000
Expenditures
Operating 174 - -
Total Operating $174 - -
Total Expenditures $174 - -
Change in Fund Balance $504,964 $225,000 $250,000
291
Financial Summary
PSVS Cash Reserve Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $1,252,638 $500,000 $600,000 Investment Valuation Total (73,600) - -
Total Revenues $1,179,038 $500,000 $600,000
Transfers
Transfers In 2,000,000 - -
Change in Fund Balance $3,179,038 $500,000 $600,000
292
Special Revenue Funds
293
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 (CDBG) Fund (1110) - 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.
·HUD - Home Program Fund (1120) - 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.
·CD/ED Other Grant Awards (1130) - Other grants from non-federal sources for community development and economic development for projects run through city managers office and development services.
·Building Equity and Growth in Neighborhoods B.E.G.I.N (1140) - Used to support the development of affordable housing through down-payment assistance for qualified low and moderateincome homebuyers.
· Neighborhood Stabilization Program Fund (1160) - 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 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 (1210) - 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 (1220-1260) - 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. 294
·State Transportation (TDA) Fund (1420-1450) - 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 (1510) - 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.
· Senate Bill 1 (SB 1) (1520) - The Road Repair and Accountability Act of 2017 was signed into law by the Governor to address the significant multi-modal transportation funding shortfalls statewide. SB 1 established the newly created "Road Maintenance and Rehabilitation Account" (RMRA). SB 1 will be funded by increased in per gallon fuel excise taxes, diesel fuel sales taxes, and vehicle registration fees. The direct allocation funds can only be used to make improvements to existing roadways. · Traffic Safety Fund (1710) - 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.
· CUPA Fund (1740) - Certified Union Program Agency (CUPA) is used to account for fire prevention activities. City businesses pay fees for one or more activities, such as hazardous materials, fuel storage tanks, fire alarms, sprinklers, etc. ·Supplemental Law Enforcement Safety Fund (1810) - 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.
·CARES/ARPA (1860) - Federal funding received from March 27, 2020, Coronavirus Aid, Relief, and Economic Security Act, also known as CARES Act and the March 11, American Rescue Plan Act of 2021, also known as ARPA.
·Transient Occupancy Tax (TOT) Fund - Used to account for the general revenues provided by a 12 percent room tax (M.C. 3.40) and the operation and debt obligations related to Mechanics Bank Arena complex, ice rink and Visit Bakersfield. 295
Financial Summary
HUD - CDBG Entitlements
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Federal Grants Total $11,076,483 $5,379,682 $5,600,224
Property Taxes Total (2,579) - -
Rebates And Refunds Total 931 - -
Total Revenues $11,074,836 $5,379,682 $5,600,224
Expenditures
Personnel $922,568 $1,058,049 $1,520,889
Operating 3,627,339 6,085,107 4,636,407
Total Operating $4,549,907 $7,143,156 $6,157,296
Capital Improvement Projects $2,608,744 $1,800,000 $2,560,568 Total Expenditures $7,158,651 $8,943,156 $8,717,864
Change in Fund Balance $3,916,185 (3,563,474) (3,117,640) 296
Financial Summary
HUD - Home Program Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Collections On Loans Total $70,828 - -
Federal Grants Total - 3,929,593 1,473,894
Interest And Penalties Total 112,035 - -
Total Revenues $182,863 $3,929,593 $1,473,894
Expenditures
Personnel $211,633 $279,176 $265,770
Operating 3,700,655 2,736,643 2,682,019
Total Operating $3,912,288 $3,015,819 $2,947,788
Total Expenditures $3,912,288 $3,015,819 $2,947,788
Change in Fund Balance (3,729,425) $913,774 (1,473,894) 297
Financial Summary
CD/ED Other Grant Awards
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
State Grants Total - - $147,379
Total Revenues - - $147,379
Expenditures
Personnel - - $147,378
Total Operating - - $147,378
Total Expenditures - - $147,378
Change in Fund Balance - - $1
298
Financial Summary
B.E.G.I.N.

Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $6,563 $3,000 $3,000
Total Revenues $6,563 $3,000 $3,000
Change in Fund Balance $6,563 $3,000 $3,000
299
Financial Summary
TCC Grant
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
State Grants Total $100,000 $8,113,871 -
Total Revenues $100,000 $8,113,871 -
Expenditures
Personnel $88,189 $1,017,808 $1,084,340
Operating 375,267 7,078 14,208
Total Operating $463,456 $1,024,886 $1,098,548
Capital Improvement Projects - $7,601,428 -
Total Expenditures $463,456 $8,626,314 $1,098,548
Change in Fund Balance (363,456) (512,443) (1,098,548)
300
Financial Summary
Fed / State Road Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Federal Grants Total $10,648,016 - $10,424,473
State Grants Total 1,686,535 - -
Total Revenues $12,334,551 - $10,424,473
Expenditures
Operating 269,091 - -
Total Operating $269,091 - -
Capital Improvement Projects $24,215,233 - $10,424,473
Total Expenditures $24,484,324 - $10,424,473
Change in Fund Balance (12,149,773) - -
301
Financial Summary
State Gas Tax
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $206,370 $70,000 $100,000
Investment Valuation Total (45,983) - -
State Shared Revenue Total 10,965,412 10,970,000 11,640,000 Total Revenues $11,125,799 $11,040,000 $11,740,000
Expenditures
Personnel $1,590,164 $1,863,369 $1,993,671
Operating 2,612,835 2,356,566 2,605,501
Total Operating $4,202,999 $4,219,935 $4,599,172
Capital Improvement Projects $5,035,763 $8,634,200 $7,764,759 Total Expenditures $9,238,762 $12,854,135 $12,363,931
Transfers
Transfers Out - $113,809 -
Change in Fund Balance $1,887,037 (1,927,944) (623,931) 302
Financial Summary
SB-1 Road Repair & Acct
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $384,956 $125,000 $150,000 State Shared Revenue Total 11,218,794 10,380,000 11,760,000 Total Revenues $11,603,750 $10,505,000 $11,910,000
Expenditures
Operating 325,035 - -
Total Operating $325,035 - -
Capital Improvement Projects $7,783,788 $9,440,000 $17,590,000 Total Expenditures $8,108,823 $9,440,000 $17,590,000
Change in Fund Balance $3,494,927 $1,065,000 (5,680,000) 303
Financial Summary
Amtrak Operating Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
County Grants Total $1,224,648 $1,330,000 $900,000
Interest And Penalties Total - - -
Investment Valuation Total (657) - -
Total Revenues $1,223,991 $1,330,000 $900,000
Expenditures
Operating 676,290 882,776 928,787
Total Operating $676,290 $882,776 $928,787
Capital Improvement Projects $545,126 $39,000 -
Total Expenditures $1,221,417 $921,776 $928,787
Change in Fund Balance $2,574 $408,224 (28,787)
304
Financial Summary
Traffic Safety Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Fines Total $1,074,270 $1,500,000 $2,000,000
Interest And Penalties Total 35,327 15,000 15,000
Investment Valuation Total (2,076) - -
Police Charges Total 261,968 273,000 273,000
Total Revenues $1,369,489 $1,788,000 $2,288,000
Expenditures
Personnel - - $115,000
Operating 738,431 681,629 1,041,629
Total Operating $738,431 $681,629 $1,156,629
Total Expenditures $738,431 $681,629 $1,156,629
Transfers
Transfers Out $1,200,000 $1,000,000 $1,000,000
Change in Fund Balance (568,943) $106,371 $131,371
305
Financial Summary
CUPA Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Fire Charges Total $1,328,682 $2,112,500 $2,162,600
Fire And Police Permits Total 504,250 480,000 583,000
Interest And Penalties Total 19,710 2,500 5,000
Investment Valuation Total (190) - -
Total Revenues $1,852,453 $2,595,000 $2,750,600
Expenditures
Personnel $1,680,402 $1,886,161 $2,076,889
Operating 427,350 682,396 672,987
Total Operating $2,107,752 $2,568,557 $2,749,876
Total Expenditures $2,107,752 $2,568,557 $2,749,876
Transfers
Transfers Out $21,900 - -
Change in Fund Balance (277,199) $26,443 $724
306
Financial Summary
Supplemental Law Enforcement Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $72,189 $27,000 $35,000
Investment Valuation Total (4,839) - -
State Shared Revenue Total 1,237,403 634,863 640,692
Total Revenues $1,304,752 $661,863 $675,692
Expenditures
Personnel $18,160 - -
Operating 973,540 634,863 640,620
Total Operating $991,700 $634,863 $640,620
Capital Improvement Projects $109,129 - -
Total Expenditures $1,100,828 $634,863 $640,620
Change in Fund Balance $203,924 $27,000 $35,072
307
Financial Summary
CARES/ARPA Covid Relief
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Federal Grants Total - - -
Interest And Penalties Total 1,481,111 200,000 500,000
Rebates And Refunds Total 1,133 - -
State Grants Total 1,348,566 - -
Total Revenues $2,830,809 $200,000 $500,000
Expenditures
Operating 18,692,972 - -
Total Operating $18,692,972 - -
Capital Improvement Projects $9,264,427 - -
Total Expenditures $27,957,399 - -
Change in Fund Balance (25,126,590) $200,000 $500,000
308
Financial Summary
Transient Occupancy Taxes
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Arena Ops Total $11,470,391 $9,835,433 $11,725,653
Gross Receipt Taxes Total 12,282,144 13,000,000 13,500,000 Interest And Penalties Total 261,143 120,000 120,000
Investment Valuation Total (22,201) - -
Total Revenues $23,991,477 $22,955,433 $25,345,653
Expenditures
Personnel $7,640,480 $6,407,261 $6,324,336
Operating 4,869,164 5,865,965 6,132,312
Total Operating $12,509,644 $12,273,226 $12,456,648
Capital Improvement Projects $2,638,564 $3,050,000 $150,000 Total Expenditures $15,148,208 $15,323,226 $12,606,648
Transfers
Transfers Out $9,184,855 $10,118,178 $11,715,755
Change in Fund Balance (341,586) (2,485,971) $1,023,250 309
Debt Service Funds
310
Debt Service Funds
· General Obligation Debt Service Fund (2110) - Used to accumulate monies for payments on various loans from PG&E for energy efficient lighting projects in city facilities. The remaining loans (total of 20) were issued in 2021 and have annual payments ranging from $1,100 to 16,500. The expected maturity of the final loan is June 2032.
311
Financial Summary
City - Debt Service Fund
Actual Adopted Proposed
FY25 FY26 FY27
Expenditures
Operating (499,719) 454,659 136,714
Total Operating (499,719) $454,659 $136,714
Total Expenditures (499,719) $454,659 $136,714
Transfers
Transfers In - 454,659 136,714
Change in Fund Balance $499,719 - -
312
Capital Project Funds
313
Capital Project Funds
· Capital Facility Replacement Reserve Fund (0160 & 0170) – This a dedicated source for major renovations, system replacements, and emergency repairs to City-owned General Fund facilities. It accumulates contributions over time to fund capital-scale needs such as roofing, HVAC, structural upgrades, and ADA compliance — beyond routine maintenance. Using this reserve avoids large, unexpected General Fund impacts and reduces deferred-maintenance risk. Expenditures are limited to eligible facility renewal and replacement projects approved through the budget process. ·Capital Outlay Fund (3110) – To account for the cost of major capital projects and longterm infrastructure investments that support the city’s operations and growth. This fund covers costly and/or onetime projects such as the construction or improvement of public buildings, streets, parks, and public safety facilities. . The primary source of revenue for these projects are general funds, with the majority of those funds coming from the City’s Transient Occupancy Tax.
· Capital Outlay Fund/Public Safety Vital Services (3120) – To account for projects funded by the voter approved Bakersfield Public Safety and Vital Services Local One Percent Sales Tax Measure (Measure N) that are considered a significant physical acquisition, construction, replacement, or improvement to a City service delivery system, including allocations for PSVS Measure - funded vehicles, park improvements and police facility upgrades.
· Utility Surcharge Road Fund (3160) – To account for the 1 percent local utility surcharge for gas and electricity and the additional 0.5 percent revenue per the City’s franchise agreement with Pacific Gas and Electric. The City Council specifically earmarked these revenues for roads programs. On May 1, 2013, the City Council adopted Ordinance No. 4726 which established the Roads Program Utility Franchise Fee and Surcharge Fund. The ordinance requires specific utility surcharge revenues accrue directly into the fund.
· Recreation Facilities Fund (3170) – To account for the City's share of the State of general obligation bonds authorized by Proposition 12 park bond issue and Proposition 13 water bond issue, which were approved by voters in March 2000, and other major revenue sources for Park and Recreation Capital projects. · Park Improvement Fund (3210) – 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 (3310) – The adopted Metropolitan Bakersfield General Plan mandated that a Transportation Impact Fee be developed to mitigate 314
impacts of new development on the regional circulation system. The City Council adopted the fee program on January 28, 1992 and the Kern County Board of Supervisors adopted a similar fee program on April 6, 1992. The fee is collected at the building permit stage and the amount of the fee is directly related to the individual project's traffic generation potential. A portion of these funds is allocated to serve as the Local Match for the Thomas Roads Improvement Program.
·TDF TRIP Local Match Fund (3350) – To account for the Traffic Impact Fees which are used to meet local match requirements for Federal resources specific to Thomas Roads Improvement Program.
·Redevelopment Successor Agency Capital Project Funds (3710 to 3920) – were created on February 1, 2012, pursuant to the provision of the Redevelopment Restructuring Act. The city has chosen to assume the outstanding projects activities formerly funded by the State of California Community Redevelopment Act. That activity includes various neighborhood improvements and housing projects.
· Major Bridge and Thoroughfare Districts (MB & TD) (3370 to 3480) – Accounts for fees assessed and collected pursuant to Section 66484 of the California Government Code for the purpose of defraying the actual or estimated costs of constructing bridge crossings or major thoroughfares identified in the transportation of flood control provisions of the circulation element of the Metropolitan Bakersfield 2010 General Plan.

Money in the fund shall be expended solely for the construction of reimbursement for construction of the improvement serving the area to be benefited and from which the fees comprising the fund were collected, or to reimburse the City for the cost of constructing the improvement. When applicable, fees are paid prior to filing and final tract or parcel map or issuance of a building permit. 315
Financial Summary
Capital Facility Replacement Reserve
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $137,289 $55,000 $60,000
Investment Valuation Total (7,834) - -
Total Revenues $129,455 $55,000 $60,000
Transfers
Transfers Out $200,000 - -
Change in Fund Balance (70,545) $55,000 $60,000
316
Financial Summary
Capital Outlay Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $771,580 $300,000 $350,000 Investment Valuation Total (39,531) - -
Rebates And Refunds Total 4,500,000 - -
State Grants Total 3,565 - -
Total Revenues $5,235,614 $300,000 $350,000
Expenditures
Operating 2,635,967 - -
Total Operating $2,635,967 - -
Capital Improvement Projects $9,920,658 $5,014,000 $4,315,000 Total Expenditures $12,556,625 $5,014,000 $4,315,000
Transfers
Transfers In 8,369,100 5,000,000 4,315,000
Change in Fund Balance $1,048,088 $286,000 $350,000
317
Financial Summary
PSVS Capital Outlay
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $2,250,887 $985,000 $1,000,000 Investment Valuation Total (100,416) - -
Total Revenues $2,150,471 $985,000 $1,000,000
Expenditures
Operating 2,735,461 - -
Total Operating $2,735,461 - -
Capital Improvement Projects $25,449,978 $8,148,000 $4,629,900 Total Expenditures $28,185,439 $8,148,000 $4,629,900
Transfers
Transfers Out $7,999,999 - -
Transfers In 10,550,000 7,305,000 4,629,900
Change in Fund Balance (23,484,967) $142,000 $1,000,000 318
Financial Summary
Cap Roads Row
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $40,686 $25,000 $20,000
Investment Valuation Total (1,054) - -
Total Revenues $39,632 $25,000 $20,000
Expenditures
Capital Improvement Projects $1,361,474 - -
Total Expenditures $1,361,474 - -
Change in Fund Balance (1,321,841) $25,000 $20,000
319
Financial Summary
County Local TRIP
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $53,303 $12,000 $20,000
Total Revenues $53,303 $12,000 $20,000
Expenditures
Capital Improvement Projects $183,001 - -
Total Expenditures $183,001 - -
Change in Fund Balance (129,698) $12,000 $20,000
320
Financial Summary
COF - Local TRIP
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $58,278 $14,000 $25,000
Investment Valuation Total (3,384) - -
Other Charges Total 96,431 - -
Total Revenues $151,325 $14,000 $25,000
Expenditures
Operating 456 - 475
Total Operating $456 - $475
Capital Improvement Projects $1,702 - -
Total Expenditures $2,158 - $475
Change in Fund Balance $149,167 $14,000 $24,525
321
Financial Summary
Road PG Utility/Surcharge
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Federal Grants Total - - -
Gross Receipt Taxes Total 8,901,536 7,080,000 8,700,000 Interest And Penalties Total 247,238 120,000 100,000
Investment Valuation Total (40,724) - -
Total Revenues $9,108,050 $7,200,000 $8,800,000
Expenditures
Operating 496,575 - -
Total Operating $496,575 - -
Capital Improvement Projects $6,093,265 $6,513,000 $7,600,000 Total Expenditures $6,589,839 $6,513,000 $7,600,000
Change in Fund Balance $2,518,211 $687,000 $1,200,000
322
Financial Summary
Recreation Facility Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total ($60,949) - -
State Grants Total 3,202,091 3,400,000 -
Total Revenues $3,141,142 $3,400,000 -
Expenditures
Operating 306,189 - -
Total Operating $306,189 - -
Capital Improvement Projects $860,996 - -
Total Expenditures $1,167,185 - -
Change in Fund Balance $1,973,958 $3,400,000 -
323
Financial Summary
Park Improvement Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $208,582 $165,000 $100,000 Investment Valuation Total (30,485) - -
Park Acq Assessment Total 258,453 210,000 250,000
Park Dev Assessments Total 3,012,224 1,775,000 1,775,000 Total Revenues $3,448,774 $2,150,000 $2,125,000
Expenditures
Operating 167,595 - -
Total Operating $167,595 - -
Capital Improvement Projects $1,209,039 - -
Total Expenditures $1,376,634 - -
Change in Fund Balance $2,072,140 $2,150,000 $2,125,000 324
Financial Summary
Total Transportation Development
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $2,336,651 $896,000 $1,024,500 Investment Valuation Total (125,319) - -
Traffic Impact Assessmen Total 17,830,402 16,003,438 17,000,000 Total Revenues $20,041,735 $16,899,438 $18,024,500
Expenditures
Personnel $554,904 $773,989 $603,537
Operating 177,582 80,179 96,825
Total Operating $732,486 $854,168 $700,363
Capital Improvement Projects $7,487,304 $1,344,000 $8,030,000 Total Expenditures $8,219,790 $2,198,168 $8,730,363
Change in Fund Balance $11,821,945 $14,701,270 $9,294,137 325
Enterprise Funds
326
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 (4110 & 4120) - 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 Service Connection Fund (4190) - Used to account for connection fees dedicated to debt service and capital projects.
·Refuse Collection Fund (4210) - 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.
· River & Agricultural Water Fund (4310) - 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 services are accounted for in this fund. ·Domestic Water Fund (4410) - Used to account for the provision of water service to some residents of the City and the County. All activities necessary to provide such services are accounted for in this fund.
· Domestic Water Availability Fund (4490) - Accounts for fees paid for any new connection to the City's domestic drinking water system. The fee is set by resolution by the City Council annually and compensates the City for the expense incurred in furnishing source, storage, and water distribution facilities, and related capital project expenses, including, but not limited to, costs of acquisition and financing and necessary costs of operation, maintenance, replacement, improvement and extension of the water system. The required fee must be paid at the first occurrence of either the issuance of a building permit or the recordation of a final map.
·General Aviation Fund (4510) - Used to account for the acquisition and operation of the airpark. Most of the acquisition and improvement financing for the airport facility is to be provided by an annual grant from the Federal Aviation Administration. 327
·Off-street Parking Fund (4610) - Used to account for the operations of a parking garage located between "H" and Eye Streets and various surface parking lots within the City. 328
Financial Summary
Sewer Service - Plant #2
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Charges For Service Total $15,188,188 $14,869,303 $27,998,387 Collections On Loans Total 293,106 298,882 301,965
Interfund Charges Total 31,136 32,423 61,247
Interest And Penalties Total 1,824,439 707,637 785,909
Investment Valuation Total (103,823) - -
Other Charges Total 386,614 362,250 417,705
Rebates And Refunds Total (362) - -
Total Revenues $17,619,297 $16,270,495 $29,565,213
Expenditures
Personnel $2,182,363 $2,442,311 $3,060,836
Operating 7,210,990 4,032,192 5,068,281
Total Operating $9,393,352 $6,474,503 $8,129,117
Capital Improvement Projects $5,365,460 $11,320,000 $8,718,250 Total Expenditures $14,758,812 $17,794,503 $16,847,367
Transfers
Transfers Out $3,500,000 - -
Change in Fund Balance (639,515) (1,524,008) $12,717,846 329
Financial Summary
Sewer Service - Plant #3
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Charges For Service Total $24,592,905 $23,788,158 $45,939,662 Interfund Charges Total 14,228 16,386 59,399
Interest And Penalties Total 625,013 357,145 295,000
Investment Valuation Total (20,952) - -
Other Charges Total 91,531 77,625 105,902
Rebates And Refunds Total 15,037 - -
Total Revenues $25,317,761 $24,239,314 $46,399,963
Expenditures
Personnel $6,975,980 $8,079,696 $9,042,044
Operating 41,117,697 27,385,204 30,004,128
Total Operating $48,093,677 $35,464,900 $39,046,172
Capital Improvement Projects $6,101,358 $3,525,000 $18,663,000 Total Expenditures $54,195,035 $38,989,900 $57,709,172
Transfers
Transfers Out $334,100 $1,137,793 $458,081
Transfers In 13,500,000 10,000,000 10,000,000
Change in Fund Balance (15,711,374) (5,888,379) (1,767,290) 330
Financial Summary
Sewer Service - Connection Fees
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Charges For Service Total $11,982,634 $6,389,000 $8,088,050 Interest And Penalties Total 468,131 135,000 200,000
Investment Valuation Total (45,117) - -
Property Taxes Total 25,135 48,633 24,922
Total Revenues $12,430,783 $6,572,633 $8,312,972
Transfers
Transfers Out $10,000,000 $10,000,000 $10,000,000
Change in Fund Balance $2,430,783 (3,427,367) (1,687,028) 331
Financial Summary
Refuse Collection Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Charges For Service Total $75,174,251 $77,436,282 $91,865,400 Interfund Charges Total 17,615 - -
Interest And Penalties Total 1,500,951 660,000 780,000
Investment Valuation Total (79,599) - -
Miscellaneous Revenues Total 68,855 1,000 25,000
Other Charges Total 202,648 150,000 150,000
Rebates And Refunds Total 59,068 - -
Shared Project Costs Total 10,992,554 7,800,000 6,233,000 Sale Of Property Total 26,035 20,000 20,000
State Grants Total 1,315,031 665,000 171,000
Total Revenues $89,277,408 $86,732,282 $99,244,400
Expenditures
Personnel $17,094,888 $19,158,861 $20,143,459
Operating 65,194,323 67,882,292 78,082,223
Total Operating $82,289,211 $87,041,153 $98,225,682
Capital Improvement Projects $639,060 $1,355,000 $11,251,243 Total Expenditures $82,928,271 $88,396,153 $109,476,925 Transfers
Transfers Out $4,489,765 $2,475,711 $3,620,818
Change in Fund Balance $1,859,372 (4,139,582) (13,853,343) 332
Financial Summary
Domestic Water Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Building Charges Total $52,573 $45,000 $45,000
Charges For Service Total 37,818,653 36,073,178 53,072,699 Fire Charges Total 491,665 303,152 303,152
Interfund Charges Total - - -
Interest And Penalties Total 1,635,521 685,000 700,000
Investment Valuation Total (94,232) - -
Miscellaneous Revenues Total - - -
Other Charges Total - 1,272 1,272
Other Revenue Total 1,159,344 - -
Rebates And Refunds Total 36,977 35,000 35,000
Sale Of Property Total 19,552 - -
Total Revenues $41,120,052 $37,142,602 $54,157,123
Expenditures
Personnel $1,751,364 $1,693,602 $2,350,158
Operating 36,990,392 42,803,733 46,208,539
Total Operating $38,741,755 $44,497,335 $48,558,697
Capital Improvement Projects $439,930 $13,700,000 $11,362,650 Total Expenditures $39,181,685 $58,197,335 $59,921,347
Transfers
Transfers Out $131,369 - $268,353
Transfers In - - -
Change in Fund Balance $1,806,998 (21,054,733) (6,032,577) 333
Financial Summary
Domestic Water Availability Fees
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Charges For Service Total $3,927,114 $1,500,000 $1,781,250 Interest And Penalties Total 122,975 50,000 60,000
Investment Valuation Total (10,637) - -
Total Revenues $4,039,452 $1,550,000 $1,841,250
Transfers
Transfers Out - - -
Change in Fund Balance $4,039,452 $1,550,000 $1,841,250 334
Financial Summary
General Aviation Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Federal Grants Total $112,971 $3,105,458 $720,000
Interest And Penalties Total 30,156 14,300 15,300
Investment Valuation Total (1,527) - -
Other Charges Total 328,864 331,050 331,050
State Grants Total 24,745 115,379 54,000
Total Revenues $495,210 $3,566,187 $1,120,350
Expenditures
Personnel $134,776 $139,540 $147,258
Operating 352,335 233,999 239,121
Total Operating $487,112 $373,539 $386,378
Capital Improvement Projects $135,625 $3,810,000 $800,000 Total Expenditures $622,736 $4,183,539 $1,186,378
Transfers
Transfers Out $20,484 $10,242 $10,242
Change in Fund Balance (148,011) (627,594) (76,270)
335
Financial Summary
Offstreet Parking Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total $1,405 - -
Other Charges Total 192,138 169,000 169,000
Total Revenues $193,544 $169,000 $169,000
Expenditures
Operating 345,334 309,775 315,145
Total Operating $345,334 $309,775 $315,145
Total Expenditures $345,334 $309,775 $315,145
Transfers
Transfers Out $25,996 $12,998 $12,998
Transfers In 140,000 200,000 200,000
Change in Fund Balance (37,787) $46,227 $40,857
336
Financial Summary
River & Agriculture Water
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Charges For Service Total $10,882,639 $11,645,873 $9,202,791 Federal Grants Total 898,727 - -
Interfund Charges Total - - -
Interest And Penalties Total 729,774 250,000 350,000
Investment Valuation Total (42,644) - -
Rebates And Refunds Total 29,507 - -
Share Of Project Cost Total 43,606 - -
State Grants Total 1,624,731 - -
Total Revenues $14,166,340 $11,895,873 $9,552,791
Expenditures
Personnel $3,035,550 $3,100,081 $3,330,045
Operating 4,299,650 5,568,115 6,517,435
Total Operating $7,335,200 $8,668,196 $9,847,480
Capital Improvement Projects $4,609,651 $1,100,000 $450,000 Total Expenditures $11,944,851 $9,768,196 $10,297,480
Transfers
Transfers Out $386,008 $281,875 $268,353
Change in Fund Balance $1,835,481 $1,845,802 (1,013,042) 337
Internal Service Funds
338
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 Public Risk Innovation, Solutions, and Management (PRISM) 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 $65,000,000. Funding for this program is provided by allocation from various City programs. 339
Financial Summary
Equipment Management
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interfund Charges Total $52,637,875 $59,112,955 $59,112,955 Interest And Penalties Total 1,460,661 700,000 700,000
Investment Valuation Total (85,185) - -
Other Charges Total 13,840 - -
Rebates And Refunds Total 69,230 45,000 65,000
Sale Of Property Total 906,068 500,000 800,000
Total Revenues $55,002,489 $60,357,955 $60,677,955
Expenditures
Personnel $7,259,604 $8,409,601 $8,708,924
Operating 69,240,471 49,913,381 54,111,711
Total Operating $76,500,075 $58,322,982 $62,820,635
Capital Improvement Projects $493,076 $1,550,000 $960,000 Total Expenditures $76,993,151 $59,872,982 $63,780,635
Transfers
Transfers In 6,026,671 4,111,611 4,615,605
Change in Fund Balance (15,963,991) $4,596,584 $1,512,925 340
Financial Summary
Self-Insurance Fund
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interfund Charges Total $33,880,385 $38,665,913 $43,183,608 Interest And Penalties Total 562,357 200,000 250,000
Investment Valuation Total (61,871) - -
Miscellaneous Revenues Total 6,283 - -
Other Charges Total 217,370 100,000 175,000
Rebates And Refunds Total 5,761,494 750,000 2,000,000
Total Revenues $40,366,017 $39,715,913 $45,608,608
Expenditures
Personnel $5,961,933 $8,342,829 $9,305,887
Operating 28,312,908 30,323,324 33,602,880
Total Operating $34,274,842 $38,666,153 $42,908,767
Total Expenditures $34,274,842 $38,666,153 $42,908,767
Transfers
Transfers Out $663,529 - -
Change in Fund Balance $5,427,647 $1,049,760 $2,699,841 341
Improvement District Funds
342
Fiduciary Funds
·Assessment Districts Fund - To account for capital improvements and subsequent debt service because of the issuance of 1915 Special Assessment Bonds and collection of assessment liens to retire the maturing principal and interest. 343
Financial Summary
Total Improvement District
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Assessment Total $368,196 $300,000 $350,000
Debt Issue Proceeds Total 46,081 - -
Interest And Penalties Total 232,863 77,000 67,000
Investment Valuation Total (4,780) - -
Property Taxes Total 2,376,539 578,700 200,100
Rebates And Refunds Total 65,564 - -
Total Revenues $3,084,464 $955,700 $617,100
Expenditures
Operating 3,717,645 2,638,842 865,423
Total Operating $3,717,645 $2,638,842 $865,423
Total Expenditures $3,717,645 $2,638,842 $865,423
Change in Fund Balance (633,181) (1,683,142) (248,323)
344
Successor Agency Funds
345
Successor Agency Fund
Due to the California Supreme Court ruling of December 29, 2011, the Bakersfield Redevelopment Agency was dissolved as of February 1, 2012.

The City took on the designation as the Successor Agency to the Redevelopment Agency as allowed under State Assembly Bill 26 and is responsible for the Administrative close-out functions of the former Redevelopment Agency. In addition, the Successor Agency is responsible for the expeditious wind down of the outstanding obligations of the former redevelopment project areas. The City, acting as the Successor Agency, does not have the ability to enter into new contracts to provide financial assistance or start new redevelopment projects or programs.
·Successor Agency (SA) Debt Service (2710, 2810 & 2910) – Used to account for debt service costs related to successor agency operations and housing loans. ·Successor Agency (SA) Operating Funds (3710 & 3810) – Used to account for the cost of various capital projects and programs within the redevelopment project areas.

Financing is provided by the issuance of tax allocation bonds and tax increment revenues. ·Successor Agency (SA) Housing Funds (3720, 3820, 3830 & 3920) – Used to account for housing funds and activities of the Housing Successor Agency. 346
Actual Adopted Proposed
FY25 FY26 FY27
Revenue
Interest And Penalties Total ($10,263) - -
Total Revenues (10,263) - -
Expenditures
Operating 1,629,542 1,324,028 1,322,954
Total Operating $1,629,542 $1,324,028 $1,322,954
Total Expenditures $1,629,542 $1,324,028 $1,322,954
Transfers
Transfers In 1,324,420 1,324,028 1,322,954
Change in Fund Balance (315,385) - -
Financial Summary
SA-Debt Services
347
Financial Summary
SA-Operating
Actual Adopted Working
FY25 FY26 FY27
Revenue
Collections On Loans Total $61,389 - -
Interest And Penalties Total $97,392 $40,000 $45,000
Investment Valuation Total ($5,875) - -
Property Taxes Total - $1,364,028 $1,362,954
Total Revenues $152,906 $1,404,028 $1,407,954
Expenditures
Operating 6,582 15,000 225,000
Total Operating $6,582 $15,000 $225,000
Capital Improvement Projects - - -
Total Expenditures $6,582 $15,000 $225,000
Transfers
Transfers Out $1,324,420 $1,324,028 $1,322,954
Change in Fund Balance (1,178,096) $65,000 (140,000)
348
Capital Improvement Program
349
Capital Improvement Program Fund Overview
The City’s Capital Improvement Program (CIP) is funded by several local, regional, state and federal sources. Most funding sources are restricted in nature, requiring that the funds be used in a specific way or for a specific purpose. The following is a summary of each fund that provides resources for the City’s CIP.
·HUD - Community Development Block Grant Fund (CDBG) (1110) – 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.
·Federal and State Transportation Fund (FTF) (1210) - Used to account for resources provided by major highway federal statutes. 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) and State programs. ·State Gas Tax Fund (GTF) (1510) – 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.
·Senate Bill 1 (SB 1) (1520) – The Road Repair and Accountability Act of 2017 was signed into law by the Governor to address the significant multi-modal transportation funding shortfalls statewide. SB 1 established the newly created Road Maintenance and Rehabilitation Account. SB 1 is funded by increases in per gallon fuel excise taxes, diesel fuel sales taxes, and vehicle registration fees. The City receives a direct allocation of funds that can only be used to make improvements to existing roadways. ·Transient Occupancy Taxes Fund (TOT) (1910) – Used to account for the non-property tax revenue allocated to local government under State Revenue and Taxation Code section 7280. This tax is levied on accommodation at lodging facilities that will be occupied for 30 days or less within the City and unincorporated areas of the County. ·Capital Outlay Fund (COF) (3110) – To account for the cost of capital projects financed primarily by general revenues. The primary source of resources for the capital outlay fund are derived from Transient Occupancy Tax revenues.
·Capital Outlay Fund/Public Safety Vital Services (MEASN) (3120) – To account for projects funded by the voter approved Bakersfield Public Safety and Vital Services Local One Percent Sales Tax Measure (Measure N) that are considered a significant physical acquisition, construction, replacement, or improvement to a City service delivery system, including allocations for PSVS Measure- funded vehicles, park improvements and police facility upgrades.
350
·Utility Surcharge Road Fund (URF) (3160) – To account for the 1 percent local utility surcharge for gas and electricity and the additional 0.5 percent revenue per the City’s franchise agreement with Pacific Gas and Electric. The City Council specifically earmarked these revenues for roads programs. On May 1, 2013, the City Council adopted Ordinance No. 4726, which established the Roads Program Utility Franchise Fee and Surcharge Fund. The ordinance requires specific utility surcharge revenues accrue directly into the fund.
·Transportation Development Funds (TDF) (3310) – Fund 3310 accounts for transportation impact funds allocated to local road projects, whereas Fund 3350 accounts for transportation impact funds allocated to Thomas Roads Improvement Program projects.

Although the appropriations are accounted for separately, the source of the revenue is the same.
·Sewer Service Plant Funds (SEF) (4110 &4120) – Used to account for the provision of sewer service to the residents of the City and some residents of the County with activity split between the two City Plants (No. 2 & 3). This fund also accounts for the capital improvement activities related to Wastewater Treatment Facilities. Also, often referred to as the Wastewater Treatment Funds.
·Refuse Service Fund (RCF) (4210) – 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, including capital projects.
·River & Agricultural Water Fund (AWF) (4310) – 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 a service are accounted for in this fund, including applicable capital projects. ·Domestic Water Fund (DWF) (4410) – Used to account for the provision of water service within the City’s domestic water system area. All activities necessary to provide such a service are accounted for in this fund, including applicable capital projects. ·General Aviation Fund (GAF) (4510) – Used to account for the operation of the Bakersfield airpark, commonly referred to as the Bakersfield Municipal Airport. Most of the acquisition and improvement financing for the airport facility is to be provided by an annual grant from the Federal Aviation Administration. Also referred to as the General Aviation Fund.
·Equipment Management Fund (EMF) (5110) – 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. Capital projects to support the maintenance of the City’s fleet are budgeted within this fund.
351
Key to Funding Codes
Code Funding Source Description Source Fund
CDBG Community Development Block Grant Federal 1110
FTF Federal/ State Transportation Fund Federal/ State 1210 GTF Gas Tax Fund State 1510
SB1 Senate Bill 1 Gas Tax State 1520
TOT Transient Occupancy Taxes Fund State 1910
COF Capital Outlay Fund Local 3110
MEASN Public Safety and Vital Services Fund Local 3120
URF Utility Surcharge Road Fund Local 3160
TDF Transportation Development Funds Local 3310
SEF Sewer Enterprise Funds Local 4110/4120
RCF Refuse Collection Fund Local 4210
AWF Agriculture Water Fund Local 4310
DWF Domestic Water Fund Local 4410
GAF General Aviation Fund Local 4510
EMF Equipment Management Fund Local 5110
352
Capital Improvement Program Five-Year Plan
Fiscal year 2027-2031
Summary by Fund
Fund FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Total 1110-HUD - CDBG ENTITLEMENTS 2,560,568 - - - - 2,560,568 1210-FEDERAL & STATE ROAD FUND 10,424,473 12,500,000 - - - 22,924,473 1510-STATE GAS TAX (2103-2107) 7,764,759 4,380,000 4,380,000 4,380,000 4,380,000 25,284,759 1520-SB-1 ROAD REPAIR & ACCT 17,590,000 - - - - 17,590,000 1910-TRANSIENT OCCUPANCY TAXES FUND 150,000 150,000 150,000 150,000 150,000 750,000 3110-CAPITAL OUTLAY FUND 4,315,000 3,675,000 3,500,000 3,500,000 3,300,000 18,290,000 3120-PSVS CAPITAL OUTLAY 4,629,900 4,800,000 3,300,000 3,300,000 3,300,000 19,329,900 3160-ROAD PG UTILITY/SURCHARGE 7,600,000 10,700,000 13,200,000 8,200,000 3,200,000 42,900,000 3310-TRANSPORT DEVELOPMENT FD 8,030,000 2,310,000 1,400,000 - - 11,740,000 4110-SEWER SERVICE PLANT #2 8,718,250 6,328,083 12,771,795 15,868,808 30,969,216 74,656,152 4120-SEWER SERVICE - PLANT #3 18,663,000 68,579,466 2,771,795 6,016,331 5,156,902 101,187,494 4210-REFUSE COLLECTION FUND 11,251,243 - - - - 11,251,243 4310-RIVER & AGRICULTURE WATER 450,000 5,500,000 1,200,000 7,725,000 4,200,000 19,075,000 4410-DOMESTIC WATER FUND 11,362,650 12,480,892 11,473,973 8,443,890 11,744,668 55,506,073 4510-GENERAL AVIATION FUND 800,000 - - - - 800,000 5110-EQUIPMENT MANAGEMENT 960,000 - - - - 960,000 Total $115,269,843 $131,403,441 $54,147,563 $57,584,029 $66,400,786 $424,805,662 353
354
Capital Improvement Program Five-Year Plan
Fiscal year 2027-2031
Summary by Department
Department FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Total Technology Services 738,900 - - - - 738,900 Fire 391,000 - - - - 391,000
Public Works 93,786,043 66,505,000 24,730,000 18,330,000 13,130,000 216,481,043 Recreation & Parks 3,700,000 1,200,000 1,200,000 1,200,000 1,200,000 8,500,000 Water 16,653,900 63,698,441 28,217,563 38,054,029 52,070,786 198,694,719 Total $115,269,843 $131,403,441 $54,147,563 $57,584,029 $66,400,786 $424,805,662 355
Capital Improvement Program Five-Year Plan
Project Summary by Department
Technology Services
Funding Project # - Name Ward FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Total 3120-PSVS CAPITAL
OUTLAY
27TSD001 - BPD Radio Site
Generator & Fuel Tank Various

738,900

738,900
Total $738,900 $- $- $- $-

$738,900
356
Capital Improvement Program Five-Year Plan
Project Summary by Department
Fire
Funding Project # - Name Ward FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Total 3120-PSVS CAPITAL
OUTLAY
27FD0001 - Fs 5,6,13 Hvac
Replacement Various

141,000

141,000
3120-PSVS CAPITAL
OUTLAY
27FD0002 - Firefighting Turnout
Replacement All

250,000

250,000
Total $391,000 $- $- $- $-

$391,000
357
Capital Improvement Program Five-Year Plan
Project Summary by Department
Public Works
Funding Project # - Name Ward FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Total 1110-HUD - CDBG

ENTITLEMENTS
27PWAP08 - Solar Powered
Streetlights S King St/ East
Potomac Ave 2

282,107

282,107
1110-HUD - CDBG

ENTITLEMENTS
27PWAP09 - Solar Powered
Streetlights P Street 2

478,461

478,461
1110-HUD - CDBG

ENTITLEMENTS
27PWST01 - Oakdale Area
Curb/Gutter/Sidewalk 2

600,000

600,000
1110-HUD - CDBG

ENTITLEMENTS
27PWST02 - Alta Vista Area
Curb/Gutter/Sidewalk 2

600,000

600,000
1110-HUD - CDBG

ENTITLEMENTS
27PWST03 - San Dimas Area
Curb/Gutter/Sidewalk 3

600,000

600,000
1210-FEDERAL &

STATE ROAD
FUND
27PWAP05 - Traffic Sig
Interconnect: Cal Ave, Oak St to
Mlk Blvd 2

1,903,129

1,903,129
1210-FEDERAL &

STATE ROAD
FUND
27PWAP06 - Traffic Sig
Interconnect: Olive Dr, Coffee Rd
To Frontier Hs 4

1,570,345

1,570,345
1210-FEDERAL &

STATE ROAD
FUND
27PWDE01 - Pvmt Rehab Oak
Street 2

2,303,174

2,303,174
1210-FEDERAL &

STATE ROAD
FUND
27PWDE11 - Pvmt Rhb Uni-Hos
to B Ter 1

12,500,000

12,500,000
1210-FEDERAL &

STATE ROAD
FUND
27PWDE12 - Pvmt Rehab Panama
Lane 7

4,647,825

4,647,825
1510-STATE GAS
TAX (2103-2107)
27PWAP05 - Traffic Sig
Interconnect: Cal Ave, Oak St to
Mlk Blvd 2

246,571

246,571
358
1510-STATE GAS
TAX (2103-2107)
27PWAP06 - Traffic Sig
Interconnect: Olive Dr, Coffee Rd
To Frontier Hs 4

203,455

203,455
1510-STATE GAS
TAX (2103-2107)
27PWDE01 - Pvmt Rehab Oak
Street 2

491,958

491,958
1510-STATE GAS
TAX (2103-2107)
27PWDE09 - Signew-McCutchen-
Ashe 7

650,000

650,000
1510-STATE GAS
TAX (2103-2107)
27PWDE11 - Pvmt Rhb Uni-Hos
to B Ter 1

500,000

500,000
1510-STATE GAS
TAX (2103-2107)
27PWDE12 - Pvmt Rehab Panama
Lane 7

992,775

992,775
1510-STATE GAS
TAX (2103-2107)
27PWTR01 - RTIF/ Circulation
Update Various

300,000

300,000
1510-STATE GAS
TAX (2103-2107)
P4K30300 - Miscellaneous Traffic
Signal Improvements Various

150,000

750,000
1510-STATE GAS
TAX (2103-2107)
T1K30700 - Resurfacing Streets
Division Various

4,100,000

20,500,000
1510-STATE GAS
TAX (2103-2107)
T1K31300 - Replace Guard Rails
Various Locations Various

130,000

650,000
1520-SB-1 ROAD

REPAIR & ACCT
27PWDE03 - Pvmtrhb Clwy-Rosd
to Olv 4

6,220,000

6,220,000
1520-SB-1 ROAD

REPAIR & ACCT
27PWDE13 - Pvmt Rhb Mng Nstn
to Real 1

5,370,000

5,370,000
1520-SB-1 ROAD

REPAIR & ACCT
27PWST04 - Pvmt Rehab 7th
Standard Road Coffee Rd West 4

4,000,000

4,000,000
1520-SB-1 ROAD

REPAIR & ACCT
27PWST05 - Pvmt Rehab Alfred
Harrell Hwy 3

2,000,000

2,000,000
1910-TRANSIENT

OCCUPANCY

TAXES FUND
P6K22200 - Arena / CC Misc
Improvements 2

150,000

750,000
3110-CAPITAL

OUTLAY FUND
25PWGS07 - BLNC Capital
Maintenance Misc 2

100,000

400,000
3110-CAPITAL

OUTLAY FUND
27PWAP07 - Comprehensive
Safety Action Plan -SS4A Various

245,000

245,000
359
3110-CAPITAL

OUTLAY FUND
27PWDE18 - Traffic Signal
Installation at Mt. Vernon Avenue
& State Route 58 2

100,000

100,000
3110-CAPITAL

OUTLAY FUND
27PWGS02 - CHS Council
Chambers Main Entrance
Modernization 2

40,000

40,000
3110-CAPITAL

OUTLAY FUND
27PWGS04 - Chn Modernization
of Both Elevators 2

1,300,000

1,300,000
3110-CAPITAL

OUTLAY FUND
27PWGS05 - Dignity Health
Arena Modernization for Both
Freight and Passenger Elevators 2

700,000

700,000
3110-CAPITAL

OUTLAY FUND
27PWGS06 - Dignity Health
Arena Suit Lockset Upgrades
Elevators [Fund - 1910 Transient
Occupancy Taxes] 2

45,000

45,000
3110-CAPITAL

OUTLAY FUND
27PWGS07 - Corp Yard Bldg C
Hvac Replacement 2

60,000

60,000
3110-CAPITAL

OUTLAY FUND
P1K30400 - Multi Use Path Fraint
Kern 4

250,000

250,000
3110-CAPITAL

OUTLAY FUND
P1K31000 - Miscellaneous
Emergency Facility Repairs Various

150,000

750,000
3110-CAPITAL

OUTLAY FUND
P4K30300 - Miscellaneous Traffic
Signal Improvements Various

100,000

500,000
3110-CAPITAL

OUTLAY FUND
P4K30400 - Fire Sprinkler Repair
and Improvements Various

75,000

150,000
3110-CAPITAL

OUTLAY FUND
P4K30500 - Vandalized
Streetlights Repair/Replacement Various

200,000

800,000
3110-CAPITAL

OUTLAY FUND
T1K30700 - Resurfacing Streets
Division Various

2,000,000

8,000,000
3110-CAPITAL

OUTLAY FUND
T2K30000 - ADA Curb / Gutter /
Sidewalk Installation Various

250,000

1,250,000
3110-CAPITAL

OUTLAY FUND
T3K32200 - Disadvantaged
Neighborhoods: Alley & Street
Upgrades Various

500,000

2,500,000
3110-CAPITAL

OUTLAY FUND
T4K30500 - Landscp Impr-
Manor- Reveg 3

100,000

200,000
360
3120-PSVS
CAPITAL OUTLAY 26PWGS14 - Beach Park Bridge 2

1,500,000

1,500,000
3120-PSVS

CAPITAL OUTLAY
P0K20300 - Street Light Study
Improvement Various

2,000,000

8,000,000
3120-PSVS
CAPITAL OUTLAY T3K31700 - Traffic Calming Various

300,000

1,200,000
3160-ROAD PG

UTILITY/SURCHA
RGE
27PWAP01 - Complete Streets -
California Ave 2

800,000

7,500,000

8,300,000
3160-ROAD PG

UTILITY/SURCHA
RGE
27PWAP02 - Complete Streets -
34th Street 2

800,000

5,000,000

5,800,000
3160-ROAD PG

UTILITY/SURCHA
RGE
27PWAP03 - H Street - Kern
Island Canal Bike Trail Various

800,000

5,000,000

10,800,000
3160-ROAD PG

UTILITY/SURCHA
RGE
T1K30700 - Resurfacing Streets
Division Various

5,000,000

3,000,000

17,000,000
3160-ROAD PG

UTILITY/SURCHA
RGE
T9K20700 - Signal Modification
Miscellaneous Various

200,000

1,000,000
3310-TRANSPORT

DEVELOPMENT
FD
25PWDE09 - Stimprv: Panama S
Allen 5

6,110,000

6,110,000
3310-TRANSPORT

DEVELOPMENT
FD
27PWDE07 – Stimpv Brimhall-
Renfro 5

770,000

2,310,000

3,080,000
3310-TRANSPORT

DEVELOPMENT
FD
27PWDE10 - St Imp Bv- Harris to
Blths 5

1,150,000

1,400,000

2,550,000
4110-SEWER

SERVICE PLANT
#2
25PWDE08 - Swr Line Rplc -
Panama St 3

4,250,000

4,250,000
4110-SEWER

SERVICE PLANT
#2
27PWDE04 - Sdls Rehab-Chester-
32 3

350,000

1,650,000

2,000,000
361
4110-SEWER

SERVICE PLANT
#2
27PWDE08 - Sd Imp-Auburn
Cipp 3

1,100,000

1,100,000
4120-SEWER

SERVICE - PLANT
#3
26PWDE01 - Sewer Improvement:

Buena Vista PH 2 5

12,650,000

25,300,000
4120-SEWER

SERVICE - PLANT
#3
27PWDE05 - SD IMPR-23rd St &
D St 2

3,300,000

3,300,000
4120-SEWER

SERVICE - PLANT
#3
27PWDE06 – Swrlftrhd-
Hageman/Jewetta 4

280,000

3,160,000

3,440,000
4120-SEWER

SERVICE - PLANT
#3
27PWDE14 - Swrlftrhb-
Mcctchn/Gossfrd 7

610,000

11,730,000

12,340,000
4210-REFUSE

COLLECTION
FUND
27PWSW01 - Consolidation
Facility (Phase 3) Various

7,898,710

7,898,710
4210-REFUSE

COLLECTION
FUND
27PWSW02 - Electric Vehicle
(EV) Charging Stations Various

2,200,000

2,200,000
4210-REFUSE

COLLECTION
FUND
27PWSW03 - Composting Facility
Master Plan Various

819,200

819,200
4210-REFUSE

COLLECTION
FUND
27PWSW04 - Materials Recovery
Facility (MRF) Sorting Line
Equipment Replacement Various

333,333

333,333
4510-GENERAL
AVIATION FUND 27PWGS08 - Airport Master Plan 1

800,000

800,000
5110-EQUIPMENT

MANAGEMENT
25PWFL02 - Miscellaneous
Infrastructure Repairs and
Improvements Various

890,000

890,000
5110-EQUIPMENT

MANAGEMENT
Q9K20000 - Equipment Lift
System 2

70,000

70,000
Total

$93,786,043

$66,505,000

$24,730,000

$18,330,000

$13,130,000

$216,481,043
362
Capital Improvement Program Five-Year Plan
Project Summary by Department
Recreation & Parks
Funding Project # - Name Ward FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Total 3110-CAPITAL

OUTLAY FUND
27RP0001 - Park ADA
Improvements Various

200,000

1,000,000
3120-PSVS CAPITAL
OUTLAY
27RP0003 - MLK Jr. Park Grant
Match 2

3,000,000

3,000,000
3120-PSVS CAPITAL
OUTLAY
P3C13100 - Park Amenities &
Renovation Improvements Various

500,000

1,000,000

4,500,000
Total $3,700,000 $1,200,000 $1,200,000 $1,200,000 $1,200,000

$8,500,000
363
Capital Improvement Program Five-Year Plan
Project Summary by Department
Water
Funding Project # - Name Ward FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Total 4110-SEWER
SERVICE PLANT #2
27WDWW01 -
Clarifier Rehabilitation Various

1,035,000 1,035,000
4110-SEWER
SERVICE PLANT #2
27WDWW03 - Plant
Lighting Upgrades Various

207,000 207,000
4110-SEWER
SERVICE PLANT #2
27WDWW04 - Plant 2
Site Infrastructure Various

776,250 776,250
4110-SEWER
SERVICE PLANT #2
27WDWW05 -
Upgrade Rfq And
Project Design Report Various

1,000,000

2,000,000 3,000,000
4110-SEWER
SERVICE PLANT #2
28WDWW01 - Annual
Capital Improvement
Projects Various

2,678,083

2,771,795

2,868,808

2,969,216 11,287,902
4110-SEWER
SERVICE PLANT #2
29WDWW01 -
Upgrade Design and
Environmental Studies Various

10,000,000

9,000,000 19,000,000
4110-SEWER
SERVICE PLANT #2
30WDWW02 - WWTP
4 - RFQ / Design
Report / Environmental
/ Legal Various

4,000,000

3,000,000 7,000,000
4110-SEWER
SERVICE PLANT #2
31WDWW01 -
Upgrade Pre-Purchase Various

25,000,000 25,000,000
4120-SEWER

SERVICE - PLANT
#3
25WDWW06 -
Digester Dome
Rehabilitation Various

155,250 155,250
4120-SEWER

SERVICE - PLANT
#3
25WDWW07 - Grit
Classifier Replacement Various

535,000 535,000
4120-SEWER

SERVICE - PLANT
#3
25WDWW08 -
Secondary Clarifier
Rehabilitation Various

455,271 455,271
4120-SEWER

SERVICE - PLANT
#3
26WDWW07 - H25
Damage Repair 7

155,250 155,250
4120-SEWER

SERVICE - PLANT
#3
27WDWW02 - Flare
Replacement - Sjvapcd
Requirement Various

150,250

1,606,838 1,757,088
364
4120-SEWER

SERVICE - PLANT
#3
27WDWW03 - Plant
Lighting Upgrades Various

103,500 103,500
4120-SEWER

SERVICE - PLANT
#3
27WDWW06 - Plant 3
Site Infrastructure Various

258,750 258,750
4120-SEWER

SERVICE - PLANT
#3
27WDWW07 - P0-32
MGD RFQ, PDR, And
Design Various

1,000,000 1,000,000
4120-SEWER

SERVICE - PLANT
#3
28WDWW02 - Cloth
Media Filter
Replacement Various

64,274 64,274
4120-SEWER

SERVICE - PLANT
#3
28WDWW03 - Annual
Capital Improvement
Projects Various

2,678,083

2,771,795

2,868,808

2,969,216 11,287,902
4120-SEWER

SERVICE - PLANT
#3
28WDWW04 - P0-32
MGD Pre-Purchase Various

2,600,000 2,600,000
4120-SEWER

SERVICE - PLANT
#3
28WDWW05 - P0-32
MGD Construction Various

30,500,000 30,500,000
4120-SEWER

SERVICE - PLANT
#3
28WDWW06 - P0-32
MGD Construction
Management Various

2,600,000 2,600,000
4120-SEWER

SERVICE - PLANT
#3
30WDWW01 - EV
Charging Station Various

1,147,523

1,187,686 2,335,209
4120-SEWER

SERVICE - PLANT
#3
30WDWW03 - 40
MGD Expansion –
RFQ & Project Design
Report Various

2,000,000

1,000,000 3,000,000
4310-RIVER &

AGRICULTURE
WATER
26WDWR02 - Carrier
Canal Headgate
Reconstruction 3

3,500,000 3,500,000
4310-RIVER &

AGRICULTURE
WATER
27WDWR05 - 2800
Acres - Basin 13
Facility Reconstruction 5

250,000 250,000
4310-RIVER &

AGRICULTURE
WATER
27WDWR06 - Carrier
Spreading Facility
Project 6

200,000

2,000,000 2,200,000
365
4310-RIVER &

AGRICULTURE
WATER
29WDWR05 - Basin 11
Turnout Replacement
Project 5

300,000 300,000
4310-RIVER &

AGRICULTURE
WATER
29WDWR06 -
McClung Weir
Reconstruction Project 5

200,000

300,000 500,000
4310-RIVER &

AGRICULTURE
WATER
29WDWR07 -
Calloway River Weir
Reconstruction Project 3

700,000

7,000,000 7,700,000
4310-RIVER &

AGRICULTURE
WATER
30WDWR03 - Farmer-
Stine Anderson
Headgate
Reconstruction Project 3

425,000

4,200,000 4,625,000
4410-DOMESTIC

WATER FUND
26WDWR03 - PFOS
Treatment Program -
Phase 1 Various

3,300,000

3,630,000

3,993,000 10,923,000
4410-DOMESTIC

WATER FUND
26WDWR04 - Water
Resources Solar Project Various

1,500,000 1,500,000
4410-DOMESTIC

WATER FUND
26WDWR06 - CBK-85
New Stockdale Ranch
Well 5

4,000,000 4,000,000
4410-DOMESTIC

WATER FUND
27WDWR01 - L-211
TCP Removal and H2S
Vessel Replacement 4

300,000

3,070,000 3,370,000
4410-DOMESTIC

WATER FUND
27WDWR02 - CBK-31
H2S Vessel
Replacement 4

750,000 750,000
4410-DOMESTIC

WATER FUND
27WDWR03 - Wellsite
Generator Replacement
Project Various

1,092,650

1,130,892

1,170,473

1,211,440

621,000 5,226,455
4410-DOMESTIC

WATER FUND
27WDWR07 - CBK-81
New Highgate Well 5

420,000

4,200,000 4,620,000
4410-DOMESTIC

WATER FUND
28WDWR03 -
Southwest Tank and
Booster 7

450,000

5,500,000 5,950,000
4410-DOMESTIC

WATER FUND
29WDWR01 - CBK-38
TCP Removal Project 5

310,500

3,177,450 3,487,950
4410-DOMESTIC

WATER FUND
29WDWR02 - H2S
Vessel Replacement
Project – Phase 1 Various

500,000

2,000,000

2,000,000 4,500,000
366
4410-DOMESTIC

WATER FUND
30WDWR01- CBK-74
– New Well 5

441,000

4,410,000 4,851,000
4410-DOMESTIC

WATER FUND
30WDWR02 -
Interface Capacity
Improvements Various

1,014,000 1,014,000
4410-DOMESTIC

WATER FUND
30WDWR04 - PFOs
Treatment Program –
Phase 2 Various

600,000

4,392,300 4,992,300
4410-DOMESTIC

WATER FUND
31WDWR01 - CBK-18
TCP Removal Project 5

321,368 321,368
Total $16,653,900 $63,698,441 $28,217,563 $38,054,029 $52,070,786 $198,694,719 367
Appendices
368
Appendices
This section provides supplemental information to assist the reader in understanding how the budget book is developed and the various policies that govern the City's annual plan for the use of its resources. The City Council Goals and Guiding Principle was adopted by the City Council in April 2017 and is the basis of the development of department goals and objectives. This document also provides direction as it relates to the prioritization of available resources. Details on the City Council's Goals and Guiding Principles can be found under the Legislative section of the Budget Book.

This section also includes the City’s financial policies, including the investment policy, the budget amendment process, the 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.
369
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 the 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. 370
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 collectable 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 are also 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 expenditure and the means of financing them.

2. Public hearings are conducted to obtain taxpayer comments.

3. Prior to July 1, the budget is legally enacted through passage of a resolution.

4. Budgets are adopted for all governmental fund types and are prepared on a basis consistent with generally accepted accounting principles.

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.
371
Investment Policy
The Investment Policy of the City of Bakersfield as adopted by Policy Resolution No. 192-16, 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 ensure 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.
372
Budget Amendment Process
Statement
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
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. 373
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.
374
375

CITY OF BAKERSFIELD
Miscellaneous Statistics
Date of Incorporation 1898
Charter Adopted 1915
Form of Government Council-Manager
Population (2026) 422,853
City Employees / 1,000 (2026) 1.97
Area (2022) 151.64 sq. mi.

Miles of Streets (2026) 1,537
Number of Traffic Signals (2026) 453
Miles of Sanitary Sewers (miles) (2026) 1,273
Number of Parks and Acreage (2026) 66 Parks (704.66 ac.) 376
Position# Position Title Grade Step 1 Step 2 Step 3 Step 4 Step5 OT Hours Monthly Monthly Monthly Monthly Monthly
26030 ACCOUNTANT I 206 30.605 32.137 33.752 35.435 37.209 A 2080 $5,304.87 $5,570.41 $5,850.35 $6,142.07 $6,449.56
26039 ACCOUNTANT I - TEMP 780 29.004 A
$0.00 $0.00 $0.00 $0.00 $0.00
57950 ACCOUNTANT II G23 36.726 38.566 40.499 42.522 44.643 C 2080 $6,365.84 $6,684.77 $7,019.83 $7,370.48 $7,738.12
26055 ACCOUNTING SPECIALIST I 038 21.27 22.331 23.451 24.628 25.853 A 2080 $3,686.80 $3,870.71 $4,064.84 $4,268.85 $4,481.19
26065 ACCOUNTING SPECIALIST II 056 23.511 24.686 25.921 27.218 28.577 A 2080 $4,075.24 $4,278.91 $4,492.97 $4,717.79 $4,953.35
57960 ACCOUNTING SUPERVISOR G47 49.466 51.936 54.53 57.264 60.123 C 2080 $8,574.11 $9,002.24 $9,451.87 $9,925.76 $10,421.32 26075 ACCOUNTING TECHNICIAN 094 25.212 26.471 27.787 29.192 30.642 A 2080 $4,370.08 $4,588.31 $4,816.41 $5,059.95 $5,311.28
26235 ADMIN & FISCAL SVC SPEC I 036 20.95 21.998 23.102 24.254 25.471 A 2080 $3,631.33 $3,812.99 $4,004.35 $4,204.03 $4,414.97
26059 ADMIN & FISCAL SVC SPEC I-TEMP 735 19.828 A
$0.00 $0.00 $0.00 $0.00 $0.00
26240 ADMIN & FISCAL SVC SPEC II 054 23.339 24.507 25.737 27.017 28.372 A 2080 $4,045.43 $4,247.88 $4,461.08 $4,682.95 $4,917.81
26069 ADMIN &FISCAL SVC SPEC II-TEMP 745 21.909 A
$0.00 $0.00 $0.00 $0.00 $0.00
26040 ADMINISTRATIVE ANALYST I 235 32.283 33.898 35.582 37.357 39.232 A 2080 $5,595.72 $5,875.65 $6,167.55 $6,475.21 $6,800.21
26049 ADMINISTRATIVE ANALYST I-TEMP 787 32.125 A
$0.00 $0.00 $0.00 $0.00 $0.00
26110 ADMINISTRATIVE ANALYST II 285 34.532 36.285 38.122 40.057 42.081 A 2080 $5,985.55 $6,289.40 $6,607.81 $6,943.21 $7,294.04
89320 ADMINISTRATIVE ANALYST III M04 40.482 42.505 44.633 46.864 49.206 D 2080 $7,016.88 $7,367.53 $7,736.39 $8,123.09 $8,529.04
22010 ADMINISTRATIVE ASSISTANT I 180 29.148 30.607 32.144 33.748 35.437 A 2080 $5,052.32 $5,305.21 $5,571.63 $5,849.65 $6,142.41
22019 ADMINISTRATIVE ASSISTANT I-TEM 780 29.004 A
$0.00 $0.00 $0.00 $0.00 $0.00
22020 ADMINISTRATIVE ASSISTANT II 215 31.239 32.808 34.442 36.162 37.971 A 2080 $5,414.76 $5,686.72 $5,969.95 $6,268.08 $6,581.64
41050 ADMINISTRATIVE OFFICER I P15 36.893 38.757 40.719 42.778 44.948 A City Of Bakersfield
Salary Schedule by Title
Effective: Jan 26, 2026
Approved: Jan 21, 2026
377
2080 $6,394.79 $6,717.88 $7,057.96 $7,414.85 $7,790.99
41060 ADMINISTRATIVE OFFICER II P25 40.649 42.699 44.871 47.144 49.525 A 2080 $7,045.83 $7,401.16 $7,777.64 $8,171.63 $8,584.33
14140 AIR CONDITIONING TECH I 200 29.725 31.219 32.777 34.423 36.152 A 2080 $5,152.33 $5,411.29 $5,681.35 $5,966.65 $6,266.35
17570 AIR CONDITIONING TECH II 230 31.874 33.466 35.145 36.889 38.734 A 2080 $5,524.83 $5,800.77 $6,091.80 $6,394.09 $6,713.89
27210 ANIMAL CONTROL INTAKE TECH 036 20.95 21.998 23.102 24.254 25.471 A 2080 $3,631.33 $3,812.99 $4,004.35 $4,204.03 $4,414.97
27200 ANIMAL CONTROL OFFICER 060 23.655 24.839 26.087 27.394 28.762 A 2080 $4,100.20 $4,305.43 $4,521.75 $4,748.29 $4,985.41
27209 ANIMAL CONTROL OFFICER - TEMP 737 20.847 A
$0.00 $0.00 $0.00 $0.00 $0.00
57180 ANIMAL CONTROL SUPERVISOR G30 40.482 42.505 44.633 46.864 49.206 C 2080 $7,016.88 $7,367.53 $7,736.39 $8,123.09 $8,529.04
90539 AQUATICS COORDINATOR - TEMP 972 20.5 21.75 22 A $0.00 $0.00 $0.00 $0.00 $0.00
14210 AQUATICS MAINTENANCE TECH 201 29.734 31.232 32.778 34.427 36.143 A 2080 $5,153.89 $5,413.55 $5,681.52 $5,967.35 $6,264.79
88330 ASSISTANT BUILDING DIRECTOR M33 62.06 65.17 68.421 71.847 75.441 D 2080 $10,757.07 $11,296.13 $11,859.64 $12,453.48 $13,076.44 88090 ASSISTANT CITY ATTORNEY M85 91.851 96.444 101.266 106.329 111.645 D 2080 $15,920.84 $16,716.96 $17,552.77 $18,430.36 $19,351.80 57440 ASSISTANT CITY CLERK G25 38.104 40.012 42.012 44.117 46.323 C 2080 $6,604.69 $6,935.41 $7,282.08 $7,646.95 $8,029.32
89120 ASSISTANT CITY MANAGER M75 88.929 93.378 98.046 102.953 108.103 D 2080 $15,414.36 $16,185.52 $16,994.64 $17,845.19 $18,737.85 88070 ASSISTANT FINANCE DIRECTOR M40 63.639 66.82 70.169 73.674 77.353 D 2080 $11,030.76 $11,582.13 $12,162.63 $12,770.16 $13,407.85 25040 ASSISTANT PLANNER 235 32.283 33.898 35.582 37.357 39.232 A 2080 $5,595.72 $5,875.65 $6,167.55 $6,475.21 $6,800.21
25049 ASSISTANT PLANNER - TEMP 787 32.125 A
$0.00 $0.00 $0.00 $0.00 $0.00
88320 ASSISTANT PLANNING DIRECTOR M33 62.06 65.17 68.421 71.847 75.441 D 2080 $10,757.07 $11,296.13 $11,859.64 $12,453.48 $13,076.44 88520 ASSISTANT POLICE CHIEF M66 80.703 84.741 88.982 93.431 98.108 D 2080 $13,988.52 $14,688.44 $15,423.55 $16,194.71 $17,005.39 90119 ASSISTANT POOL MANAGER - TEMP 954 19 19.5 20 A
$0.00 $0.00 $0.00 $0.00 $0.00
88065 ASSISTANT PUBLIC WORKS OPS MGR M33 62.06 65.17 68.421 71.847 75.441 D 2080 $10,757.07 $11,296.13 $11,859.64 $12,453.48 $13,076.44 89140 ASSISTANT SOLID WASTE DIRECTOR M33 62.06 65.17 68.421 71.847 75.441 D 2080 $10,757.07 $11,296.13 $11,859.64 $12,453.48 $13,076.44 57150 ASSISTANT SUPERINTENDENT G45 44.652 46.886 49.233 51.697 54.282 C 2080 $7,739.68 $8,126.91 $8,533.72 $8,960.81 $9,408.88
378
89330 ASSISTANT TO THE CITY MANAGER M12 54.53 57.258 60.121 63.129 66.288 D 2080 $9,451.87 $9,924.72 $10,420.97 $10,942.36 $11,489.92 89110 ASSISTANT WATER DIRECTOR M48 67.408 70.777 74.319 78.036 81.937 D 2080 $11,684.05 $12,268.01 $12,881.96 $13,526.24 $14,202.41 88250 ASSOCIATE ATTORNEY M02 40.58 42.617 44.746 46.985 49.337 D 2080 $7,033.87 $7,386.95 $7,755.97 $8,144.07 $8,551.75
27060 ASSOCIATE PLANNER 360 40.565 42.6 44.729 46.967 49.319 A 2080 $7,031.27 $7,384.00 $7,753.03 $8,140.95 $8,548.63
27069 ASSOCIATE PLANNER - TEMP 798 40.362 A
$0.00 $0.00 $0.00 $0.00 $0.00
27240 ASST CODE ENFORCEMENT OFFICER 060 23.655 24.839 26.087 27.394 28.762 A 2080 $4,100.20 $4,305.43 $4,521.75 $4,748.29 $4,985.41
89900 ASST DIR OF TECH SERVICES M40 63.639 66.82 70.169 73.674 77.353 D 2080 $11,030.76 $11,582.13 $12,162.63 $12,770.16 $13,407.85 88900 ASST DIRECTOR REC & PARKS M29 67.408 70.777 74.319 78.036 81.937 D 2080 $11,684.05 $12,268.01 $12,881.96 $13,526.24 $14,202.41 88150 ASST ECONOMIC DEVELOPMENT DIR M48 67.408 70.777 74.319 78.036 81.937 D 2080 $11,684.05 $12,268.01 $12,881.96 $13,526.24 $14,202.41 88050 ASST PUBLIC WORKS DIRECTOR M54 71.533 75.109 78.866 82.813 86.955 D 2080 $12,399.05 $13,018.89 $13,670.11 $14,354.25 $15,072.20 90049 ASST SITE MANAGER I - TEMP 901 17 17.5 18 A
$0.00 $0.00 $0.00 $0.00 $0.00
14370 ASST WASTEWATER LAB TECHNICIAN 025 21.819 22.91 24.066 25.261 26.526 A 2080 $3,781.96 $3,971.07 $4,171.44 $4,378.57 $4,597.84
88690 ASST. WATER DIRECTOR - WW M48 67.408 70.777 74.319 78.036 81.937 D 2080 $11,684.05 $12,268.01 $12,881.96 $13,526.24 $14,202.41 26470 BENEFITS TECHNICIAN 285 34.532 36.285 38.122 40.057 42.081 A 2080 $5,985.55 $6,289.40 $6,607.81 $6,943.21 $7,294.04
58620 BLDG INSP III - PLMBG & MECH G40 43.783 45.972 48.277 50.685 53.227 C 2080 $7,589.05 $7,968.48 $8,368.01 $8,785.40 $9,226.01
27140 BLDG INSPECTOR I 210 31.075 32.648 34.288 36.031 37.864 A 2080 $5,386.33 $5,658.99 $5,943.25 $6,245.37 $6,563.09
27149 BLDG INSPECTOR I - TEMP 782 30.921 A
$0.00 $0.00 $0.00 $0.00 $0.00
27080 BLDG INSPECTOR II 265 34.181 35.897 37.688 39.576 41.548 A 2080 $5,924.71 $6,222.15 $6,532.59 $6,859.84 $7,201.65
27089 BLDG INSPECTOR II - TEMP 790 34.011 A
$0.00 $0.00 $0.00 $0.00 $0.00
58600 BLDG INSPECTOR III G40 43.783 45.972 48.277 50.685 53.227 C 2080 $7,589.05 $7,968.48 $8,368.01 $8,785.40 $9,226.01
58610 BLDG INSPECTOR III - ELEC SPEC G40 43.783 45.972 48.277 50.685 53.227 C 2080 $7,589.05 $7,968.48 $8,368.01 $8,785.40 $9,226.01
57185 BUDGET ANALYST G30 40.482 42.505 44.633 46.864 49.206 C 2080 $7,016.88 $7,367.53 $7,736.39 $8,123.09 $8,529.04
88075 BUDGET OFFICER M24 56.821 59.66 62.65 65.78 69.065 D 379
2080 $9,848.97 $10,341.07 $10,859.33 $11,401.87 $11,971.27 89150 BUILDING DIRECTOR M48 67.408 70.777 74.319 78.036 81.937 D 2080 $11,684.05 $12,268.01 $12,881.96 $13,526.24 $14,202.41 58609 BUILDING INSPECTOR III - TEMP 610 43.564 C
$0.00 $0.00 $0.00 $0.00 $0.00
13100 BUILDING MAINTAINER II 030 19.925 20.918 21.968 23.07 24.219 A 2080 $3,453.67 $3,625.79 $3,807.79 $3,998.80 $4,197.96
57970 BUSINESS ANALYST SUPERVISOR G47 49.466 51.936 54.53 57.264 60.123 C 2080 $8,574.11 $9,002.24 $9,451.87 $9,925.76 $10,421.32 27520 BUYER I 094 25.212 26.471 27.787 29.192 30.642 A 2080 $4,370.08 $4,588.31 $4,816.41 $5,059.95 $5,311.28
27540 BUYER II 180 29.148 30.607 32.144 33.748 35.437 A 2080 $5,052.32 $5,305.21 $5,571.63 $5,849.65 $6,142.41
88500 C V B MANAGER M24 56.821 59.66 62.65 65.78 69.065 D 2080 $9,848.97 $10,341.07 $10,859.33 $11,401.87 $11,971.27 57890 C V B MANAGER - TEMP 625 62.647 65.777 C 2080 $10,858.81 $11,401.35 $0.00 $0.00 $0.00
13350 CANAL TENDER II 090 24.598 25.824 27.109 28.483 29.896 A 2080 $4,263.65 $4,476.16 $4,698.89 $4,937.05 $5,181.97
89200 CITY ATTORNEY M83 147.116 D
2080 $25,500.11 $0.00 $0.00 $0.00 $0.00
89250 CITY CLERK M24 56.821 59.66 62.65 65.78 69.065 D 2080 $9,848.97 $10,341.07 $10,859.33 $11,401.87 $11,971.27 26475 CITY CLERK TECHNICIAN 055 22.017 23.118 24.28 25.488 26.766 A 2080 $3,816.28 $4,007.12 $4,208.53 $4,417.92 $4,639.44
27659 CITY INTERVENTION WORKER -TEMP 792 29.401 A
$0.00 $0.00 $0.00 $0.00 $0.00
89300 CITY MANAGER M89 141.231 D
2080 $24,480.04 $0.00 $0.00 $0.00 $0.00
89960 CITY TREASURER M10 54.53 57.258 60.121 63.129 66.288 D 2080 $9,451.87 $9,924.72 $10,420.97 $10,942.36 $11,489.92 58360 CIVIL ENGINEER III G60 53.81 56.501 59.33 62.302 65.412 C 2080 $9,327.07 $9,793.51 $10,283.87 $10,799.01 $11,338.08 58369 CIVIL ENGINEER III - TEMP 620 56.505 C
$0.00 $0.00 $0.00 $0.00 $0.00
88380 CIVIL ENGINEER IV M48 67.408 70.777 74.319 78.036 81.937 D 2080 $11,684.05 $12,268.01 $12,881.96 $13,526.24 $14,202.41 26220 CLERK TYPIST I 011 18.465 19.387 20.357 21.374 22.444 A 2080 $3,200.60 $3,360.41 $3,528.55 $3,704.83 $3,890.29
26221 CLERK TYPIST I - T-STEP 700 17.431 A
$0.00 $0.00 $0.00 $0.00 $0.00
26229 CLERK TYPIST I - TEMP 725 18.465 A
$0.00 $0.00 $0.00 $0.00 $0.00
26228 CLERK TYPIST I T-STEP - TEMP 700 17.431 A
$0.00 $0.00 $0.00 $0.00 $0.00
380
26230 CLERK TYPIST II 035 20.836 21.877 22.983 24.123 25.331 A 2080 $3,611.57 $3,792.01 $3,983.72 $4,181.32 $4,390.71
26239 CLERK TYPIST II - TEMP 732 20.836 A
$0.00 $0.00 $0.00 $0.00 $0.00
88515 CODE ENFORCEMENT MANAGER M18 54.613 57.352 60.219 63.227 66.396 D 2080 $9,466.25 $9,941.01 $10,437.96 $10,959.35 $11,508.64 27250 CODE ENFORCEMENT OFFR I 250 32.648 34.288 36.031 37.864 39.757 A 2080 $5,658.99 $5,943.25 $6,245.37 $6,563.09 $6,891.21
27259 CODE ENFORCEMENT OFFR I - TEMP 788 32.489 A
$0.00 $0.00 $0.00 $0.00 $0.00
27260 CODE ENFORCEMENT OFFR II 295 35.897 37.688 39.576 41.559 43.636 A 2080 $6,222.15 $6,532.59 $6,859.84 $7,203.56 $7,563.57
27269 CODE ENFORCEMENT OFFR II-TEMP 793 35.72 A
$0.00 $0.00 $0.00 $0.00 $0.00
57260 CODE ENFORCEMENT SUPERVISOR G40 43.783 45.972 48.277 50.685 53.227 C 2080 $7,589.05 $7,968.48 $8,368.01 $8,785.40 $9,226.01
89340 COMM DEVELOPMENT PRINCIPAL G55 50.236 52.75 55.392 58.16 61.066 D 2080 $8,707.57 $9,143.33 $9,601.28 $10,081.07 $10,584.77 27400 COMM REL SPECIALIST I - POLICE 130 27.194 28.561 29.989 31.499 33.057 A 2080 $4,713.63 $4,950.57 $5,198.09 $5,459.83 $5,729.88
27410 COMM REL SPECIALIST II -POLICE 235 32.283 33.898 35.582 37.357 39.232 A 2080 $5,595.72 $5,875.65 $6,167.55 $6,475.21 $6,800.21
88495 COMMUNICATIONS & MARKETING MGR M12 54.53 57.258 60.121 63.129 66.288 D 2080 $9,451.87 $9,924.72 $10,420.97 $10,942.36 $11,489.92 59950 COMMUNICATIONS CENTER SUPV N15 34.887 36.638 38.466 40.394 42.417 C 2080 $6,047.08 $6,350.59 $6,667.44 $7,001.63 $7,352.28
22025 COMMUNICATIONS COORDINATOR 285 34.532 36.285 38.122 40.057 42.081 A 2080 $5,985.55 $6,289.40 $6,607.81 $6,943.21 $7,294.04
57900 COMMUNICATIONS ENGINEER G45 44.652 46.886 49.233 51.697 54.282 C 2080 $7,739.68 $8,126.91 $8,533.72 $8,960.81 $9,408.88
59970 COMMUNICATIONS OPERATIONS SUPV N45 45.154 47.409 49.78 52.276 54.889 C 2080 $7,826.69 $8,217.56 $8,628.53 $9,061.17 $9,514.09
21509 COMMUNITY REL SPECIALIST-TEMP 761 24.712 A
$0.00 $0.00 $0.00 $0.00 $0.00
21500 COMMUNITY RELATIONS SPECIALIST 092 24.834 26.083 27.388 28.765 30.189 A 2080 $4,304.56 $4,521.05 $4,747.25 $4,985.93 $5,232.76
25200 COMPUTER DRAFTING TECH I 115 27.026 28.362 29.786 31.28 32.833 A 2080 $4,684.51 $4,916.08 $5,162.91 $5,421.87 $5,691.05
25209 COMPUTER DRAFTING TECH I-TEMP 770 26.894 A
$0.00 $0.00 $0.00 $0.00 $0.00
25240 COMPUTER DRAFTING TECH II 225 31.672 33.25 34.917 36.666 38.495 A 2080 $5,489.81 $5,763.33 $6,052.28 $6,355.44 $6,672.47
25250 CONSTRUCTION INSPECTOR I 210 31.075 32.648 34.288 36.031 37.864 A 2080 $5,386.33 $5,658.99 $5,943.25 $6,245.37 $6,563.09
25259 CONSTRUCTION INSPECTOR I-TEMP 782 30.921 A
381
$0.00 $0.00 $0.00 $0.00 $0.00
25260 CONSTRUCTION INSPECTOR II 295 35.897 37.688 39.576 41.559 43.636 A 2080 $6,222.15 $6,532.59 $6,859.84 $7,203.56 $7,563.57
88460 CONSTRUCTION SUPERINTENDENT M18 54.613 57.352 60.219 63.227 66.396 D 2080 $9,466.25 $9,941.01 $10,437.96 $10,959.35 $11,508.64 99989 COUNCILMEMBER 987 100 A
$0.00 $0.00 $0.00 $0.00 $0.00
51450 CRIME ANALYSIS SUPERVISOR G45 44.652 46.886 49.233 51.697 54.282 C 2080 $7,739.68 $8,126.91 $8,533.72 $8,960.81 $9,408.88
21600 CRIME ANALYST 210 31.075 32.648 34.288 36.031 37.864 A 2080 $5,386.33 $5,658.99 $5,943.25 $6,245.37 $6,563.09
26215 CUSTOMER SERVICE REP 035 20.836 21.877 22.983 24.123 25.331 A 2080 $3,611.57 $3,792.01 $3,983.72 $4,181.32 $4,390.71
57090 CUSTOMER SERVICE SUPERVISOR G15 34.503 36.229 38.043 39.952 41.941 C 2080 $5,980.52 $6,279.69 $6,594.12 $6,925.01 $7,269.77
88260 DEPUTY CITY ATTORNEY I M39 63.312 66.486 69.815 73.301 76.975 D 2080 $10,974.08 $11,524.24 $12,101.27 $12,705.51 $13,342.33 88080 DEPUTY CITY ATTORNEY II M65 75.11 78.864 82.81 86.953 91.303 D 2080 $13,019.07 $13,669.76 $14,353.73 $15,071.85 $15,825.85 26350 DEPUTY CITY CLERK I 070 24.194 25.405 26.678 28.009 29.4 A 2080 $4,193.63 $4,403.53 $4,624.19 $4,854.89 $5,096.00
26355 DEPUTY CITY CLERK II 095 25.403 26.671 28.014 29.405 30.866 A 2080 $4,403.19 $4,622.97 $4,855.76 $5,096.87 $5,350.11
88280 DEPUTY FIRE CHIEF M57 78.5 82.432 86.557 90.884 95.43 D 2080 $13,606.67 $14,288.21 $15,003.21 $15,753.23 $16,541.20 88055 DEPUTY PUBLIC WORKS DIRECTOR M70 75.115 78.87 82.813 86.955 91.303 D 2080 $13,019.93 $13,670.80 $14,354.25 $15,072.20 $15,825.85 41040 DETECTIVE P25 40.649 42.699 44.871 47.144 49.525 A 2080 $7,045.83 $7,401.16 $7,777.64 $8,171.63 $8,584.33
89460 DEVELOPMENT SERVICES DIRECTOR M71 78.97 82.922 87.067 91.425 95.996 D 2080 $13,688.13 $14,373.15 $15,091.61 $15,847.00 $16,639.31 25030 DEVELOPMENT SERVICES TECH 210 31.075 32.648 34.288 36.031 37.864 A 2080 $5,386.33 $5,658.99 $5,943.25 $6,245.37 $6,563.09
88200 DIR OF FIRE PREV/ENV SERVICES M18 54.613 57.352 60.219 63.227 66.396 D 2080 $9,466.25 $9,941.01 $10,437.96 $10,959.35 $11,508.64 89870 DIR OF TECHNOLOGY SERVICES M71 78.97 82.922 87.067 91.425 95.996 D 2080 $13,688.13 $14,373.15 $15,091.61 $15,847.00 $16,639.31 89000 DIRECTOR RECREATION & PARKS M71 78.97 82.922 87.067 91.425 95.996 D 2080 $13,688.13 $14,373.15 $15,091.61 $15,847.00 $16,639.31 25055 ECON & COMM DEV COORDINATOR 360 40.565 42.6 44.729 46.967 49.319 A 2080 $7,031.27 $7,384.00 $7,753.03 $8,140.95 $8,548.63
25065 ECON & COMM DEV SPECIALIST 235 32.283 33.898 35.582 37.357 39.232 A 2080 $5,595.72 $5,875.65 $6,167.55 $6,475.21 $6,800.21
59895 ECON & COMM DEV SUPERVISOR G55 50.236 52.75 55.392 58.16 61.066 C 2080 $8,707.57 $9,143.33 $9,601.28 $10,081.07 $10,584.77 382
25025 ECON & COMM DEV TECHNICIAN 150 28.28 29.709 31.173 32.735 34.375 A 2080 $4,901.87 $5,149.56 $5,403.32 $5,674.07 $5,958.33
88505 ECONOMIC & COMM DEV MANAGER M24 56.821 59.66 62.65 65.78 69.065 D 2080 $9,848.97 $10,341.07 $10,859.33 $11,401.87 $11,971.27 88100 ECONOMIC & COMMUNITY DEV DIR M71 78.97 82.922 87.067 91.425 95.996 D 2080 $13,688.13 $14,373.15 $15,091.61 $15,847.00 $16,639.31 14130 ELECTRICAL TECHNICIAN I 205 30.277 31.802 33.378 35.041 36.811 A 2080 $5,248.01 $5,512.35 $5,785.52 $6,073.77 $6,380.57
14100 ELECTRICAL TECHNICIAN II 263 34.099 35.789 37.582 39.466 41.433 A 2080 $5,910.49 $6,203.43 $6,514.21 $6,840.77 $7,181.72
25120 ENGINEER I 315 37.629 39.514 41.495 43.568 45.743 A 2080 $6,522.36 $6,849.09 $7,192.47 $7,551.79 $7,928.79
25129 ENGINEER I - TEMP 797 37.443 A
$0.00 $0.00 $0.00 $0.00 $0.00
25150 ENGINEER II 375 43.277 45.437 47.71 50.104 52.6 A 2080 $7,501.35 $7,875.75 $8,269.73 $8,684.69 $9,117.33
25159 ENGINEER II - TEMP 799 43.064 A
$0.00 $0.00 $0.00 $0.00 $0.00
58300 ENGINEER III - WASTEWATER G60 53.81 56.501 59.33 62.302 65.412 C 2080 $9,327.07 $9,793.51 $10,283.87 $10,799.01 $11,338.08 25180 ENGINEERING AIDE I 050 21.87 22.955 24.102 25.297 26.571 A 2080 $3,790.80 $3,978.87 $4,177.68 $4,384.81 $4,605.64
25189 ENGINEERING AIDE I - TEMP 742 21.763 A
$0.00 $0.00 $0.00 $0.00 $0.00
25210 ENGINEERING AIDE II 090 24.598 25.824 27.109 28.483 29.896 A 2080 $4,263.65 $4,476.16 $4,698.89 $4,937.05 $5,181.97
25190 ENGINEERING TECH I - TEMP 270 34.181 A
2080 $5,924.71 $0.00 $0.00 $0.00 $0.00
25270 ENGINEERING TECHNICIAN I 265 34.181 35.897 37.688 39.576 41.548 A 2080 $5,924.71 $6,222.15 $6,532.59 $6,859.84 $7,201.65
26095 ENTERPRISE BUSINESS ANALYST 235 32.283 33.898 35.582 37.357 39.232 A 2080 $5,595.72 $5,875.65 $6,167.55 $6,475.21 $6,800.21
24359 ENVIRON COMPL INSPCTR-TEMP 782 30.921 A
$0.00 $0.00 $0.00 $0.00 $0.00
24350 ENVIRONMENTAL COMPLIANCE INSP 210 31.075 32.648 34.288 36.031 37.864 A 2080 $5,386.33 $5,658.99 $5,943.25 $6,245.37 $6,563.09
91100 EXTRA HELP - FISCAL SERVICES 910 61.346 A
2080 $10,633.31 $0.00 $0.00 $0.00 $0.00
14309 EXTRA HELP - FLEET SPEC PROJ 802 41.296 A
$0.00 $0.00 $0.00 $0.00 $0.00
91200 EXTRA HELP - LEGAL 912 86.7 A
2080 $15,028.00 $0.00 $0.00 $0.00 $0.00
91060 EXTRA HELP - MISC. I 850 18.221 A
2080 $3,158.31 $0.00 $0.00 $0.00 $0.00
91065 EXTRA HELP - MISC. II 739 21.404 A
383
2080 $3,710.03 $0.00 $0.00 $0.00 $0.00
91000 EXTRA HELP - PD I 978 26.136 A
2080 $4,530.24 $0.00 $0.00 $0.00 $0.00
91010 EXTRA HELP - PD II 601 30.97 A
2080 $5,368.13 $0.00 $0.00 $0.00 $0.00
91020 EXTRA HELP - PD III 796 36.091 A
2080 $6,255.77 $0.00 $0.00 $0.00 $0.00
91015 EXTRA HELP - SOLID WASTE 216 31.28 32.833 A 2080 $5,421.87 $5,691.05 $0.00 $0.00 $0.00
91050 EXTRA HELP - TRAINING I 795 43.551 A
2080 $7,548.84 $0.00 $0.00 $0.00 $0.00
91055 EXTRA HELP - TRAINING II 800 50.083 A
2080 $8,681.05 $0.00 $0.00 $0.00 $0.00
13500 FACILITY WORKER 010 19.626 20.605 21.633 22.719 23.864 A 2080 $3,401.84 $3,571.53 $3,749.72 $3,937.96 $4,136.43
13509 FACILITY WORKER - TEMP 860 19.626 A
$0.00 $0.00 $0.00 $0.00 $0.00
89350 FINANCE DIRECTOR M77 83.784 87.974 92.374 96.997 101.842 D 2080 $14,522.56 $15,248.83 $16,011.49 $16,812.81 $17,652.61 26080 FINANCIAL INVESTIGATOR 072 25.775 27.066 28.423 29.841 31.321 A 2080 $4,467.67 $4,691.44 $4,926.65 $5,172.44 $5,428.97
26100 FINANCIAL INVESTIGATOR II 180 29.148 30.607 32.144 33.748 35.437 A 2080 $5,052.32 $5,305.21 $5,571.63 $5,849.65 $6,142.41
68130 FIRE BATT CHIEF-DAYS F65 59.733 62.722 65.859 69.161 75.878 D 2080 $10,353.72 $10,871.81 $11,415.56 $11,987.91 $13,152.19 68132 FIRE BATT CHIEF-SUPPRESS F60 42.666 44.804 47.042 49.397 54.201 C 2912 $10,353.62 $10,872.44 $11,415.53 $11,987.01 $13,152.78 67180 FIRE CAPTAIN - DAYS F55 47.681 50.094 52.62 55.281 60.696 A 2080 $8,264.71 $8,682.96 $9,120.80 $9,582.04 $10,520.64 67182 FIRE CAPTAIN - SUPPRESSION F50 34.057 35.792 37.579 39.5 43.362 A 2912 $8,264.50 $8,685.53 $9,119.17 $9,585.33 $10,522.51 89400 FIRE CHIEF M74 90.169 94.675 99.417 104.382 109.603 D 2080 $15,629.29 $16,410.33 $17,232.28 $18,092.88 $18,997.85 26260 FIRE DISPATCHER I 046 24.48 25.699 26.989 28.344 29.759 A 2080 $4,243.20 $4,454.49 $4,678.09 $4,912.96 $5,158.23
26269 FIRE DISPATCHER I - TEMP 740 24.48 A
$0.00 $0.00 $0.00 $0.00 $0.00
26290 FIRE DISPATCHER II 076 26.927 28.285 29.694 31.18 32.737 A 2080 $4,667.35 $4,902.73 $5,146.96 $5,404.53 $5,674.41
26299 FIRE DISPATCHER II - TEMP 757 26.927 A
$0.00 $0.00 $0.00 $0.00 $0.00
32150 FIRE ENGINEER - DAYS F30 39.906 41.921 44.022 46.275 50.812 A 2080 $6,917.04 $7,266.31 $7,630.48 $8,021.00 $8,807.41
32152 FIRE ENGINEER - SUPPRESSION F15 28.505 29.946 31.447 33.055 36.297 A 2912 $6,917.21 $7,266.90 $7,631.14 $8,021.35 $8,808.07
384
21465 FIRE EQUIPMENT TECHNICIAN 201 29.734 31.232 32.778 34.427 36.143 A 2080 $5,153.89 $5,413.55 $5,681.52 $5,967.35 $6,264.79
68440 FIRE MARSHAL/TRAINING OFFICER F70 62.659 65.794 69.088 72.547 79.591 A 2080 $10,860.89 $11,404.29 $11,975.25 $12,574.81 $13,795.77 27040 FIRE PLANS EXAMINER 325 38.917 40.886 42.955 45.138 47.413 A 2080 $6,745.61 $7,086.91 $7,445.53 $7,823.92 $8,218.25
21470 FIRE PREVENTION/ENVIRON OFF I 250 32.648 34.288 36.031 37.864 39.757 A 2080 $5,658.99 $5,943.25 $6,245.37 $6,563.09 $6,891.21
21475 FIRE PREVENTION/ENVIRON OFF II 295 35.897 37.688 39.576 41.559 43.636 A 2080 $6,222.15 $6,532.59 $6,859.84 $7,203.56 $7,563.57
32202 FIREFIGHTER - SUPPRESSION F10 25.828 27.125 28.505 29.942 32.861 A 2912 $6,267.59 $6,582.33 $6,917.21 $7,265.93 $7,974.27
32260 FIREFIGHTER TRAINEE - DAYS F01 22.454 A
2080 $3,892.03 $0.00 $0.00 $0.00 $0.00
87890 FISCAL & ADMIN SERVICES MGR M09 52.993 55.641 58.425 61.346 64.415 D 2080 $9,185.45 $9,644.44 $10,127.00 $10,633.31 $11,165.27 57882 FISCAL & ADMIN SVCS OFFICER I G46 46.885 49.229 51.695 54.279 56.997 C 2080 $8,126.73 $8,533.03 $8,960.47 $9,408.36 $9,879.48
57885 FISCAL & ADMIN SVCS OFFICER II G47 49.466 51.936 54.53 57.264 60.123 C 2080 $8,574.11 $9,002.24 $9,451.87 $9,925.76 $10,421.32 57895 FISCAL & ADMIN SVCS OFFICR III G48 50.236 52.75 55.392 58.16 61.066 C 2080 $8,707.57 $9,143.33 $9,601.28 $10,081.07 $10,584.77 57075 FISCAL & ADMIN SVCS SUPERVISOR G24 38.562 40.495 42.524 44.647 46.875 C 2080 $6,684.08 $7,019.13 $7,370.83 $7,738.81 $8,125.00
14435 FLEET EQUIP MECHANIC I - TEMP 773 27.663 A
2080 $4,794.92 $0.00 $0.00 $0.00 $0.00
14285 FLEET EQUIP MECHANIC II - TEMP 789 34.139 A
2080 $5,917.43 $0.00 $0.00 $0.00 $0.00
14330 FLEET EQUIPMENT MECHANIC I 125 27.663 29.05 30.491 32.02 33.628 A 2080 $4,794.92 $5,035.33 $5,285.11 $5,550.13 $5,828.85
14280 FLEET EQUIPMENT MECHANIC II 264 34.139 35.844 37.636 39.509 41.49 A 2080 $5,917.43 $6,212.96 $6,523.57 $6,848.23 $7,191.60
14300 FLEET MECHANIC III 260 35.762 37.567 39.475 41.462 43.567 A 2080 $6,198.75 $6,511.61 $6,842.33 $7,186.75 $7,551.61
14060 FLEET SERVICE WORKER I 050 21.87 22.955 24.102 25.297 26.571 A 2080 $3,790.80 $3,978.87 $4,177.68 $4,384.81 $4,605.64
14069 FLEET SERVICE WORKER I - TEMP 742 21.763 A
$0.00 $0.00 $0.00 $0.00 $0.00
14460 FLEET SERVICE WORKER II 090 24.598 25.824 27.109 28.483 29.896 A 2080 $4,263.65 $4,476.16 $4,698.89 $4,937.05 $5,181.97
14469 FLEET SERVICE WORKER II - TEMP 756 24.598 A
$0.00 $0.00 $0.00 $0.00 $0.00
14340 FLEET SERVICE WRITER 110 26.988 28.341 29.747 31.239 32.808 A 2080 $4,677.92 $4,912.44 $5,156.15 $5,414.76 $5,686.72
88400 FLEET SUPERINTENDENT M18 54.613 57.352 60.219 63.227 66.396 D 385
2080 $9,466.25 $9,941.01 $10,437.96 $10,959.35 $11,508.64 88510 GENERAL SERVICES SUPT M18 54.613 57.352 60.219 63.227 66.396 D 2080 $9,466.25 $9,941.01 $10,437.96 $10,959.35 $11,508.64 25000 GIS TECHNICIAN 097 25.581 26.857 28.194 29.618 31.087 A 2080 $4,434.04 $4,655.21 $4,886.96 $5,133.79 $5,388.41
89240 GRANTS ADMINISTRATOR M07 43.783 45.972 48.277 50.685 53.227 D 2080 $7,589.05 $7,968.48 $8,368.01 $8,785.40 $9,226.01
25015 GUEST SERVICES REPRESENTATIVE 070 24.194 25.405 26.678 28.009 29.4 A 2080 $4,193.63 $4,403.53 $4,624.19 $4,854.89 $5,096.00
27230 HAZARDOUS MATERIALS SPECIALIST 325 38.917 40.886 42.955 45.138 47.413 A 2080 $6,745.61 $7,086.91 $7,445.53 $7,823.92 $8,218.25
90809 HEARING OFFICER - TEMP 978 26.136 A
$0.00 $0.00 $0.00 $0.00 $0.00
13220 HEAVY EQUIP OPERATOR - WATER 183 29.474 30.933 32.486 34.124 35.816 A 2080 $5,108.83 $5,361.72 $5,630.91 $5,914.83 $6,208.11
13240 HEAVY EQUIP OPR - WASTEWATER 183 29.474 30.933 32.486 34.124 35.816 A 2080 $5,108.83 $5,361.72 $5,630.91 $5,914.83 $6,208.11
13230 HEAVY EQUIP OPR-SW & RECYCLING 183 29.474 30.933 32.486 34.124 35.816 A 2080 $5,108.83 $5,361.72 $5,630.91 $5,914.83 $6,208.11
13210 HEAVY EQUIPMENT OPR - PARKS 183 29.474 30.933 32.486 34.124 35.816 A 2080 $5,108.83 $5,361.72 $5,630.91 $5,914.83 $6,208.11
59900 HOMELESS SERVICES PRINCIPAL G55 50.236 52.75 55.392 58.16 61.066 C 2080 $8,707.57 $9,143.33 $9,601.28 $10,081.07 $10,584.77 27010 HUMAN RESOURCES ANALYST I 235 32.283 33.898 35.582 37.357 39.232 A 2080 $5,595.72 $5,875.65 $6,167.55 $6,475.21 $6,800.21
27019 HUMAN RESOURCES ANALYST I-TEMP 787 32.125 A
$0.00 $0.00 $0.00 $0.00 $0.00
27000 HUMAN RESOURCES ANALYST II 315 37.629 39.514 41.495 43.568 45.743 A 2080 $6,522.36 $6,849.09 $7,192.47 $7,551.79 $7,928.79
26440 HUMAN RESOURCES CLERK 070 24.194 25.405 26.678 28.009 29.4 A 2080 $4,193.63 $4,403.53 $4,624.19 $4,854.89 $5,096.00
89910 HUMAN RESOURCES DIRECTOR M71 78.97 82.922 87.067 91.425 95.996 D 2080 $13,688.13 $14,373.15 $15,091.61 $15,847.00 $16,639.31 89970 HUMAN RESOURCES MANAGER M09 52.993 55.641 58.425 61.346 64.415 D 2080 $9,185.45 $9,644.44 $10,127.00 $10,633.31 $11,165.27 26445 HUMAN RESOURCES SPECIALIST 180 29.148 30.607 32.144 33.748 35.437 A 2080 $5,052.32 $5,305.21 $5,571.63 $5,849.65 $6,142.41
57020 HUMAN RESOURCES SUPERVISOR G45 44.652 46.886 49.233 51.697 54.282 C 2080 $7,739.68 $8,126.91 $8,533.72 $8,960.81 $9,408.88
26409 HUMAN RESOURCES TECH - TEMP 785 29.167 A
$0.00 $0.00 $0.00 $0.00 $0.00
25310 HYDROGRAPHER 265 34.181 35.897 37.688 39.576 41.548 A 2080 $5,924.71 $6,222.15 $6,532.59 $6,859.84 $7,201.65
88700 HYDROGRAPHIC MANAGER M18 54.613 57.352 60.219 63.227 66.396 D 2080 $9,466.25 $9,941.01 $10,437.96 $10,959.35 $11,508.64 386
56990 HYDROGRAPHIC SUPERVISOR G55 50.236 52.75 55.392 58.16 61.066 C 2080 $8,707.57 $9,143.33 $9,601.28 $10,081.07 $10,584.77 13499 LABORER - TEMP 840 16.9 A
$0.00 $0.00 $0.00 $0.00 $0.00
26310 LEGAL SECRETARY 095 25.403 26.671 28.014 29.405 30.866 A 2080 $4,403.19 $4,622.97 $4,855.76 $5,096.87 $5,350.11
26319 LEGAL SECRETARY - TEMP 765 25.277 A
$0.00 $0.00 $0.00 $0.00 $0.00
90449 LIFEGUARD I - TEMP 905 17.5 18 18.5 A $0.00 $0.00 $0.00 $0.00 $0.00
13160 LIGHT EQUIPMENT OPERATOR 094 25.212 26.471 27.787 29.192 30.642 A 2080 $4,370.08 $4,588.31 $4,816.41 $5,059.95 $5,311.28
14200 MAINT CRAFTWORKER I 201 29.734 31.232 32.778 34.427 36.143 A 2080 $5,153.89 $5,413.55 $5,681.52 $5,967.35 $6,264.79
90249 MAINT CRAFTWORKER I - TEMP 785 29.167 A
$0.00 $0.00 $0.00 $0.00 $0.00
14220 MAINTENANCE CRAFTWORKER II 229 31.855 33.464 35.146 36.932 38.809 A 2080 $5,521.53 $5,800.43 $6,091.97 $6,401.55 $6,726.89
86090 MANAGEMENT ASSISTANT M05 32.296 33.911 35.595 37.372 39.248 D 2080 $5,597.97 $5,877.91 $6,169.80 $6,477.81 $6,802.99
25010 MARKETING & EVENTS SPECIALIST 235 32.283 33.898 35.582 37.357 39.232 A 2080 $5,595.72 $5,875.65 $6,167.55 $6,475.21 $6,800.21
99999 MAYOR 990 919.54 A
$0.00 $0.00 $0.00 $0.00 $0.00
27090 MOBILITY PLANNER 364 44.729 46.967 49.319 51.784 54.372 A 2080 $7,753.03 $8,140.95 $8,548.63 $8,975.89 $9,424.48
13270 MOTOR SWEEPER OPERATOR 160 28.358 29.776 31.266 32.819 34.463 A 2080 $4,915.39 $5,161.17 $5,419.44 $5,688.63 $5,973.59
26070 OPERATIONS SUPPORT SPECIALIST 055 22.017 23.118 24.28 25.488 26.766 A 2080 $3,816.28 $4,007.12 $4,208.53 $4,417.92 $4,639.44
57085 OUTREACH PROGRAM SUPERVISOR G15 34.503 36.229 38.043 39.952 41.941 C 2080 $5,980.52 $6,279.69 $6,594.12 $6,925.01 $7,269.77
57190 PAL PROGRAM COORDINATOR G15 34.503 36.229 38.043 39.952 41.941 C 2080 $5,980.52 $6,279.69 $6,594.12 $6,925.01 $7,269.77
26410 PARK & LANDSCAPE DESIGNER 350 39.899 41.897 43.994 46.192 48.502 A 2080 $6,915.83 $7,262.15 $7,625.63 $8,006.61 $8,407.01
59800 PARK CONSTRUCTION & FAC PLNR G55 50.236 52.75 55.392 58.16 61.066 C 2080 $8,707.57 $9,143.33 $9,601.28 $10,081.07 $10,584.77 27450 PARK RANGER I 250 32.648 34.288 36.031 37.864 39.757 A 2080 $5,658.99 $5,943.25 $6,245.37 $6,563.09 $6,891.21
27459 PARK RANGER I - TEMP 788 32.489 A
$0.00 $0.00 $0.00 $0.00 $0.00
27460 PARK RANGER II 295 35.897 37.688 39.576 41.559 43.636 A 2080 $6,222.15 $6,532.59 $6,859.84 $7,203.56 $7,563.57
88485 PARK RANGER MANAGER M18 54.613 57.352 60.219 63.227 66.396 D 387
2080 $9,466.25 $9,941.01 $10,437.96 $10,959.35 $11,508.64 57460 PARK RANGER SUPERVISOR G40 43.783 45.972 48.277 50.685 53.227 C 2080 $7,589.05 $7,968.48 $8,368.01 $8,785.40 $9,226.01
13310 PARK SERVICES COORDINATOR 229 31.855 33.464 35.146 36.932 38.809 A 2080 $5,521.53 $5,800.43 $6,091.97 $6,401.55 $6,726.89
24440 PARK TECHNICIAN 295 35.897 37.688 39.576 41.559 43.636 A 2080 $6,222.15 $6,532.59 $6,859.84 $7,203.56 $7,563.57
21460 PARKING ENFORCEMENT TECHNICIAN 045 22.254 23.363 24.536 25.767 27.054 A 2080 $3,857.36 $4,049.59 $4,252.91 $4,466.28 $4,689.36
21469 PARKING ENFORCMENT TECH - TEMP 737 20.847 A
$0.00 $0.00 $0.00 $0.00 $0.00
88480 PARKS SUPERINTENDENT M18 54.613 57.352 60.219 63.227 66.396 D 2080 $9,466.25 $9,941.01 $10,437.96 $10,959.35 $11,508.64 24349 PARTS & INVENTORY SPEC - TEMP 869 21.763 A
$0.00 $0.00 $0.00 $0.00 $0.00
24340 PARTS & INVENTORY SPECIALIST 050 21.87 22.955 24.102 25.297 26.571 A 2080 $3,790.80 $3,978.87 $4,177.68 $4,384.81 $4,605.64
26085 PAYROLL SPECIALIST 074 24.286 25.501 26.776 28.115 29.52 A 2080 $4,209.57 $4,420.17 $4,641.17 $4,873.27 $5,116.80
26090 PAYROLL TECHNICIAN 072 25.775 27.066 28.423 29.841 31.321 A 2080 $4,467.67 $4,691.44 $4,926.65 $5,172.44 $5,428.97
26130 PERFORMANCE ANALYST I 235 32.283 33.898 35.582 37.357 39.232 A 2080 $5,595.72 $5,875.65 $6,167.55 $6,475.21 $6,800.21
26135 PERFORMANCE ANALYST II 285 34.532 36.285 38.122 40.057 42.081 A 2080 $5,985.55 $6,289.40 $6,607.81 $6,943.21 $7,294.04
59885 PERMIT SERVICES SUPERVISOR G24 38.562 40.495 42.524 44.647 46.875 C 2080 $6,684.08 $7,019.13 $7,370.83 $7,738.81 $8,125.00
27029 PLAN CHECKER - TEMP 794 38.726 A
$0.00 $0.00 $0.00 $0.00 $0.00
27020 PLAN CHECKER-ELECTRICAL SPEC 325 38.917 40.886 42.955 45.138 47.413 A 2080 $6,745.61 $7,086.91 $7,445.53 $7,823.92 $8,218.25
27030 PLAN CHECKER-PLUMB & MECH SPEC 325 38.917 40.886 42.955 45.138 47.413 A 2080 $6,745.61 $7,086.91 $7,445.53 $7,823.92 $8,218.25
27050 PLAN CHECKER-RESIDENTIAL SPEC 325 38.917 40.886 42.955 45.138 47.413 A 2080 $6,745.61 $7,086.91 $7,445.53 $7,823.92 $8,218.25
89450 PLANNING DIRECTOR M48 67.408 70.777 74.319 78.036 81.937 D 2080 $11,684.05 $12,268.01 $12,881.96 $13,526.24 $14,202.41 25039 PLANNING TECHNICIAN - TEMP 781 28.223 A
$0.00 $0.00 $0.00 $0.00 $0.00
26385 POLICE CALL TAKER 061 23.778 24.968 26.222 27.527 28.907 A 2080 $4,121.52 $4,327.79 $4,545.15 $4,771.35 $5,010.55
88530 POLICE CAPTAIN M51 73.468 77.136 80.992 85.05 89.295 D 2080 $12,734.45 $13,370.24 $14,038.61 $14,742.00 $15,477.80 89500 POLICE CHIEF M80 90.614 95.152 99.911 104.909 110.142 D 2080 $15,706.43 $16,493.01 $17,317.91 $18,184.23 $19,091.28 388
51440 POLICE COMMUNITY RELATIONS SPV G45 44.652 46.886 49.233 51.697 54.282 C 2080 $7,739.68 $8,126.91 $8,533.72 $8,960.81 $9,408.88
51300 POLICE CRIME LAB SUPERVISOR G30 40.482 42.505 44.633 46.864 49.206 C 2080 $7,016.88 $7,367.53 $7,736.39 $8,123.09 $8,529.04
21400 POLICE DIG FORENSICS EXAM I 245 32.669 34.301 36.015 37.806 39.704 A 2080 $5,662.63 $5,945.51 $6,242.60 $6,553.04 $6,882.03
21420 POLICE DIG FORENSICS EXAM II 310 38.543 40.473 42.493 44.618 46.85 A 2080 $6,680.79 $7,015.32 $7,365.45 $7,733.79 $8,120.67
26370 POLICE DISPATCHER I 075 26.4 27.729 29.114 30.569 32.095 A 2080 $4,576.00 $4,806.36 $5,046.43 $5,298.63 $5,563.13
26379 POLICE DISPATCHER I - TEMP 755 26.4 A
$0.00 $0.00 $0.00 $0.00 $0.00
26380 POLICE DISPATCHER II 100 28.085 29.497 30.964 32.516 34.146 A 2080 $4,868.07 $5,112.81 $5,367.09 $5,636.11 $5,918.64
26389 POLICE DISPATCHER II - TEMP 767 28.085 A
$0.00 $0.00 $0.00 $0.00 $0.00
21200 POLICE LAB TECHNICIAN 245 32.669 34.301 36.015 37.806 39.704 A 2080 $5,662.63 $5,945.51 $6,242.60 $6,553.04 $6,882.03
21300 POLICE LATENT PRINT EXAMINER 245 32.669 34.301 36.015 37.806 39.704 A 2080 $5,662.63 $5,945.51 $6,242.60 $6,553.04 $6,882.03
88540 POLICE LIEUTENANT M30 62.614 65.749 69.038 72.493 76.127 D 2080 $10,853.09 $11,396.49 $11,966.59 $12,565.45 $13,195.35 41250 POLICE OFFICER P10 34.266 35.993 37.812 39.727 41.736 A 2080 $5,939.44 $6,238.79 $6,554.08 $6,886.01 $7,234.24
51310 POLICE PROP & FACILITIES SPV G15 34.503 36.229 38.043 39.952 41.941 C 2080 $5,980.52 $6,279.69 $6,594.12 $6,925.01 $7,269.77
27350 POLICE PROPERTY & EQUIPMENT SP 092 24.834 26.083 27.388 28.765 30.189 A 2080 $4,304.56 $4,521.05 $4,747.25 $4,985.93 $5,232.76
26225 POLICE REPORT SPECIALIST 011 18.465 19.387 20.357 21.374 22.444 A 2080 $3,200.60 $3,360.41 $3,528.55 $3,704.83 $3,890.29
77360 POLICE SERGEANT P55 51.012 53.558 56.24 59.054 62.011 C 2080 $8,842.08 $9,283.39 $9,748.27 $10,236.03 $10,748.57 21450 POLICE SERVICE TECHNICIAN 060 23.655 24.839 26.087 27.394 28.762 A 2080 $4,100.20 $4,305.43 $4,521.75 $4,748.29 $4,985.41
21459 POLICE SERVICE TECHNICIAN-TEMP 750 23.539 A
$0.00 $0.00 $0.00 $0.00 $0.00
41430 POLICE TRAINEE P05 29.574 A
2080 $5,126.16 $0.00 $0.00 $0.00 $0.00
90139 POOL MANAGER - TEMP 958 19.5 20 20.5 A $0.00 $0.00 $0.00 $0.00 $0.00
59890 PRINCIPAL PLANNER G55 50.236 52.75 55.392 58.16 61.066 C 2080 $8,707.57 $9,143.33 $9,601.28 $10,081.07 $10,584.77 59899 PRINCIPAL PLANNER - TEMP 615 49.989 C
$0.00 $0.00 $0.00 $0.00 $0.00
26365 PROGRAM COORDINATOR 180 29.148 30.607 32.144 33.748 35.437 A 389
2080 $5,052.32 $5,305.21 $5,571.63 $5,849.65 $6,142.41
90059 PROGRAM COORDINATOR I - TEMP 903 18 18.5 19 A
$0.00 $0.00 $0.00 $0.00 $0.00
90079 PROGRAM COORDINATOR II - TEMP 965 18.5 19 19.5 A $0.00 $0.00 $0.00 $0.00 $0.00
90029 PROGRAM LEADER I - TEMP 945 16.9 17 17.5 A $0.00 $0.00 $0.00 $0.00 $0.00
90019 PROGRAM LEADER II - TEMP 951 17 17.5 18 A
$0.00 $0.00 $0.00 $0.00 $0.00
88085 PROJECT MANAGEMENT OFFICER M48 67.408 70.777 74.319 78.036 81.937 D 2080 $11,684.05 $12,268.01 $12,881.96 $13,526.24 $14,202.41 89235 PROJECT MANAGER M07 43.783 45.972 48.277 50.685 53.227 D 2080 $7,589.05 $7,968.48 $8,368.01 $8,785.40 $9,226.01
57350 PROPERTY ROOM SUPERVISOR G20 35.522 37.302 39.162 41.121 43.175 C 2080 $6,157.15 $6,465.68 $6,788.08 $7,127.64 $7,483.67
89325 PUBLIC AFFAIRS & COMM MGR - PD M08 49.756 52.244 54.856 57.599 60.479 D 2080 $8,624.37 $9,055.63 $9,508.37 $9,983.83 $10,483.03 89310 PUBLIC INFORMATION OFFICER M04 40.482 42.505 44.633 46.864 49.206 D 2080 $7,016.88 $7,367.53 $7,736.39 $8,123.09 $8,529.04
89560 PUBLIC WORKS DIRECTOR M77 83.784 87.974 92.374 96.997 101.842 D 2080 $14,522.56 $15,248.83 $16,011.49 $16,812.81 $17,652.61 88060 PUBLIC WORKS OPERATIONS MGR M48 67.408 70.777 74.319 78.036 81.937 D 2080 $11,684.05 $12,268.01 $12,881.96 $13,526.24 $14,202.41 59920 PURCHASING OFFICER G46 46.885 49.229 51.695 54.279 56.997 C 2080 $8,126.73 $8,533.03 $8,960.47 $9,408.36 $9,879.48
26000 REAL PROPERTY AGENT I 235 32.283 33.898 35.582 37.357 39.232 A 2080 $5,595.72 $5,875.65 $6,167.55 $6,475.21 $6,800.21
26010 REAL PROPERTY AGENT II 360 40.565 42.6 44.729 46.967 49.319 A 2080 $7,031.27 $7,384.00 $7,753.03 $8,140.95 $8,548.63
56000 REAL PROPERTY SUPERVISOR G46 46.885 49.229 51.695 54.279 56.997 C 2080 $8,126.73 $8,533.03 $8,960.47 $9,408.36 $9,879.48
57910 RECORDS SUPERVISOR G45 44.652 46.886 49.233 51.697 54.282 C 2080 $7,739.68 $8,126.91 $8,533.72 $8,960.81 $9,408.88
26360 RECREATION COORDINATOR 060 23.655 24.839 26.087 27.394 28.762 A 2080 $4,100.20 $4,305.43 $4,521.75 $4,748.29 $4,985.41
26020 RECREATION SPECIALIST 180 29.148 30.607 32.144 33.748 35.437 A 2080 $5,052.32 $5,305.21 $5,571.63 $5,849.65 $6,142.41
57070 REVENUE PROGRAM SUPERVISOR G15 34.503 36.229 38.043 39.952 41.941 C 2080 $5,980.52 $6,279.69 $6,594.12 $6,925.01 $7,269.77
57800 RISK MANAGEMENT SAFETY OFFICER G45 44.652 46.886 49.233 51.697 54.282 C 2080 $7,739.68 $8,126.91 $8,533.72 $8,960.81 $9,408.88
26455 RISK MANAGEMENT SPECIALIST 180 29.148 30.607 32.144 33.748 35.437 A 2080 $5,052.32 $5,305.21 $5,571.63 $5,849.65 $6,142.41
86020 RISK MANAGER M24 56.821 59.66 62.65 65.78 69.065 D 2080 $9,848.97 $10,341.07 $10,859.33 $11,401.87 $11,971.27 390
26450 SECRETARY I 055 22.017 23.118 24.28 25.488 26.766 A 2080 $3,816.28 $4,007.12 $4,208.53 $4,417.92 $4,639.44
26459 SECRETARY I - TEMP 745 21.909 A
$0.00 $0.00 $0.00 $0.00 $0.00
26490 SECRETARY II 070 24.194 25.405 26.678 28.009 29.4 A 2080 $4,193.63 $4,403.53 $4,624.19 $4,854.89 $5,096.00
26499 SECRETARY II - TEMP 752 24.073 A
$0.00 $0.00 $0.00 $0.00 $0.00
17580 SENIOR AIR CONDITIONING TECH 305 36.485 38.294 40.213 42.229 44.332 A 2080 $6,324.07 $6,637.63 $6,970.25 $7,319.69 $7,684.21
27205 SENIOR ANIMAL CONTROL OFFICER 040 26.432 27.754 29.143 30.601 32.13 A 2080 $4,581.55 $4,810.69 $5,051.45 $5,304.17 $5,569.20
14150 SENIOR ELECTRICAL TECHNICIAN 305 36.485 38.294 40.213 42.229 44.332 A 2080 $6,324.07 $6,637.63 $6,970.25 $7,319.69 $7,684.21
26315 SENIOR LEGAL SECRETARY 215 31.239 32.808 34.442 36.162 37.971 A 2080 $5,414.76 $5,686.72 $5,969.95 $6,268.08 $6,581.64
14205 SENIOR MAINTENANCE CRAFTWORKER 305 36.485 38.294 40.213 42.229 44.332 A 2080 $6,324.07 $6,637.63 $6,970.25 $7,319.69 $7,684.21
26105 SENIOR PAYROLL TECHNICIAN 180 29.148 30.607 32.144 33.748 35.437 A 2080 $5,052.32 $5,305.21 $5,571.63 $5,849.65 $6,142.41
27085 SENIOR PLANNER G54 43.852 46.046 48.352 50.769 53.306 A 2080 $7,601.01 $7,981.31 $8,381.01 $8,799.96 $9,239.71
41270 SENIOR POLICE OFFICER P15 36.893 38.757 40.719 42.778 44.948 A 2080 $6,394.79 $6,717.88 $7,057.96 $7,414.85 $7,790.99
26460 SENIOR POLICE RECORDS CLERK 106 26.491 27.815 29.206 30.664 32.196 A 2080 $4,591.77 $4,821.27 $5,062.37 $5,315.09 $5,580.64
25160 SENIOR SALES REPRESENTATIVE 235 32.283 33.898 35.582 37.357 39.232 A 2080 $5,595.72 $5,875.65 $6,167.55 $6,475.21 $6,800.21
17190 SENIOR TRAFFIC PAINTER 115 27.026 28.362 29.786 31.28 32.833 A 2080 $4,684.51 $4,916.08 $5,162.91 $5,421.87 $5,691.05
15320 SENIOR TRAFFIC SIGNAL TECH 305 36.485 38.294 40.213 42.229 44.332 A 2080 $6,324.07 $6,637.63 $6,970.25 $7,319.69 $7,684.21
13360 SENIOR WATER SYSTEMS TECH 305 36.485 38.294 40.213 42.229 44.332 A 2080 $6,324.07 $6,637.63 $6,970.25 $7,319.69 $7,684.21
14520 SENIOR WW INSTRUM TECH 305 36.485 38.294 40.213 42.229 44.332 A 2080 $6,324.07 $6,637.63 $6,970.25 $7,319.69 $7,684.21
14215 SENIOR WW PLANT MECHANIC 305 36.485 38.294 40.213 42.229 44.332 A 2080 $6,324.07 $6,637.63 $6,970.25 $7,319.69 $7,684.21
14450 SENIOR WW TREATMENT PLANT OPR 275 37.126 39.003 40.962 43.045 45.232 A 2080 $6,435.17 $6,760.52 $7,100.08 $7,461.13 $7,840.21
13709 SERVICE MAINTENANCE WKR-TEMP 869 21.763 A
$0.00 $0.00 $0.00 $0.00 $0.00
13708 SERVICE MAINTENANCE WKR-TEMP T 715 18.303 A
$0.00 $0.00 $0.00 $0.00 $0.00
13700 SERVICE MAINTENANCE WORKER 050 21.87 22.955 24.102 25.297 26.571 A 391
2080 $3,790.80 $3,978.87 $4,177.68 $4,384.81 $4,605.64
13460 SEWER MAINTAINER II 097 25.581 26.857 28.194 29.618 31.087 A 2080 $4,434.04 $4,655.21 $4,886.96 $5,133.79 $5,388.41
13470 SEWER MAINTAINER III 140 28.105 29.499 30.975 32.528 34.148 A 2080 $4,871.53 $5,113.16 $5,369.00 $5,638.19 $5,918.99
90179 SITE MANAGER I - TEMP 902 17.5 18 18.5 A $0.00 $0.00 $0.00 $0.00 $0.00
13450 SOLID WASTE COMPLIANCE INSPECT 210 31.075 32.648 34.288 36.031 37.864 A 2080 $5,386.33 $5,658.99 $5,943.25 $6,245.37 $6,563.09
89130 SOLID WASTE DIRECTOR M48 67.408 70.777 74.319 78.036 81.937 D 2080 $11,684.05 $12,268.01 $12,881.96 $13,526.24 $14,202.41 14425 SOLID WASTE EQUIP OP - TEMP 758 27.026 A
2080 $4,684.51 $0.00 $0.00 $0.00 $0.00
13430 SOLID WASTE EQUIPMENT OPERATOR 115 27.026 28.362 29.786 31.28 32.833 A 2080 $4,684.51 $4,916.08 $5,162.91 $5,421.87 $5,691.05
88560 SOLID WASTE SUPERINTENDENT M18 54.613 57.352 60.219 63.227 66.396 D 2080 $9,466.25 $9,941.01 $10,437.96 $10,959.35 $11,508.64 57010 SPECIAL EVENTS MGR - RABOBANK G55 50.236 52.75 55.392 58.16 61.066 C 2080 $8,707.57 $9,143.33 $9,601.28 $10,081.07 $10,584.77 88640 STREET MAINTENANCE SUPT M18 54.613 57.352 60.219 63.227 66.396 D 2080 $9,466.25 $9,941.01 $10,437.96 $10,959.35 $11,508.64 13179 STREETS EQUIPMENT OP-TEMP 762 23.892 A
$0.00 $0.00 $0.00 $0.00 $0.00
13170 STREETS EQUIPMENT OPERATOR 120 27.102 28.457 29.88 31.376 32.942 A 2080 $4,697.68 $4,932.55 $5,179.20 $5,438.51 $5,709.95
13710 STREETS MAINTENANCE WORKER 056 23.511 24.686 25.921 27.218 28.577 A 2080 $4,075.24 $4,278.91 $4,492.97 $4,717.79 $4,953.35
13200 STREETS OPERATIONS LEAD 229 31.855 33.464 35.146 36.932 38.809 A 2080 $5,521.53 $5,800.43 $6,091.97 $6,401.55 $6,726.89
59880 SUPERVISING FIRE DISPATCHER G05 31.716 33.307 34.97 36.721 38.561 C 2080 $5,497.44 $5,773.21 $6,061.47 $6,364.97 $6,683.91
57110 SUPERVISOR I G15 34.503 36.229 38.043 39.952 41.941 C 2080 $5,980.52 $6,279.69 $6,594.12 $6,925.01 $7,269.77
57080 SUPERVISOR I - CGCC G15 34.503 36.229 38.043 39.952 41.941 C 2080 $5,980.52 $6,279.69 $6,594.12 $6,925.01 $7,269.77
57119 SUPERVISOR I - TEMP 600 34.332 C
$0.00 $0.00 $0.00 $0.00 $0.00
57120 SUPERVISOR II G30 40.482 42.505 44.633 46.864 49.206 C 2080 $7,016.88 $7,367.53 $7,736.39 $8,123.09 $8,529.04
57830 SUPERVISOR II - RECREATION G30 40.482 42.505 44.633 46.864 49.206 C 2080 $7,016.88 $7,367.53 $7,736.39 $8,123.09 $8,529.04
87885 SUPPORT SVCS DIV ADMIN - PD M24 56.821 59.66 62.65 65.78 69.065 D 2080 $9,848.97 $10,341.07 $10,859.33 $11,401.87 $11,971.27 87895 SUPPORT SVCS PROGRAM MGR - PD M08 49.756 52.244 54.856 57.599 60.479 D 2080 $8,624.37 $9,055.63 $9,508.37 $9,983.83 $10,483.03 392
25280 SURVEY PARTY CHIEF I 210 31.075 32.648 34.288 36.031 37.864 A 2080 $5,386.33 $5,658.99 $5,943.25 $6,245.37 $6,563.09
25300 SURVEY PARTY CHIEF II 265 34.181 35.897 37.688 39.576 41.548 A 2080 $5,924.71 $6,222.15 $6,532.59 $6,859.84 $7,201.65
90469 SWIM INSTRUCTOR I - TEMP 918 18 18.5 19 A
$0.00 $0.00 $0.00 $0.00 $0.00
57163 TECH DEV MANAGER - POLICE G32 49.756 52.244 54.856 57.599 60.479 C 2080 $8,624.37 $9,055.63 $9,508.37 $9,983.83 $10,483.03 57162 TECH DEV SUPERVISOR - POLICE G04 40.482 42.505 44.633 46.864 49.206 C 2080 $7,016.88 $7,367.53 $7,736.39 $8,123.09 $8,529.04
57165 TECH SERVICES PROJECT COORD G04 40.482 42.505 44.633 46.864 49.206 C 2080 $7,016.88 $7,367.53 $7,736.39 $8,123.09 $8,529.04
91075 TECH SYS ANALYST - TEMP 791 39.287 43.314 A $0.00 $0.00 $0.00 $0.00 $0.00
25101 TECH SYS ANALYST I 300 39.287 41.245 43.314 45.474 47.745 A 2080 $6,809.75 $7,149.13 $7,507.76 $7,882.16 $8,275.80
25102 TECH SYS ANALYST II 366 42.692 44.829 47.073 49.425 51.898 A 2080 $7,399.95 $7,770.36 $8,159.32 $8,567.00 $8,995.65
91070 TECH SYS ENG - TEMP 786 45.255 49.893 A $0.00 $0.00 $0.00 $0.00 $0.00
25131 TECH SYS ENG I 365 45.255 47.519 49.893 52.387 55.007 A 2080 $7,844.20 $8,236.63 $8,648.12 $9,080.41 $9,534.55
25132 TECH SYS ENG II 370 50.686 53.22 55.881 58.672 61.607 A 2080 $8,785.57 $9,224.80 $9,686.04 $10,169.81 $10,678.55 57161 TECH SYS SUPERVISOR G33 51.248 53.812 56.501 59.327 62.293 C 2080 $8,882.99 $9,327.41 $9,793.51 $10,283.35 $10,797.45 91080 TECH SYS TECH - TEMP 774 28.28 31.173 A $0.00 $0.00 $0.00 $0.00 $0.00
25111 TECH SYS TECH I 150 28.28 29.709 31.173 32.735 34.375 A 2080 $4,901.87 $5,149.56 $5,403.32 $5,674.07 $5,958.33
25112 TECH SYS TECH II 235 32.283 33.898 35.582 37.357 39.232 A 2080 $5,595.72 $5,875.65 $6,167.55 $6,475.21 $6,800.21
89335 TECHNOLOGY SERVICES MANAGER M13 56.166 58.975 61.924 65.023 68.277 D 2080 $9,735.44 $10,222.33 $10,733.49 $11,270.65 $11,834.68 57465 TOURISM & COMM PROMO SUPERVISR G26 39.814 41.805 43.894 46.089 48.393 C 2080 $6,901.09 $7,246.20 $7,608.29 $7,988.76 $8,388.12
14479 TRADES MAINT WORKER - TEMP 877 24.477 A
$0.00 $0.00 $0.00 $0.00 $0.00
14470 TRADES MAINTENANCE WORKER 090 24.598 25.824 27.109 28.483 29.896 A 2080 $4,263.65 $4,476.16 $4,698.89 $4,937.05 $5,181.97
88370 TRAFFIC ENGINEER M48 67.408 70.777 74.319 78.036 81.937 D 2080 $11,684.05 $12,268.01 $12,881.96 $13,526.24 $14,202.41 25290 TRAFFIC OPERATIONS TECHNICIAN 263 34.099 35.789 37.582 39.466 41.433 A 2080 $5,910.49 $6,203.43 $6,514.21 $6,840.77 $7,181.72
25299 TRAFFIC OPS TECHNICIAN - TEMP 801 41.433 A
393
$0.00 $0.00 $0.00 $0.00 $0.00
14190 TRAFFIC PAINTER 090 24.598 25.824 27.109 28.483 29.896 A 2080 $4,263.65 $4,476.16 $4,698.89 $4,937.05 $5,181.97
15310 TRAFFIC SIGNAL TECHNICIAN 263 34.099 35.789 37.582 39.466 41.433 A 2080 $5,910.49 $6,203.43 $6,514.21 $6,840.77 $7,181.72
26250 TRANSCRIBING TYPIST 036 20.95 21.998 23.102 24.254 25.471 A 2080 $3,631.33 $3,812.99 $4,004.35 $4,204.03 $4,414.97
26259 TRANSCRIBING TYPIST-TEMP 737 20.847 A
$0.00 $0.00 $0.00 $0.00 $0.00
13620 TREE MAINTAINER II 097 25.581 26.857 28.194 29.618 31.087 A 2080 $4,434.04 $4,655.21 $4,886.96 $5,133.79 $5,388.41
14360 W W TREAT PLANT LAB TECH 165 28.958 30.408 31.929 33.518 35.201 A 2080 $5,019.39 $5,270.72 $5,534.36 $5,809.79 $6,101.51
14390 W W TREATMENT PLANT OPR I 065 24.002 25.195 26.444 27.777 29.164 A 2080 $4,160.35 $4,367.13 $4,583.63 $4,814.68 $5,055.09
14420 W W TREATMENT PLANT OPR II 115 27.026 28.362 29.786 31.28 32.833 A 2080 $4,684.51 $4,916.08 $5,162.91 $5,421.87 $5,691.05
14430 W W TREATMENT PLANT OPR III 290 35.358 37.145 39.012 40.995 43.078 A 2080 $6,128.72 $6,438.47 $6,762.08 $7,105.80 $7,466.85
25075 WASTEWATER CMMS ANALYST 350 39.899 41.897 43.994 46.192 48.502 A 2080 $6,915.83 $7,262.15 $7,625.63 $8,006.61 $8,407.01
14290 WASTEWATER PLANT MECHANIC 245 32.669 34.301 36.015 37.806 39.704 A 2080 $5,662.63 $5,945.51 $6,242.60 $6,553.04 $6,882.03
88680 WASTEWATER TREATMENT SUPT M18 54.613 57.352 60.219 63.227 66.396 D 2080 $9,466.25 $9,941.01 $10,437.96 $10,959.35 $11,508.64 89160 WATER DIRECTOR M71 78.97 82.922 87.067 91.425 95.996 D 2080 $13,688.13 $14,373.15 $15,091.61 $15,847.00 $16,639.31 59160 WATER PLANNER G55 50.236 52.75 55.392 58.16 61.066 C 2080 $8,707.57 $9,143.33 $9,601.28 $10,081.07 $10,584.77 88570 WATER SUPERINTENDENT M18 54.613 57.352 60.219 63.227 66.396 D 2080 $9,466.25 $9,941.01 $10,437.96 $10,959.35 $11,508.64 14500 WW ELEC & INSTRUM TECH I 205 30.277 31.802 33.378 35.041 36.811 A 2080 $5,248.01 $5,512.35 $5,785.52 $6,073.77 $6,380.57
14510 WW ELEC & INSTRUM TECH II 286 35.122 36.863 38.709 40.65 42.677 A 2080 $6,087.81 $6,389.59 $6,709.56 $7,046.00 $7,397.35
88685 WW MAINT SUPERINTENDENT M18 54.613 57.352 60.219 63.227 66.396 D 2080 $9,466.25 $9,941.01 $10,437.96 $10,959.35 $11,508.64 394
Glossary
395
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.

Bakersfield City CouncilJune 10, 2026

Bakersfield City Council
June 10, 2026