Shafter City Council
June 18, 2024

2024/25 SHAFTER OPERATING BUDGET 151
Refuse
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 510706-Refuse 40,015 - 41,220 - - 41,220
510707-Power 2,876 175 390 200 300 390
510805-Bad Debt Expense 14,595 - - 7,800 13,500 -
Sub-Total 85-Required Operations $70,708 $13,170 $43,850 $23,615 $32,350 $60,350 520100-Internal ISF Chrg - Shop 64,116 - - - - -
520200-Internal ISF Chrg - Building 6,804 - - - - -
520300-Internal ISF Chrg - IT 24,836 - - - - -
520400-Internal ISF Chrg - Liability 31,904 - - - - -
521000-Internal Admin Charges 30,140 - - - - -
521100-Ind Cost Allocation 84,642 322,325 322,325 - - 322,325 Sub-Total 88-Operations -Internal $242,442 $322,325 $322,325 $0 $0 $322,325 550000-Interest Expense - 402 - - - -
Sub-Total 90-Debt Service $0 $402 $0 $0 $0 $0
570200-Machinery & Equipment 12,736 9,073 - - 9,500 -
570900-Capital Out.- Contra Acct. (12,736) (9,073) - - - - Sub-Total 92-Capital Outlay $0 $0 $0 $0 $9,500 $0
Total Expenses $1,120,244 $1,902,234 $1,847,635 $1,614,574 $1,744,689 $2,047,592 490200-Trans In - Federal Grants 25,260 - - - - -
Sub-Total 79-Transfers-In $25,260 $0 $0 $0 $0 $0
Total Revenues $25,260 $0 $0 $0 $0 $0
Total Refuse Net Surplus/(Deficit) $326,374 ($151,128) ($302,105) $162,490 $36,547 ($539,062)

152 SHAFTER OPERATING BUDGET 2024/25

RAIL OPERATIONS
Rail Operations
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 410020-Rail User Fees - - 15,000 - - 15,000
Sub-Total 71-Fees for Service $0 $0 $15,000 $0 $0 $15,000 450300-Track Rental / Demurrage - - 60,000 - - 60,000
Sub-Total 75-Rents & Concessions $0 $0 $60,000 $0 $0 $60,000 Total Revenues $0 $0 $75,000 $0 $0 $75,000
500000-Full Time Wages 34,061 15,920 16,220 16,211 16,220 20,087 500400-Overtime 54 - 60 - 60 60
500500-Cellphone Allowance 254 109 108 98 108 108
500501-Auto Allowance 241 241 250 217 250 240
500502-Uniform & Equipment Allowance 52 69 900 61 900 900 500504-One-Time Compensation 1,133 602 500 640 645 500
500506-Incentive- Bilingual Pay 24 - - - - -
500600-Retirement 5,859 1,690 - - - -
500602-Unfunded Accr. Liab. (UAL) - 102 - - - -
500603-PERS 3069 Misc. Classic - 1,046 2,500 2,543 2,500 2,415 500800-Health Insurance 6,041 1,830 1,925 1,847 1,925 2,170 500801-Dental Insurance 177 53 54 49 54 54
500802-Vision Insurance 75 22 23 21 23 23
500803-Life Insurance 141 65 262 58 262 63
500880-Work Comp Insurance 12 - 2,444 409 2,444 496
500990-Non-Cash Labor Cost Allocation (611) (356) - - - - 509000-Payroll Taxes 87 - 2,569 1,150 2,569 1,230
Sub-Total 82-Wages & Benefits $54,646 $22,987 $27,815 $23,304 $27,960 $28,346 510001-Departmental Supplies 269 637 5,100 - 300 5,100
510100-Service Agreements - 6,075 - 2,430 2,600 -
510105-Software Licensing - 167 - - - -
510106-Subscriptions & Dues - - 1,020 - - 1,020
510150-Software Subscription - 1,332 - 709 1,200 -
510200-Repairs & Maintenance 15,010 7,290 18,360 - 12,000 18,360 510300-Vehicle Operations 80 43 - 44 100 -
510302-Vehicle Operations - Fuel 45 153 - 257 - -
510400-Professional Services 4,404 - 5,100 28,069 27,850 5,100 510501-Training - - 1,020 - - 1,020
510505-Travel - - - 10 20 -
Sub-Total 83-Planned Operations $19,808 $15,697 $30,600 $31,519 $44,070 $30,600 510701-Communications 1,143 456 1,180 380 1,100 1,180
510704-Water 831 831 860 788 1,000 1,000
510705-Sewer 178 178 190 163 200 200
510707-Power 2,460 2,309 3,310 5,164 7,000 7,200
Sub-Total 85-Required Operations $4,612 $3,774 $5,540 $6,495 $9,300 $9,580 520200-Internal ISF Chrg - Building 4,771 - - - 2,000 - 520300-Internal ISF Chrg - IT 16,899 - - - 10,000 -
520400-Internal ISF Chrg - Liability 4,516 - - - 4,000 - 521100-Ind Cost Allocation 23,868 - - 86,963 87,500 -
Sub-Total 88-Operations -Internal $50,054 $0 $0 $86,963 $103,500 $0 Total Expenses $129,120 $42,458 $63,955 $148,281 $184,830 $68,526 490200-Trans In - Federal Grants 2,372 - - - - -
Sub-Total 79-Transfers-In $2,372 $0 $0 $0 $0 $0
Total Revenues $2,372 $0 $0 $0 $0 $0
Total Rail Operations Net Surplus/(Deficit) ($126,748) ($42,458) $11,045 ($148,281) ($184,830) $6,474

2024/25 SHAFTER OPERATING BUDGET 153

DIAL-A-RIDE
Public Transit
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 410004-Transit Farebox Revenue 22,474 24,579 30,760 24,978 25,000 30,760 410200-Agreement Services Fees 17,451 19,880 12,600 19,383 19,500 12,600 Sub-Total 71-Fees for Service $39,925 $44,459 $43,360 $44,361 $44,500 $43,360 400601-TDA Article 4 120,470 - 355,600 - 330,000 355,600 400605-TDA-STAF-OPERATING (7,585) - - - - -
400610-TDA-STAF-CAPITAL 49,327 - - - - -
470000-CA Grant - - 400,000 - - -
470104-FED GRNT 5311 (Operat) 61,813 318,899 60,000 141,168 248,000 60,000 Sub-Total 77-Grants & Donations $224,025 $318,899 $815,600 $141,168 $578,000 $415,600 Total Revenues $263,950 $363,358 $858,960 $185,529 $622,500 $458,960 500000-Full Time Wages 64,998 83,658 141,276 120,463 141,276 153,954 500100-Part Time Wages 42,949 51,442 40,000 31,782 40,000 40,292 500400-Overtime 183 884 2,500 2,951 3,210 1,850
500500-Cellphone Allowance 26 164 240 223 240 240
500501-Auto Allowance 83 501 705 645 705 690
500502-Uniform & Equipment Allowance - 782 600 - 600 600 500504-One-Time Compensation 567 25 30 - 30 30
500506-Incentive- Bilingual Pay 2,006 2,534 4,464 3,252 4,464 4,408 500507-Incentive- Degree - 33 93 86 93 106
500600-Retirement 8,613 6,093 - - - -
500602-Unfunded Accr. Liab. (UAL) - 458 - - - -
500603-PERS 3069 Misc. Classic - 451 1,500 1,084 1,500 994 500604-PERS 26454 Misc. Pepra - 7,175 24,000 16,405 24,000 10,763 500700-OPEB - Health Insurance 416 - - - - -
500800-Health Insurance 23,092 23,571 47,560 43,005 47,560 54,176 500801-Dental Insurance 526 546 1,160 1,052 1,160 1,281 500802-Vision Insurance 274 278 299 502 555 606
500803-Life Insurance 268 370 610 551 610 639
500880-Work Comp Insurance 31,723 19,153 33,309 19,020 33,309 17,453 500990-Non-Cash Labor Cost Allocation 341 1,587 - - - - 509000-Payroll Taxes 9,086 11,219 13,500 12,665 13,500 14,754 Sub-Total 82-Wages & Benefits $193,818 $210,924 $311,846 $253,686 $312,812 $302,836 510000-Office Supplies 476 419 1,000 467 1,000 500
510001-Departmental Supplies 6,583 756 800 2,645 2,890 1,000 510103-Postage & Freight - 5 10 6 10 10
510105-Software Licensing - 953 - - - -
510106-Subscriptions & Dues - - 615 1,715 2,000 1,500
510150-Software Subscription - 3,302 800 1,242 1,500 3,000 510155-IT Subscription - - - - - 500
510200-Repairs & Maintenance - 4,670 7,000 5,740 7,000 7,000 510202-Hardware & Tools - - - 261 400 -
510300-Vehicle Operations 8,790 9,094 16,000 8,567 16,000 16,000 510301-Vehicle Operations - Supplies 3,960 3,267 2,800 2,797 2,800 2,500 510302-Vehicle Operations - Fuel 6,405 10,498 8,000 3,774 8,000 4,000 510303-Vehicle Operations- Tires 1,780 2,076 1,500 2,491 2,500 2,000 510400-Professional Services 3,802 1,050 4,385 661 5,000 6,500 510501-Training 50 347 500 1,995 2,500 3,000
510505-Travel 81 522 500 1,240 1,500 3,000
Sub-Total 83-Planned Operations $31,927 $36,959 $43,910 $33,601 $53,100 $50,510 510701-Communications 637 1,736 700 3,134 3,500 2,000
510707-Power 10,647 7,634 14,270 11,041 12,000 14,270
Sub-Total 85-Required Operations $11,284 $9,370 $14,970 $14,175 $15,500 $16,270 520100-Internal ISF Chrg - Shop 20,743 15,164 28,364 26,000 26,005 28,364 520200-Internal ISF Chrg - Building 7,757 1,422 1,820 1,668 4,000 1,820 520300-Internal ISF Chrg - IT 10,811 16,686 26,902 24,660 25,000 25,860 520400-Internal ISF Chrg - Liability 8,739 9,723 15,320 14,043 14,500 15,320 521000-Internal Admin Charges 1,147 2,193 2,193 2,010 2,200 2,193 521100-Ind Cost Allocation 26,109 90,580 90,580 105,359 106,000 90,580 Sub-Total 88-Operations -Internal $75,306 $135,768 $165,179 $173,740 $177,705 $164,137 570100-Automotive Equipment - - 400,000 396,883 155,520 - 570200-Machinery & Equipment 5,500 - - - - -

154 SHAFTER OPERATING BUDGET 2024/25
Public Transit
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 570900-Capital Out.- Contra Acct. (5,500) - - (59,614) - - Sub-Total 92-Capital Outlay $0 $0 $400,000 $337,270 $155,520 $0 Total Expenses $312,335 $393,021 $935,905 $812,472 $714,637 $533,753 490200-Trans In - Federal Grants 8,667 - - - - -
Sub-Total 79-Transfers-In $8,667 $0 $0 $0 $0 $0
Total Revenues $8,667 $0 $0 $0 $0 $0
Total Public Transit Net Surplus/(Deficit) ($39,718) ($29,663) ($76,945) ($626,943) ($92,137) ($74,793)

2024/25 SHAFTER OPERATING BUDGET 155
Telecommunications
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 410002-Residential Fiber User Fees - - 20,000 - - 20,000 410003-Tower Utilization Fees 72,643 83,179 75,000 77,507 77,000 75,000 410005-Business Fiber User Fees 179,438 267,886 45,000 128,229 129,000 45,000 410006-Commercial Fiber User Fees 12,142 12,385 7,100 11,579 11,600 7,100 410007-Dark Fiber User Fees 28,228 30,789 8,000 9,977 10,000 8,000 415000-Miscelaneous Fees 1,184 - - - - -
Sub-Total 71-Fees for Service $293,635 $394,239 $155,100 $227,292 $227,600 $155,100 450000-Lease Revenues 1,722 - - - - -
Sub-Total 75-Rents & Concessions $1,722 $0 $0 $0 $0 $0
460145-Interest - Leases 16,561 6,121 - - - -
Sub-Total 76-Investment Earnings $16,561 $16,995 $0 $0 $0 $0 470000-CA Grant - - 549,000 - - -
Sub-Total 77-Grants & Donations $0 $0 $549,000 $0 $0 $0 Total Revenues $311,918 $411,234 $704,100 $227,292 $227,600 $155,100 510001-Departmental Supplies 2,140 938 7,930 4,123 4,500 7,000 510100-Service Agreements 1,310 1,595 1,860 1,489 1,600 - 510107-System Support 82,000 - - - - -
510108-Facility Support - - 1,175 - - -
510155-IT Subscription - 42,000 37,070 14,533 21,527 1,450 510200-Repairs & Maintenance 5,980 6,845 31,500 79,612 80,000 6,500 510202-Hardware & Tools - - - 4,172 4,200 -
510400-Professional Services 6,468 25,315 10,000 2,188 11,938 10,000 510420-Legal Services 17,015 - - - - -
510501-Training - - 1,200 662 1,212 2,000
510505-Travel - - 4,200 1,393 3,046 4,200
Sub-Total 83-Planned Operations $114,913 $76,693 $94,935 $108,171 $128,023 $31,150 510707-Power 20,765 15,675 27,810 12,552 18,000 27,810
Sub-Total 85-Required Operations $20,765 $15,675 $27,810 $12,552 $18,000 $27,810 520300-Internal ISF Chrg - IT 51,021 87,281 140,722 128,995 140,722 135,270 520400-Internal ISF Chrg - Liability 10,053 - - - 10,000 - 521100-Ind Cost Allocation 1,293 - - 926 3,000 -
Sub-Total 88-Operations -Internal $62,367 $87,281 $140,722 $129,921 $153,722 $135,270 570200-Machinery & Equipment 8,245 - - 34,661 35,000 -
570900-Capital Out.- Contra Acct. (8,245) - - - - -
Sub-Total 92-Capital Outlay $0 $0 $0 $34,661 $35,000 $0 580100-Capital Prj.- Infrastructure - - 150,000 149,840 150,000 350,114 Sub-Total 93-Capital Projects $0 $0 $150,000 $149,840 $150,000 $350,114 Total Expenses $198,045 $179,649 $413,467 $435,145 $484,745 $544,344 Total Telecommunications Net Surplus/
(Deficit)
$113,873 $231,585 $290,633 ($207,853) ($257,145) ($389,244) FIBER

156 SHAFTER OPERATING BUDGET 2024/25

SPECIAL REVENUE FUNDS
Special Revenue Funds Expense Budget Changes
Federal Grants
Transportation
State Gas Tax
Traffic Safety
SLESF
Special Police Services
Asset Forfeiture
LLMD
Low-Mod Income Housing
CDBG
Road Maint. & Rehab

158 SHAFTER OPERATING BUDGET 2024/25
FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
Special Revenue Funds 2021/22 2022/23 2023/24 2024/25 Change Chg Total Federal Grants 855,353 1,302,238 6,061,630 5,964,387 (97,243) -1.6% 65.4% Transportation 345,080 1,254,587 1,637,426 1,183,000 (454,426) -27.8% 13.0% State Gas - 174,700 634,000 450,000 (184,000) -29.0% 4.9% Traffic Safety 18,171 2,926 142 225,000 224,858 158350.7 %

2.5%
SLESF 151,078 188,897 15,000 - (15,000) -100.0% 0.0%
LLMD 627,355 669,340 636,556 670,165 33,609 5.3% 7.3%
CDBG - - - 134,000 134,000 0.0% 0.0%
Road Maint & Rehab 1,355 320,570 466,000 500,000 34,000 7.3% 5.5% Total Special Revenue Funds $1,998,392 $3,913,258 $9,450,754 $9,126,552 ($324,202) -3.4% 100%

SPECIAL REVENUE FUNDS EXPENSE BUDGET CHANGES

2024/25 SHAFTER OPERATING BUDGET 159
FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
Federal Grants Category Expenditures 2021/22 2022/23 2023/24 2024/25 Change Chg Total 93-Capital Projects 21,063 509,665 3,061,630 5,964,387 2,902,757 94.8% 100.0% 94-Transfers-Out 834,290 792,573 3,000,000 - (3,000,000) -100.0% 0.0% Total Federal Grants 855,353 1,302,238 6,061,630 5,964,387 (97,243) -1.6% 100% FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
Transportation Category Expenditures 2021/22 2022/23 2023/24 2024/25 Change Chg Total 93-Capital Projects 340,168 1,254,587 1,637,426 1,183,000 (454,426) -27.8% 100.0% 94-Transfers-Out 4,912 - - - 0.0% 0.0%
Total Transportation 345,080 1,254,587 1,637,426 1,183,000 (454,426) -27.8% 100% FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
State Gas Category Expenditures 2021/22 2022/23 2023/24 2024/25 Change Chg Total 93-Capital Projects - 174,700 634,000 450,000 (184,000) -29.0% 100.0% Total State Gas - 174,700 634,000 450,000 (184,000) -29.0% 100% FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
Traffic Safety Category Expenditures 2021/22 2022/23 2023/24 2024/25 Change Chg Total 92-Capital Outlay - - - 225,000 225,000 0.0% 0.0%
93-Capital Projects 18,171 2,926 142 - (142) -100.0% 0.0% Total Traffic Safety 18,171 2,926 142 225,000 224,858 158350.7 %
100%
FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
SLESF Category Expenditures 2021/22 2022/23 2023/24 2024/25 Change Chg Total 94-Transfers-Out 151,078 188,897 15,000 - (15,000) -100.0% #Error Total SLESF 151,078 188,897 15,000 - (15,000) -100.0% #Error FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
LLMD Category Expenditures 2021/22 2022/23 2023/24 2024/25 Change Chg Total 83-Planned Operations 421,609 500,425 474,566 504,925 30,359 6.4% 75.3% 85-Required Operations 142,832 168,915 161,990 165,240 3,250 2.0% 24.7% 88-Operations -Internal 62,914 - - - 0.0% 0.0%
Total LLMD 627,355 669,340 636,556 670,165 33,609 5.3% 100% FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
CDBG Category Expenditures 2021/22 2022/23 2023/24 2024/25 Change Chg Total 93-Capital Projects - - - 134,000 134,000 0.0% 0.0%
Total CDBG - - - 134,000 134,000 #.0% 100%
FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
Road Maint & Rehab Category
Expenditures
2021/22 2022/23 2023/24 2024/25 Change Chg Total
93-Capital Projects 1,355 320,570 466,000 500,000 34,000 7.3% 100.0% Total Road Maint & Rehab 1,355 320,570 466,000 500,000 34,000 7.3% 100%

160 SHAFTER OPERATING BUDGET 2024/25

FEDERAL GRANTS
Federal Grants
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 460002-Interest 5691 Saving - 5,238 - - - -
460015-Interest CA Class - 4,345 - - - -
460020-Interest LAIF - 7,512 - - - -
460021-Interest Investments 27,851 59,172 - - - -
Sub-Total 76-Investment Earnings $27,851 $76,267 $0 $0 $0 $0 470100-FED GRNT - - - - - 5,088,650
470103-FED GRNT ISTEA 29,460 56,757 - - - -
470106-FED GRNT - STPL - 496,000 - 7,735 7,735 -
470107-FED GRNT State Pass thru - 47,323 - - - -
470110-FED GRNT CMAQ - 6,704 - - - -
470115-FED GRANT - RSTP - 21,979 - 1,354,632 - -
Sub-Total 77-Grants & Donations $2,469,636 $3,068,939 $0 $1,362,367 $7,735 $5,088,650 Total Revenues $2,497,487 $3,145,206 $0 $1,362,367 $7,735 $5,088,650 580100-Capital Prj.- Infrastructure 21,063 502,033 2,266,630 2,020,601 2,021,630 4,800,000 580200-Capital Prj.- Buildings & Imp. - - 45,000 226,093 226,300 764,387 580300-Capital Prj.- Other Imp. - 7,632 750,000 481,949 540,000 400,000 Sub-Total 93-Capital Projects $21,063 $509,665 $3,061,630 $2,728,644 $2,787,930 $5,964,387 Total Expenses $21,063 $509,665 $3,061,630 $2,728,644 $2,787,930 $5,964,387 590100-Trans Out - Gen Fund 29,460 - - - - -
590207-Trans Out - RMRA - 417,308 - - - -
595000-Trans Out - WW Operations - 13,506 - - - -
595001-Trans Out - Refuse Operations 25,260 - - - - -
595002-Trans Out - Water Operations - 33,817 3,000,000 - - - 595003-Trans Out - Transit Operations 8,667 - - - - -
595005-Trans Out - MCCF Operations 8,683 - - - - -
595006-Trans Out - Rail Operations 2,372 - - - - -
595100-Trans Out - ISF Facility Maint 5,163 - - - - -
595101-Trans Out - ISF Vehicle Maint 18,696 - - - - -
595102-Trans Out - ISF Risk Mgmt 408 - - - - -
595103-Trans Out - ISF Info Tech 12,047 275 - - - -
Sub-Total 94-Transfers-Out $834,290 $792,573 $3,000,000 $0 $0 $0 Total Expenses $834,290 $792,573 $3,000,000 $0 $0 $0
Total Federal Grants Net Surplus/(Deficit) $1,642,134 $1,842,968 ($6,061,630) ($1,366,277) ($2,780,195) ($875,737)

2024/25 SHAFTER OPERATING BUDGET 161

TRANSPORTATION
Transportation
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 460002-Interest 5691 Saving - 699 - - - -
460015-Interest CA Class - 580 - - - -
460020-Interest LAIF - 1,002 - - - -
460021-Interest Investments 9,804 7,892 - - - -
Sub-Total 76-Investment Earnings $9,804 $10,173 $0 $0 $0 $0 400602-TDA Article 8 332,547 758,145 850,000 - 850,000 850,000 Sub-Total 77-Grants & Donations $332,547 $758,145 $850,000 $0 $850,000 $850,000 Total Revenues $342,351 $768,318 $850,000 $0 $850,000 $850,000 580100-Capital Prj.- Infrastructure 31,588 1,064,754 1,207,426 1,161,242 1,154,000 733,000 580300-Capital Prj.- Other Imp. 308,580 189,833 430,000 415,004 425,000 450,000 Sub-Total 93-Capital Projects $340,168 $1,254,587 $1,637,426 $1,576,245 $1,579,000 $1,183,000 Total Expenses $340,168 $1,254,587 $1,637,426 $1,576,245 $1,579,000 $1,183,000 590100-Trans Out - Gen Fund 4,912 - - - - -
Sub-Total 94-Transfers-Out $4,912 $0 $0 $0 $0 $0
Total Expenses $4,912 $0 $0 $0 $0 $0
Total Transportation Net Surplus/(Deficit) ($2,729) ($486,269) ($787,426) ($1,576,245) ($729,000) ($333,000)

162 SHAFTER OPERATING BUDGET 2024/25

GAS TAX
State Gas
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 400501-Gas Tax - Section 2103 161,381 166,963 173,401 160,007 172,000 173,401 400502-Gas Tax - Section 2105 113,215 116,615 120,942 106,341 116,340 120,942 400503-Gas Tax - Section 2106 51,927 53,433 51,939 47,802 52,300 51,939 400504-Gas Tax - Section 2107 135,320 158,927 164,818 143,055 155,500 164,818 400505-Gas Tax - Section 2107.5 5,000 5,000 5,000 5,000 6,000 5,000 400506-Gas Tax - State Repayment - - 20,890 - - -
Sub-Total 70-Taxes $466,843 $500,938 $536,990 $462,205 $502,140 $516,100 460002-Interest 5691 Saving - 2,951 - - - -
460015-Interest CA Class - 2,448 - - - -
460020-Interest LAIF - 4,232 - - - -
460021-Interest Investments 18,424 33,335 - - - -
469900-Allocated Interest 7,690 3,284 5,922 (10,974) 3,000 3,000 Sub-Total 76-Investment Earnings $26,114 $46,250 $5,922 ($10,974) $3,000 $3,000 Total Revenues $492,957 $547,188 $542,912 $451,231 $505,140 $519,100 580100-Capital Prj.- Infrastructure - 174,700 634,000 177,171 192,000 450,000 Sub-Total 93-Capital Projects $0 $174,700 $634,000 $177,171 $192,000 $450,000 Total Expenses $0 $174,700 $634,000 $177,171 $192,000 $450,000 Total State Gas Net Surplus/(Deficit) $492,957 $372,488 ($91,088) $274,060 $313,140 $69,100

2024/25 SHAFTER OPERATING BUDGET 163

TRAFFIC SAFETY
Traffic Safety
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 440003-Fines - Traffic Safety 70,964 44,621 26,520 20,938 66,000 26,520 Sub-Total 74-Fines, Forfeitures, $70,964 $44,621 $26,520 $20,938 $66,000 $26,520 460002-Interest 5691 Saving - 339 - - - -
460015-Interest CA Class - 281 - - - -
460020-Interest LAIF - 486 - - - -
460021-Interest Investments 2,200 3,832 - - - -
469900-Allocated Interest 928 333 3,000 (1,261) 3,000 3,000 Sub-Total 76-Investment Earnings $3,128 $5,271 $3,000 ($1,261) $3,000 $3,000 Total Revenues $74,092 $49,892 $29,520 $19,677 $69,000 $29,520 570100-Automotive Equipment - - - - - 225,000
Sub-Total 92-Capital Outlay $0 $0 $0 $0 $0 $225,000
580300-Capital Prj.- Other Imp. 18,171 2,926 142 142 - - Sub-Total 93-Capital Projects $18,171 $2,926 $142 $142 $0 $0 Total Expenses $18,171 $2,926 $142 $142 $0 $225,000
Total Traffic Safety Net Surplus/(Deficit) $55,921 $46,966 $29,378 $19,535 $69,000 ($195,480)

164 SHAFTER OPERATING BUDGET 2024/25

SUPPLEMENTAL LAW ENFORCEMENT SERVICES
SLESF
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 460002-Interest 5691 Saving - 528 - - - -
460015-Interest CA Class - 438 - - - -
460020-Interest LAIF - 757 - - - -
460021-Interest Investments 3,768 5,964 - - - -
Sub-Total 76-Investment Earnings $3,768 $7,687 $0 $0 $0 $0 470001-CA Grant - SLEBG 161,285 165,271 - 186,159 186,160 - Sub-Total 77-Grants & Donations $161,285 $165,271 $0 $186,159 $186,160 $0 Total Revenues $165,053 $172,958 $0 $186,159 $186,160 $0 590100-Trans Out - Gen Fund 151,078 188,897 15,000 - 15,607 - Sub-Total 94-Transfers-Out $151,078 $188,897 $15,000 $0 $15,607 $0 Total Expenses $151,078 $188,897 $15,000 $0 $15,607 $0
Total SLESF Net Surplus/(Deficit) $13,975 ($15,939) ($15,000) $186,159 $170,553 $0

2024/25 SHAFTER OPERATING BUDGET 165

SPECIAL PD SERVICES
Special PD Services
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 460002-Interest 5691 Saving - 5 - - - -
460015-Interest CA Class - 4 - - - -
460020-Interest LAIF - 7 - - - -
460021-Interest Investments 40 52 - - - -
Sub-Total 76-Investment Earnings $40 $68 $0 $0 $0 $0
Total Revenues $40 $68 $0 $0 $0 $0
Total Special PD Services Net Surplus/
(Deficit)
$40 $68 $0 $0 $0 $0

166 SHAFTER OPERATING BUDGET 2024/25

ASSET FORFEITURE
Asset Forfeitures
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 460002-Interest 5691 Saving - 254 - - - -
460015-Interest CA Class - 211 - - - -
460020-Interest LAIF - 364 - - - -
460021-Interest Investments 2,209 2,868 - - - -
469900-Allocated Interest 782 162 3,000 (944) 3,000 3,000 Sub-Total 76-Investment Earnings $2,991 $3,859 $3,000 ($944) $3,000 $3,000 Total Revenues $2,991 $3,859 $3,000 ($944) $3,000 $3,000 Total Asset Forfeitures Net Surplus/(Deficit) $2,991 $3,859 $3,000 ($944) $3,000 $3,000

2024/25 SHAFTER OPERATING BUDGET 167

LIGHTING, LANDSCAPE AND MAINTENANCE DISTRICT
LLMD
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 400301-Special Asmnt - LLMD - - 697,790 979,686 995,830 981,106 Sub-Total 70-Taxes $743,284 $942,516 $697,790 $979,686 $995,830 $981,106 460002-Interest 5691 Saving - 845 - - - -
460015-Interest CA Class - 701 - - - -
460020-Interest LAIF - 1,212 - - - -
460021-Interest Investments 29 - - - - -
Sub-Total 76-Investment Earnings $12,790 $29,211 $0 $0 $0 $0 Total Revenues $756,074 $971,727 $697,790 $979,686 $995,830 $981,106 510001-Departmental Supplies - - 800 1,937 2,200 1,200
510110-Landscaping Services 15,770 14,697 399,456 329,339 390,956 410,875 510114-Contract Services - 246 6,800 4,928 6,800 7,500
510200-Repairs & Maintenance 664 340 57,710 43,729 58,710 68,200 510202-Hardware & Tools - - - 25 50 -
510204-Equipment Repair - 700 - - - -
510205-Building Repair & Maintenance - - 1,000 - - -
510400-Professional Services - - 8,800 15,203 17,115 17,150 510420-Legal Services 925 - - - - -
Sub-Total 83-Planned Operations $421,609 $500,425 $474,566 $395,161 $475,831 $504,925 510704-Water 3,565 3,278 77,860 66,964 77,000 80,180
510707-Power 120 (5) 84,130 30,201 68,620 85,060
Sub-Total 85-Required Operations $142,832 $168,915 $161,990 $97,165 $145,620 $165,240 520000-Asset Replace 8,267 - - - - -
520001-Asset Replace Offset (8,267) - - - - -
521000-Internal Admin Charges 2,647 - - - - -
Sub-Total 88-Operations -Internal $62,914 $0 $0 $0 $0 $0 Total Expenses $627,355 $669,340 $636,556 $492,326 $621,451 $670,165 Total LLMD Net Surplus/(Deficit) $128,719 $302,387 $61,234 $487,360 $374,379 $310,941

168 SHAFTER OPERATING BUDGET 2024/25

LOW-MOD INCOME HOUSING
Low-Mod Income Housing
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 460002-Interest 5691 Saving - 2,255 - - - -
460015-Interest CA Class - 1,871 - - - -
460020-Interest LAIF - 3,234 - - - -
460021-Interest Investments 19,623 25,477 - - - -
469900-Allocated Interest 6,948 1,439 25,000 (8,387) 27,000 25,000 Sub-Total 76-Investment Earnings $26,571 $34,276 $25,000 ($8,387) $27,000 $25,000 Total Revenues $26,571 $34,276 $25,000 ($8,387) $27,000 $25,000 Total Low-Mod Income Housing Net Surplus/
(Deficit)
$26,571 $34,276 $25,000 ($8,387) $27,000 $25,000

2024/25 SHAFTER OPERATING BUDGET 169
CDBG
CDBG
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 470102-FED GRNT CDBG - - - 65,000 - -
470108-FED GRNT County Pass Thru 5,064 - - - 46,000 -
Sub-Total 77-Grants & Donations $5,064 $0 $0 $65,000 $46,000 $0 Total Revenues $5,064 $0 $0 $65,000 $46,000 $0
580200-Capital Prj.- Buildings & Imp. - - - 3,244 3,300 134,000 Sub-Total 93-Capital Projects $0 $0 $0 $3,244 $3,300 $134,000 Total Expenses $0 $0 $0 $3,244 $3,300 $134,000
Total CDBG Net Surplus/(Deficit) $5,064 $0 $0 $61,756 $42,700 ($134,000)

170 SHAFTER OPERATING BUDGET 2024/25

ROAD MAINTENANCE & REHAB
Road Maint & Rehab
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 400507-Gas Tax - SB1 (RMRA) 409,267 457,197 423,529 356,525 460,000 460,000 Sub-Total 70-Taxes $409,267 $457,197 $423,529 $356,525 $460,000 $460,000 460002-Interest 5691 Saving - 163 - - - -
460015-Interest CA Class - 135 - - - -
460020-Interest LAIF - 233 - - - -
460021-Interest Investments 2,461 1,836 - - - -
Sub-Total 76-Investment Earnings $2,461 $2,367 $0 $0 $0 $0 Total Revenues $411,728 $459,564 $423,529 $356,525 $460,000 $460,000 580100-Capital Prj.- Infrastructure 1,355 320,570 466,000 943,017 475,000 500,000 Sub-Total 93-Capital Projects $1,355 $320,570 $466,000 $943,016 $475,000 $500,000 Total Expenses $1,355 $320,570 $466,000 $943,016 $475,000 $500,000 490200-Trans In - Federal Grants - 417,308 - - - -
Sub-Total 79-Transfers-In $0 $417,308 $0 $0 $0 $0
Total Revenues $0 $417,308 $0 $0 $0 $0
Total Road Maint & Rehab Net Surplus/
(Deficit)
$410,373 $556,302 ($42,471) ($586,491) ($15,000) ($40,000)

INTERNAL SERVICE FUNDS
Internal Service Funds Expense Budget Change
Internal Service Funds Summary
Facilities Maintenance
Shop - Vehicle Maintenance
Risk Management
Information Technology

FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
Internal Service Funds 2021/22 2022/23 2023/24 2024/25 Change Chg Total Facility Maintenance 433,252 403,660 592,591 850,316 257,725 43.5% 20.6% Vehicle Maintenance 272,751 217,839 258,780 243,605 (15,175) -5.9% 5.9% Risk Management 1,095,429 973,651 1,140,539 1,314,580 174,041 15.3% 31.9% Information Technology 909,956 1,230,831 1,568,567 1,718,028 149,461 9.5% 41.6% Total Internal Service Funds $2,711,388 $2,825,981 $3,560,477 $4,126,529 $566,052 15.9% 100% FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
Facility Maintenance Category
Expenditures
2021/22 2022/23 2023/24 2024/25 Change Chg Total
82-Wages & Benefits 93,579 71,379 133,466 128,103 (5,363) -4.0% 15.1% 83-Planned Operations 169,654 126,529 201,450 470,458 269,008 133.5% 55.3% 85-Required Operations 151,601 201,114 249,090 243,170 (5,920) -2.4% 28.6% 88-Operations -Internal 18,418 4,638 8,585 8,585 0.0% 1.0% Total Facility Maintenance 433,252 403,660 592,591 850,316 257,725 43.5% 100% FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
Vehicle Maintenance Category
Expenditures
2021/22 2022/23 2023/24 2024/25 Change Chg Total
82-Wages & Benefits 178,982 120,685 135,114 136,805 1,691 1.3% 56.2% 83-Planned Operations 46,878 54,217 62,850 44,000 (18,850) -30.0% 18.1% 85-Required Operations 12,316 8,398 8,350 11,350 3,000 35.9% 4.7% 88-Operations -Internal 34,575 34,539 52,466 51,450 (1,016) -1.9% 21.1% Total Vehicle Maintenance 272,751 217,839 258,780 243,605 (15,175) -5.9% 100% FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
Risk Management Category
Expenditures
2021/22 2022/23 2023/24 2024/25 Change Chg Total
82-Wages & Benefits 45,010 66,165 67,659 74,340 6,681 9.9% 5.7% 83-Planned Operations 8,819 - - - 0.0% 0.0%
85-Required Operations 1,041,600 907,486 1,072,880 1,240,240 167,360 15.6% 94.3% 88-Operations -Internal - - - - 0.0% 0.0%
Total Risk Management 1,095,429 973,651 1,140,539 1,314,580 174,041 15.3% 100% FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
Information Technology Category
Expenditures
2021/22 2022/23 2023/24 2024/25 Change Chg Total
82-Wages & Benefits 427,681 583,567 889,185 867,180 (22,005) -2.5% 50.5% 83-Planned Operations 403,098 586,715 540,194 511,210 (28,984) -5.4% 29.8% 85-Required Operations 8,002 11,500 13,900 14,350 450 3.2% 0.8% 88-Operations -Internal 71,175 48,396 125,288 125,288 0.0% 7.3% 90-Debt Service - 2,653 - - 0.0% 0.0%
92-Capital Outlay - (2,000) - 200,000 200,000 0.0% 0.0% Total Information Technology 909,956 1,230,831 1,568,567 1,718,028 149,461 9.5% 100%

INTERNAL SERVICE FUNDS EXPENSE BUDGET CHANGE
172 SHAFTER OPERATING BUDGET 2024/25

Facility
Maintenance
Vehicle
Maintenance
Risk
Management
Information
Technology Total
Revenues $ 850,316 $ 243,605 $ 1,314,580 $ 1,718,028 $ 4,126,529 Expenses:
82-Wages & Benefits 128,103 136,805 74,340 1,206,428 867,180 83-Planned Operations 470,458 44,000 511,210 - 1,025,668 85-Required Operations 243,170 11,350 1,240,240 1,509,110 14,350 88-Operations -Internal 8,585 51,450 125,288 - 185,323
Debt Service
Operating Expenses $850,316 $243,605 $1,314,580 $1,518,028 $3,926,529 Operating Income (Loss) $0 $0 $0 $200,000 $200,000
92-Capital Outlay - - 200,000 - 200,000
CIP
Transfers
Non-Operating Expenses $0 $0 $0 $200,000 $200,000
Net Income/(Loss) $ - $ - $ - $ - $ -
850,316
243,605
1,314,580
1,718,028
850,316
243,605
1,314,580
1,718,028
- 500,000 1,000,000 1,500,000 2,000,000
Facility Maintenance
Vehicle Maintenance
Risk Management
Information Technology
24/25 Proposed Budget
Internal Service Funds
24/25 Proposed Expenses 24/25 Projected Revenue

INTERNAL SERVICE FUNDS SUMMARY
2024/25 SHAFTER OPERATING BUDGET 173

20/21 Actual 21/22 Actual 22/23 Actual 23/24 Budget
23/24
Projected
24/25
Proposed
Revenues $ 258,524 $ 422,227 $ 370,440 $ 474,050 $ 588,157 $ 850,316 Expenses:
82-Wages & Benefits 104,142 93,579 71,379 133,466 133,466 128,103 83-Planned Operations 79,805 169,654 126,529 201,450 235,791 470,458 85-Required Operations 64,295 151,601 201,114 249,090 220,050 243,170 88-Operations -Internal 6,573 18,418 4,638 8,585 11,850 8,585 Debt Service
Operating Expenses 254,815 $433,252 $403,660 $592,591 $601,157 $850,316 Operating Income (Loss) $3,709 ($11,025) ($33,220) ($118,541) ($13,000) $0 Capital Outlay - - - - - -
CIP
Transfers 5,163 - - - - -
Non-Operating Expenses $0 ($5,163) $0 $0 $0 $0
Net Income/(Loss) $ 3,709 $ (5,862) $ (33,220) $ (118,541) $ (13,000) $ - $0.1M $0.1M $0.1M
$0.1M $0.1M $0.1M
$0.1M
$0.3M $0.3M
$0.5M $0.5M
$0.7M
$0.0M
$0.0M
$0.0M
$0.0M $0.0M
$0.0M
$0.3M
$0.4M
$0.4M
$0.5M
$0.6M
$0.9M
$0.0M
$0.1M
$0.2M
$0.3M
$0.4M
$0.5M
$0.6M
$0.7M
$0.8M
$0.9M
20/21 Actual 21/22 Actual 22/23 Actual 23/24 Budget 23/24 Projected 24/25 Proposed 24/25 Proposed Budget
Facilities Maintenance
Labor M&O Other Operating Expenses Capital Requests & CIP Revenues

FACILITIES MAINTENANCE SUMMARY
174 SHAFTER OPERATING BUDGET 2024/25

20/21 Actual 21/22 Actual 22/23 Actual 23/24 Budget
23/24
Projected
24/25
Proposed
Revenues $ 344,575 $ 257,974 $ 138,941 $ 257,848 $ 274,424 $ 243,605 Expenses:
82-Wages & Benefits 177,008 178,982 120,685 135,114 135,124 136,805 83-Planned Operations 70,650 46,878 54,217 62,850 53,100 44,000 85-Required Operations 17,557 12,316 8,398 8,350 10,300 11,350 88-Operations -Internal 56,685 34,575 34,539 52,466 77,500 51,450 Debt Service
Operating Expenses $321,900 $272,751 $217,839 $258,780 $276,024 $243,605 Operating Income (Loss) $22,675 ($14,777) ($78,898) ($932) ($1,600) $0 Capital Outlay
CIP
Transfers 18,696 - - - - -
Non-Operating Expenses $0 ($18,696) $0 $0 $0 $0
Net Income/(Loss) $ 22,675 $ 3,919 $ (78,898) $ (932) $ (1,600) $ - $0.2M $0.2M
$0.1M $0.1M $0.1M $0.1M
$0.1M
$0.1M
$0.1M
$0.1M $0.1M $0.1M
$0.1M
$0.0M
$0.0M
$0.1M $0.1M
$0.1M
$0.3M
$0.3M
$0.1M
$0.3M $0.3M
$0.2M
$0.0M
$0.1M
$0.1M
$0.2M
$0.2M
$0.3M
$0.3M
$0.4M
$0.4M
20/21 Actual 21/22 Actual 22/23 Actual 23/24 Budget 23/24 Projected 24/25 Proposed 24/25 Proposed Budget
Shop/Vehicle Maintenance
Labor M&O Other Operating Expenses Capital Requests & CIP Revenues

SHOP SUMMARY
2024/25 SHAFTER OPERATING BUDGET 175

20/21 Actual 21/22 Actual 22/23 Actual 23/24 Budget
23/24
Projected
24/25
Proposed
Revenues $ 893,360 $ 1,092,351 $ 969,093 $ 1,121,100 $ 1,431,864 $ 1,314,580 Expenses:
82-Wages & Benefits 49,051 45,010 66,165 67,659 70,214 74,340 83-Planned Operations - 8,819 - - - -
85-Required Operations 878,513 1,041,600 907,486 1,072,880 1,196,690 1,240,240 88-Operations -Internal - - - 146,400 - -
Debt Service
Operating Expenses $1,095,429 $973,651 $1,140,539 $1,413,304 $1,314,580 927,564 Operating Income (Loss) ($34,204) ($3,078) ($4,558) ($19,439) $18,560 $0 Capital Outlay
CIP
Transfers - 408 - - - -
Non-Operating Expenses $0 ($408) $0 $0 $0 $0
Net Income/(Loss) $ (34,204) $ (2,670) $ (4,558) $ (19,439) $ 18,560 $ - $0.9M
$1.1M
$0.9M
$1.1M
$1.2M $1.2M
$0.0M
$0.1M
$0.9M
$1.1M
$1.0M
$1.1M
$1.4M
$1.3M
$0.0M
$0.2M
$0.4M
$0.6M
$0.8M
$1.0M
$1.2M
$1.4M
$1.6M
20/21 Actual 21/22 Actual 22/23 Actual 23/24 Budget 23/24 Projected 24/25 Proposed 24/25 Proposed Budget
Risk Management
Labor M&O Other Operating Expenses Capital Requests & CIP Revenues

RISK MANAGEMENT SUMMARY
176 SHAFTER OPERATING BUDGET 2024/25

20/21 Actual 21/22 Actual 22/23 Actual 23/24 Budget
23/24
Projected
24/25
Proposed
Revenues $ 849,871 $ 977,756 $ 902,979 $ 1,536,270 $ 1,565,629 $ 1,718,028 Expenses:
82-Wages & Benefits 406,282 427,681 583,567 889,185 889,470 867,180 83-Planned Operations 205,582 403,098 586,715 540,194 529,514 511,210 85-Required Operations 3,602 8,002 11,500 13,900 13,400 14,350 88-Operations -Internal 69,600 71,175 48,396 125,288 119,600 125,288 Debt Service
Operating Expenses $685,066 $909,956 $1,230,178 $1,568,567 $1,551,984 1,518,028 Operating Income (Loss) $164,805 $67,800 ($327,199) ($32,297) $13,645 200,000 $ 92-Capital Outlay - - (2,000) 32,000 - 200,000
CIP
Transfers 12,047 - 275 - - -
Non-Operating Expenses $0 ($12,047) ($2,275) $0 $32,000 $200,000 Net Income/(Loss) $ 164,805 $ 79,847 $ (324,924) $ (32,297) $ (18,355) $ - $0.4M $0.4M
$0.6M
$0.9M $0.9M $0.9M
$0.2M
$0.4M
$0.6M
$0.6M $0.5M $0.5M
$0.1M
$0.1M
$0.0M
$0.1M $0.1M $0.1M
$0.0M
$0.8M
$1.0M
$0.9M
$1.5M $1.6M
$1.7M
$0.0M
$0.2M
$0.4M
$0.6M
$0.8M
$1.0M
$1.2M
$1.4M
$1.6M
$1.8M
$2.0M
20/21 Actual 21/22 Actual 22/23 Actual 23/24 Budget 23/24 Projected 24/25 Proposed 24/25 Proposed Budget
Information Technology
Labor M&O Other Operating Expenses Capital Requests & CIP Revenues

INFORMATION TECHNOLOGY SUMMARY
2024/25 SHAFTER OPERATING BUDGET 177

FACILITIES MAINTENANCE
Facility Maintenance
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 418000-Internal ISF Chrg - Building 422,227 370,440 474,050 434,546 588,157 850,316 Sub-Total 80-Operations -Internal $422,227 $370,440 $474,050 $434,546 $588,157 $850,316 Total Revenues $422,227 $370,440 $474,050 $434,546 $588,157 $850,316 500000-Full Time Wages 47,234 41,263 77,405 68,015 77,405 85,772 500400-Overtime 3,433 203 1,800 1,141 1,800 600
500500-Cellphone Allowance 960 702 1,200 1,085 1,200 1,200 500502-Uniform & Equipment Allowance 300 427 400 399 400 400 500504-One-Time Compensation 82 - - - - -
500506-Incentive- Bilingual Pay 768 - - - - -
500600-Retirement 3,643 2,267 - - - -
500602-Unfunded Accr. Liab. (UAL) - 412 - - - -
500604-PERS 26454 Misc. Pepra - 3,790 10,000 7,989 10,000 6,002 500800-Health Insurance 15,286 15,350 22,416 21,245 22,416 24,744 500801-Dental Insurance 501 656 643 598 643 687
500802-Vision Insurance 239 313 307 275 307 307
500803-Life Insurance 185 192 315 284 315 301
500880-Work Comp Insurance 12,571 1,398 13,200 1,847 13,200 2,099 500990-Non-Cash Labor Cost Allocation (876) 837 - - - - 509000-Payroll Taxes 4,090 3,569 5,780 5,355 5,780 5,991 Sub-Total 82-Wages & Benefits $93,579 $71,379 $133,466 $108,233 $133,466 $128,103 510000-Office Supplies 541 424 1,000 557 750 1,000
510001-Departmental Supplies 8,271 18,271 12,500 13,022 15,610 32,250 510100-Service Agreements - - 2,000 6,421 7,350 68,480
510103-Postage & Freight - - 100 - - -
510109-Janitorial Services 58,193 58,178 67,600 65,371 69,416 237,172 510110-Landscaping Services - - - 3,036 2,500 33,748
510115-Recruitment - 257 - - - -
510150-Software Subscription - - - - - 2,500
510200-Repairs & Maintenance 20,724 11,417 92,000 104,226 104,125 10,718 510202-Hardware & Tools - - - - - 4,000
510205-Building Repair & Maintenance - - 20,000 32,965 32,580 63,500 510300-Vehicle Operations 1,686 1,640 2,400 218 300 1,500 510302-Vehicle Operations - Fuel 131 - 400 1,448 1,680 2,000 510400-Professional Services 200 1,092 2,300 - - -
510501-Training - - - - - 1,500
510505-Travel - - - - - 1,000
510807-Regulatory & Permitting - - 250 167 180 1,780
510809-Assessment fees - - 900 1,290 1,300 9,310
Sub-Total 83-Planned Operations $169,654 $126,529 $201,450 $228,721 $235,791 $470,458 510701-Communications 11,711 16,509 27,390 11,818 26,900 27,390 510704-Water 8,307 8,019 8,560 7,091 8,500 8,560
510705-Sewer 695 695 720 637 700 720
510706-Refuse 2,715 5,352 7,500 4,789 9,000 8,500
510707-Power 37,933 101,311 196,920 103,417 170,100 190,000 510708-Natural Gas 4,964 8,890 8,000 4,415 4,850 8,000
Sub-Total 85-Required Operations $151,601 $201,114 $249,090 $132,167 $220,050 $243,170 520000-Asset Replace - - 1,275 - 1,000 1,275
520100-Internal ISF Chrg - Shop 2,641 - - - 2,000 -
520300-Internal ISF Chrg - IT 2,748 - - - 2,000 -
520400-Internal ISF Chrg - Liability 13,029 4,638 7,310 6,701 6,850 7,310 521100-Ind Cost Allocation - - - 9,423 - -
Sub-Total 88-Operations -Internal $18,418 $4,638 $8,585 $16,124 $11,850 $8,585 Total Expenses $433,252 $403,660 $592,591 $485,245 $601,157 $850,316 490200-Trans In - Federal Grants 5,163 - - - - -
Sub-Total 79-Transfers-In $5,163 $0 $0 $0 $0 $0
Total Revenues $5,163 $0 $0 $0 $0 $0
Total Facility Maintenance Net Surplus/
(Deficit)
($5,862) ($33,220) ($118,541) ($50,699) ($13,000) $0
178 SHAFTER OPERATING BUDGET 2024/25

SHOP
Vehicle Maintenance
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 460002-Interest 5691 Saving - 75 - - - -
460015-Interest CA Class - 62 - - - -
460020-Interest LAIF - 108 - - - -
460021-Interest Investments - 848 - - - -
Sub-Total 76-Investment Earnings $0 $1,093 $0 $0 $0 $0
418002-Internal ISF Chrg - Shop 257,974 137,848 257,848 236,361 274,424 243,605 Sub-Total 80-Operations -Internal $257,974 $137,848 $257,848 $236,361 $274,424 $243,605 Total Revenues $257,974 $138,941 $257,848 $236,361 $274,424 $243,605 500000-Full Time Wages 17,252 - 78,546 79,423 78,546 94,699 500400-Overtime 392 132 500 143 500 500
500500-Cellphone Allowance 60 60 60 35 60 60
500502-Uniform & Equipment Allowance 1,515 2,536 2,600 1,401 2,600 2,600 500504-One-Time Compensation 2,271 - - 9 10 -
500600-Retirement 13,157 7,477 - - - -
500602-Unfunded Accr. Liab. (UAL) - 478 - - - -
500603-PERS 3069 Misc. Classic - 4,414 14,000 10,651 14,000 10,205 500604-PERS 26454 Misc. Pepra - 266 700 561 700 522
500800-Health Insurance 14,175 1,897 1,984 1,913 1,984 2,242 500801-Dental Insurance 987 545 566 508 566 569
500802-Vision Insurance 403 208 216 193 216 216
500803-Life Insurance 427 336 959 314 959 338
500880-Work Comp Insurance 124 - 27,883 14,513 27,883 17,658 500990-Non-Cash Labor Cost Allocation (3,699) 2,978 - - - - 509000-Payroll Taxes 1,320 - 7,100 6,193 7,100 7,196
Sub-Total 82-Wages & Benefits $178,982 $120,685 $135,114 $115,857 $135,124 $136,805 510000-Office Supplies 668 298 350 731 750 1,000
510001-Departmental Supplies 17,062 18,285 20,000 13,230 15,000 18,000 510100-Service Agreements - - - 1,409 1,500 -
510105-Software Licensing - 462 - - - -
510106-Subscriptions & Dues - - - 72 100 -
510109-Janitorial Services 7,398 10,468 12,000 8,879 12,000 - 510150-Software Subscription - 2,071 - 1,065 2,000 5,000 510200-Repairs & Maintenance 2,776 6,830 7,500 2,154 7,500 5,000 510202-Hardware & Tools - - 1,700 1,841 2,000 2,000
510205-Building Repair & Maintenance - 1,756 1,500 1,159 1,250 1,500 510300-Vehicle Operations 5,260 3,835 6,000 2,330 2,250 2,000 510302-Vehicle Operations - Fuel 3,993 5,430 5,000 2,895 3,000 5,000 510400-Professional Services 8,934 1,693 5,000 - - -
510420-Legal Services 575 - - - - -
510501-Training 212 702 500 1,582 2,000 2,000
510505-Travel - 36 100 228 500 1,500
510807-Regulatory & Permitting - 671 1,500 650 750 1,000 510809-Assessment fees - 1,680 1,700 2,427 2,500 -
Sub-Total 83-Planned Operations $46,878 $54,217 $62,850 $40,652 $53,100 $44,000 510701-Communications 254 297 300 102 300 300
510706-Refuse - 1,886 - 2,684 3,000 3,000
510707-Power 10,211 2,459 4,550 2,729 3,500 4,550
510708-Natural Gas 1,851 3,756 3,500 1,723 3,500 3,500
Sub-Total 85-Required Operations $12,316 $8,398 $8,350 $7,238 $10,300 $11,350 520200-Internal ISF Chrg - Building 5,000 8,596 11,000 10,083 38,000 11,000 520300-Internal ISF Chrg - IT 15,253 16,263 26,216 24,031 25,000 25,200 520400-Internal ISF Chrg - Liability 14,322 9,680 15,250 13,979 14,500 15,250 521100-Ind Cost Allocation - - - 15,648 - -
Sub-Total 88-Operations -Internal $34,575 $34,539 $52,466 $63,741 $77,500 $51,450 Total Expenses $272,751 $217,839 $258,780 $227,488 $276,024 $243,605 490200-Trans In - Federal Grants 18,696 - - - - -
Sub-Total 79-Transfers-In $18,696 $0 $0 $0 $0 $0
Total Revenues $18,696 $0 $0 $0 $0 $0
Total Vehicle Maintenance Net Surplus/
(Deficit)
$3,919 ($78,898) ($932) $8,873 ($1,600) $0
2024/25 SHAFTER OPERATING BUDGET 179

RISK MANAGEMENT
Risk Management
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 460002-Interest 5691 Saving - 436 - - - -
460015-Interest CA Class - 362 - - - -
460020-Interest LAIF - 626 - - - -
460021-Interest Investments - 4,929 - - - -
Sub-Total 76-Investment Earnings $0 $6,353 $0 $0 $0 $0
480100-Misc Refunds 387,114 251,176 - 24,543 25,000 -
Sub-Total 78-Other Revenue $387,114 $251,176 $0 $24,543 $25,000 $0 418004-Internal ISF Chrg - Liability 705,237 711,564 1,121,100 1,027,675 1,406,864 1,314,580 Sub-Total 80-Operations -Internal $705,237 $711,564 $1,121,100 $1,027,675 $1,406,864 $1,314,580 Total Revenues $1,092,351 $969,093 $1,121,100 $1,052,218 $1,431,864 $1,314,580 500000-Full Time Wages 22,253 - 43,951 41,317 43,951 50,777 500500-Cellphone Allowance 2 - 480 434 480 480
500501-Auto Allowance 4 - 600 542 600 610
500504-One-Time Compensation 1,036 - - 1,034 1,040 -
500506-Incentive- Bilingual Pay 80 386 384 425 470 384
500600-Retirement 1,090 3,736 - - - -
500602-Unfunded Accr. Liab. (UAL) - 205 - - - -
500603-PERS 3069 Misc. Classic - 1,734 5,600 4,219 5,600 3,924 500604-PERS 26454 Misc. Pepra - 787 1,800 1,709 1,800 1,345 500700-OPEB - Health Insurance 832 - - - - -
500800-Health Insurance 3,370 - 8,500 8,589 9,500 10,080 500801-Dental Insurance 53 167 - 123 135 137
500802-Vision Insurance 36 130 - 110 120 122
500803-Life Insurance 43 186 6 160 180 171
500880-Work Comp Insurance 83 286 714 226 714 702
500990-Non-Cash Labor Cost Allocation (299) 447 - - - - 509000-Payroll Taxes 29 - 5,624 3,302 5,624 5,608
Sub-Total 82-Wages & Benefits $45,010 $66,165 $67,659 $62,190 $70,214 $74,340 510012-Medical Supplies 8,819 - - - - -
Sub-Total 83-Planned Operations $8,819 $0 $0 $0 $0 $0
510441-Employee Assistance Insurance 2,760 2,760 2,850 2,812 3,500 3,500 510442-Employee Risk Mgt Insurance 110,748 88,492 114,080 63,103 120,000 114,080 510443-Property Insurance 297,890 358,007 306,830 466,431 466,440 470,000 510444-Risk Management Administration 3,352 490 3,460 6,748 6,750 7,000 510445-Liability Insurance 626,850 455,533 645,660 533,023 600,000 645,660 Sub-Total 85-Required Operations $1,041,600 $907,486 $1,072,880 $1,072,117 $1,196,690 $1,240,240 520400-Internal ISF Chrg - Liability - - - - 141,000 -
521100-Ind Cost Allocation - - - 5,393 5,400 -
Sub-Total 88-Operations -Internal $0 $0 $0 $5,393 $146,400 $0 Total Expenses $1,095,429 $973,651 $1,140,539 $1,139,700 $1,413,304 $1,314,580 490200-Trans In - Federal Grants 408 - - - - -
Sub-Total 79-Transfers-In $408 $0 $0 $0 $0 $0
Total Revenues $408 $0 $0 $0 $0 $0
Total Risk Management Net Surplus/(Deficit) ($2,670) ($4,558) ($19,439) ($87,482) $18,560 $0 180 SHAFTER OPERATING BUDGET 2024/25

INFORMATION TECHONOLOGY
Information Technology
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 460002-Interest 5691 Saving - 172 - - - -
460015-Interest CA Class - 142 - - - -
460020-Interest LAIF - 246 - - - -
460021-Interest Investments - 1,940 - - - -
Sub-Total 76-Investment Earnings $0 $2,500 $0 $0 $0 $0
480100-Misc Refunds - - - 1,733 1,750 -
Sub-Total 78-Other Revenue $0 $2,110 $0 $1,733 $1,750 $0 418001-Internal ISF Chrg - IT 977,756 898,369 1,536,270 1,408,248 1,563,879 1,718,028 Sub-Total 80-Operations -Internal $977,756 $898,369 $1,536,270 $1,408,248 $1,563,879 $1,718,028 Total Revenues $977,756 $902,979 $1,536,270 $1,409,981 $1,565,629 $1,718,028 500000-Full Time Wages - 32,860 607,319 475,525 607,319 607,636 500100-Part Time Wages 96 13,660 15,000 10,943 15,000 16,000 500400-Overtime - 13 5,660 3,060 5,660 5,600
500500-Cellphone Allowance - 485 7,170 4,787 7,170 6,240 500501-Auto Allowance - 1,212 9,470 8,135 9,470 9,000
500502-Uniform & Equipment Allowance - - 360 451 465 360 500503-Education Reimbursement - 3,000 3,500 3,282 3,500 - 500504-One-Time Compensation 1,822 4,547 - - - -
500600-Retirement 20,941 14,409 - - - -
500602-Unfunded Accr. Liab. (UAL) - 1,983 - - - -
500604-PERS 26454 Misc. Pepra - 4,810 64,000 52,762 64,000 45,055 500800-Health Insurance - 4,453 112,044 88,819 112,044 107,642 500801-Dental Insurance - 135 3,357 2,607 3,357 2,998
500802-Vision Insurance - 59 1,323 1,171 1,503 1,342
500803-Life Insurance - 130 3,062 1,923 3,062 2,195
500880-Work Comp Insurance - 1,145 14,720 12,795 14,720 15,869 500990-Non-Cash Labor Cost Allocation 6,664 (2,861) - - - - 509000-Payroll Taxes - 2,648 42,200 38,383 42,200 47,243 Sub-Total 82-Wages & Benefits $427,681 $583,567 $889,185 $704,643 $889,470 $867,180 510000-Office Supplies 616 398 1,000 239 1,000 750
510001-Departmental Supplies - 170 25,000 25,417 26,100 26,000 510100-Service Agreements 3,630 1,598 2,000 1,448 2,000 2,000 510103-Postage & Freight 2 115 160 15 25 100
510105-Software Licensing 124,430 21,543 6,800 5,241 5,250 - 510106-Subscriptions & Dues - - 850 1,028 1,250 1,650
510115-Recruitment 199 183 - 519 519 -
510150-Software Subscription - - 292,867 299,508 300,000 298,250 510155-IT Subscription - 12,000 75,100 53,415 75,000 95,000 510200-Repairs & Maintenance 9,882 4,285 2,000 365 2,000 - 510201-Website Maintenance 21,890 117 - - - -
510202-Hardware & Tools - - 57,917 113,297 33,000 10,000 510203-Software Maintenance 71,611 2,096 - - - -
510300-Vehicle Operations 720 936 2,000 660 1,500 2,000 510302-Vehicle Operations - Fuel 251 303 700 184 550 700 510400-Professional Services - 275 48,200 53,058 53,000 45,000 510420-Legal Services 350 - - - - -
510501-Training - - 4,600 3,860 4,700 6,600
510502-Training - Internal 21 235 500 504 520 500
510505-Travel - 263 7,500 6,399 8,100 9,660
510602-Property Rental 13,050 13,500 13,000 12,375 15,000 1,000 510703-Internet 22,019 1,311 - - - 12,000
Sub-Total 83-Planned Operations $403,098 $586,715 $540,194 $577,531 $529,514 $511,210 510701-Communications 3,414 4,331 3,500 5,100 5,500 3,500 510704-Water - 15 - 42 400 450
510705-Sewer - 37 - - - -
510707-Power 4,588 7,117 10,400 7,363 7,500 10,400
Sub-Total 85-Required Operations $8,002 $11,500 $13,900 $12,505 $13,400 $14,350 520000-Asset Replace - - 51,000 - 38,000 51,000
520100-Internal ISF Chrg - Shop 2,641 1,378 2,578 2,363 3,000 2,578 520200-Internal ISF Chrg - Building 33,373 7,998 10,230 9,378 20,000 10,230 Infor
520400-Internal ISF Chrg - Liability mation Technology 35,161 39,020 61,480 56,357 58,600 61,480 Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 521100-Ind Cost Allocation - - - 31,264 - -
Sub-Total 88-Operations -Internal $71,175 $48,396 $125,288 $99,362 $119,600 $125,288 550000Interest Expense 2653
2024/25 SHAFTER OPERATING BUDGET 181

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CAPITAL FUNDS &

IMPACT FEES

FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
Capital Funds 2021/22 2022/23 2023/24 2024/25 Change Chg Total State Grants - 259,785 1,888,250 11,429,402 9,541,152 505.3% 80.2% Water CIP - - - - 0.0% 0.0%
Wastewater CIP 109,457 19,118 200,000 862,500 662,500 331.3% 6.0% Public Safety Impact - - - 492,000 492,000 0.0% 0.0%
Traffic Mitigation 2,836,541 5,731 28,500 1,474,336 1,445,836 5073.1% 10.3% Total Capital Funds $2,945,998 $284,634 $2,116,750 $14,258,238 $12,141,488 573.6% 100% FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
State Grants Category Expenditures 2021/22 2022/23 2023/24 2024/25 Change Chg Total 93-Capital Projects - 259,785 1,888,250 11,429,402 9,541,152 505.3% 100.0% Total State Grants - 259,785 1,888,250 11,429,402 9,541,152 505.3% 100% FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
Water CIP Category Expenditures 2021/22 2022/23 2023/24 2024/25 Change Chg Total 93-Capital Projects - - - - 0.0% #Error
Total Water CIP - - - - #.0% #Error
FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
Wastewater CIP Category Expenditures 2021/22 2022/23 2023/24 2024/25 Change Chg Total 93-Capital Projects 109,457 19,118 100,000 862,500 762,500 762.5% 100.0% 94-Transfers-Out - - 100,000 - (100,000) -100.0% 0.0%
Total Wastewater CIP 109,457 19,118 200,000 862,500 662,500 331.3% 100% FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
Public Safety Impact Category
Expenditures
2021/22 2022/23 2023/24 2024/25 Change Chg Total
92-Capital Outlay - - - 492,000 492,000 0.0% 0.0%
Total Public Safety Impact - - - 492,000 492,000 #.0% 100% FY24 vs FY25 Change
Actual Actual Budget Budget Dollar Pct % of
Traffic Mitigation Category
Expenditures
2021/22 2022/23 2023/24 2024/25 Change Chg Total
93-Capital Projects 5,300 5,731 28,500 1,474,336 1,445,836 5073.1% 100.0% 94-Transfers-Out 2,831,241 - - - 0.0% 0.0%
Total Traffic Mitigation 2,836,541 5,731 28,500 1,474,336 1,445,836 5073.1% 100%

CAPITAL & IMPACT FEES FUNDS BUDGET CHANGE
184 SHAFTER OPERATING BUDGET 2024/25

2024/25 SHAFTER OPERATING BUDGET 185
State Grants
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 460002-Interest 5691 Saving - 6,518 - - - -
460015-Interest CA Class - 5,407 - - - -
460020-Interest LAIF - 9,348 - - - -
460021-Interest Investments - 73,636 - - - -
Sub-Total 76-Investment Earnings $0 $94,909 $0 $0 $0 $0 470000-CA Grant - 6,000,000 - - - -
470045-CA Grant - Clean California - 299,341 545,000 163,847 163,850 6,000,000 Sub-Total 77-Grants & Donations $0 $6,299,341 $545,000 $163,847 $163,850 $6,000,000 Total Revenues $0 $6,394,250 $545,000 $163,847 $163,850 $6,000,000 580100-Capital Prj.- Infrastructure - 2,738 355,000 216,921 250,000 1,181,000 580200-Capital Prj.- Buildings & Imp. - - 1,207,000 1,124,944 1,152,150 9,248,402 580300-Capital Prj.- Other Imp. - - 326,250 371,668 324,500 1,000,000 Sub-Total 93-Capital Projects $0 $259,785 $1,888,250 $1,713,534 $1,726,650 $11,429,402 Total Expenses $0 $259,785 $1,888,250 $1,713,534 $1,726,650 $11,429,402 Total State Grants Net Surplus/(Deficit) $0 $6,134,465 ($1,343,250) ($1,549,687) ($1,562,800) ($5,429,402)

STATE GRANTS

186 SHAFTER OPERATING BUDGET 2024/25
Water CIP
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 420000-Conect Fees 104,368 304,712 245,000 276,164 245,000 245,000 Sub-Total 72-Connection/Impact Fe $104,368 $304,712 $245,000 $276,164 $245,000 $245,000 460002-Interest 5691 Saving - 2,296 - - - -
460015-Interest CA Class - 1,905 - - - -
460020-Interest LAIF - 3,293 - - - -
460021-Interest Investments 16,048 25,940 - - - -
469900-Allocated Interest 6,005 2,534 15,404 (8,539) 20,000 15,404 Sub-Total 76-Investment Earnings $22,053 $35,968 $15,404 ($8,539) $20,000 $15,404 Total Revenues $126,421 $340,680 $260,404 $267,625 $265,000 $260,404 580100-Capital Prj.- Infrastructure - - - - 1,412,327 - Sub-Total 93-Capital Projects $0 $0 $0 $0 $1,412,327 $0 Total Expenses $0 $0 $0 $0 $1,412,327 $0
Total Water CIP Net Surplus/(Deficit) $126,421 $340,680 $260,404 $267,625 ($1,147,327) $260,404

WATER CONNECTION FEES

2024/25 SHAFTER OPERATING BUDGET 187
Wastewater CIP
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 420000-Conect Fees 1,957,960 1,657,110 1,700,000 1,280,856 1,700,000 1,700,000 Sub-Total 72-Connection/Impact Fe $1,957,960 $1,657,110 $1,700,000 $1,280,856 $1,700,000 $1,700,000 460002-Interest 5691 Saving - 12,052 - - - -
460015-Interest CA Class - 9,998 - - - -
460020-Interest LAIF - 17,286 - - - -
460021-Interest Investments 82,101 136,157 - - - -
469900-Allocated Interest 32,905 11,918 60,000 (44,823) 75,000 60,000 Sub-Total 76-Investment Earnings $115,006 $187,411 $60,000 ($44,823) $75,000 $60,000 Total Revenues $2,072,966 $1,844,521 $1,760,000 $1,236,033 $1,775,000 $1,760,000 580100-Capital Prj.- Infrastructure 109,457 19,118 100,000 11,295 15,000 862,500 Sub-Total 93-Capital Projects $109,457 $19,118 $100,000 $11,295 $15,000 $862,500 Total Expenses $109,457 $19,118 $100,000 $11,295 $15,000 $862,500 595000-Trans Out - WW Operations - - 100,000 336,338 336,500 - Sub-Total 94-Transfers-Out $0 $0 $100,000 $336,338 $336,500 $0 Total Expenses $0 $0 $100,000 $336,338 $336,500 $0
Total Wastewater CIP Net Surplus/(Deficit) $1,963,509 $1,825,403 $1,560,000 $888,400 $1,423,500 $897,500

WASTEWATER CONNECTION FEES

188 SHAFTER OPERATING BUDGET 2024/25
Public Safety Impact
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 420100-Impact Fees - 237,260 - 433,271 437,000 437,000
Sub-Total 72-Connection/Impact Fe $0 $831,372 $0 $433,271 $437,000 $437,000 460002-Interest 5691 Saving - 1,056 - - - -
460015-Interest CA Class - 876 - - - -
460020-Interest LAIF - 1,514 - - - -
460021-Interest Investments - 11,925 - - - -
Sub-Total 76-Investment Earnings $0 $15,371 $0 $0 $0 $0 Total Revenues $0 $846,743 $0 $433,271 $437,000 $437,000 570100-Automotive Equipment - - - 291,660 - 492,000
Sub-Total 92-Capital Outlay $0 $0 $0 $291,660 $0 $492,000 Total Expenses $0 $0 $0 $291,660 $0 $492,000
Total Public Safety Impact Net Surplus/
(Deficit)
$0 $846,743 $0 $141,611 $437,000 ($55,000)

PUBLIC SAFETY IMPACT FEES

2024/25 SHAFTER OPERATING BUDGET 189
Resufe CIP
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 420000-Conect Fees 428 257 2,329 - 200 2,329
Sub-Total 72-Connection/Impact Fe $428 $257 $2,329 $0 $200 $2,329 460002-Interest 5691 Saving - 394 - - - -
460015-Interest CA Class - 327 - - - -
460020-Interest LAIF - 566 - - - -
460021-Interest Investments 3,427 4,455 - - - -
469900-Allocated Interest 1,214 253 3,379 (1,467) 5,000 3,379 Sub-Total 76-Investment Earnings $4,641 $5,995 $3,379 ($1,467) $5,000 $3,379 Total Revenues $5,069 $6,252 $5,708 ($1,467) $5,200 $5,708 Total Resufe CIP Net Surplus/(Deficit) $5,069 $6,252 $5,708 ($1,467) $5,200 $5,708

REFUSE CONNECTION FEES

190 SHAFTER OPERATING BUDGET 2024/25
Park CIP
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 420000-Conect Fees 13,687 121,555 15,000 107,216 105,000 15,000 Sub-Total 72-Connection/Impact Fe $13,687 $121,555 $15,000 $107,216 $105,000 $15,000 460002-Interest 5691 Saving - 245 - - - -
460015-Interest CA Class - 203 - - - -
460020-Interest LAIF - 351 - - - -
460021-Interest Investments 714 2,766 - - - -
469900-Allocated Interest 342 569 544 (911) 1,000 544
Sub-Total 76-Investment Earnings $1,056 $4,134 $544 ($911) $1,000 $544 Total Revenues $14,743 $125,689 $15,544 $106,305 $106,000 $15,544 Total Park CIP Net Surplus/(Deficit) $14,743 $125,689 $15,544 $106,305 $106,000 $15,544

PARKS CONNECTION FEES

2024/25 SHAFTER OPERATING BUDGET 191
Asset Replacement
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 460002-Interest 5691 Saving - 5,906 - - - -
460015-Interest CA Class - 4,899 - - - -
460020-Interest LAIF - 8,471 - - - -
460021-Interest Investments 51,390 66,721 - - - -
469900-Allocated Interest 18,196 3,769 50,000 (21,965) 68,000 50,000 Sub-Total 76-Investment Earnings $69,586 $89,766 $50,000 ($21,965) $68,000 $50,000 417000-Asset Replace - - 111,180 - 60,000 111,180
417001-Asset Replace - Police - - 173,400 - 128,000 173,400 417002-Asset Replace - IT - - 51,000 - 38,000 51,000
Sub-Total 80-Operations -Internal $0 $0 $335,580 $0 $226,000 $335,580 Total Revenues $69,586 $89,766 $385,580 ($21,965) $294,000 $385,580 Total Asset Replacement Net Surplus/(Deficit) $69,586 $89,766 $385,580 ($21,965) $294,000 $385,580

ASSET REPLACEMENTS

192 SHAFTER OPERATING BUDGET 2024/25
Traffic Mitigation
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 420100-Impact Fees 1,727,709 2,423,291 2,100,000 1,239,786 2,350,000 2,100,000 Sub-Total 72-Connection/Impact Fe $1,727,709 $2,423,291 $2,100,000 $1,239,786 $2,350,000 $2,100,000 460002-Interest 5691 Saving - 15,540 - - - -
460015-Interest CA Class - 12,891 - - - -
460020-Interest LAIF - 22,288 - - - -
460021-Interest Investments - 175,559 - - - -
469900-Allocated Interest 54,144 (54,144) 130,000 - 145,000 130,000 Sub-Total 76-Investment Earnings $190,058 $172,134 $130,000 $0 $145,000 $130,000 Total Revenues $1,917,767 $2,595,425 $2,230,000 $1,239,786 $2,495,000 $2,230,000 580100-Capital Prj.- Infrastructure 5,300 5,731 28,500 22,789 28,500 1,474,336 Sub-Total 93-Capital Projects $5,300 $5,731 $28,500 $22,789 $28,500 $1,474,336 Total Expenses $5,300 $5,731 $28,500 $22,789 $28,500 $1,474,336 590100-Trans Out - Gen Fund 2,831,241 - - - - -
Sub-Total 94-Transfers-Out $2,831,241 $0 $0 $0 $0 $0
Total Expenses $2,831,241 $0 $0 $0 $0 $0
Total Traffic Mitigation Net Surplus/(Deficit) ($918,774) $2,589,694 $2,201,500 $1,216,997 $2,466,500 $755,664

TRAFFIC MITIGATION

2024/25 SHAFTER OPERATING BUDGET 193
Median Mitigation
Actual Actual Budget 11Mo Actual Projection Budget
Account 2021/22 2022/23 2023/24 2023/24 2023/24 2024/25 460002-Interest 5691 Saving - 136 - - - -
460015-Interest CA Class - 113 - - - -
460020-Interest LAIF - 195 - - - -
460021-Interest Investments 1,186 1,540 - - - -
469900-Allocated Interest 420 87 1,600 (507) 2,000 1,600 Sub-Total 76-Investment Earnings $1,606 $2,071 $1,600 ($507) $2,000 $1,600 Total Revenues $1,606 $2,071 $1,600 ($507) $2,000 $1,600 Total Median Mitigation Net Surplus/(Deficit) $1,606 $2,071 $1,600 ($507) $2,000 $1,600

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CAPITAL

IMPROVEMENT

PROGRAM (CIP)

CIP Introduction

OFFICE OF THE CITY MANAGER
Introduction
Staff is pleased to present the Five-Year Capital Improvement Program (CIP) of the City of Shafter, updated for FY 2024-2025. This CIP book was prepared by the Public Works Department, Finance Department, and City Manager office in conjunction with multiple other departments.

Background
The CIP is a strategic planning tool that focuses on needs and funding for City infrastructure and assets, summarized in one document and used in the annual operating budget preparation and update process. As a planning tool, the CIP document outlines the process and activities required to improve and maintain the City roadways, parks, facilities, and other infrastructure.

The preservation, maintenance, and improvement of capital infrastructure are essential functions. The City cannot plan for the future or sustain its current operation without sustainable infrastructure. The condition of its streets, sidewalks, water, sewer, storm drains, recreation facilities, parks, and other public facilities reflects how well our community is doing and its ability to sustain economic growth. The quality of life, health, safety, and financial well-being are all tied to the cornerstone of its infrastructure.

Generally, CIP improvements are major expenditures that result in maintaining and expanding City assets planned over a multi-year life span, which allows the City Council to forecast better and anticipate upcoming infrastructure needs and improvements. This particular CIP reflects and identifies the most critical infrastructure priorities over the next five years.

Detail and Content of CIP
The capital improvements presented in this document cover the most significant and critical projects, which generally exceed $10,000 in cost and have long‐term life spans. The elements of these projects include cost for funding studies, design, land acquisition, bidding, construction, and ongoing operational and maintenance upon project completion. Also included are the funding sources secured or planned to complete the projects. There are various funding sources for CIP projects, some steady and predictable, while others depend on grants, partnerships, loans, and other resources.

CIP Project Priorities
The upcoming projects identified in this CIP update are those in critical need to keep pace with rapid City growth and meet regulatory mandates. They are also in place to meet needs prioritized by the Council and the public to improve and expand services. Such funding priorities include:

Water supplies and quality
Supporting public safety
Improving traffic circulation and safety for motorists and pedestrians Sanitary sewer collection and treatment systems
Emergency response facilities
Information technology
Recreational facilities
Milestones planned for the first year of this CIP update (Fiscal Year 2024-2025) include:

Construction Completion
A new community park and pedestrian street improvements to serve the North Shafter communities.

Equipment upgrades and enhancements at an existing community skatepark Lighting at the Veteran Park soccer fields
A new City groundwater well to serve the Wonderful Industrial Park 196 SHAFTER OPERATING BUDGET 2024/25

Recreational and transit improvements at Stringham Park Restoration of the pools as the Shafter Aquatics Center Design Completion
Gossamer Grove Polic Sub-Station
New building at the Shafter Aquatics Center
CIP Challenges
Some of the challenges the City is facing in its attempt to fund and implement the CIP are as follows:

Aging Infrastructure: The City has roads, storm drains, utilities, and buildings with limited service lives.

Competing Costs: The growth of the City has required increases in City services, especially in the area of public safety and expansion of public infrastructure. These costs compete with each other for dollars in City budgets.

Deferred Maintenance and Replacement: Past budgets have yet to keep pace with the required maintenance and replacement of the City's physical assets. Repairs and replacement of buildings, vehicles, and equipment are being addressed on a reactive basis as problems arise.

Unassessed Capital Deficiencies: An inventory of the condition of the City's physical assets is needed to identify all capital needs. Many of these assets have surpassed their useful lives but are still in service.

The inventory identifies the asset's physical condition, maintenance needs, or replacement of the asset.

Lack of Dedicated Funding: Capital improvements are funded using cash, borrowing, or grants. Plans and strategies for financing capital projects are needed and past due. Future budgets must address the need for capital and maintenance funds to preserve the City's assets and extend their useful service lives.

Among the efforts currently underway to better detail the City's funding commitments and strategies are:

Utility rate studies.

Development impact fee studies.

A General Plan update.

The deployment of asset management technologies.

Conclusion
Developing the CIP for Fiscal Years 2024-2025 through 2025-26 was a total team effort of City staff.

Implementing the CIP will continue to set Shafter on a better path to meeting its infrastructure goals and challenges. As a result, public services and safety will be enhanced to benefit all residents and businesses. 2024/25 SHAFTER OPERATING BUDGET 197

Capital Improvements: One-year Plan
Total Capital Requested
44,215,320
46 Capital Improvement Projects
Total Funding Requested by Department
TOTAL $44,215,320.00
Expenditures (100%) $44,215,320.00
Total Funding Requested by
ource
TOTAL $44,103,746.00
ARPA -0200 (3%) $1,348,387.00
Fed Grant -0200 (11%) $4,900,000.00
Fiber -5004 (1%) $350,114.00
Gas Tax -0203 (1%) $450,000.00
General Fund -0100 (16%) $6,924,613.00
Roads & Maint. SB1 -0207 (1%) $500,000.00
State Grant -0308 (42%) $18,339,796.00
TDA -0204 (2%) $934,000.00
Traffic Mitigation -0305 (3%) $1,474,336.00
Wastewater Connection -030 (2%) $862,500.00
Water Grant -5002 (9%) $4,100,000.00
Water Rate -5002 (3%) $1,390,000.00
WW Rate -5000 (6%) $2,530,000.00
198 SHAFTER OPERATING BUDGET 2024/25

Expenditures Requests
Itemized Requests for 2025
2024 RMRA- Road Improvement Project (Zerker Rd.) $500,000 Road Maintenance and Rehabilitation Account- Funding to resurface and reconstruct roadway. ** This project occurs annualy**
2025 Residential Road Reconstruction $200,000
Pavement overlays and reconstructions, plus pedestrian walkway upgrades, for existing residential streets based on the City's pavement management system classifications and public feedback. 2025 RMRA- Road Improvement Project $300,000
Road Maintenance and Rehabilitation Account- Funding to resurface and reconstruct roadway. ** This project occurs annualy**
ADA Imp. - Streets & Sidewalks $300,000
Design and construction of ADA-based upgrades to public streets owned and operated by the City.

ADA p
rades at Public Facilities $300,000
Design and construction of ADA-based upgrades to public facilities owned and operated by the City.

Alley Improvements $300,000
Pavement resurfacing and drainage improvements for existing public alleys.

City Corporation Yard Improvements $50,000
Design and construction of projects to improve and expand the use of the City Corporation Yard.

City Hall Paintin
$200,000
Painting and Plaster work at the Shafter City Hall
Citywide <roadband Fiber I.pansion $9,280,50:

The City intends to prepare for a public-private partnership (P3) by the end of 2024.  To do so, detailed planning documents are necessary to attract an Internet Service Provider (ISP) and will aid staff and our ISP partner in better...

Curbs, Gutters, & Sidewalks $35,000
Replacement of existing curbs, gutters, and sidewalks.

Door Replacement Project (City Hall and Vets Hall) $;;,000 Replace door to complete with new ADA requirements and provide handicap accessible doors.

General Water Main Replacement $325,000
Replacing and updating water mains, fire hydrants, valves, and water appurtenances that are not operable or reaching their expected service lives.

Hwy 43 Roundabout Project @Santa Fe $3,444,338
Preliminary engineering studies, design, right-of-way acquisition, and construction for a roundabout project located at the intersection of Highway 43 and Santa Fe Way.

JPA Shared Improvements $325,000
The City of Shafter's shared portion of trunkline repairs and maintenance to existing infrastructure as stipulated in Joint Power's Agreement (JPA).
2024/25 SHAFTER OPERATING BUDGET 199

Lift Station Improvements $300,000
Routine maintenance projects and repairs for existing sewer lift stations, including submersible motors, control systems, wet wells, and force mains.

Major Well or Casing Repairs $370,000
Repairs to existing groundwater well pumps, motors, and casings.

Manhole Coating $327,000
Routine and repair coating of the interiors of existing sewer manholes.

North Shafter Community Park $4,;00,000
Design and construct a five-acre community park site within the North Shafter community.

North Shafter Street Improvements $3,207,000
Two separate States grants have been awarded to complete: 1. A sustainable transportation plan for the local streets within the North Shafter and North Park communities that recommends and prioritizes street improvements, including...

Pavement Sealing $400,000
Consists of sand, slurry, or chip sealing for existing roadways as preventative measure to reduce cracks and potholes.

PE Shooting Range Classroom Repairs $70,000
Improvements to the Shooting range classroom including:  new roof, painting, drywall repairs, electrical repairs, lighting.

Police Sustation at 9th Std> Rd> $:,880,;98
Design and Construction of a new Police Substation at 7th Std. Rd.

Residential Road Reconstruction (2024 Project) $24;,000 Pavement overlays and reconstructions, plus pedestrian walkway upgrades, for existing residential streets based on the City’s pavement management system classifications and public feedback.

Rodrigue0 Park Improvements $300,000
Federal Community Development Block Grant (CDBG) funding to improve off-site drainage and add lighting to an existing multi-purpose field.

Santa Fe Way Improvements $2,000,000
Through the use of two federal funding sources, the following improvements at Santa Fe Way will be constructed between Seventh Standard Road and Los Angeles Avenue: Paved shoulders will be added in both directions.  Project funding is...

SCE Projects $70,000
Supervisory Control and Data Acquisition (SCADA) system installation and updates.

Se-er Flo-meter Project $300,000
Installation of new flowmeter for the East Shafter Service Area Shafter 'uatic Center <uilding Construction $2,;70,000 Federal ARPA funds will be used to facilitate the replacement of the main building, including demolishing the current building and installing new exterior lighting and security upgrades. A partial facility restoration, with temporary lockers and...

Shafter Learning Center Rennovation $:4,000
Construction of two office spaces to relocated Shafter Learning Center Staff 200 SHAFTER OPERATING BUDGET 2024/25

Southeast Shafter Sewer Improvements $250,000
The project consists of designing and constructing irrigation and landscape improvements at 7th Standard Road fronting the Target warehouse and distribution center, located at the Wonderful Industrial Park.  The funding sources for these...

Street Stripin
- Peestrian K Bike ess $3,050,000
Routine pavement striping for pedestrian and bike access on existing City streets.  A one-time AB 617 funding allocation of $1,000,000 is anticipated for bike lane improvements in the Core City.

Street Stripin
oawa/s - nnual Maintenane $395,000
Routine paint striping of existing pavement lanes and legends.

Veterans Park Site Improvements (Basketball Court) $300,000 ARPA funds to design and construct one (1) new basketball court Veterans Park Soer iel i
htin
$200,000
ARPA funds to design and construct one (1) new lighting system for the soccer fields at Veterans Park.

Water Meter - New Installations $500,000
New water meter installations for service areas that have no water meters.

Water Meter etro1ts $500,000
Replacement and updating of water service meter assemblies.

Water ank 8 - WIP $2,500,000
Proposed water storage tank for the Wonderful Industrial Park.

Water ank 9 - NPNS $5,000,000
New water storage tank located near the proposed North Park/ North Shafter location.

Water ank Improvements $330,000
Routine improvements and repairs to existing water tank storage and booster pumping facilities.

Well 22 Eevelopment $3,000,000
Preliminary engineering studies, design, right-of-way acquisition, and construction to develop a new City groundwater well in North Shafter.

Well 25 Eevelopment $300,000
Preliminary engineering studies, design, right-of-way acquisition, and construction to develop a replacement water well for Well 11.

Well Maintenane Pro ets $350,000
Routine and proactive maintenance at City well casings, pumps, motors, and control systems.

Wien 9th St>>- Santa e to 65 $550,000
Preliminary engineering and environmental studies to extend Seventh Standard Road widening between Santa Fe Way and Highway 43.

WWP I.pansion Pro et $3,6:9,500
10 MGD plant expansion to an existing regional waste water treatment facility owned and operated by North of the River Sanitation District and the City of Shafter.
2024/25 SHAFTER OPERATING BUDGET 201

WWTP Plant Maintenance Proj. $300,000
The City share of costs for upgrades and maintenance projects at the wastewater treatment plant (WWTP), jointly owned by the City and North of River Sanitary District (NORSD) per a Joint Powers Agreement (JPA).

WWTP PreDTreat#ent Pro
ra#) $300,000
The City share of costs for conducting pre-treatment programs for industrial sewer customers. The pre-treatment programs are led and managed by North of River Sanitary District (NORSD), the contracted operator and co-owner of the wastewater...

Total: $44,215,320
202 SHAFTER OPERATING BUDGET 2024/25

Capital Improvements: 5-Year Plan
Total Capital Requested
125,859,811
67 Capital Improvement Projects
Total Funding Requested by Department
Expenditures
2024
202
202
202
202
202
$14,320,491.29
$44,21&,320.00
$13,942,000.00
$1&,1'2,000.00
$21,'&&,000.00
$1',&'&,000.00
$0 $12 $24 $3'
2024/25 SHAFTER OPERATING BUDGET 203

Total Funding Requested by Source
ARPA -0200 Fed Grant -0200
Fier -5004 Gas Tax -0203
General F
nd -0100 Roads & Maint. SB1 -0207
State Grant -0308 TDA -0204
Trac Mitigation -0305 Wastewater Connection -030
Water Connection -0303 Water Grant -5002
Water Rate -5002 WW Rate -5000
2024
202
202
202
202
202
$14,432,064.74
$44,103,746.00
$13,*42,000.00
$15,162,000.00
$21,655,000.00
$16,565,000.00
$0 $12M $24M $36M
Capital Costs Breakdown
Capital Costs Operational Costs
2024
202
202
202
202
202
$14,422,4*1.2*
$44,472,320.00
$14,484,000.00
$15,6*4,000.00
$22,112,000.00
$17,122,000.00
$0 $12M $24M $36M
204 SHAFTER OPERATING BUDGET 2024/25

25-29 CIP Funding Source
Million USD
$8.34
$15.23
$2.93
$5.61
$2.50
$31.86
$0.25
$1.58
$20.26
$21.43
$15.55
$0.35
$- $5.00 $10.00 $15.00 $20.00 $25.00 $30.00 $35.00
0100-General Fund/ 6.6%
0200-Federal Grant/ 12.1%
0203-Gas Tax/ 2.3%
0204-TDA/ 4.5%
0207-SB1 Roads & Maint/ 2.0%
0301-Wastewater Connection Fees/ 25.3%
0303-Water Connection Fees/ .2%
0305-Traffic Mithigation/ 1.3%
0308-State Grants/ 16.1%
5000-Wastewater Fund/ 17.0%
5002-Water Fund/ 12.4%
5004-Telecommunications/ .3%
2024/25 SHAFTER OPERATING BUDGET 205

Expenditures Requests
Itemized Requests for 2024-2030
2024 RMRA- Road Improvement Project (Zerker Rd.) $750,000 Road Maintenance and Rehabilitation Account- Funding to resurface and reconstruct roadway. ** This project occurs annualy**
2025 Residential Road Reconstruction $500,000
Pavement overlays and reconstructions, plus pedestrian walkway upgrades, for existing residential streets based on the City's pavement management system classifications and public feedback. 2025 RMRA- Road Improvement Project $800,000
Road Maintenance and Rehabilitation Account- Funding to resurface and reconstruct roadway. ** This project occurs annualy**
2028 Residential Road Reconstruction $500,000
Pavement overlays and reconstructions, plus pedestrian walkway upgrades, for existing residential streets based on the City's pavement management system classifications and public feedback. 2028 RMRA- Road Improvement Project $800,000
Road Maintenance and Rehabilitation Account- Funding to resurface and reconstruct roadway. ** This project occurs annualy**
2027 Residential Road Reconstruction $500,000
Pavement overlays and reconstructions, plus pedestrian walkway upgrades, for existing residential streets based on the City's pavement management system classifications and public feedback. 2027 RMRA- Road Improvement Project $800,000
Road Maintenance and Rehabilitation Account- Funding to resurface and reconstruct roadway. ** This project occurs annualy**
202: Residential Road Reconstruction $500,000
Pavement overlays and reconstructions, plus pedestrian walkway upgrades, for existing residential streets based on the City's pavement management system classifications and public feedback. 202: RMRA- Road Improvement Project $800,000
Road Maintenance and Rehabilitation Account- Funding to resurface and reconstruct roadway. ** This project occurs annualy**
202; Residential Road Reconstruction $500,000
Pavement overlays and reconstructions, plus pedestrian walkway upgrades, for existing residential streets based on the City's pavement management system classifications and public feedback. 7th Standard Rd#2 LN Reconstruction $783,:53
Reconstruct the #2 Lane of 7th Standard From the Friant Kern Canal to Zachary Avenue, within the exiting City of Shafter Right of Way.  Work will include grinding and replacing up to .5' of the existing pavement secdtion and striping the...

ADA Imp. - Streets & Sidewalks $500,000
Design and construction of ADA-based upgrades to public streets owned and operated by the City.

ADA p
rades at Pulic acilities $525,553
Design and construction of ADA-based upgrades to public facilities owned and operated by the City. 206 SHAFTER OPERATING BUDGET 2024/25

Alley Improvements $500,000
Pavement resurfacing and drainage improvements for existing public alleys.

A'uatics Center Restoration (Pool) $3,039,543
State Clean California funds will be used to restore the use of the pools, highlighted by resurfacing the pools, replacing the pool deck, and modernizing the water circulation pumping and heating system.

City Corporation Yard Improvements $490,000
Design and construction of projects to improve and expand the use of the City Corporation Yard.

City Hall Painting $400,000
Painting and Plaster work at the Shafter City Hall
Citywide Broadband Fiber I.pansion $9,480,50:

The City intends to prepare for a public-private partnership (P3) by the end of 2024.  To do so, detailed planning documents are necessary to attract an Internet Service Provider (ISP) and will aid staff and our ISP partner in better...

Community S!atepar! Improvements $908,458
Design and install equipment upgrades plus add new amenities, including lighting, shade structures, and landscaping, to the City-owned skatepark located at 460 East Euclid Avenue.

Curbs, Gutters, K Sidewal!s $440,000
Replacement of existing curbs, gutters, and sidewalks.

Door Replacement Project (City Hall and Vets Hall) $400,000 Replace door to complete with new ADA requirements and provide handicap accessible doors.

General Water Main Replacement $831,500
Replacing and updating water mains, fire hydrants, valves, and water appurtenances that are not operable or reaching their expected service lives.

Hwy 43 Roundabout Project @Santa Fe $1,5::,894
Preliminary engineering studies, design, right-of-way acquisition, and construction for a roundabout project located at the intersection of Highway 43 and Santa Fe Way.

James Street Streetlight Project $450,000
Clean California grant funds will be used to install decorative street lighting at James Street between Lerdo Highway and Shafter Avenue.

JPA Shared Improvements $1,195,000
The City of Shafter's shared portion of trunkline repairs and maintenance to existing infrastructure as stipulated in Joint Power's Agreement (JPA).

Lerdo Hwy Reconstruction Proj. SB1 $53,89;
Reconstruct Lerdo Highway road section from Valley Street to Shafter Ave. Remove and replace all sidewalks, drive approaches, and curb and gutters within the project limits to conform to ADA standards where it is possible.

Li
t Station Improvements $1,550,000
Routine maintenance projects and repairs for existing sewer lift stations, including submersible motors, control systems, wet wells, and force mains.

Major Well or Casing Repairs $950,000
Repairs to existing groundwater well pumps, motors, and casings. 2024/25 SHAFTER OPERATING BUDGET 207

Manhole Coating $1,725,000
Routine and repair coating of the interiors of existing sewer manholes.

Mannel Park Irrigation Improvements $500,000
Federal ARPA funds will fund the installation of a new irrigation system for improved water-use efficiency.

North Shafter Community Park $4,;84,000
Design and construct a five-acre community park site within the North Shafter community.

North Shafter Street Improvements $1,205,000
Two separate States grants have been awarded to complete: 1. A sustainable transportation plan for the local streets within the North Shafter and North Park communities that recommends and prioritizes street improvements, including...

Pavement Sealing $1,800,000
Consists of sand, slurry, or chip sealing for existing roadways as preventative measure to reduce cracks and potholes.

PE Shooting Range Classroom Repairs $77,12;
Improvements to the Shooting range classroom including:  new roof, painting, drywall repairs, electrical repairs, lighting.

Police Sustation at 7th Std> Rd> $:,;:7,428
Design and Construction of a new Police Substation at 7th Std. Rd.

Residential Road Reconstruction (2024 Project) $500,000 Pavement overlays and reconstructions, plus pedestrian walkway upgrades, for existing residential streets based on the City’s pavement management system classifications and public feedback.

Rodrigue0 Park Improvements $:00,000
Federal Community Development Block Grant (CDBG) funding to improve off-site drainage and add lighting to an existing multi-purpose field.

RSP D erdo igh-ay Reconstruction D alley St> to S> Schnaidt St> $:4:,000 Reconstruct pavement, curb, gutter and sidewalks.

RSP D erker Rd> D 500F South of Ne- apittel Rd> to MC Roo1ng $751,000 Reconstruct pavement, curb, gutter and sidewalks.

Santa Fe Way Improvements $5,500,000
Through the use of two federal funding sources, the following improvements at Santa Fe Way will be constructed between Seventh Standard Road and Los Angeles Avenue: Paved shoulders will be added in both directions.  Project funding is...

SCE Project $50,000
Supervisory Control and Data Acquisition (SCADA) Project for sewer lift station monitoring and controls.

SCE Projects $2;:,::5
Supervisory Control and Data Acquisition (SCADA) system installation and updates.

Se-er Flo-meter Project $800,000
Installation of new flowmeter for the East Shafter Service Area 208 SHAFTER OPERATING BUDGET 2024/25

Shafter Aquatic Center Building Construction $3,000,000 Federal ARPA funds will be used to facilitate the replacement of the main building, including demolishing the current building and installing new exterior lighting and security upgrades. A partial facility restoration, with temporary lockers and...

Shafter earning Center ennovation $400,000
Construction of two office spaces to relocated Shafter Learning Center Staff Southeast Shafter Sewer Improvements $490,407
The project consists of designing and constructing irrigation and landscape improvements at 7th Standard Road fronting the Target warehouse and distribution center, located at the Wonderful Industrial Park.  The funding sources for these...

Street Striping - Pedestrian K Bike Access $3,60;,373
Routine pavement striping for pedestrian and bike access on existing City streets.  A one-time AB 617 funding allocation of $1,000,000 is anticipated for bike lane improvements in the Core City.

Street Striping oadwa/s - Annual Maintenance $3,000,000 Routine paint striping of existing pavement lanes and legends.

Stringham Park Ammenities Pro ect $3,070,000
State Clean California and other grant sources funds to construct a transit-focused parking lot and new site amenities, including playgrounds and one shade structure.

Veterans Park Site Improvements (Basketball Court) $364,:03 ARPA funds to design and construct one (1) new basketball court Veterans Park Soccer ield ighting $600,000
ARPA funds to design and construct one (1) new lighting system for the soccer fields at Veterans Park.

Water Meter - New Installations $3,970,000
New water meter installations for service areas that have no water meters.

Water Meter etro1ts $;3;,:;6
Replacement and updating of water service meter assemblies.

Water ank 8 - WIP $4,970,000
Proposed water storage tank for the Wonderful Industrial Park.

Water ank 9 - NPNS $3,470,000
New water storage tank located near the proposed North Park/ North Shafter location.

Water ank Improvements $797,000
Routine improvements and repairs to existing water tank storage and booster pumping facilities.

Well 43 Eevelopment $470,000
Preliminary engineering studies, design, right-of-way acquisition, and construction to develop a new City groundwater well at the Wonderful Industrial Park (WIP).

Well 44 Eevelopment $3,900,000
Preliminary engineering studies, design, right-of-way acquisition, and construction to develop a new City groundwater well in North Shafter.
2024/25 SHAFTER OPERATING BUDGET 209

Well 23 Development $3,800,000
Preliminary engineering studies, design, right-of-way acquisition, and construction to develop a replacement water well for Well 11.

Well
ntenne
(o et) $828,36;
Routine and proactive maintenance at City well casings, pumps, motors, and control systems.

Wen 9t
t>>D nt e to 63 $83;,;30
Preliminary engineering and environmental studies to extend Seventh Standard Road widening between Santa Fe Way and Highway 43.

WW
I.pn)on
(o et $68,689,700
10 MGD plant expansion to an existing regional waste water treatment facility owned and operated by North of the River Sanitation District and the City of Shafter.

WW

lnt
ntenne
(o > $;00,000
The City share of costs for upgrades and maintenance projects at the wastewater treatment plant (WWTP), jointly owned by the City and North of River Sanitary District (NORSD) per a Joint Powers Agreement (JPA).

WW

(eD(etment
(o
(m) $700,000
The City share of costs for conducting pre-treatment programs for industrial sewer customers. The pre-treatment programs are led and managed by North of River Sanitary District (NORSD), the contracted operator and co-owner of the wastewater...

Total: $125,859,811
210 SHAFTER OPERATING BUDGET 2024/25

APPENDIX
Budget & Fiscal Policies
Compensation Philosophy
Appropriations Resolution
Budget Adoption Resolution
Employee Benefits
Glossary of Terms

212 SHAFTER OPERATING BUDGET 2024/25

BUDGET AND FISCAL POLICIES

BUDGET PURPOSE AND ORGANIZATION
A. Balanced Budget. The City will maintain a balanced budget. This means that:

1. Operating revenues must fully cover operating expenditures, including debt service and revenue sharing pass-throughs.

2. Ending fund balance/working capital must meet minimum policy levels or other target levels established by the Council for the fiscal year.

Under this policy, it is allowable for total expenditures to exceed revenues in a given year; however, in this situation, beginning fund balance should only be used to fund capital improvement plan projects or other “one-time,” non-recurring expenditures. (See Minimum Fund Balance and Reserves policy below for other circumstances when it would be appropriate to use beginning fund balance.)
B. Budget Objectives. Through its Budget, the City will link resources with goals and results by:

1. Identifying community needs for essential services.

2. Organizing the programs required to provide these essential services.

3. Describing programs and activities performed in delivering services.

4. Proposing objectives for improving the delivery of program services.

5. Identifying and appropriating the resources required to perform program activities and accomplish program objectives.

C. Measurable Objectives. The Budget will establish measurable program objectives and allow reasonable time to accomplish those objectives.

D. Goal Status Reports. The status of major program objectives will be formally reported to the Council on an ongoing, periodic basis.

E. Mid-Year Budget Reviews. The Council will formally review the City’s fiscal condition, and amend appropriations if necessary, six months after the beginning of each fiscal year.

Status: In Compliance. These practices are in place. However, linking resources to outcomes and measuring performance will always be a work in progress, with ongoing improvements.

REVENUE MANAGEMENT
A. Current Revenues for Current Uses; One-Time Revenues for One-Time Purposes. The City will make all current expenditures with current revenues, avoiding procedures that balance current budgets by postponing needed expenditures, accruing future revenues or rolling over short-term debt. The City will avoid using one-time revenues to fund ongoing program costs.

B. Revenue Distribution. The Council recognizes that generally accepted accounting principles for state and local governments discourage the “earmarking” of General Fund

BUDGET & FISCAL POLICIES

2024/25 SHAFTER OPERATING BUDGET 213

BUDGET AND FISCAL POLICIES
revenues, and accordingly, the practice of designating General Fund revenues for specific programs should be minimized in the City's management of its fiscal affairs. In those cases where it does occur, the basis and methodology for earmarking should be clearly articulated in the City’s Budget and Fiscal Policies.

Status: In Compliance. These practices are in place. The Council has adopted a budget process and document for 2021-22 that meets these policy objectives.

MINIMUM FUND BALANCE AND RESERVES
Section 1: Policy
A. Policy Overview. This policy accomplishes two main goals. First, it sets forth specific levels of minimum unassigned fund balance to be maintained for the City's General Fund and a minimum level of available working capital for the City's Water, Wastewater and Refuse enterprise funds. Secondly, this policy establishes a framework and process for the City to follow if these reserve levels falls below the established minimum.

This policy provides guidelines for fiscal sustainability through maintaining adequate operational liquidity and should be used in the preparation of the City's Annual Operating Budget, Capital Improvement Plan and general financial management of the City. It does recognize the need for exceptions in extraordinary conditions and unforeseeable events while maintaining a goal and path to regain fiscal sustainability when necessary.

This Policy should be submitted periodically for peer review, if available, to confirm compliance with best practices and industry standards, including those issued by the Governmental Finance Officers Association of the United States and Canada (GFOA) in setting reserve levels that adequately address risks such as:

1. Economic uncertainties, local disasters, public heath crises and other financial hardships or downturns in the local or national economy.

2. Contingencies for unseen operating or capital needs.

3. Unfunded liabilities such as self-insurance, pensions and retiree health obligations.

4. Institutional changes, such as State budget takeaways and unfunded mandates.

5. Cash flow requirements.

While an independent review does not serve as a substitute for adoption by the Council, it does demonstrate staff's due diligence in the preparation and updating of the policy.

B. Objectives. The purpose of this policy is to assist the City in the pursuit of the following equally important objectives:

1. Maintain long-term fiscal sustainability of the General, Water, Wastewater and Refuse Funds.

2. Meet the short-term liquidity needs of the General, Water, Wastewater and Refuse Funds.

3. Cultivate a fiscally responsible internal control environment.

4. Help achieve the highest possible credit ratings and lowest possible financing costs when borrowing funds.

214 SHAFTER OPERATING BUDGET 2024/25

BUDGET AND FISCAL POLICIES
C. Budget Integration and Financial Management. The City's Annual Operating Budget and Capital Improvement Plan should be developed to comply and implement the various aspects of this policy. This includes but is not limited to both the budgeted use of excess unassigned fund balance or available working capital and the rebuilding of the same as needed to maintain compliance with the minimum reserve levels established herein. As a part of the budget process the City should conduct a sustainability analysis of the General Fund, which compares actual and budgeted recurring revenue sources with recurring expenditures. This tool can help identify a fiscal imbalance before it erodes the General Fund unassigned fund balance.

Any areas of shortfall or otherwise non-compliance with the minimum reserve levels contained within this policy should be disclosed in the City’s Annual Operating Budget document and Comprehensive Annual Financial Report, including a response from management on what actions are being taken to bring the City back into compliance with the policy.

D. Annual Policy Review. Recognizing the liquidity needs of the City will change over time due to items such as the volatility of expenditures; exposure to significant one-time outlays; potential impact on the City's bond rating and cost of borrowed funds; other fiscal commitments and assignments; and the availability of other funds. Accordingly, this policy will be reviewed in conjunction with the City's budget process. Any changes to the policy shall be brought to the Council for consideration and approval.

Section 2: Minimum Balances
The following amounts are hereby established as the minimum unassigned fund balance for the City's General Fund and minimum available working capital for the City's major utility enterprise funds.

A. General Fund. At the end of each fiscal year, the General Fund should have a minimum unassigned fund balance of at least 50% of annual operating expenditures. This is determined based on operating, debt service and revenue sharing pass-through expenditures, less any significant one-time operating costs. This represents 180 days of General Fund operating cash flow and is conservatively based on the risk assessment methodology for setting reserve levels developed by the GFOA.

B. Water, Wastewater and Refuse Funds. The City operates three major utility enterprise funds: water, wastewater and refuse, which provide essential public services that are paid for by users of these services. Maintaining adequate liquidity in these funds is an essential factor in the City's ability to provide these services without interruption. Accordingly, at the end of each fiscal year the City should have a minimum available working capital balance (current assets less current liabilities, minus amounts designated for funding capital projects) in each of these enterprise funds at equal or more than 25% annual operating expenditures for that fund. This is determined based on operating, debt service and revenue sharing pass-through expenditures, less any significant one-time operating costs.

This minimum available working capital balance should be factored into all future user rate studies used to establish utility user rates for these three funds.

C. Taking Reserves Below Minimum Policy Levels. There are circumstances where intentionally taking reserves below the established policy levels would be appropriate in

2024/25 SHAFTER OPERATING BUDGET 215

BUDGET AND FISCAL POLICIES
responding to the risks that reserves are intended to mitigate and are not considered a violation of this policy. These include one-time uses such as:

1. Making investments in human resources, technology, economic development, productivity improvements and other strategies that will reduce future costs or increase future revenue sources.

2. Reducing ongoing expenditures through the partial or full refinancing of liabilities.

3. Closing short-term revenue/expenditure gaps.

4. Responding to unexpected expenditure requirements or revenue shortfalls.

5. Meeting one-time cash flow needs as well as normal cash flow needs during the year.

6. Where a forecast shows an ongoing structural gap, providing a strategic bridge to the future.

Any intentional use of reserves that reduces reserve levels below the minimum policy levels shall be specifically approved by the Council.

Section 3: Correcting Balances Below the Minimum Balance Whenever funds with established minimum balances per this policy fall below these minimal levels, the City will strive to restore these balances to the minimum level within a three-year period. Some actions that may be considered to rectify this situation include the following:

A. General Fund

1. Strategically reducing general fund operating budgets.

2. Updating and improving the City's economic development strategy.

3. Assessing workload and staffing levels to ensure appropriate staffing of General Fund operations, redeploy staffing if necessary.

4. Conduct a revenue study to update General Fund revenue sources that may have fallen behind.

5. Conduct an analysis of the General Fund cost allocation to plan to ensure other City funds are paying the appropriate fees for the General Fund services they receive.

6. Identify special revenues or other funds that can help support the General Fund.

B. Water, Wastewater and Refuse Funds

1. Strategically reduce operations budgets.

2. Initiate a user rate analysis and implement rate changes as needed.

3. Analyze existing debt and possible refinancing options to reduce existing debt service costs.

216 SHAFTER OPERATING BUDGET 2024/25

CITY STAFF AND OFFICIALS

4. Defer non-essential capital improvement projects until adequate funding can be secured through rate increases, grants or debt issuance.

Section 4: Use of Balances Exceeding the Minimum Balance At times, the City may find itself with unassigned General Fund balances and/or available working capital in the Water, Wastewater and Refuse funds that exceed the minimums established by this policy. This policy does not require or recommend that those additional reserve funds be spent down but it does establish the following guidelines regarding the potential use of those funds.

A. Excess reserve funds are not to be used for new or existing recurring expenses except on a short-term basis.

B. Investment of these funds on a longer-term basis, in compliance with the City's Investment Policy, should be considered to provide an ongoing source of recurring investment income for the City
C. Assignment or use of these funds should be considered for early partial or full retirement of existing debt or other City liabilities.

D. A review of the one-time capital improvements needed within the City should be considered to identify and prioritize potential capital projects. Once potential projects have been identified, assignment or use of these funds should be considered for these one-time capital improvement projects.

E. New (as opposed to replacement) one-time capital improvement projects considered for funding should be consistent with the long-term planning of the Council and community led Shafter Visioning project.

Status: In Compliance. The projected unassigned General Fund balance at the end of 2021-22 is 79% of operating and revenue-sharing pass-through expenditures; and working capital balances at the end of 2020-21 compared to budgeted expenditures are projected to be 68% of operating and debt service expenditures in the Water Fund and 175% in the Wastewater Fund.

While working capital is projected to be 16% of operating expenditures in the Refuse Fund, this was due to the drawdown of $300,000 for capital investment in 2020-21 and is an increase over the 8% working capital ratio in the 2020-21 budget. In accordance with Section 3 of this policy, the goal is to restore the Refuse Fund working capital balance to 25% within two more years. Additionally, within this fiscal year the next rate study is to be completed, which is to adjust rates to incorporate the working capital calculations in the new rates. This is one of the tools in the policy for use in rectifying the shortfall in meeting the policy ratio.

FINANCIAL REPORTING AND BUDGET ADMINISTRATION
A. Annual Reporting. The City will prepare annual financial statements as follows:

1. In accordance with Charter requirements, the City will contract for an annual audit by a qualified independent certified public accountant. The City will strive for an unqualified auditors’ opinion.

2. The City will use generally accepted accounting principles in preparing its annual financial statements and will strive to meet the requirements of the GFOA’s Award for Excellence in Financial Reporting program.

2024/25 SHAFTER OPERATING BUDGET 217

CITY STAFF AND OFFICIALS

3. The City will issue audited financial statements within 180 days after year-end.

B. Interim Reporting. The City will prepare and issue timely interim reports on the City’s fiscal status to the Council and staff. This includes on-line access to the City’s financial management system; monthly reports to program managers; more formal quarterly reports to the Council and Department Heads; mid-year budget reviews; and interim annual reports.

C. Budget Administration. The Council may amend or supplement the budget at any time after its adoption by majority vote of the Council members. Council approval is required for all new appropriations from fund balance. The City Manager has the authority to make administrative adjustments to the budget as long as those changes will not have a significant policy impact nor affect budgeted year-end fund balances.

Status: In Compliance. These practices are in place.

218 SHAFTER OPERATING BUDGET 2024/25

COMPENSATION PHILOSOPHY

2024/25 SHAFTER OPERATING BUDGET 219

220 SHAFTER OPERATING BUDGET 2024/25
1 City of Shafter
Compensation Philosophy
The City of Shafter (“City”) is committed to developing and maintaining organizational and community values and to delivering exceptional and innovative service to the public. A key to delivering on these commitments is a City workforce that is represented by dedicated and talented professional staff. A public service environment that is attractive to such individuals depends upon many factors, including: pride, teamwork, a competitive compensation program, and non-monetary benefits such as recognition in the workplace for accomplishments, professional development, opportunities for promotion, and a positive work environment.

A competitive employee compensation program is critical for a positive and productive workplace in which all staff consistently perform at a high standard in their work including customer service, ethics, and passion for public service. The City’s compensation philosophy strives to:
• At the most fundamental level, maintain integrity and fiscal responsibility, meaning that overall compensation structures must be sustainable.
• Provide equal pay for equal work, and not take into consideration race, ethnicity, religion, sex, gender, sexual orientation, gender identity or expression, or other factors unrelated to work performance.
• Attract and retain the highest quality talent capable of delivering the highest standards of public service.
• Value the contributions made by City employees and provide a growth and development plan for each employee to maximize his or her potential within the organization.

While the City desires to hire and retain the highest quality employees and to provide competitive, sustainable, and responsible compensation, it’s leadership and employees should consider these factors and limitations:
• Any compensation increase must be conditioned upon the City's current and long-term fiscal ability to pay for that level of total compensation without diminishing level of service to the public or increase budget deficits, all while maintaining prudent reserves. • Total compensation, including base salaries and benefits, should be used to assess the competitiveness of the City’s compensation package.
• Remain competitive with a “relevant labor market” defined by the City’s geographic region and applicable employment positions and classifications.
• Other relevant factors that can impact the City’s ability to fund compensation packages, include unforeseen economic, regulatory, or level of service changes.

Objectives to maintain a successful and responsible compensation program include the following:
• Transparency with the community, recognizing that taxpayers and ratepayers ultimately fund all employee compensation and deserve commensurate value from all those who work for the City. • Fiduciary responsibility and consistent communication of the City’s financial position and budget. • City’s commitment to open dialog, innovative approaches, and collaborative efforts with employee groups, unrepresented management employees, benefit providers, and other public agencies.

2024/25 SHAFTER OPERATING BUDGET 221
RESOLUTION NO. 2966

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SHAFTER,

CALIFORNIA, APPROVING AND ADOPTING THE ANNUAL OPERATING BUDGET AND CAPITAL IMPROVEMENT PLAN FOR FISCAL YEAR 2024-2025 AND

APPROPRIATING THE FUNDS NECESSARY TO MEET THE EXPENDITURES SET

FORTH THEREIN
WHEREAS, in accordance with Section 7.06(A) and (F) of the Charter of the City of Shafter, the City Manager has submitted to the City Council an Annual Budget and Capital Improvement Plan for Fiscal Year 2024/2025 having proposed expenditures and transfers for all City funds on or before the first working day of the last month of the current fiscal year; and WHEREAS, pursuant to section 7.06(F) of the Charter of the City of Shafter, the City Council shall set a dollar amount or percentage of funds limit under which the City Manager may transfer monies between departments, divisions, programs, and accounts within funds and departments; and
WHEREAS, the City Council of the City of Shafter has heretofore considered said budget; and

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SHAFTER

CALIFORNIA DOES HEREBY
Section 1: Find, Determine and Declare that the Budget for Fiscal Year 2024/2025 in substantially the same form as attached hereto is approved, adopted, and said funding is appropriated.

Section 2: The City Manager, or his or her designee, is authorized to transfer appropriations between departments, divisions, programs and accounts within funds and departments in any amount so long as there is no net increase in appropriations within any individual fund or the City as a whole.

PASSED, APPROVED AND ADOPTED this 18th day of June, 2024.

Chad Givens, Mayor
ATTEST:

Yazmina Pallares, City Clerk

BUDGET ADOPTION RESOLUTION

222 SHAFTER OPERATING BUDGET 2024/25

APPROPRIATIONS LIMITS RESOLUTION
RESOLUTION NO. 2967

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SHAFTER,

CALIFORNIA, SETTING FORTH AN APPROPRIATIONS LIMIT FOR FISCAL YEAR 2024/2025 CONSISTENT WITH ARTICLE XIII B OF THE CALIFORNIA CONSTITUTION AND SELECTING THE ANNUAL ADJUSTMENT FACTORS.

WHEREAS, Section 7910 of the Government Code, which became effective on January 1, 1981, requires that the governing body of each local jurisdiction establish by Resolution its Appropriations Limit for the following fiscal year pursuant to Article XIII B of the California State Constitution at a regularly scheduled or noticed special meeting; and WHEREAS, in accordance with Government Code Section 7910, the City Council must select annually the inflationary change factor for purposes of calculating the appropriations limit; and
WHEREAS, in accordance with Government Code Section 7910, the City Council must select annually the population growth factor for purposes of calculating the appropriations limit; and
WHEREAS, an appropriations limit has been calculated in accordance with applicable law; and
WHEREAS, in accordance with Government Code Section 7910, the information on the calculation of the appropriations limit has been made available to the public at least 15 days prior to the date of adoption of this resolution, and continues to be available for public inspection.

NOW, THEREFORE, BE IT RESOLVED, DETERMINED AND ORDERED
Section 1. That the City Council of the City of Shafter establishes its Appropriations Limit for the 2024/25 fiscal year at $458,550,796.

Section 2. That the City Council of the City of Shafter has selected the “percentage change in California per capita personal income” as the inflationary change factor and the “percentage change in City population” as the population growth factor used in the calculation of the 2024/25 Appropriations Limit.

PASSED, APPROVED AND ADOPTED this 18th day of June 2024. __________________________
Chad Givens, Mayor
ATTEST:
__________________________
Yazmina Pallares, City Clerk

2024/25 SHAFTER OPERATING BUDGET 223
CERTIFICATE OF GOVERNING BODY’S ACTION

STATE OF CALIFORNIA )
) ss.

COUNTY OF KERN )
I, Yazmina Pallares, City Clerk of the City of Shafter, California, DO HEREBY CERTIFY that the above Resolution 2967, a Resolution of the City Council of the City of Shafter, was duly passed and adopted at a Regular Meeting held on the 18th day of June 2024, by the following vote:

AYES: Alvarado, Espinoza, Givens, Olvera, and Prout.

NOES: None.

ABSENT: None.

ABSTAINING: None.

DATED: June 18, 2024
(SEAL) __________________________________________
City Clerk of the City of Shafter

224 SHAFTER OPERATING BUDGET 2024/25

FULL-TIME POSITIONS
Position FY 21/22 FY 22/23
FY
23/24
FY
24/25
YoY
Change
Animal Control Manager 1.00 1.00 1.00 1.00 -
Animal Control Officer 1.00 1.00 1.00 1.00 -
Animal Control Services Worker 2.00 2.00 2.00 2.00 -
Animal Control Total 4.00 4.00 4.00 4.00 -
Building Official 1.00 1.00 1.00 1.00 -
Building Inspector Supervisor 1.00 1.00 1.00 1.00 -
Building Inspector II 1.00 1.00 1.00 1.00 -
Building Inspector I 2.00 2.00 2.00 2.00 -
Permit Technician - - 1.00 1.00 -
Administrative Assistant I 1.00 1.00 1.00 1.00 -
Clerk Typist 1.00 1.00 - - -
Code Enforcement II 1.00 1.00 1.00 1.00 -
Facilities Construction Specialist II 1.00 1.00 - - -
Building Total 9.00 9.00 8.00 8.00 -
City Manager 1.00 1.00 1.00 1.00 -
Deputy City Manager - - - 1.00 1.00
Community Engagement Manager 1.00 1.00 1.00 1.00 -
City Clerk 1.00 1.00 1.00 1.00 -
Administrative Analyst I/II - - 1.00 - (1.00)
Office Technician 1.00 1.00 - - -
Administrative Assistant I 1.00 1.00 -
MCCF Corrections Chief 1.00 - - - -
City Manager Total 5.00 4.00 5.00 5.00 -
Education Partnership Director 1.00 1.00 1.00 - (1.00)
Library & Learning Center Manager 1.00 1.00 1.00 - (1.00) Community Services Director - - - 1.00 1.00
Community Services Manager - - - 1.00 1.00
Community Services Total 2.00 2.00 2.00 2.00 -
Business Development Director 1.00 1.00 - - -
Economic Development Director - - 1.00 1.00 -
Economic Development Coordinator - - - 1.00 1.00
Business Development Coordinator - - 1.00 - (1.00)
Administrative Analyst II - ED - - - 1.00 1.00
Economic Development Total 1.00 1.00 2.00 3.00 1.00
Administrative Services Director 1.00 1.00 - - -
Finance Director - - 1.00 1.00 -
Accounting Manager 1.00 1.00 1.00 1.00 -
Budet Analyst I - - 1.00 1.00 -
Accounting Technician III - - 1.00 1.00 -
Accounting Technician II - - 1.00 2.00 1.00
Accounting Technician I - - 2.00 1.00 (1.00)
Citywide Authorized FT Positions

2024/25 SHAFTER OPERATING BUDGET 225
Position FY 21/22 FY 22/23
FY
23/24
FY
24/25
YoY
Change
Payroll Technician 1.00 1.00 - - -
Account Clerk II 1.00 1.00 - - -
Account Clerk I 2.00 2.00 - - -
Finance Clerk 1.00 1.00 - - -
Finance Total 7.00 7.00 7.00 7.00 -
HR Manager 1.00 1.00 1.00 1.00 -
HR Analyst II 1.00 1.00 1.00 1.00 -
Admin Assistant I (PY Office Tech) 1.00 1.00 - - -
HR Analyst I - - 1.00 1.00 -
Human Resources Total 3.00 3.00 3.00 3.00 -
IT Manager - Systems (PY IT Specialist II) 1.00 1.00 - - - IT Manager - Network 1.00 1.00 - - -
IT Manager - - 1.00 1.00 -
IT Manager, Assistant - - 1.00 1.00 -
IT Analyst - - 1.00 1.00 -
Information Technology Specialist II - - - 1.00 1.00
Information Technology Specialist I 1.00 1.00 2.00 1.00 (1.00) GIS Specialist I - - 1.00 1.00 -
Information Technology Total 3.00 3.00 6.00 6.00 -
Planning Director 1.00 1.00 1.00 1.00 -
Senior Planner 1.00 1.00 1.00 1.00 -
Associate Planner - - 1.00 1.00 -
Planning Total 2.00 2.00 3.00 3.00 -
Police Chief 1.00 1.00 1.00 1.00 -
Assistant Police Chief 1.00 1.00 - 1.00 1.00
Police Captain 1.00 - 1.00 1.00 -
Police Lieutenant 1.00 2.00 2.00 2.00 -
Administrative Assistant II 1.00 1.00 1.00 1.00 -
Police Sergeant 5.00 5.00 5.00 6.00 1.00
Police Senior Officer 6.00 6.00 7.00 7.00 -
Police Officer 18.00 19.00 19.00 25.00 6.00
Police Service Technician 1.00 1.00 - - -
Police Property & Evidence Technician - - 1.00 1.00 -
Police Records Supervisor 1.00 1.00 1.00 1.00 -
Police Records Technician - - 1.00 1.00 -
Police Dispatch Supervisor - - 1.00 1.00 -
Police Dispatcher 6.00 6.00 6.00 7.00 1.00
Police Total 42.00 43.00 46.00 55.00 9.00
Public Works Director 1.00 1.00 1.00 1.00 -
Public Works Director, Assistant - - 1.00 1.00 -
Public Works Director, Deputy (O &M) - - 1.00 1.00 -
Public Works Director, Deputy (CP) - - 1.00 1.00 -

226 SHAFTER OPERATING BUDGET 2024/25
Position FY 21/22 FY 22/23
FY
23/24
FY
24/25
YoY
Change
Public Works Manager 1.00 1.00 - - -
City Engineer 1.00 1.00 1.00 1.00 -
Engineer I 1.00 1.00 1.00 2.00 1.00
Engineer II - - 1.00 - (1.00)
Associate Engineer 1.00 1.00 - - -
PW Inspector 1.00 1.00 1.00 1.00 -
GIS Coordinator 1.00 1.00 - - -
GIS Technician 1.00 1.00 - - -
Administrative Assistant II - - - 1.00 1.00
Administrative Assistant I 1.00 1.00 2.00 1.00 (1.00)
Clerk Typist 1.00 1.00 - - -
Parks Foreman 1.00 - - - -
Senior Service Crew Member - - - 1.00 1.00
Service Crew Member II (PY Maint Worker) 3.00 7.00 7.00 9.00 2.00 Service Crew Member I (PY Laborer I/II) 7.00 8.00 8.00 7.00 (1.00) Utility Manager 1.00 1.00 - 1.00 1.00
Utility Technician 2.00 2.00 2.00 1.00 (1.00)
Utility Operator II 1.00 1.00 1.00 1.00 -
Utility Operator I 2.00 2.00 2.00 3.00 1.00
Equipment Operator 3.00 1.00 1.00 1.00 -
Public Facilities Manager 1.00 1.00 1.00 1.00 -
Mechanic 1.00 1.00 1.00 1.00 -
Facilities Manager - - 1.00 1.00 -
Public Works Total 32.00 34.00 34.00 37.00 3.00
Transit Driver, Lead - - - 1.00 1.00
Transit Driver 1.00 1.00 2.00 1.00 (1.00)
Transit Total 1.00 1.00 2.00 2.00 -
Citywide Total 111.00 113.00 122.00 135.00 13.00

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228 SHAFTER OPERATING BUDGET 2024/25
Staffing Summary - Part Time Employees (hours)
2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 Fund Name Department/Division Budget Budget Budget Budget Budget Budget Budget Administrative Director
General Fund Community Services - - - - - - -
- - - - - - -
Aides
General Fund Community Services - - - - - - -
- - - - - - -
Building Inspector
General Fund Building - - - - - - -
- - - - - - -
Clerk
General Fund Community Services - 125 125 - - - -
- 125 125 - - - -
Clerk Typist
General Fund Planning 686 686 686 440 686 - -
General Fund Engineering Services 86 86 86 - - - -
General Fund Building 686 686 686 440 686 686 686
General Fund Community Services - 1,920 1,920 - - - -
General Fund City Manager - - - 640 - - -
Water Fund Water Operations 86 86 86 - 100 333 333
Wastewater Fund Wastewater Operations 86 86 86 - 100 333 333 Refuse Fund Refuse Operations 86 86 86 - - 333 333
1,716 3,636 3,636 1,520 1,572 1,685 1,685
Deputy Police Chief
General Fund Police Services - 960 960 - 960 - -
- 960 960 - 960 - -
Drivers
Transit Fund Transit Operations 5,600 5,600 5,600 5,600 5,600 4,600 4,600 5,600 5,600 5,600 5,600 5,600 4,600 4,600
Engineering Extra Help
Water Fund Water Operations - - - - 250 - -
Wastewater Fund Wastewater Operations - - - - 250 - -
Refuse Fund Refuse Operations - - - - - - -
General Fund Engineering Services - - - - 250 - -
- - - - 750 - -
Finance Manager
General Fund Financial Services - - - - - - -
Water Fund Water Operations - - - - - - -
Wastewater Fund Wastewater Operations - - - - - - -
Transit Fund Transit Operations - - - - - - -
- - - - - - -
Intern
Information Technology Automation Maintenance - 240 240 - 960 - - General Fund Engineering 1,480 1,480 1,480 1,480 1,480 1,480 1,480 General Fund Building 160 160 160 640 640 640 640
General Fund Planning 160 160 160 - 160 160 160
General Fund City Manager - - - - - - 1,000
General Fund Community Services - - - - - - -
1,800 2,040 2,040 2,120 3,240 2,280 3,280
Laborer
General Fund Parks & Tree Maintenance - - - - - - -
General Fund Streets & Sidewalks - - - - - - -
Water Fund Water Operations - - - - - - -
Wastewater Fund Wastewater Operations - - - - - - -
Refuse Fund Refuse Operations - - - - - - -
- - - - - - -
Librarian
General Fund Community Services - 125 125 - - - -
- 125 125 - - - -
Nurse
CCF Operations Fund Corrections Operations 480 480 480 - - - - 480 480 480 - - - -
Planning Director
General Fund Planning - - - - - - -
- - - - - - -

PART-TIME HOURS

2024/25 SHAFTER OPERATING BUDGET 229
2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 Fund Name Department/Division Budget Budget Budget Budget Budget Budget Budget Police Officer
General Fund Police Services - - - - - - -
- - - - - - -
Principal
General Fund Community Services - 175 175 - - - -
- 175 175 - - - -
Recreation Coordinator
General Fund Recreation & Community Facil - - - - - - - - - - - - - -
Recreation Worker
General Fund Recreation & Community Facil - - - - - - - - - - - - - -
Shelter Workers
General Fund Animal Control - - - - - - -
- - - - - - -
Teacher I
General Fund Community Services 408 1,350 1,350 408 3,683 3,683 3,683 408 1,350 1,350 408 3,683 3,683 3,683
Tutor II
General Fund Community Services - - - - 3,919 3,919 3,919 - - - - 3,919 3,919 3,919
Tutor
General Fund Community Services 4,650 4,650 4,650 6,858 2,939 2,939 2,939 4,650 4,650 4,650 6,858 2,939 2,939 2,939
Vets Hall Laborer
General Fund Recreation & Community Facil 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000
Total Part Time Employees (hours) 15,654 20,141 20,141 17,506 23,663 20,106 21,106

230 SHAFTER OPERATING BUDGET 2024/25

SUMMARY OF EMPLOYEE BENEFITS
The following information is intended as a ready reference and brief summary of the City’s personnel policies, work rules and benefits. It is designed to provide a quick overview and access to general information conditioned on your employment status as a full-time employee. Unless otherwise specifically indicated, part-time, extra help and temporary employees are excluded. This summary is not intended to provide an entire benefit description and cannot anticipate every situation or answer every question. This is not an employment contract or a legal document and does not constitute a contract. To retain flexibility, the City’s personnel policies, work rules, benefits and other provision frequently change without notice to its employees. The information may not be current or may differ due to changes in the employee bargaining agreements. Refer to respective plan brochures, city policies and procedures, and employee bargaining agreements for benefit provisions, limitations, and exclusions. Prior to acting based on any information, you should contact the Human Resources Department at 746-5003.  Probation:

The probationary period is the final step in the selection process. It is an extension of the examination process. An employee is considered at will and may be rejected anytime for failure to satisfactorily complete the probationary period. The length of the probationary period is six (6) months, except that peace officers and dispatchers serve a twelve (12) month probation. The probationary period may be extended for a maximum of six (6) additional months.
 Performance Appraisal Reports (PAR):

A Performance Appraisal Report (PAR) is scheduled at the conclusion of the probationary period and annually. As approved by the Department Head and City Manager, a merit increase is awarded based on an overall satisfactory or better rating on the annual PAR when normally increasing job productivity is documented.
 Pay Plan:

The duties and responsibilities determine each job classification and is assigned a salary range. Five steps of compensation exist within that salary range (Steps A through E). Step A represents the minimum rate of compensation and Step E represents the maximum. There is a difference of 5% between each salary step. Each step represents an increasing level of responsibility and competence. Advancement in step is considered on a merit basis subject to the approval of the Department Head and City Manager.  Tax Withholding Statement (W-4):

Filing both Federal and State tax withholding statements are required. A new tax withholding statement can be filed anytime throughout the year. The tax withholding statements do not need annual renewal. However, to continue an exempt status from the previous year, you must file a new tax withholding statement claiming exempt status by February 15. Failure to do so requires a tax withholding of single with no allowance.  Wages:

Employee pay operates on a bi-weekly pay schedule; including 80-hour work periods with 26 work periods per year. Employees are paid for actual hours worked (or paid time off used) plus any overtime worked in excess of the base work week during the pay period.

Base Hours Base Week
Hours per
Year
Month per
Year
Checks per
Year
Hours per
Year
Checks per
Year
Hours per
Check
40 52 2080 12 26 2080 26 80
80 26 2080 12 26 2080 26 80
 Base Work Week Period:

Work Schedule Base Work Week Base Hours Overtime
5 day - 8 hour shifts, weekly Starts Saturday, ends 7 days later on Friday 40 hours Over 40 hours 4 day - 10 hour shifts, weekly Starts Saturday, ends 7 days later on Friday 40 hours Over 40 hours 6 days - 12 hour + 1- 8 hour shifts, bi-weekly Starts Saturday, ends 14 days later on Friday 80 hours Over 80 hours

SUMMARY OF EMPLOYEE BENEFITS

2024/25 SHAFTER OPERATING BUDGET 231
 Pay Period:

Pay periods, pay days, and overtime/leave cut off dates are outlined on the payroll schedule below.  Overtime:

Employees who do not meet the duties and salary test under the Fair Labor Standard Act (FLSA) are not exempt from overtime compensation and are paid at a rate of one and one-half times the hourly rate for hours worked in excess of the base work week period. Overtime compensation may be paid as income on the paycheck or banked as compensatory time off (CTO). Overtime forms are required to be submitted as the overtime is worked. Failure to submit overtime forms by the end of the pay period is considered falsification of timekeeping records.

Employees who meet the duties and salary test under the FLSA as executive, administrative or professional are exempt from overtime compensation.

Exempt employees are not paid for hours worked in excess of the base work week period. Exempt employees receive compensation each day, despite the number of hours worked during the work week period. Exempt employees absent for a full day or more should submit an employee leave form.

Exempt employees do not submit leave forms for partial day absences.  Pay Day:

Employee pay operates on a bi-weekly pay schedule. Pay checks are issued the Friday following the payroll cut-off date (refer to payroll schedule for exact dates). When payday is on a holiday, pay is issued on the prior business day. The paycheck stub shows current and year to date earnings plus accrued leave balances and deduction information. Pay stubs are available via Employee Self Service (ESS).  Direct Deposit:

Employees are subject to mandatory participation in the direct deposit of their City payroll checks to a bank account of their choice. Direct deposit by electronic transfer of the entire paycheck into a checking account can be made to any banking institution. Subject to bank rules, funds are posted to accounts on payday. Paycheck stubs can be accessed via Employee Self Service (ESS).  Uniform Allowance:

Employees required to wear uniforms are issued shirt and pants, or receive an annual cash allowance. Upon termination, uniforms must be returned, and advanced cash allowance must be repaid on a pro-rated basis.  Tuition Reimbursement:

As authorized, employees who pursue a higher education in job-related, career enhancing courses or to attain a degree, may be reimbursed up to $3000 in a calendar year for expenses (tuition, book purchase or rental, fees, permits, etc.).

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 Education/Certification Incentive:

Employees in designated positions may be eligible for education and/or certification incentives as approved by the Department Head, which may include PD - POST certificate incentive for Police and Dispatch classifications; State Arborist and Water Distribution Certificates for designated Public Works classifications.
 Bilingual Allowance:

Employees in designated positions as approved by the Department Head are eligible for an incentive for fluency in Spanish. Certification requires a Spanish conversational and reading examination.
 Rest Breaks:

Rest periods are normally provided to employees at the rate of fifteen (15) minutes for each four (4) hours worked. No additional compensation or benefits is paid if a rest period is missed since it is already paid time.  Vacation Time:

Vacation leave is based on an eight (8) hour day and is earned based on years of service.

Vacation begins to accrue on a pro-rated hourly basis at the end of the first full pay period worked. Vacation cannot be taken until completion of one year of service and must be taken within a year after it is earned. Vacation stops accruing at a balance of two times the annual accrual rate based on a rolling forward method and resumes when vacation is taken, dropping the balance below the maximum. Example: Employee accrues vacation at a rate of 3.077 hours per period or 80 hours annually. Accruals stop when balance reaches 160 hours and does not resume until balance is below 160 hours. The time at which vacation can be taken is determined by the Department Head with regard for the wishes of the employee and particular regard for the needs of the City. When a holiday falls during vacation, the holiday is charged in lieu of vacation leave. Employees are required to submit leave forms for vacation leave. Vacation leave balance is posted on the paycheck stub. Leave forms must be submitted as it occurs for all hours absent from work during the work week. Failure to submit leave forms by the end of the pay period is considered falsification of timekeeping records.  Holidays:

Unless otherwise specified, holidays are eight (8) hours. Floating holidays are credited to your leave account the first pay period of July and require Department Head approval consistent with the efficient operation of the department. A floating holiday not used by June 30 does not carry over to the next fiscal year.

Non-shift employees normally take a holiday off on the day it falls, except when a holiday falls on a Saturday, the preceding Friday is observed, and when it falls on a Sunday, the following Monday is observed. When a holiday falls during a vacation, the holiday is in lieu of vacation. Employees assigned to work on holidays are paid at time and one half. Holidays can be paid as wages as it occurs throughout the year, or banked as CTO to use as paid leave throughout the year.
 Sick Leave
Sick leave accrues at a rate of 3.6923 hours bi-weekly, beginning on the first day of employment for a full-time regular appointment. There is no limit to the accumulation. Temporary and part-time employees accrue one (1) hour of sick leave for every 30 hours worked and will be credited pro-rata each pay period; maximum annual carryover is 48 hours. Leave forms must be submitted as it occurs for all hours absent from work during the work week. Failure to submit leave forms by the end of the pay period is considered falsification of timekeeping records. Medical certification is required for an employee absent 3 or more consecutive calendar days, or upon request when in conjunction with regular days off or a holiday.

Sick leave can be used for an illness that keeps an employee from performing work. Sick leave can also be used as family sick leave when the employee is required to provide care for an employee’s spouse or eligible dependent with a serious or emergency illness. Family sick leave is limited to a maximum of half of what is earned in a calendar year.

Employees with at least 480 hours of accrued sick leave are eligible for a Stay Well Bonus. For purposes of sick leave accounting, the annual period is December 1 through November 30. All unused sick leave above 480 hours will be used for calculating the employee stay well bonus paid on or around December 15. Net sick leave earned and not used during the annual period will be divided in half. One-half will be paid to the employee at the employee’s current base hourly rate and the remaining one-half shall remain as regular sick leave.

Service Biweekly
Accrual Rate
Maximum
Accrual
1 year 3.077 hours 160 hours
5 years 4.615 hours 240 hours
10 years 5.213 hours 272 hours
15 years 6.154 hours 320 hours
20 years 7.692 hours 400 hours

1. New Year’s Day

2. Washington’s Birthday

3. Memorial Day

4. Independence Day

5. Labor Day

6. Thanksgiving Day

7. Day After Thanksgiving

8. Christmas Eve

9. Christmas Day

10. New Year’s Eve

11. Floating Holiday

12. Floating Holiday

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Also, employees who do not use any sick leave during the period July 1 through June 30 earn an additional eight (8) hour floating holiday. Upon termination, all sick leave over 640 hours (720 hours depending on the job classification) is paid to the employee.  Jury Duty:

Upon receipt of jury duty summons, immediately provide a copy of the notice to your supervisor. When practical, the employee is transferred to day shift during the period of jury duty. While at jury duty during normal scheduled work hours, employees receive their regular pay for hours of absence from work. Attach a jury duty timecard form verifying the hours at jury duty to the leave form. Provided there is at least one (1) hour of work time before and after jury duty, employees must report for work. Failure to submit a leave form, jury duty timecard, or report for work is considered falsification of timekeeping records.
 Military Leave:

Military leave is provided consistent with State/Federal law. Some military leave provided up to thirty (30) days paid per year. Failure to submit a leave form for military leave is considered falsification of timekeeping records.  Bereavement Leave:

Up to five (5) paid days are provided upon the death of a spouse, child, stepchild, parent, stepparent, grandparent, spouse’s grandparent, grandchild, son-in-law, brother-in-law, sister-in-law, daughter-in-law, mother-in-law, father-in-law, brother, stepbrother, sister, stepsister and registered domestic partner. Up to five (5) paid days may be granted with approval of the City Manager when the funeral of a spouse or child takes place out of State or over 200 miles from Shafter.
 COBRA:

Federal and State laws require that the City offer employees and dependents temporary extension of its group medical and dental plans, called "continuation coverage" and referred to as COBRA, at group rates plus a 2% administrative fee. Employees covered by the City’s medical and/or dental plans have a right to choose this continuation coverage if they lose group coverage because of a reduction in hours or the termination of employment for reasons other than gross misconduct. The employee’s spouse has the right to choose continuation of group coverage in the event of the death of a spouse; termination of spouse's employment (for reasons other than gross misconduct) or reduction in spouse's hours of employment; divorce or court ordered legal separation from spouse; or spouse becoming entitled to Medicare. The employee’s dependents have the right to continuation of group coverage in the event of the death of a parent; the termination of a parent's employment (for reasons other than gross misconduct) or reduction in a parent's hours of employment, parents' divorce or court ordered legal separation; parent becomes entitled to Medicare; or the dependent ceases to be eligible. A child who is born to or placed for adoption with a covered employee during a period of continuation coverage is eligible for COBRA coverage. A new spouse or new dependents must be added to COBRA coverage within the time frame and with the appropriate forms provided for active employee coverage.

The employee must inform the City of a divorce, court ordered legal separation, or dependent losing eligibility within 30 days of the event. If notice is not received within that 30-day period, the right to COBRA and continuation coverage is lost. When the City is notified that such an event has occurred, the City sends a notice of the right to continuation coverage under COBRA. The City must be informed that continuation coverage under COBRA is wanted within 60 days of one of the events described above. COBRA requires that participants be afforded the opportunity to maintain continuation coverage of medical and dental insurance for 36 months.  Medical Insurance:

Coverage begins on the first day of the month following date of hire. The City pays 100% of the insurance premium for coverage on regular full-time employee, spouse and dependents for the base plan. The City currently has two plans that qualify under the base plan, Anthem Blue Cross EPO and Kaiser Group HMO Plan. Anthem Blue Cross PPO 250 plan is a ‘buy-up’ option.

In general, dependents include your legal spouse or registered domestic partner; your or your spouse’s or registered domestic partner’s natural or adopted children who are under age 26, or if over the age limit cannot hold a full-time job because of a mental or physical disability and remain continuously dependent for at least 50% of financial support.

Variable, part-time or seasonal workers are eligible for coverage pursuant to the Patient Protection and Affordable Care Act (ACA). Workers meeting the minimum average hours worked are entitled to employer provided Minimum Essential Medical Coverage.

Any changes in marital status or dependent eligibility must be reported to the Human Resources Department within 30 days of occurrence. Failure to do so may result in your reimbursement of insurance premiums paid for ineligible dependents, or loss of coverage until open enrollment (January 1 effective date). The individual plan brochure describes specific plan benefits and co-payments.

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 Medical Insurance Opt-Out Incentive:

When covered under other medical insurance, an employee may decline the City group medical plan and receive a $353 monthly Opt-Out benefit.

Proof of other medical insurance coverage is required. Benefits such as dental, life insurance, and vision benefits still apply regardless of the Opt-Out Incentive. Re-enrollment into the City plan can occur during open enrollment (January 1 effective date) or anytime you lose your other insurance coverage due to a qualifying event if enrollment is completed within 30 days of event.  Vision Benefit:

Benefits for vision care are provided through Vision Service Plan (VSP) for each qualified family member. Coverage begins on the first day of the month following date of hire. The City pays the full insurance premium for coverage on the employee, spouse and dependents for the base plan.

Employees who opt-out of the City medical insurance plans still qualify for the City vision plan.

In general, dependents include your legal spouse or registered domestic partner; your or your spouse’s or registered domestic partner’s natural or adopted children who are under age 26, or if over the age limit cannot hold a full-time job because of a mental or physical disability and remain continuously dependent for at least 50% of financial support.

Any changes in marital status or dependent eligibility must be reported to the Human Resources Department within 30 days of occurrence. Failure to do so may result in your reimbursement of insurance premiums paid for ineligible dependents, or loss of coverage until open enrollment (January 1 effective date). The individual plan brochure describes specific plan benefits and co-payments.  Dental Insurance:

Coverage begins on the first day of the month following date of hire. Dental benefits are provided through MetLife (HMO) and Delta Dental (PPO). The City pays 100% of the premium cost for coverage for the employee and dependents on the base HMO plan. On the HMO plan employees pay for services provided at reduced co-payments. Employees may choose to buy-up to the PPO plan. Coverage for both plans include routine, preventative and restorative dental care and orthodontia.

In general, dependents include your legal spouse or registered domestic partner; your or your spouse’s or registered domestic partner’s natural or adopted children who are under age 26, or if over the age limit cannot hold a full-time job because of a mental or physical disability and remain continuously dependent for at least 50% of financial support.

Any changes in marital status or dependent eligibility must be reported to the Human Resources Department within 30 days of occurrence. Failure to do so may result in your reimbursement of insurance premiums paid for ineligible dependents, or loss of coverage until open enrollment (January 1 effective date). The individual plan brochure describes specific plan benefits and co-payments.  Life Insurance:

Coverage begins on the first day of the month following date of hire. Life benefits are provided through Principal Financial Group Life Insurance Company. The City pays 100% of the insurance premium cost for coverage for the employee, spouse and dependents. The employee death benefit is equivalent to the annual base salary plus $17,000. The spouse death benefit is $5,000. The dependent death benefit range is $1,000-$1,500.

Any changes in marital status or dependent eligibility must be reported to the Human Resources Department within 30 days of occurrence. Failure to do so may result in your reimbursement of insurance premiums paid for ineligible dependents, or loss of coverage until open enrollment (January 1 effective date). The individual plan brochure describes specific plan benefits and co-payments.  Retirement:

The City and employees participate in the social security program by each making a 7.65% contribution to fund future Social Security and Medicare benefits.

The City offers defined retirement benefits plan through the California Public Employees Retirement System (CalPERS). Eligibility depends on employment status as a regular full-time employee. Temporary, extra-help or part-time employees are excluded unless they meet certain membership criteria. There are two membership categories and four plans depending on job classifications and date of hire: Miscellaneous 2% at 55 Full Formula Plan for all employees qualified as Classic Members. Peace Officers under PC 830.1 and qualified as a Classic Member are members of the Safety 3% at 55 Full Formula Plan. Members qualified as PEPRA under CalPERS guidelines are either Miscellaneous 2% at 62 Full Formula Plan or Safety

2.7% at 57 Full Formula Plan. Membership begins on the date of hire. There is a 5-year vesting period. Retirement benefits are based on age at retirement, earnings, and years of service.

Employees are responsible for paying the member contribution rate. The contribution is deposited into the employee’s CalPERS member account. The contribution rate for a Classic miscellaneous member is 7% and 9% for a Classic safety member. PEPRA members contribute 50% of the annual

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normal cost rate and the contributions are subject to increase, decrease, or stay the same in any given year. The normal cost rate for fiscal year 23/24 is 7.75% for miscellaneous PEPRA members and 13.75% for PEPRA Safety members. The City pays an employer contribution which varies annually.

Previously withdrawn funds can be redeposited on a pre-tax basis through payroll deduction. Employees must contact CalPERS to determine the cost.

Reciprocity is an agreement between CalPERS and certain other city, county or special district retirement plans that provides retirement benefits based on your highest earnings in either plan. Reciprocity must be established within 6 months of employment.

The beneficiary of a member’s account is established by law. Changes can be made by completing a change form. A married member requires the spouse’s signed consent. Before you retire, death benefits are payable to the following survivors in the following order unless designated otherwise on a valid Beneficiary Designation form: 1. Your surviving spouse/registered domestic partner (whether or not you were still living together at the time of your death); or, if none, 2. Natural and adopted children, including (in limited situations) a natural child adopted by another, share and share alike; or, if none, 3. Parents, share and share alike; or if none, 4. Brothers and sisters, share and share alike, or if none, 5. Your estate (if probated, or subject to probate), or if not, 6. Your trust (if one exists), or if not, 7. Stepchildren, share and share alike, or, if none, 8. Grandchildren, including stepgrandchildren, share and share alike, or, if none, 9. Nieces and nephews, share and share alike, or, if none, 10. Great-grandchildren, share and share alike, or, if none, and 11. Cousins, share and share alike.  Deferred Compensation:

As authorized by IRS Code 457, the City offers an optional supplemental retirement savings plan through MissionSquare that defers taxable income and interest earned. Participation is voluntary and contributions can be increased, decreased, stopped or restarted without restriction and without fees or penalties. There are no restrictions or charges for reallocation of investments. Contributions are made through payroll deduction on a pretax basis so current income taxes are reduced. Nothing in the account is forfeited in the event of death and the designated beneficiaries receive the remaining funds. Contributions can start with as little as $25 per pay period. Withdrawal of contributions is limited to retirement, separation of employment, and while employed, due to a severe financial hardship resulting from a sudden illness, disability, or accidental property loss, or with an account balance of less than $5,000 where no contributions have been made for two years (other conditions may apply).  Disability Insurance:

Employees participate in the State Disability Insurance (SDI) program. Employees pay 1% of wages by payroll deduction to fund future SDI and Paid Family Leave (PFL) benefits. SDI pays temporary disability benefits up to one year when you cannot work due to your own injury or illness that is not the result of your job. PFL pays compensation benefits not to exceed 6-weeks in a 12-month period when you stop working to care for a seriously ill qualified family member as verified by doctor certification or to bond with a new child. SDI and PFL provide income and are not a right to time off, or job protection if time off is granted. The right to job protected leave must be consistent with the Federal and State Family Medical Leave Acts, or State Pregnancy Disability Act.

Your weekly benefit amount is about 60 to 70 percent (depending on income) of wages earned 5 to 18 months before your claim start date up to the maximum weekly benefit amount. SDI has a 7-day non-payable waiting period, PFL does not have a waiting period. Employees must use sick (if eligible), or other accrued leave to cover the wage difference between SDI/PFL and city pay. Benefit checks are issued every two weeks.  Workers Compensation:

Workers compensation benefits are provided as required by law to protect employees who are injured on the job. The City is self-insured for workers compensation benefits and pays the benefits through a third-party administrator, Acclamation Insurance Management Services (AIMS). Coverage is automatic and begins immediately. Benefits include payment for medical expenses and tax-free temporary disability (TD) payments to help replace lost wages while temporarily disabled.

Report the injury immediately to a supervisor or to the Human Resources Department. Don’t delay, there are time limits to report an injury. Waiting too long may result in losing the right to benefits. You will be given an injury report form to complete, with instructions on how to obtain medical care. If in need of emergency care, call 911 for help immediately. Medical care is provided through the City’s authorized medical providers. Pre-designation of a personal medical doctor to treat work related injuries requires prior written authorization.

TD benefits are provided when an injured employee cannot work. TD is based on earnings, and is about 66% of the employee’s average weekly earnings, not to exceed a weekly maximum amount of $1,619.15 for 2023. There is a 3-day non-payable waiting period. Employees must use sick, vacation or other accrued leave to cover the difference between TD and city pay to provide 100% until accruals are exhausted. TD benefit checks are issued every two weeks. TD benefits are not issued for partial day absences and sick leave must be used for medical care appointments. Leave taken for a worker compensation injury or illness qualifies as job protected leave pursuant to the Federal and State Family Medical Leave Acts.

236 SHAFTER OPERATING BUDGET 2024/25
 Flexible Spending Account (FSA):

The City offers an optional FSA plan benefit through AFLAC. To enroll in this benefit, contact AFLAC representative Stacie Bender for assistance.

Coverage begins on the first day of the month following date of hire. FSA plan benefits, as authorized by IRS code 125, allow employees to use pretax dollars to pay for certain benefit costs, thus reducing taxable income, and increasing take-home pay. With FSA, a portion of each paycheck is set aside to pay insurance premiums for optional insurance plans such as accident, sickness, short term disability, intensive care, cancer care, long term care and personal major recovery & life threatening events, and to self-reimburse for dependent day care (DDC) and unreimbursed medical (URM) expenses. This amount is deducted from employee paychecks before federal and state income taxes are calculated so taxes are not paid on money spent on qualified DDC or URM expenses, or optional insurance plans. Without an FSA, employees pay taxes on every dollar earned, then optional insurance plans and DDC or URM expenses are paid.

A DDC/FSA covers dependent children under age 13 who qualify as tax dependents and anyone claimed as a tax dependent because of physical or mental inability to care for himself/herself. An URM FSA covers medical expenses such as insurance copayments and deductibles, medical care (consultations, diagnostic lab work, etc.), prescription and diabetic supplies (blood sugar monitor, syringes, test strips, etc.), dental and vision care.

Enrollment in AFLAC is limited to the 30-day period from the initial hire date or at open enrollment (October), effective January 1. Changes to plan benefits selected cannot occur until the next open enrollment period, or under certain circumstances during the plan year such as changes in cost or coverage, changes in family status and separation from service. Any changes in marital status or dependent eligibility must be reported to the Human Resources Department within 30 days of occurrence, otherwise plan changes due to newly eligible spouse or dependents are delayed until open enrollment. During open enrollment, insurance plans automatically renew unless you make changes. However, DDC and URM accounts require reenrollment each year. The individual plan brochure describes specific plan benefits and co-payments.

To request reimbursement for qualified DDC or URM expenses, submit a claim form and proof of payment of expenses. Caution should be used in determining how much to set aside from each paycheck for DDC and URM expenses. Qualified DDC expenses must have occurred during the plan year. Qualified URM expenses must have been paid during the plan year regardless of when services were provided (IRS Publication 502). You may roll over up to $500 unused amount of URM from one plan year to the next, all amounts over $500 are forfeited. Any unused amount set aside for DDC does not roll over to the next plan year and is forfeited.  Employee Assistance Program (EAP):

The EAP provides evaluation by professional counselors, and if appropriate, short term counseling for behavioral problems which affect work performance or personal life. Through a confidential, self-referral process, employees and their household members can discuss their personal situation such as family violence, marital relationship or parenting conflicts, substance abuse assessment, addictions, stress, anxiety, depression, grief and loss, or referrals to community resources. Refer to the brochure for details. Other services such as financial, legal, etc., are also available.  Employee Union Membership:

The City operates under specific Employer-Employee Relations Policies and City Personnel System Rules. Certain positions are recognized under employee bargaining groups. Part-time and temporary employees are excluded. Employee bargaining groups negotiate salary and benefits for members and agreements are contained in each employee bargaining group memorandum of understanding (MOU). Employees are not required to become due paying members nor to contribute a representation fee. Groups recognized are the Shafter Police Officers Association (SPOA), and the Shafter Public Works Employee Association. Membership dues are made as a payroll deduction. Positions not recognized by a bargaining unit are covered by Resolution of the City Council.
 Assigned Vehicle Program:

Designated Police and Public Works employees may take home pool vehicles as authorized by the Department Head. The benefit may be reported as taxable income under certain circumstances. City employees are required to use pool vehicles to travel on business. Incidental use of a personal vehicle for business travel is prohibited, unless authorized in writing. Use of a personal vehicle requires submission of proof of personal automobile insurance.
 Policies:

Employees are required to receive, understand and adhere to specific City policies, and are required to acknowledge such in writing. Depending on the job assignments, these policies include the following: DMV Driving Record, Department of Transportation Drug Testing, Confidential Personnel Information, Drug and Alcohol in the Workplace, Employee Protection Line, Fraud, Harassment and Discrimination, Hepatitis B Immunization Program, HIPPA Program, Personnel System Rules, Wage Deduction, Workers Compensation, and Workplace Violence.

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Glossary of Terms
Adopted Budget: The final budget amount adopted by the City Council in June.

Amended Budget: The official budget as adopted and as amended by the City Council through the course of a fiscal year.

Appropriation: An authorization made by the City Council, Agency, and/or Authority members which permits the City to incur obligations and to make expenditures of resources.

Budgetary/operating fund appropriations lapse at the end of each fiscal year. Non-operating fund appropriations continue in force until fully expended or until the City has accomplished or abandoned the purpose for which the City Council, Agency or Authority granted the funds.

Spending cannot exceed the level of appropriation without the City Council's, Agency’s or Authority’s approval.

Arbitrage: A payment made to the federal government in connection with a bond issue of tax exempt or other federally tax-advantaged bonds. The payment represents the amount, if any, of arbitrage earnings on bond proceeds and certain other related funds, except for earnings that are not required to be rebated under limited exemptions provided under the Internal Revenue Code. An issuer generally is required to calculate, once every five years during the life of its bonds, whether or not an arbitrage rebate payment must be made.

Assessed Valuation: The value established for real property for use as a basis in levying property taxes. For all agencies in the State of California, assessed value is established by the County for the secured and unsecured property tax rolls; the utility property tax roll is valued by the State Board of Equalization. Under Article XIII of the State Constitution (Proposition 13 adopted by the voters on June 6, 1978), properties are assessed at 100% of full value.

Proposition 13 also modified the value of real taxable property for fiscal 1979 by rolling back values to fiscal 1976 levels. From this base of assessment, subsequent annual increases in valuation are limited to a maximum of 2%. However, increases to full value are allowed for property improvements or upon change in ownership. Personal property is excluded from these limitations, and is subject to annual reappraisal.

Assessment Districts (AD): Under the Municipal Improvement Act that allows a designated area to pay the debt service on bonds sold to finance capital improvements installed by the City or a developer. The property owners receiving the benefit of the improvements pay an assessment on their property tax bills.

Asset Forfeiture: Asset seizures and forfeitures resulting from police investigations and court decisions. Asset Forfeiture funds are used for law enforcement purposes.

Audit: Prepared by an independent certified public accountant, or CPA, the primary objective of an audit is to determine if the City’s Financial Statements fairly present the City’s financial position and results of operations in conformity with generally accepted accounting principles.

In conjunction with their performance of an audit, it is customary for an independent auditor to issue a Management Letter stating the adequacy of the City's internal controls as well as recommending improvements to the City's financial management practices.

Balanced Budget: A budget in which planned expenditures do not exceed planned funds available.

Bond: A security that represents an obligation to pay a specific sum of money on a specific date in the future, typically with periodic interest payments.

GLOSSARY OF TERMS

238 SHAFTER OPERATING BUDGET 2024/25

Glossary of Terms

Budget: A financial plan for a specified period of time that matches planned revenues and expenditures to municipal services.

Budget Amendments: The City Council, Agency and/or Authority members have the responsibility for adopting the City's budget, and may amend or supplement the budget at any time after adoption by majority vote. The City staff has the authority to approve line item budgetary transfers between expenditure objects of the budget as long as those changes will not have a significant policy impact nor affect budgeted year-end fund balances.

Budget Policies: General and specific guidelines adopted by the City Council that govern budget preparation and administration.

CalPERS: California Public Employees Retirement System, a mandatory fringe benefit for City employees.

Capital Expenditure: An acquisition or an improvement (as distinguished from a repair) that will have a life of more than one year and costs more than $5,000.

Capital Improvement Program (CIP): A plan to provide for the maintenance or replacement of existing public facilities and assets and for the construction or acquisition of new ones. The CIP document identifies capital needs on a five-year basis.

Capital Project Funds: Funds used to account for financial resources used in the acquisition or construction of major capital facilities other than those financed by Proprietary Funds or Trust Funds.

Cash Basis or Cash Method: Is an accounting method that recognizes income and deductions when money is received or paid.

Certificates of Participation (COP): Obligations of a public entity based on a lease or installment sales agreement. Payments to certificate holders may originate from the General Fund (in case of a lease) or a special fund (in case of an installment sale).

Community Facilities District (CFD): A designated area for specific capital improvements installed by the City or a developer, or the maintenance of same. The property owners receiving the benefit of the improvements pay a special tax on their property tax bills.

Contractual Services: A series of Object Codes which include the expense of services procured independently by contract or agreement with person, firms, corporations or other governmental units.

Contingency: An appropriation of funds to cover unforeseen events that occur during the fiscal year, such as flood emergencies, federal mandates, shortfalls in revenue, and similar events.

Debt Financing: Borrowing funds as needed and pledging future revenues to make current expenditures.

Debt Service: Payments of principal and interest on bonds and other debt instruments according to a predetermined schedule.

Debt Service Funds: Funds used to account for the payment of, and accumulation of resources for, long-term debt principal and interest.

Deficit: A shortfall of resources to meet expenditures.

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Glossary of Terms

Department: A major organizational unit of the City which has been assigned overall management responsibility for an operation or a group of related operations within a functional area.

Development Impact Fee: Funds created to provide for infrastructure projects through Development Impact Fees.

Division: An organizational element, below Department and above Programs in the City of Murrieta's organizational hierarchy.

Encumbrance: Commitment of funds to purchase an item or service.

Errata Items: Budgetary items added after the proposed budget document was printed.

Expenditure: The outflow of funds paid, or to be paid, for an item obtained regardless of when the expense is actually paid.

Fiduciary Funds: Also known as, trust or agency funds; held in a fiduciary capacity by a governmental unit for individuals, organizations, or other governmental units, as an agent or trustee.

Fees for Services: Charges paid to the City by users of a service to help support the costs of providing that service.

Fiscal Year: A twelve-month period for recording financial transactions. The City has specified July 1 through June 30 as its fiscal year.

Franchise Fee: A fee charged for the privilege of using public rights-of-way and property within the City for public or private purposes.

Fringe Benefits: Compensation that an employer contributes to its employees such as social security, retirement, life/health insurance, or training supplements. Fringe benefits can be either mandatory, such as social security contributions, or voluntary, such as retirement and health insurance benefits.

Fund: An accounting entity that records all financial transactions for specific activities or governmental functions.

Full-Time Equivalent (FTE): A term used to refer to the number of hours for which a position is budgeted. Most fulltime employees are paid for 2,080 hours in a year.

Fund Balance: The amount of assets either obligated or reserved for specific purposes or available for financing the expenditures and other requirements of the budget year.

GANN Appropriations Limit: This term refers to Article XIIIB of the California State Constitution that places limits on the amount of proceeds from taxes that state and local governmental agencies can receive and spend each year.

Gas Tax: A fund to account for receipts and expenditures of money apportioned under the Street and Highway Code of the State of California for money derived from the use of certain fuels and borne by the consumer, for transportation improvements. The money is restricted to research, planning, construction, improvement, and maintenance of public streets.

240 SHAFTER OPERATING BUDGET 2024/25

Glossary of Terms
General Fund (0100): The primary operating fund of the City where all revenues that are not allocated by law or contractual agreement are accounted for. With the exception of subvention or grant revenues restricted for specific uses, General Fund resources can be utilized for any legitimate governmental purpose. A limited number of capital improvements are financed from this source since its focus is to fund ongoing operations.

General Obligation Bond: A bond secured by the pledge of the issuer's full faith, credit, and usually, taxing power. Bonds issued through a governmental entity which have legal authority to levy a tax on real and personal property located within the governmental boundaries at any rate necessary to collect enough money each year to pay principal and interest due.

Governmental Accounting Standards Board (GASB): The Governmental Accounting Standards Board establishes and improves standards of state and local governmental accounting and financial reporting that will result in useful information for users of financial reports and guide and educate the public, including issuers, auditors, and users of those financial reports.

Government Finance Officers Association (GFOA): An organization established to assist in the professional management of governments by developing and identifying financial policies and best practices through education, training, facilitation of member leadership and networking.

Grants and Reimbursements: Funds received directly or indirectly from other governmental agencies for specific related activity and time period. Money awarded may be received in advance or as a reimbursement of activities.

Highway Users Tax Account (HUTA): State accounting for excise taxes on various transportation fuels. California motor vehicle fuel taxes include the gasoline tax, diesel fuel tax, and the use fuel tax. Allocations to cities and counties are based on the formulas outlined in the Streets and Highways code. See Gas Tax Fund.

Infrastructure: The physical assets of the City; i.e., streets, water, sewer, public buildings, parks, and the support structures within a development.

Interest Revenue: Revenues received as interest from the investment of funds not immediately required to meet cash disbursement obligations.

Interfund Charges: To account for services that are incurred in different funds than where they are charged.

Internal Service Funds: Funds used to improve the management of resources and generally provide goods and services to departments on a cost-reimbursement basis.

Landscape & Lighting District, or LLD: A designated area, neighborhood, or community identified to specially benefit from certain improvements, such as parks, playgrounds, landscapes, sidewalks, lighting, trees, etc. Due to the special benefit, landowners in the identified area are assessed to pay the costs of the construction and/or ongoing maintenance of such improvements.

Line-Item Budget: A budget that lists detailed expenditure categories (salary, materials, telephone service, travel, etc.) separately, along with amounts budgeted for each specific category.

2024/25 SHAFTER OPERATING BUDGET 241

Glossary of Terms
Long-term Debt: debt with a maturity of more than one year after the date of issue.

Major Fund: Any fund whose revenues or expenditures, excluding other financing sources and uses, constitute more than 10% of the revenues or expenditures of the appropriated budget.

Major Fund Capital Expenditures:

Measure A: Money generated by Riverside County’s one-half percent sales tax originally approved by the voters in 1988. In 2002, the voters extended this sale tax through 2039. The money is used to maintain and construct local streets and roads.

Message from The City Manager: Included in the opening section of the budget, the Message from the City Manager provides the City Council and the public with a general summary of the most important aspects of the budget, changes from previous fiscal years, and the views and recommendations of the City Manager.

Municipal: In its broadest sense, an adjective which denotes the state and all subordinate units of government. In a more restricted sense, an adjective which denotes a city or village as opposed to other local governments.

Modified Accrual Basis: Governmental accounting method. Revenue is recognized when it becomes available and measurable.

Motor Vehicle In Lieu: State subvention revenue calculated annually by the State on a per capita basis.

National Pollutant Discharge Elimination System (NPDES): Money received from the County of Riverside relating to the permit program for discharges from storm drain systems.

Object Codes: Are specific numerical classifications for which money is allocated for disbursements.

Operating Budget: plans of current expenditures and the proposed means of financing them.

The annual operating budget is the primary means by which most of the financing, acquisition, spending and service delivery activities of a government are controlled.

Ordinance: A formal legislative enactment by the City Council. It has the full force and effect of the law within City boundaries unless pre-empted by a higher form of law. An Ordinance has a higher legal standing than a Resolution and is typically codified in a City's municipal regulation.

Other Post-Employment Benefits (OPEB): Benefits other than pensions, most commonly health care benefits. GASB Statement No. 45 requires agencies to account for financial obligations to pay retiree Other Post Employment Benefits.

Program: A grouping of activities organized to accomplish basic goals and objectives.

Program Budget: A budget that focuses upon the goals and objectives of an agency or jurisdiction rather than upon its organizational budget units or line item expenditures.

Property Tax: A statutory limited tax levy, which may be imposed for any purpose.

242 SHAFTER OPERATING BUDGET 2024/25

Glossary of Terms
Proprietary Funds: Established to account for the financing of services rendered on a usercharge basis. See Internal Service Funds.

Real Property Transfer Tax: Real property transfer tax is collected by the County Tax Collector and is based on the value of property transferred.

Redevelopment Agency: A government body dedicated to urban renewal. Redevelopment efforts often focus on reducing crime, destroying unsuitable buildings and dwellings, restoring historic features and structures, and creating new landscaping, housing, business, and transportation opportunities. Effective February 2012, all redevelopment agencies throughout the State of California were dissolved. See Successor Agency.

Resolution: A special or temporary order of a legislative body (e.g., City Council or appropriate Agency / Authority) that requires less formality than an ordinance.

Revenue: Funds that the City receives as income. It includes such items as tax payments, fees from specific services, receipts from other governments, fines, forfeitures, grants, shared revenues, and interest income.

Revenue Bond: A bond payable solely from specific revenues, tax increment revenues, or tolls, charges or rents paid by users of the facility constructed with the proceeds.

Risk Management: An internal service fund used to finance and account for the City’s worker’s compensation activity such as claims expense, insurance, premiums, and administrative expenses. Additional funds held in this fund are to buffer for the impact of the unknown, but potential, losses. An organized attempt to protect an organization’s assets against accidental loss in the most cost effective manner.

Riverside County Transportation Commission, (RCTC): The commission that allocates Riverside County's share of the money generated by the one-half percent sales tax.

Sales Tax: A tax on the purchase of goods and services.

Special Assessment: A compulsory levy made against certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those parties.

Special Assessment Bond: Bonds issued by cities, counties, authorized political subdivisions, and local districts secured by liens on benefited properties included in a special assessment district.

Special Charges/License and Permits: These charges are directly charged to individuals for specific services rendered by the City. They include charges to process or issue building permits and the cost to conduct engineering and planning reviews of any building project undertaken by a licensed contractor or private property owner.

Special Revenue Funds: Special Revenue Funds are used to account for the proceeds of specific revenue sources (other than expendable trusts, or major capital projects) that are legally restricted to expenditures for specified purposes.

Subventions: Revenues collected by the state, or other level of government, which are allocated to the City on a formula basis. The major subventions received by the City from the State of California include motor vehicle in-lieu, cigarette taxes in-lieu, and gasoline taxes.

2024/25 SHAFTER OPERATING BUDGET 243

Glossary of Terms
Successor Agency: Based on the dissolution of redevelopment agencies throughout the State, an agency designated with the responsibility to wind down the activities of former redevelopment agencies.

Tax Allocation Bonds: Debt which is secured by tax increment revenue.

Transfers: To account for money that moves from one funding source to another funding source, for a specific purpose.

Transient Occupancy Tax: Transient Occupancy Tax is collected from the operators of hotels and motels located within the city limits of Murrieta. Ten percent of the total rent collected by a motel or hotel is remitted to the City.

Unfunded Liability (UAL): When a plan’s Value of Assets is less than its Accrued Liability, the difference is the plan’s Unfunded Liability.

User Fees: The payment of a fee for direct receipt of a service by the party benefiting from the service.

Variance: Difference between actual experience and budgeted or projected experience in any financial category.

MANAGEMENT REPORT

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: June 18, 2024
FROM: Gabriel A. Gonzalez, City Manager
PREPARED BY: Yazmina Pallares, City Clerk, Gabriel Gonzalez, City Manager SUBJECT: APPROVAL OF IMPLEMENTATION ACTION PLAN FOR
STRATEGIC PLAN 2024-2027

RECOMMENDATION
Council approval of creation of Implementation Action Plan for the City of Shafter Strategic Plan 2024-2027.

BACKGROUND
Following up on discussion on the creation of the Implementation Plan from the March 9, 2024, Strategic Plan workshop with Council and Staff, Staff is recommending that Council approve the creation of the Implementation Action Plan for the Strategic Plan.

In February 2023, City Staff engaged with the Institute for Local Government (ILG) to facilitate the development of a Strategic Plan. Council, Staff, and ILG participated in two Strategic Planning and Goal-setting sessions on March 4 and May 18, 2023, to develop the city's vision further. A SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats) was conducted during the first session and was a great team exercise and helped facilitate everyone on the same page. ILG provided a Strategic Planning and Goal Setting Report in late June 2023.

Council and Staff developed four strategic initiatives: Economic Development, Public Safety, Community Services, and Housing and Infrastructure. The Implementation Action Plan with the four strategic initiatives is attached for your reference.

ANALYSIS
The proposed Plan identifies 30 separate objectives to support the four core initiatives consistent with Council goals and direction and 112 specific action items with key performance indicators to assist in achieving these objectives in the next three years.

The City engaged with ClearGov to streamline the process of the Strategic Plan and implementation process. Council can monitor progress toward achieving the goals outlined in the Plan through the ClearGov website. Additionally, the Council and Staff will review the Strategic Plan document, discuss progress toward strategic initiatives, and make necessary revisions annually.

FISCAL IMPACT

APPROVAL OF IMPLEMENTATION ACTION PLAN FOR STRATEGIC PLAN 2024-2027 - 2 -
None.

CEQA ANALYSIS
None.

APPROVED BY THE CITY ATTORNEY

ALTERNATIVES
None.

NEXT STEPS
Staff will provide quarterly progress reports of the Implementation Action Plan.

ATTACHMENTS

1. City of Shafter Strategic Plan FY2024_FY2027

City of Shafter, CA
FY2024-2027 Strategic Plan
Implementation Action Plan

TABLE OF CONTENTS
Introduction and City Council3
Organization4
SWOT Analysis5
Plan Status and Progress6
Strategic Initiatives7
Economic Development8
Public Safety 10
Community Services 12
Housing and Infrastructure 14

Introduction Letter
Welcome to the strategic plan for the City of Shafter for the fiscal period 2024-2027. This comprehensive document describes our mission, vision, and strategic direction for the upcoming years, providing a clear roadmap to guide us toward the achievement of long-term goals and positioning our city for greater success.

Within this strategic plan, we conducted a thorough examination of our current state, identified areas requiring improvement, and established specific objectives and goals that will serve as the foundation for our decision-making and resource allocation. Employing a collaborative and forward-thinking approach, our intention is to leverage our strengths, address weaknesses, and seize opportunities in order to adapt to the dynamic and evolving environment around us.

Our commitment to excellence, innovation, and the communities we serve is encapsulated in this strategic plan. Through collective efforts, an openness to change, and remaining faithful to our mission and vision, we are confident in our ability to realize our objectives and leave a lasting positive impact on Shafter.

As we embark on this transformative journey, we express our vast appreciation to all our stakeholders. Your support and dedication are vital for our success. Together, we will navigate the path ahead, emerging as a stronger, more resilient organization.

This strategic plan marks Shafter's 1st formalized strategic plan process ending with public distribution. We welcome any and all suggestions on how we can improve our transparency with our communities and our efforts to make Shafter better. The plan is dynamic and will be continuously reviewed and updated to remain relevant and responsive to change.

Shafter City Council 2023/2024
City Council 2023/2024
Shafter Council (Left-Right): Mayor Pro Tem Cathy Prout, Gustavo Olvera Jr., Mayor Chad Givens, Pete Espinoza, Gilbert Alvarado Cathy L. Prout
Appointed Mayor Pro Tem December
2022
Term Expires December 2024
Gustavo Olvera Jr.

Term Expires December 2026
Chad Givens
Appointed Mayor December 2022
Term Expires December 2024
Pete Espinoza
Term Expires December 2024
Gilbert T. Alvarado
Term Expires December 2024
City of Shafter Strategic Plan FY2024-2027 Page 3

Executive Leadership Team 2023/2024
Staffing by Department 2023/2024
Gabriel A. Gonzalez
City Manager
Rachel Zermeno
Community
Engagement Manager
Carol Chavolla Human Resources &
Risk Manager
Dennis Fidler
Building Official
Johnny Rubio
Information
Technology Manager
Randy Milligan
Interim Chief of
Police
Steve Esselman
Planning Director
Yazmina Pallares
City Clerk
David Franz
Education
Partnership Director
Ferdinando Guerra
Economic Development Director
Michael James
Public Works Director
Roger Sanchez
Finance Director
Values
FTE's by Department

8.5 4.0

2.0 9.5

10.5 3.0

6.0 2.0

41.5 33.0
Building
City Manager
Economic Development
Education Partnership
Finance
Human Resources
Information Technology
Planning
Police
Public Works
City of Shafter Strategic Plan FY2024-2027 Page 4

SWOT Analysis
Strengths
Strong community and active civic
engagement
Robust agricultural and industrial sector
Safe environment with low crime rates
Quality educational initiatives
New Developments, like Housing
Proactive and approachable community and
city government
Business-friendly and affordability
Proximity to Bakersfield
Weaknesses
Perceived isolation
Limited retail diversity
Limited dining options
Limited nighttime activities
Walkability/biking
No hotels or visitor centers
Limited sources of sales tax
Disconnect of core city and new development
areas on 7th Std Rd
Opportunities
Embrace new technology, possibilities, and
globalization
Downtown Revitalization
New amenities and facilities
Lerdo Hwy Development
Build and leverage partnerships
Affordable, Mix-Income, Multi-family Housing
Growth in Tourism through events and
programs
Better Connection between all areas around
Shafter
Improvements in school performance
Threats
Proximity to Bakersfield
Potential competition with neighboring cities
for resources, investments, and business
prospects
Growth outpacing city government's ability to
serve
Time and resource availability to best
strategize and use all grant funds
Potential Loss of Momentum in City being
proactive with meeting future demand
City of Shafter Strategic Plan FY2024-2027 Page 5

Plan Status and Progress
Strategic Initiatives Progress Over Time
Overall Plan Status
 Complete 5 Action Items (4%)
 On Track 27 Action Items (23%)
 Minor Disruption 1 Action Items (1%)
 Major Disruption 0 Action Items (0%)
 Not Started 69 Action Items (59%)
 Future 15 Action Items (13%)
12%
Complete
Progress Percentage
Economic Development Public Safety Community Services Housing and Infrastructure Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
0%
25%
50%
75%
100%
City of Shafter Strategic Plan FY2024-2027 Page 6

Strategic Initiatives
Economic
Development
Overall Progress
5%
Objectives
11 Public Safety Overall Progress
12%
Objectives
7 Community Services Overall Progress
16%
Objectives
8 Housing and
Infrastructure
Overall Progress
14%
Objectives
4 City of Shafter Strategic Plan FY2024-2027 Page 7

Strategic Initiatives
Economic Development
Cultivate the expansion of local businesses by building stronger relationships, fostering a business-friendly environment, boosting the local economy, and attracting nationally recognized businesses.

Objectives
 Complete  On Track  Minor Disruption  Major Disruption  Not Started  Future Approve a General Plan
Update, Development
Regulations Update, and
Programmatic
Environmental Impact
Report
Action Items 11 Progress
0%
Status
Workforce Development Action Items 3 Progress
0%
Status
Sales Tax Dashboard Action Items 3 Progress
2%
Status
Revitalization of the City
Core
Action Items 4 Progress
3%
Status
Overall Progress
 Complete 2 Action Items (4%)
 On Track 10 Action Items (18%)
 Minor Disruption 0 Action Items (0%)
 Major Disruption 0 Action Items (0%)
 Not Started 33 Action Items (58%)
 Future 12 Action Items (21%)
5%
Complete
City of Shafter Strategic Plan FY2024-2027 Page 8

Master Plan Lerdo Hwy
Corridor
Action Items 4 Progress
0%
Status
Identify Growth Industries
to Target
Action Items 5 Progress
0%
Status
Create shovel ready city
owned properties
Action Items 5 Progress
1%
Status
Create Retail Strategy Action Items 3 Progress
3%
Status
Attract at least five
national, or well-known,
businesses.

Action Items 10 Progress
17%
Status
Branding the City Action Items 5 Progress
33%
Status
Create an Economic
Development Specific
Website
Action Items 4 Progress
1%
Status
City of Shafter Strategic Plan FY2024-2027 Page 9

Strategic Initiatives
Public Safety
Safeguard the city's security by upholding a vigilant and forward-thinking law enforcement agency, surpassing industry benchmarks in the recruitment and retention of police officers, fostering community trust through exceptional customer service and robust communication, and ensuring that the built environment enhances the safety of residents.

Objectives
 Complete  On Track  Minor Disruption  Major Disruption  Not Started  Future Enhance Community Trust
and Interaction through
Social Media
Action Items 6 Progress
0%
Status
Public Safety Security
Cameras
Action Items 3 Progress
83%
Status
Crime Data Analyst Action Items 2 Progress
0%
Status
Establish College Cadet
Program
Action Items 2 Progress
0%
Status
Overall Progress
 Complete 2 Action Items (11%)
 On Track 1 Action Items (5%)
 Minor Disruption 0 Action Items (0%)
 Major Disruption 0 Action Items (0%)
 Not Started 14 Action Items (74%)
 Future 2 Action Items (11%)
12%
Complete
City of Shafter Strategic Plan FY2024-2027 Page 10

Flock (LPR) Action Items 2 Progress
0%
Status
UAS - Drone Action Items 3 Progress
0%
Status
Gossamer Grove
Substation
Action Items 1 Progress
0%
Status
City of Shafter Strategic Plan FY2024-2027 Page 11

Strategic Initiatives
Community Services
Provide exceptional community services to residents by offering upgraded facilities and services, leveraging partnerships with both public and private entities. Additionally, work towards creating and maintaining city parks and facilities that attract both residents and organizations.

Objectives
 Complete  On Track  Minor Disruption  Major Disruption  Not Started  Future Laserfiche Document
Management Services -
expansion of digital
services
Action Items 3 Progress
0%
Status
Modernize the permitting
system to accept online
payments and permitting
process
Action Items 5 Progress
24%
Status
Increase Library Use Action Items 2 Progress
0%
Status
Increase SLLC
Participation of Local
Schools
Action Items 4 Progress
29%
Status
Overall Progress
 Complete 1 Action Items (3%)
 On Track 15 Action Items (47%)
 Minor Disruption 1 Action Items (3%)
 Major Disruption 0 Action Items (0%)
 Not Started 14 Action Items (44%)
 Future 1 Action Items (3%)
16%
Complete
City of Shafter Strategic Plan FY2024-2027 Page 12

Improve customer service
experience for utility billing
online payments.

Action Items 1 Progress
40%
Status
Citywide Compensation
Study
Action Items 1 Progress
5%
Status
Recruitment and Training Action Items 14 Progress
6%
Status
Increase the availability of
park/pool permits for all
users
Action Items 2 Progress
25%
Status
City of Shafter Strategic Plan FY2024-2027 Page 13

Strategic Initiatives
Housing and Infrastructure
Promote the smart growth of Shafter through the implementation of a comprehensive community plan. This plan will encompass diverse housing options for all families and generations, encourage healthy lifestyles, and expand infrastructure to effectively accommodate future growth.

Objectives
 Complete  On Track  Minor Disruption  Major Disruption  Not Started  Future Expand City's fiber optic
broadband capabilities by
completing Master Plan
and attracting a PublicPrivate Partnership with
an internet service
provider (ISP)
Action Items 4 Progress
25%
Status
Goals and Policies of the
Housing Element
Action Items 1 Progress
0%
Status
CIP Dashboard Action Items 1 Progress
30%
Status
Ensure proper funding for
utility/infrastructure needs
Action Items 3 Progress
0%
Status
Overall Progress
 Complete 1 Action Items (11%)
 On Track 1 Action Items (11%)
 Minor Disruption 0 Action Items (0%)
 Major Disruption 0 Action Items (0%)
 Not Started 7 Action Items (78%)
 Future 0 Action Items (0%)
14%
Complete
City of Shafter Strategic Plan FY2024-2027 Page 14

MANAGEMENT REPORT

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: June 18, 2024
FROM: Gabriel A. Gonzalez, City Manager
PREPARED BY: Marco Martinez, City Attorney, Steve Esselman, Planning Director SUBJECT: ADOPTION OF URGENCY ORDINANCE NO. 756 THAT
ESTABLISHES A 45-DAY MORATORIUM TEMPORARILY

PROHIBITING THE ESTABLISHMENT OF SMOKE SHOP

BUSINESSES, HOOKAH LOUNGES, AND TOBACCO STORES

RECOMMENDATION
Council find the action is exempt from the California Environmental Quality Act; adopt Urgency Ordinance No. 756, an Interim Urgency Ordinance of the City Council of the City of Shafter, California, enacted Pursuant to California Government Code Section 65858 prohibiting the establishment of smoke shops, hookah lounges, and tobacco stores in the City of Shafter for a 45-day period, pending study and adoption of Regulatory and Zoning Standards.

BACKGROUND
In recent years, e-cigarettes and other vape pens have become a popular alternative to traditional smoking. Further, current research indicates that chemicals contained in such products may be harmful to persons, especially minors, and that vaping releases contents of e-cigarettes into the air. Further, e-cigarettes are made to mimic conventional cigarettes, making enforcement of smoking and tobacco product regulation difficult and confusing if e-cigarettes are excluded.

As a result, on November 8, 2022, California voters upheld the state law (SB 793) prohibiting a tobacco retailer, or any of the tobacco retailer’s agents or employees, from selling, offering for sale, or possessing with the intent to sell or offer for sale, most flavored tobacco products including flavored e-cigarettes and menthol cigarettes, as well as tobacco product flavor enhancers in retail locations.

On October 7, 2023, Governor Newsom signed into law AB 935, strengthening the enforcement of the flavored tobacco retail law and broadening the definition of a retail location. However, cities still retain the authority to draft and enforce local flavored tobacco bans for products that were exempted by state law.

Recently, the Shafter Police Department became aware that an existing tobacco retailer was engaged in the sale of prohibited products, including cannabis. Such illegal operations also raised concerns about the impacts of such operations on surrounding businesses and community, including minors and sensitive adjacent land uses as well

ADOPTION OF URGENCY ORDINANCE NO. 756 THAT ESTABLISHES A 45-DAY MORATORIUM

TEMPORARILY PROHIBITING THE ESTABLISHMENT OF SMOKE SHOP BUSINESSES, HOOKAH

LOUNGES, AND TOBACCO STORES
- 2 -
as their use as illegal commercial cannabis stores.

While the illegal sales have ceased and enforcement actions are pending against the operator, that incident caused a review of the City’s current Smoke Shop, Hookah Lounge and Tobacco Store regulations. That review revealed that the City does not have specific regulations governing how or where such uses may operate. The purpose of this Urgency Ordinance is to establish a moratorium on the approval of any (business) license or permit for potential new operators of Smoke Shops, Hookah Lounges and/or Tobacco Stores.

The proposed moratorium will give staff time to evaluate the City’s current regulations and study whether new regulations are appropriate, given that the State of California has also recently passed additional new laws prohibiting a tobacco retailer, or any of the tobacco retailer’s agents or employees, from selling, offering for sale, or possessing with the intent to sell or offer for sale, most flavored tobacco products including flavored e-cigarettes and menthol cigarettes, as well as tobacco product flavor enhancers in retail locations.

In the last year, staff has not received any inquiries to establish any smoke shop businesses, hookah lounges, and tobacco stores within the City of Shafter.

ANALYSIS
California Government Code Section 65858 authorizes cities to adopt an urgency measure in the form of an Urgency Ordinance to protect the public from a current and immediate threat to the public health, safety, or welfare resulting from a contemplated zoning proposal. Government Code Section 65868 further provides that such an urgency measure shall be effective for only 45 days following its adoption but may be extended beyond the initial 45-day period, following compliance with that Section, for an additional 10 months and 15 days and subsequently for an additional 12 months.

The attached Urgency Ordinance establishes a moratorium on the approval of any permits, licenses or entitlements seeking to establish a new Smoke Shop, Hookah Lounge or Tobacco Store in the City. It does not affect existing lawful Smoke Shops or Tobacco Stores (there are no Hookah Lounges in the City). During the time that the Urgency Ordinance is in place, City staff will study to impacts of these uses and the interplay of new state laws to craft new, comprehensive regulations and zoning requirements for the establishment of future Smoke Shops, Hookah Lounges and/or Tobacco Stores in the City.

Because this is an Urgency Ordinance, it must be adopted by 4/5 vote of the City Council.

FISCAL IMPACT
There is no fiscal impact resulting from the adoption of the Urgency Ordinance.

CEQA ANALYSIS

ADOPTION OF URGENCY ORDINANCE NO. 756 THAT ESTABLISHES A 45-DAY MORATORIUM

TEMPORARILY PROHIBITING THE ESTABLISHMENT OF SMOKE SHOP BUSINESSES, HOOKAH

LOUNGES, AND TOBACCO STORES
- 3 -
This Urgency Ordinance is not a project within the meaning of Section 15378 of the State of California Environmental Quality Act (CEQA) Guidelines, because it has no potential for resulting in physical change in the environment, directly or indirectly. The City Council further finds, under Title 14 of the California Code of Regulations, section 15061(b)(3) that this interim Urgency Ordinance is nonetheless exempt from the requirements of CEQA, because it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment since it temporarily prohibits the establishment of uses.

APPROVED BY THE CITY ATTORNEY
Yes

ALTERNATIVES
Alternatives to the proposed action are to not adopt Urgency Ordinance No. 756 or provide alternative direction to staff.

NEXT STEPS
An extension of the Urgency Ordinance will require:

1. The City Council to issue a written report, 10 days prior to acting on any extension of the Urgency Ordinance, describing the measures taken to alleviate the condition which led to the adoption of the Urgency Ordinance; and

2. After notice pursuant to Section 65090 and public hearing, the City Council may extend the Urgency Ordinance for 10 months and 15 days and subsequently extend the interim ordinance for one year. Any extension also requires a 4/5 vote for adoption. Not more than two extensions may be adopted.

ATTACHMENTS

1. Exhibit 1 - Urgency Ordinance No. 756

EXHIBIT 1
ORDINANCE NO. 756

AN INTERIM URGENCY ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

SHAFTER, CALIFORNIA, ENACTED PURSUANT TO CALIFORNIA GOVERNMENT CODE SECTION 65858 PROHIBITING THE ESTABLISHMENT OF SMOKE SHOPS,

HOOKAH LOUNGES, AND TOBACCO STORES IN THE CITY OF SHAFTER FOR A 45-DAY PERIOD, PENDING STUDY AND ADOPTION OF REGULATORY AND ZONING STANDARDS.

WHEREAS, the City of Shafter, California (“City”) is a municipal corporation, duly organized as a Charter City under the constitution and laws of the State of California; and WHEREAS, Article 11, Section 7 of the California Constitution authorizes the City of Shafter to make and enforce within its limits all ordinances and regulations not in conflict with general laws; and
WHEREAS, the unregulated development of Smoke Shops, Hookah Lounges and Tobacco Stores, as defined in this Urgency Ordinance, presents an immediate threat to the public health, safety and welfare for the following reasons:
• The City does not have specific regulations in its Municipal Code governing the establishment of Smoke Shops, Tobacco Stores or Hookah Lounges. Specifically, there are no detailed regulations regarding the development, operation or location standards for these uses; and • Significant concerns have been raised regarding the lack of current regulations to address Smoke Shops, Tobacco Stores and Hookah Lounges and the noise, safety, health, and other impacts of these uses on the community including on minors and sensitive land uses as well as their use as commercial cannabis stores; and
• Many state laws have been adopted, which acknowledge the public health impacts of tobacco, especially flavored tobacco products, and specifically its effect on minors. For example, state law prohibits public school students from smoking or using tobacco products while on campus, while attending school sponsored activities, or while under the supervision or control of school district employees. State law also prohibits smoking in playgrounds. State law also prohibits smoking within 20 feet of the main entrances and exits of public buildings; and • In recent years, e-cigarettes and other vape pens have become a popular alternative to traditional smoking. Further, current research indicates that chemicals contained in such products may be harmful to persons, especially minors, and that vaping releases contents of ecigarettes into the air. Further, e-cigarettes are made to mimic conventional cigarettes, making enforcement of smoking and tobacco product regulation difficult and confusing; and • It is also appropriate the review other operational impacts from locating Smoke Shops, Hookah Lounges and Tobacco Stores in areas close to locations where children gather; and • As a result, on November 8, 2022, California voters upheld the state law (SB 793) prohibiting a tobacco retailer, or any of the tobacco retailer’s agents or employees, from selling, offering for sale, or possessing with the intent to sell or offer for sale, most flavored tobacco products

Shafter City Council Ordinance No. 756
June 18, 2024

including flavored e-cigarettes and menthol cigarettes, as well as tobacco product flavor enhancers in retail locations; and
• On October 7, 2023, Governor Newsom signed into law AB 935, strengthening the enforcement of the flavored tobacco retail law and broadening the definition of a retail location; and
• Cities still retain the authority to draft and enforce local flavored tobacco bans for products that were exempted by state law; and
• Smoke Shops, Hookah Lounges and Tobacco Stores can also be a target for theft and vandalism and it would be prudent to study operational elements that discourage such activities.

Additionally, Smoke Shops and Tobacco Stores may be affiliated with the sale of illegal cannabis products and drug paraphernalia that encourage illegal activity, which can negatively affect the neighborhoods and surrounding community; and • The establishment of Hookah Lounges produces secondary smoke, far more concentrated than cigarette smoke, which can negatively affect workers, passers-by, neighbors, the elderly, sick and disabled and particularly minors. Recognizing the health risks, state laws have been adopted to prohibit unlawful smoking of tobacco in hookah pipes in an enclosed place of employment as well as prohibiting smoking of tobacco in hookah pipes by those under 18 years of age; and
• Due to the lack of development, operation and location standards for these uses, the City desires to study new zoning regulations to provide clear, consistent, and uniform guidance to businesses and individuals regarding the citing and operational characteristics while also addressing significant community concerns; and
WHEREAS, due to the health, safety, and welfare impacts of Smoke Shops, Hookah Lounges and Tobacco Stores, the City wishes to study the appropriate types of local regulations that can address their impacts; and
WHEREAS, California Government Code Section 65858 provides that, without following the procedures otherwise required prior to the adoption of a zoning ordinance, an urgency measure in the form of an interim ordinance may be adopted by a four-fifths vote of the City Council to protect the public from a current and immediate threat to the public health, safety, or welfare resulting from a contemplated zoning proposal. Government Code Section 65868 further provides that such an urgency measure shall be effective for only 45 days following its adoption, but may be extended beyond the initial 45 day period, following compliance with that Section, for an additional 10 months and 15 days and subsequently for an additional 12 months; and WHEREAS, City staff requires time to gather data about the adverse impacts of Smoke Shops, Hookah Lounges and Tobacco Stores, including vape stores, and to research, study, and consider ways to possibly amend the City’s Municipal Code to address the potential impacts caused by these uses; and

Shafter City Council Ordinance No. 756
June 18, 2024

WHEREAS, City staff and the Shafter Police Department intend to conduct research into the possible and likely impacts of further regulating Smoke Shops, Hookah Lounges and Tobacco Stores, including vape stores, in the City in order to mitigate adverse impacts; and WHEREAS, in the last year, City staff has not received any inquiries to establish any Smoke Shops, Hookah Lounges, and Tobacco Stores within the City of Shafter; and WHEREAS, as a result, the City Council desires to institute a forty-five (45) day moratorium on the approval of any business licenses and/or land use entitlement or permit so that the City can research and select the best course of action for the City’s citizens and the community at large.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SHAFTER DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1. Findings. The above recitals are true and correct and are incorporated herein by reference. The Shafter City Council hereby finds and determines that Smoke Shops, Hookah Lounges and Tobacco Stores constitute an immediate threat to public health, safety and welfare.

The approval of additional entitlements for Smoke Shops, Hookah Lounges and Tobacco Store establishments under the City’s current regulations will further threaten public health, safety, or welfare. The adoption of this Urgency Ordinance is therefore necessary for the immediate protection of public safety, health and welfare.

SECTION 2. CEQA. The City Council finds that this Urgency Ordinance is not a project within the meaning of Section 15378 of the State of California Environmental Quality Act (“CEQA”) Guidelines, because it has no potential for resulting in physical change in the environment, directly or indirectly. The City Council further finds, under Title 14 of the California Code of Regulations, section 15061(b)(3) that this interim Urgency Ordinance is nonetheless exempt from the requirements of CEQA, because it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment since it prohibits the establishment of uses.

SECTION 3. Moratorium. During the time this Ordinance is in effect, no business license or other permit or entitlement shall be issued for the establishment or operation of a Smoke Shop, Hookah Lounge and/or Tobacco Store, as defined herein, unless this moratorium is extended or terminated by the City Council.

As used in this Urgency Ordinance, the following definitions apply:

A. “Establish” or “operate” a Smoke Shop, Hookah Lounge or Tobacco Store (as defined in this Urgency Ordinance) means and includes any of the following: (i) the opening or commencement of the operation of a Smoke Shop, Hookah Lounge or Tobacco Store; (ii) the conversion of an existing business, facility, use establishment, or location to a Smoke Shop, Hookah Lounge or Tobacco Store; and (iii) the addition of a Smoke Shop, Hookah Lounge or Tobacco Store to any other existing business, facility, use, establishment or location.

B. “Hookah” means a glass or metal water pipe usually decorated and shaped somewhat like a bottle or small tank, with a long, flexible cord pipe, also known as shisha, nargile, hubble bubble, nag and Turkish water Pipe.

Shafter City Council Ordinance No. 756
June 18, 2024

C. “Hookah Lounge” means an area of a commercial establishment, whether enclosed, indoor or outdoor, designated specifically for the use of hookahs, but does not include private use of hookahs in personal residences if otherwise in compliance with applicable law.

D. “Tobacco Paraphernalia” means any device, product, equipment, or material of any kind that is intended or designed for use for smoking, inhaling, or ingesting tobacco, notwithstanding that the device, product, equipment, or material may also be used for smoking, inhaling, or ingesting any controlled substance. “Tobacco paraphernalia” includes, but is not limited to, all of the following: (i) Metal, ivory, wooden, acrylic, glass, stone, plastic, or ceramic pipes with or without screens, permanent screens, hashish heads, or punctured bowls; (ii) Water pipes; (iii) Bongs; (iv) Chillums; (v) Ice pipes or chillers; (vi) Cigarette papers or wrappers; (vii) Cigarette rolling machines; (viii) Blunt wraps, as defined in Section 308 of the Penal Code; (ix) Hookahs and similar devices constructed with a receptacle or container in which water or some other liquid may be placed into which smoke passes and is cooled in the process of being inhaled or ingested; and (x) any electronic device that delivers nicotine or other vaporized liquids to the person inhaling from the device, including, but not limited to, an electronic cigarette, cigar, pipe, or hookah. “Tobacco Paraphernalia” shall include any component, part, or accessory of the foregoing, whether or not sold separately.

E. “Tobacco Product” means any product containing, made, or derived from tobacco or nicotine that is intended for human consumption, whether smoked, heated, chewed, absorbed, dissolved, inhaled, snorted, sniffed, or ingested by any other means, including, but not limited to, cigarettes, e-cigarettes (with or without flavoring), cigars, little cigars, chewing tobacco, pipe tobacco, or snuff or vaping accessories. “Tobacco Product” shall include any component, part, or accessory of the foregoing, whether or not sold separately. “Tobacco Product” does not include a product that has been approved by the United States Food and Drug Administration for sale as a tobacco cessation product or for other therapeutic purposes where the product is marketed and sold solely for such an approved purpose.

F. “Tobacco Store” or “Smoke Shop” means a retailer or wholesale business or any person that:
(1) sells, offers for sale or offers to exchange for any form of consideration, tobacco, Tobacco Products or Tobacco Paraphernalia; and (2) has fifteen percent (15%) or more of the square feet in the establishment used for the sale or display of tobacco, Tobacco Products or Tobacco Paraphernalia.

Notwithstanding the prohibition contained in this section, the City will continue to accept and process applications for uses prohibited by this moratorium if so required by State law. Any application received and processed during the moratorium shall be processed at the applicant’s sole cost and risk with the understanding that no permit, license, approval or other entitlement for a use covered by this Section may be issued while this moratorium or any extension of it is in effect.

In addition, any person who lawfully holds an existing permit, license, and/or land use entitlement for an existing and lawfully operating Smoke Shop. Hookah Lounge and/or Tobacco Shop in the City of Shafter, as of the effective date of this Urgency Ordinance may continue to lawfully operate under that existing permit, license, and/or entitlement. Nothing herein shall limit the authority of the City to revoke or suspend any existing license, permit, and/or entitlement as authorized under existing law.

Shafter City Council Ordinance No. 756
June 18, 2024

SECTION 4. Adoption. Pursuant to Government Code Section 65858 and 36937, this interim urgency ordinance is designed to protect the health, safety, and welfare of the City and its residents and becomes effective immediately upon adoption by a four-fifths (4/5) vote of the City Council following the notice and public hearing required by Government Code Section 65858(a).

SECTION 5. Term. This Urgency Ordinance is adopted under the provisions of Government Code Section 65858 and 36937(b) and shall take effect immediately upon its passage by a fourfifths vote of the City Council. This Urgency Ordinance shall remain in effect for forty-five (45) days from its adoption, unless earlier repealed or extended pursuant to law.

SECTION 6. Report Required. No less than ten (10) days prior to the scheduled expiration of this Urgency Ordinance, staff shall issue a report to the City Council on the progress of its study and on determinations for how the City should proceed, insofar as conclusions have been drawn.

SECTION 7. Severability. If any provision of this Urgency Ordinance or the application thereof to any person or circumstance is held invalid or unconstitutional, such invalidity or unconstitutionality shall not affect other provisions or applications of this Urgency Ordinance which can be given effect without the invalid provision or application, and to this end the provisions of this Urgency Ordinance are severable. The City Council hereby declares that it would have adopted this Urgency Ordinance irrespective of the invalidity of any portion thereof.

PASSED, APPROVED, AND ADOPTED THIS 18th DAY OF JUNE, 2024. _____________________________
Chad Givens, Mayor
ATTEST:
_____________________________
Yazmina Pallares, City Clerk
APPROVED AS TO FORM:
_____________________________
Marco A. Martinez, City Attorney

MANAGEMENT REPORT

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: June 18, 2024
FROM: Gabriel A. Gonzalez, City Manager
PREPARED BY: Alex Gonzalez, Deputy Public Works Director SUBJECT: APPROVAL OF BUDGET STATUS FOR SHAFTER AQUATIC
CENTER IMPROVEMENTS (CIP PROJECT #PF00002)

RECOMMENDATION
Council find the action is not defined as a “project” per Section 15378(b)(4) of the CEQA Guidelines; approve the use of $700,000 in Federal American Rescue Plan Act funds to amend existing construction contracts for completing improvements at the Shafter Aquatics Center; and authorize the Public Works Director to execute said contract amendments on behalf of the City.

BACKGROUND
The Council previously authorized $3,000,000 in Clean California grant and local funds for rebuilding the pools at the Shafter Aquatics Center through a construction contract with JTS Construction. This amount was to have covered the original construction bid plus contingencies. Upon the project's commencement, several contract change orders were necessary to address both unanticipated issues and opportunities to enhance the operation of the pool. Changes include the installation of new pool area lighting, completely new electrical runs within the mechanical room, new pool handrails, additional demolition work on the pool deck for an increased concrete thickness, pool water chemistry controller updates, rerouting of pool lighting conduit, replacement of auto-fill lines, and the installation of a new diving board and stand. To date, the City has processed $266,500.29 in change orders.

In addition to the change orders already issued, there are additional change orders for consideration that include the installation of three permanent outdoor showers, overexcavation and compaction of the building pad for the new building, and comprehensive mechanical room work to accommodate updated systems. Staff is estimating an additional $200,000 to complete this additional work.

ANALYSIS
Among the more substantial items left to complete involves mitigating an issue uncovered during the demolition of the previous building that another contractor was performing. This mitigation specifically consists of removing two large underground vaults abandoned during a building renovation approximately 30 years ago. A plan to demolish the vaults and recompact the surrounding soil has been developed based on

APPROVAL OF BUDGET STATUS FOR SHAFTER AQUATIC CENTER IMPROVEMENTS (CIP PROJECT #PF00002)
- 2 -
input from a geotechnical firm and the City Building Official. This plan should be implemented now rather than deferring to the new building construction contract because one of the vaults is directly under the electrical panel of the previous building, which needs to be removed by PG&E before the new building construction can proceed. An application for temporary on-site electrical service has been requested to operate the pool during the construction of the new building.

The following is an updated summary of the project budget forecast:

Original Contract Amount $2,842,500.00
Change Orders To Date $266,500.29
Forecasted Change Orders $200,000.00
Estimated Project Total $3,309.000.29
Original Council Approved Budget $3,000,000.00
Not included in the budget above is $700,000 in Federal American Rescue Plan Act (ARPA) funds that the Council committed to improving the Aquatics Center. It was originally anticipated that these funds would be committed to the new building phase, but given the funding shortfall listed for the pool phase, they can and should be used now.

FISCAL IMPACT
No budget action is required. The Clean California, ARPA, and local funds committed to the Shafter Aquatics Center project (Capital Improvement Project #PF00002) are sufficient to fund the latest estimate of the project costs.

CEQA ANALYSIS
The action is not defined as a “project” per Section 15378(b)(4) of the CEQA Guidelines because the action is the approval of additional funds to cover unforeseen costs to improve the Shafter Aquatics Center that has already been environmentally cleared and therefore, it is the creation of a governmental funding mechanism or other fiscal activity that does not involve any commitment to a specific project that can result in a potentially significant impact and not subject to CEQA.

APPROVED BY THE CITY ATTORNEY
Not Applicable

ALTERNATIVES
There is no alternative to completing the recommended work described above because it must be completed to restore the pools and main building at the Aquatics Center. The work can be deferred to the new building phase of the project, but that would not likely reduce costs, plus it would delay work on the site electrical service and

APPROVAL OF BUDGET STATUS FOR SHAFTER AQUATIC CENTER IMPROVEMENTS (CIP PROJECT #PF00002)
- 3 -
the overall project completion. The current funding shortfall can be addressed by increasing the participation of the General Fund, but ARPA funding already committed to the project can also cover the shortfall. The participation of the General Fund will likely need to be revisited after building construction bids are opened later this year.

NEXT STEPS
Upon Council approval, existing construction contracts will be amended to complete the additional work described above.

ATTACHMENTS
None

MANAGEMENT REPORT

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: June 18, 2024
FROM: Gabriel A. Gonzalez, City Manager
PREPARED BY: Michael James, Public Works Director
SUBJECT: FINALIZE AQUATICS CENTER BUILDING ELEVATION

DISCUSSION

RECOMMENDATION
Finalize discussion on building exterior and architectural features presented by OrdizMelby Architects and provide design feedback to staff.

BACKGROUND
At its June 4, 2024 meeting, the Council was provided with profiles of two different design concepts for the exterior of a new building planned for the Shafter Aquatics Center by Ordiz Melby Architects. Profiles of each concept are provided with this staff report. "Scheme A" consists of cement plaster, manufactured stone veneer wainscot, and a standing seam roof with a color scheme that resembles shade structures recently assembled at City parks. "Scheme B" consists of cement plaster, metal siding (horizontal and vertical orientation), and a standing seam roof with a color scheme to match Shafter High School colors.

Following the presentation, the Council requested additional time to consider the options before providing direction on which one to include in the construction plans for future bidding. Since the meeting, Ordiz Melby Architects prepared an assessment of each design concept, including pros and cons of each one, which is also included in this staff report.

ANALYSIS
To ensure the new building project is on track to be designed and constructed by next summer, Ordiz Melby Architects requests a determination on which building exterior to incorporate into the design.

FISCAL IMPACT
No budget action is required. The item is presented for discussion purposes only.

CEQA ANALYSIS
This item does not require discretionary action as it is for informational purposes only. Therefore, it does not trigger a CEQA review.

APPROVED BY THE CITY ATTORNEY

FINALIZE AQUATICS CENTER BUILDING ELEVATION DISCUSSION
- 2 -
Not Applicable

ALTERNATIVES
There are no alternatives to the recommended action. The item is presented for discussion purposes only.

NEXT STEPS
Following tonight's meeting, the Council's feedback will be used to update the design and develop biddable construction plans. Authorization to bid will be brought before the Council for approval at a future meeting.

ATTACHMENTS

1. Profiles of Building Exterior Options

2. Assessment of Buiding Exterior Options

CITY OF SHAFTER AQUATIC CENTER
SCHEME A: EXTERIOR RENDER 1
JUNE 6, 2024

CITY OF SHAFTER AQUATIC CENTER
SCHEME A: EXTERIOR RENDER 2
JUNE 6, 2024

STANDING SEAM METAL ROOF

EXTERIOR PLASTER

STONE VENEER

EXTERIOR PLASTER

CITY OF SHAFTER AQUATIC CENTER
SCHEME B: EXTERIOR RENDER 1
JUNE 6, 2024

CITY OF SHAFTER AQUATIC CENTER
SCHEME B: EXTERIOR RENDER 2
JUNE 6, 2024
METAL PANEL 2
"WAVE"
METAL PANEL 1
"BOX RIB"

STANDING SEAM METAL ROOF

EXTERIOR PLASTER

2024 06 05
City of Shafter Aquatic Center Building
Exterior Elevation Materials – Pros & Cons
Scheme A
Exterior Materials:
• Cement plaster
• Manufactured stone veneer wainscot
• Standing seam roof
Scheme B
Exterior Materials:
• Cement plaster
• Metal siding (horizontal and vertical orientation)
• Standing seam roof
Cement plaster
Pros: common building material, strong, durable, uniform surface, repairability Cons: Application of cement plaster finish is a time-consuming process Manufactured stone veneer
Pros: Aesthetic value: creates the look of natural beauty on any exterior, rich spectrum of profiles and colors, provides durable protection, requires little maintenance.

Cons: Moisture problems can occur if stone veneer siding is not installed correctly, in terms of cost, manufactured stone veneer costs more than other siding options.

Metal siding panels
Pros: Eco-friendly, energy efficient, lightweight, durable, aesthetic value Cons: Not vandal proof, prone to scratches & dents, repairability Metal standing seam roofing
Pros: Easy to maintain, pest resistant, durable, aesthetics, environmentally friendly, resistant to fading and chalking with 30-year warranty product, Eco-friendly
Cons: Cost is one of the biggest disadvantages over other roofing materials such as asphalt shingles

MANAGEMENT REPORT

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: June 18, 2024
FROM: Gabriel A. Gonzalez, City Manager
PREPARED BY: Michael James, Public Works Director, Marcos Torres, Deputy Public Works Director
SUBJECT: AWARD NEW PROFESSIONAL SERVICES AGREEMENT FOR

NIGHTLY PARK PATROLS TO DARK KNIGHT SECURITY

RECOMMENDATION
Council find the action is not defined as a “project” per Section 15378(b)(4) of the California Environmental Quality Act Guidelines; authorize the Public Works Director to serve SITREP Security Solutions with a termination notice for an active professional services agreement to provide park patrol services; approve a cost proposal submitted by Dark Knight Security to provide nightly park patrol services upon the termination of said agreement with SITREP Security Solutions for a monthly fee of $2,300; and authorize the Public Works Director to enter into a new professional services agreement with Dark Knight Security for providing said park patrol services.

BACKGROUND
For the past four years, SITREP Security Solutions (SITREP) has been contracted with the City to provide nightly patrol services for City parks. Specifically, their work consists of performing one nightly patrol after City parks close and locking doors for on-site public restrooms. The primary intent of locking the restrooms is to reduce interior vandalism and reduce City resources needed to perform repairs.

While the services provided by SITREP have reduced restroom vandalism and loitering at the parks, Public Works is not fully satisfied with the consistency of the service and communication provided. Therefore, proposals from other security companies were requested. At least six Bakersfield-based companies were contacted. SITREP was also notified about the bid request and invited to submit a new proposal but has yet to do so. To date, one proposal was submitted by Dark Knight Security, based in Shafter.

ANALYSIS
Dark Knight Security is proposing a monthly service fee of $2,300, whereas SITREP currently charges $2,737.50. In addition to a cost reduction, Dark Knight Security offers the opportunity to work with a local company with a vested interest in the community. Companies that did not submit a proposal have stated they cannot be competitive because they require minimum time commitments that exceed the time realistically needed to provide the service.

AWARD NEW PROFESSIONAL SERVICES AGREEMENT FOR NIGHTLY PARK PATROLS TO

DARK KNIGHT SECURITY
- 2 -
Before a professional services contract is awarded to Dark Knight Security, the City must serve SITREP with a formal termination notice for their current agreement. The minimum notice is ten days. A new agreement with Dark Knight Security could go into effect as early as July 8, 2024.

FISCAL IMPACT
A contract with Dark Knight Security will go into effect during Fiscal Year 2024- 2025. The budget prepared for the park security patrols during this period would cover SITREP's higher monthly service fee. If the service provided by Dark Knight Security is satisfactory, future fiscal year budgets may have cost adjustments to account for inflation and increased labor costs. Budget action is not required at this time.

CEQA ANALYSIS
The action is not defined as a “project” per Section 15378(b)(4) of the CEQA Guidelines because the action is the approval of a professional services agreement for nightly park patrols and therefore, it is the creation of a governmental funding mechanism or other fiscal activity that does not involve any commitment to a specific project that can result in a potentially significant impact and not subject to CEQA.

APPROVED BY THE CITY ATTORNEY
Not Applicable

ALTERNATIVES
The Council can direct staff to retain the services by SITREP or explore the use of City crews to at least lock the restrooms at the time parks close, which is 10:00 p.m. SITREP's level of service has declined in recent months, which has negatively impacted park security. At this time, Dark Knight Security offers a smaller cost than SITREP and is Shafter-based. Having City crews lock the restrooms would result in after-hours callout charges exceeding what Dark Knight Security is proposing. Crewmember availability seven days per week would also be challenging. Therefore, alternative action is not recommended.

NEXT STEPS
Upon Council authorization, Public Works will issue a termination notice to SITREP and a new professional services agreement to Dark Knight Security.

ATTACHMENTS

1. Dark Knight Security Proposal

2. Original SITREP Proposal (2022)

Dark Knight Security
Matthew Hernandez
184 Redwood Dr
Shafter, CA 93263
661-220-0225
[email protected]
To:

Michael James, P.E.

Public Works Director
336 Pacific Avenue
Shafter, CA 93263
Proposal for the City of Shafter
Dark Knight Security is a local security company started in 2006 by Jesus Hernandez and is now run by Matthew Hernandez Dark Knight Security is prepared to offer the following services to the City of Shafter:
● Daily park checks
● Locking bathroom facilities
● Making sure there is no one on the park after hours
Upon acceptance of Dark Knight Security’s services, the City of Shafter shall pay Dark Knight Security $2300 per month on the first of every month beginning on July 8, 2024 via [METHOD -Check,PAYPAL, ETC]. Failure to do so may result in the termination of the contract. Terms may be reviewed and amended if accepted by both parties.

I look forward to the opportunity to do business with the City of Shafter. If you have any questions, or would like to discuss further, you may reach me at 661-220-0225 or [email protected].

Contract# 002-422COSP
Date: 4/20/2022
Company: City of Shafter
Address: Parks
Contact: Michael James
Phone: 661-746-5002
Email: [email protected]
4440 Grissom St Suite 102
Bakersfield, Ca 93313
Phone: (661) 241-0619
Email: [email protected]
Item Description Quantity Unit Price Amount
1 Mobile Patrol Lock Ups 5 parks Monthly* $2737.50 $2737.50 2 Reporting Software, GPS 1 $0.00 $0.00
Total $2737.50
*This bill rate reflects current pricing at a rate of 18.00 per check. 18.00x 5 lock up/checks x 365 days divided by 12 months for a monthly average of the above cost.

We request this increase due to operational cost. Pricing would take effect for 5/1/2022 as two years have passed since start of contract 3/1/2020

MANAGEMENT REPORT

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: June 18, 2024
FROM: Gabriel A. Gonzalez, City Manager
PREPARED BY: Michael James, Public Works Director
SUBJECT: AWARD ZERKER ROAD IMPROVEMENTS PROJECT - PHASE III

TO GRIFFITH COMPANY

RECOMMENDATION
Council find the action is exempt from the California Environmental Quality Act; authorize allocating $44,000 in additional local street improvement funding to Capital Improvement Program Project ST00038.2; accept bids received for the Zerker Rd.

Reconstruction Project - Phase III Project; approve one (1) bid submitted by Griffith Company for said project in the amount of $703,543.00; authorize the Public Works Director to award a construction contract for said project to Griffith Company; and authorize expenditures for said project up to $775,000.

BACKGROUND
At its April 16, 2024 meeting, the Council authorized formal bidding for Zerker Rd.

Reconstruction Project - Phase III Project. As designed, the project would reconstruct a 2,800-foot portion of Zerker Road, beginning just south of the JS Ag Facility and heading south to the tie-off point of the previously completed Phase II project. It includes a full pavement reconstruction that grinds and removes the existing road section and reconstructs a new road base section and asphalt concrete layer. The prebid estimate for the project is $750,000.

Open May 24, 2024, bids were publicly opened for the project. A summary of the results is as follows:

Bid No. Bidder Bid Amount
1 Griffith Company $703,543.00
2 Bowman Asphalt $770,900.00
3 Granite Construction Company $899,538.00
4 Burtch Construction $928,558.86
5 Westrock, LLC $804,804.00

AWARD ZERKER ROAD IMPROVEMENTS PROJECT - PHASE III TO GRIFFITH COMPANY - 2 -
Griffith Company submitted the lowest confirmed bid at an amount of $703,543.00.

ANALYSIS
Griffith Company has performed numerous street improvement projects for the City, including the previous phase of the Zerker Road improvements. An appropriate budget to cover their bid plus approximately ten percent (10%) in contingencies is $775,000.

FISCAL IMPACT
Capital Improvement Program (CIP) Project #ST00038.2 has a budget for this project in the amount of $731,000, $506,419 of which is made possible by an allocation of Road Maintenance and Rehabilitation Account (RMRA) funding. The balance comes from other sources of recurring street project funding. Increasing the budget to the recommended amount of $775,000 requires budget action by the Council. The allocations from these recurring street project funding sources can be increased by $44,000.

CEQA ANALYSIS
The project is exempt from CEQA per Section 15302 of the CEQA Guidelines (Class 2 – Replacement or Reconstruction) because it is the replacement and/or reconstruction of a portion of Zerker Road on the same site as the road to be replaced and will have substantially the same purpose and capacity.

APPROVED BY THE CITY ATTORNEY
Not Applicable

ALTERNATIVES
The City committed to this project when the Council designated it for RMRA funding. It can be downsized to reduce costs and stay within the existing CIP budget, but that requires rejecting all bids for the current project. Because there are adequate sources of matching funding to proceed with this important project, alternative action is not recommended.

NEXT STEPS
Upon Council authorization, Public Works will award the project to Griffith Company and proceed with the construction phase. Construction is expected to take place this summer and will likely require significant traffic coordination and detouring, which will be coordinated with nearby industries and shared with the public in advance.

ATTACHMENTS

1. Public Bid Opening Tabulation Sheet

2. Confirmed Bid Results

ITEM DESCRIPTION QTY UNITS Unit Cost Total Cost Unit Cost Total Cost Unit Cost Total Cost Unit Cost Total Cost Unit Cost Total Cost A1 HOT MIX ASPHALT, 3/4 IN PG64‐10 3,200 TONS 93.00 $                         297,600.00 $                               95.00 $                       304,000.00 $                               93.00 $                        297,600.00 $                                124.69 $                    399,008.00 $                                   108.00 $                   345,600.00 $                              A2 CLASS II AGGREGATE BASE 3,900 CY 41.50 $                         161,850.00 $                               48.00 $                       187,200.00 $                               59.90 $                        233,610.00 $                                66.71 $                      260,169.00 $                                   55.18 $                      215,202.00 $                              A3 FULL DEPTH GRIND & REMOVE SECTION 105,000 SF 0.80 $                           84,000.00 $                                 0.90 $                         94,500.00 $                                 1.35 $                           141,750.00 $                                1.08 $                        113,400.00 $                                   1.15 $                        120,750.00 $                              A4 SUBGRADE COMPACTION 105,000 SF 0.17 $                           17,850.00 $                                 0.55 $                         57,750.00 $                                 0.68 $                           71,400.00 $                                  0.79 $                        82,950.00 $                                     0.20 $                        21,000.00 $                                A5 FOG SEAL 105,000 SF 0.07 $                           7,350.00 $                                   0.04 $                         4,200.00 $                                   0.03 $                           3,150.00 $                                     0.09 $                        9,450.00 $                                       0.06 $                        6,300.00 $                                   A6 RUMBLE STRIP 4,764 LF 2.09 $                           9,956.76 $                                   2.00 $                         9,528.00 $                                   2.00 $                           9,528.00 $                                     1.07 $                        5,097.48 $                                       2.50 $                        11,910.00 $                                A7 ADJUST MONUMENT TO GRADE 1 EA 4,100.00 $                    4,100.00 $                                   1,800.00 $                 1,800.00 $                                   2,000.00 $                   2,000.00 $                                     2,212.26 $                 2,212.26 $                                       1,300.00 $                1,300.00 $                                   A8 TRAFFIC CONTROL 1 LS 14,471.24 $                 14,471.24 $                                 48,900.00 $               48,900.00 $                                 40,000.00 $                 40,000.00 $                                  22,100.00 $               22,100.00 $                                     12,500.00 $              12,500.00 $                                A9 TRAFFIC STRIPING 1 LS 11,265.00 $                 11,265.00 $                                 12,000.00 $               12,000.00 $                                 12,000.00 $                 12,000.00 $                                  12,391.50 $               12,391.50 $                                     10,621.00 $              10,621.00 $ A10 PERMIT AND INSPECTION FEE ALLOWANCE 1 LS 500.00 $                       500.00 $                                      500.00 $                     500.00 $                                      500.00 $                      500.00 $                                        500.00 $                    500.00 $                                           500.00 $                   500.00 $                                      A11 REPLACE FIBER OPTIC BOX & LID 2 EA 12,300.00 $                 24,600.00 $                                 3,500.00 $                 7,000.00 $                                   4,000.00 $                   8,000.00 $                                     8,140.31 $                 16,280.62 $                                     10,921.00 $              21,842.00 $                                A12 MOBILIZATION (FULL PROJECT) 1 LS 70,000.00 $                 70,000.00 $                                 43,522.00 $               43,522.00 $                                 80,000.00 $                 80,000.00 $                                  5,000.00 $                 5,000.00 $                                       37,279.00 $              37,279.00 $ TOTAL BID PRICE: 703,543.00 $                              TOTAL BID PRICE: 770,900.00 $                              TOTAL BID PRICE: 899,538.00 $                                TOTAL BID PRICE: 928,558.86 $                                   TOTAL BID PRICE: 804,804.00 $ SUBS: SUBS: SUBS: SUBS: SUBS:

COLD PLANE PAVEMENT RECYCLING SYSTE COLD PLANE PAVEMENT RECYCLING SYS COLD PLANE PAVEMENT RECYCLING SYS COLD PLANE PAVEMENT RECYCLING SYS COLD PLANE PAVEMENT RECYCLING SYS RUMBLE STRIP PAVEMENT RECYCLING SYSTE RUMBLE STRIP PAVEMENT RECYCLING SYS RUMBLE STRIP PAVEMENT RECYCLING SYS RUMBLE STRIP PAVEMENT RECYCLING SYS RUMBLE STRIP PAVEMENT RECYCLING SYS STRIPING HARKER STRIPING CENTRAL VALLEY STRIPING STRIPING HARKER STRIPING HARKER SURVEY JOYNER TRAFFIC CONTROL SAFETY NETWORK TRAFFIC CONTROL SAFETY NETWORK STRIPING HARKER FIBER OPTIC BOX LOOP ELECTRIC
2024 ZERKER ROAD RECONSTRUCTION PROJECT (PH 3) GRIFFITH COMPANY BOWMAN ASPHALT GRANITE CONSTRUCTION COMPANY BURTCH CONSTRUCTION WESTROCK LLC

MANAGEMENT REPORT

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: June 18, 2024
FROM: Gabriel A. Gonzalez, City Manager
PREPARED BY: Gabriel Gonzalez, City Manager
SUBJECT: DISCUSSION AND DIRECTION TO CONDUCT FEASIBILITY

ANALYSIS TO IDENTIFY QUALITY OF LIFE RECREATIONAL

AMENITIES UTILIZING THE REPURPOSING OF EXISTING CITY

FACILITIES

RECOMMENDATION
Council provide direction to city staff to conduct a feasibility analysis of existing city facilities for recreational amenities.

BACKGROUND
The City is currently highly focused on enhancing recreational amenities for the community; this has been evident with the millions of dollars the City recently invested in Veteran's Park, Aquatic Center, Mannel Park, Stringham Park, and a skate park.

Additionally, the new North Shafter Park is in the design phase and is anticipated to be completed in 2025.

ANALYSIS
Purpose
The purpose of this report is to explore the feasibility of repurposing existing city facilities for recreational activities. This initiative aims to enhance community engagement, improve the utilization of underused spaces, and provide diverse recreational opportunities for residents.

Background
Several city facilities, including unused former MCCF and underutilized large parking facilities, have been identified as potential spaces for recreational activities. These facilities represent an untapped resource that, if repurposed, could significantly benefit the community by providing additional venues for sports and fitness activities.

Objectives

1. Maximize Use of City Assets: Ensure that city-owned properties are used efficiently to meet the recreational needs of residents.

2. Enhance Community Well-being: Provide spaces that support physical activity, social interaction, and mental health.

DISCUSSION AND DIRECTION TO CONDUCT FEASIBILITY ANALYSIS TO IDENTIFY QUALITY

OF LIFE RECREATIONAL AMENITIES UTILIZING THE REPURPOSING OF EXISTING CITY

FACILITIES
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3. Economic Efficiency: Repurpose existing facilities to avoid the high costs associated with building new ones.

4. Inclusivity: Create recreational opportunities accessible to all demographics, including children, seniors, and people with disabilities.

Potential Facilities for Repurposing

1. MCCF: Currently vacant, could be converted into a multi-purpose recreation center offering fitness classes, indoor sports, and community events.

2. Aquatic Center Parking Lots: Potential sites for pop-up sports courts.

Benefits
• Community Health and Wellness: Access to recreational facilities promotes physical activity, reducing the incidence of chronic diseases and improving overall health.
• Social Cohesion: Recreational activities foster social interaction and community bonding, creating a sense of belonging.
• Youth Engagement: Providing safe, structured recreational opportunities for youth can reduce crime rates and support positive development. • Economic Impact: Enhanced recreational offerings can attract visitors, support local businesses, and potentially create job opportunities.

Challenges
• Funding: Initial costs for repurposing and ongoing maintenance require financial investment.
• Zoning and Permitting: Modifications may require changes to zoning laws and building permits.
• Community Buy-in: Ensuring that the proposed changes meet the needs and preferences of the community.

Proposed Plan

1. Feasibility Study: Conduct a comprehensive study to evaluate the suitability of each identified facility for recreational purposes. This study will include cost estimates, potential funding sources, and an assessment of community needs.

2. Community Engagement: Engage with residents through public meetings, surveys, and workshops to gather input and ensure community support.

DISCUSSION AND DIRECTION TO CONDUCT FEASIBILITY ANALYSIS TO IDENTIFY QUALITY

OF LIFE RECREATIONAL AMENITIES UTILIZING THE REPURPOSING OF EXISTING CITY

FACILITIES
- 3 -

3. Pilot Projects: Implement pilot projects in select facilities to test the viability and popularity of various recreational activities.

4. Partnerships: Explore partnerships with local businesses, non-profits, and schools to share resources and expertise.

5. Implementation: Develop a phased implementation plan based on the findings of the feasibility study and community consultation.

Recommendations – Next Steps…

1. Approve the initiation of a feasibility study to assess the potential for repurposing identified city facilities for recreational activities.

2. Allocate initial funding for the feasibility study and community engagement process.

3. Direct staff to report back with findings and recommendations within six months.

Conclusion
Repurposing city facilities for recreational activities offers a strategic opportunity to enhance community well-being, optimize city assets, and create vibrant, inclusive spaces for all residents. With careful planning and community engagement, this initiative can become a cornerstone of our city’s recreational infrastructure.

FISCAL IMPACT
None.

CEQA ANALYSIS
Not applicable.

APPROVED BY THE CITY ATTORNEY
Not Applicable

ALTERNATIVES
None.

NEXT STEPS
None.

ATTACHMENTS
None