Agenda packet — Shafter City Council, April 28, 2025 (part 2 of 2)

152 SHAFTER OPERATING BUDGET 2025/26
Public Transit
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 521100-Ind Cost Allocation 90,580 114,937 90,580 79,030 90,580 91,486 Sub-Total 88-Operations -Internal $135,768 $196,087 $164,494 $140,435 $177,268 $178,480 570100-Automotive Equipment - 411,056 5,983 5,983 - -
570900-Capital Out.- Contra Acct. - (411,056) - - - -
Sub-Total 92-Capital Outlay $0 $0 $5,983 $5,983 $0 $0
580200-Capital Prj.- Buildings & Imp. - - - - - 350,000 Sub-Total 93-Capital Projects $0 $0 $0 $0 $0 $350,000
Total Expenses $393,021 $549,134 $557,311 $465,000 $629,780 $1,057,742 Total Public Transit Net Surplus/(Deficit) ($29,663) ($4,226) ($98,351) ($268,032) ($170,820) ($244,192)

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2025/26 SHAFTER OPERATING BUDGET 153
Telecommunications
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 410002-Residential Fiber User Fees - - 20,000 - 20,000 20,200 410003-Tower Utilization Fees 83,179 84,594 75,000 71,319 75,000 75,750 410005-Business Fiber User Fees 267,886 215,593 75,537 94,427 45,000 45,450 410006-Commercial Fiber User Fees 12,385 12,633 8,584 10,735 7,100 7,171 410007-Dark Fiber User Fees 30,789 31,003 8,000 9,244 8,000 8,080 Sub-Total 71-Fees for Service $394,239 $343,823 $187,121 $185,725 $155,100 $156,651 450000-Lease Revenues - 39,045 - - - -
Sub-Total 75-Rents & Concessions $0 $54,615 $0 $0 $0 $0 460145-Interest - Leases - 151 - - - -
Sub-Total 76-Investment Earnings $16,995 $15,437 $0 $0 $0 $0 470000-CA Grant - - 487,010 487,010 - -
Sub-Total 77-Grants & Donations $0 $0 $487,010 $487,010 $0 $0 Total Revenues $411,234 $413,875 $674,131 $672,735 $155,100 $156,651 510001-Departmental Supplies 938 4,902 7,000 (95) 7,000 2,000 510100-Service Agreements 1,595 1,489 143 143 200 -
510155-IT Subscription 42,000 14,533 1,450 130 1,450 -
510200-Repairs & Maintenance 6,845 78,973 39,057 66,844 39,057 40,000 510202-Hardware & Tools - 4,172 - - - -
510400-Professional Services 25,315 1,784 10,404 - 10,404 - 510501-Training - 662 2,000 - 2,000 2,000
510505-Travel - 3,779 4,200 1,326 4,200 4,000
Sub-Total 83-Planned Operations $76,693 $110,294 $64,254 $35,792 $64,311 $48,000 510707-Power 15,675 16,094 27,810 10,759 16,600 17,500
Sub-Total 85-Required Operations $15,675 $16,094 $27,810 $10,759 $16,600 $17,500 520300-Internal ISF Chrg - IT 87,281 144,995 135,270 124,182 172,286 172,286 521100-Ind Cost Allocation - 1,010 617 695 - -
Sub-Total 88-Operations -Internal $87,281 $146,005 $135,887 $124,877 $172,286 $172,286 570100-Automotive Equipment - - - 5,345 - -
570900-Capital Out.- Contra Acct. - - - 22,500 - -
Sub-Total 92-Capital Outlay $0 $0 $0 $27,845 $0 $0
580100-Capital Prj.- Infrastructure - 168,910 390,500 390,500 350,114 - 580900-Capital Prj.- Contra Acct. - (168,910) - - - -
Sub-Total 93-Capital Projects $0 $0 $390,500 $390,500 $350,114 $0 Total Expenses $179,649 $272,393 $618,451 $589,773 $603,311 $237,786 Total Telecommunications Net Surplus/
(Deficit)
$231,585 $141,482 $55,680 $82,962 ($448,211) ($81,135)
FIBER

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154 SHAFTER OPERATING BUDGET 2025/26

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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

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156 SHAFTER OPERATING BUDGET 2025/26
FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Special Revenue Funds 2022/23 2023/24 2024/25 2025/26 Change Chg Total Federal Grants 1,302,238 3,689,682 4,560,161 4,425,722 (134,439) -2.9% 58.3% Transportation 1,254,587 1,213,400 2,097,299 962,300 (1,134,999) -54.1% 12.7% State Gas 174,700 39,943 450,057 710,453 260,396 57.9% 9.4% Traffic Safety 2,926 142 225,000 - (225,000) -100.0% 0.0% SLESF 188,897 205,927 - - 0.0% 0.0%
LLMD 669,340 1,705,981 683,769 691,254 7,485 1.1% 9.1%
CDBG - 65,000 - - 0.0% 0.0%
Road Maint & Rehab 320,570 284,376 1,091,241 801,127 (290,114) -26.6% 10.6% Total Special Revenue Funds $3,913,258 $7,204,451 $9,107,527 $7,590,856 ($1,516,671) -16.7% 100%

SPECIAL REVENUE FUNDS EXPENSE BUDGET CHANGES

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2025/26 SHAFTER OPERATING BUDGET 157
FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Federal Grants Category Expenditures 2022/23 2023/24 2024/25 2025/26 Change Chg Total 93-Capital Projects 509,665 2,799,685 4,560,161 1,425,722 (3,134,439) -68.7% 32.2% 94-Transfers-Out 792,573 889,997 - 3,000,000 3,000,000 0.0% 0.0% Total Federal Grants 1,302,238 3,689,682 4,560,161 4,425,722 (134,439) -2.9% 100% FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Transportation Category Expenditures 2022/23 2023/24 2024/25 2025/26 Change Chg Total 93-Capital Projects 1,254,587 1,213,400 2,097,299 962,300 (1,134,999) -54.1% 100.0% Total Transportation 1,254,587 1,213,400 2,097,299 962,300 (1,134,999) -54.1% 100% FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
State Gas Category Expenditures 2022/23 2023/24 2024/25 2025/26 Change Chg Total 93-Capital Projects 174,700 39,943 450,057 710,453 260,396 57.9% 100.0% Total State Gas 174,700 39,943 450,057 710,453 260,396 57.9% 100% FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Traffic Safety Category Expenditures 2022/23 2023/24 2024/25 2025/26 Change Chg Total 92-Capital Outlay - - 225,000 - (225,000) -100.0% #Error 93-Capital Projects 2,926 142 - - 0.0% #Error
Total Traffic Safety 2,926 142 225,000 - (225,000) -100.0% #Error FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
SLESF Category Expenditures 2022/23 2023/24 2024/25 2025/26 Change Chg Total 94-Transfers-Out 188,897 205,927 - - 0.0% #Error
Total SLESF 188,897 205,927 - - #.0% #Error
FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
LLMD Category Expenditures 2022/23 2023/24 2024/25 2025/26 Change Chg Total 83-Planned Operations 500,425 463,993 512,584 535,804 23,220 4.5% 77.5% 85-Required Operations 168,915 119,321 171,185 155,450 (15,735) -9.2% 22.5% 94-Transfers-Out - 1,122,667 - - 0.0% 0.0%
Total LLMD 669,340 1,705,981 683,769 691,254 7,485 1.1% 100% FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
CDBG Category Expenditures 2022/23 2023/24 2024/25 2025/26 Change Chg Total 94-Transfers-Out - 65,000 - - 0.0% #Error
Total CDBG - 65,000 - - #.0% #Error
FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Road Maint & Rehab Category
Expenditures
2022/23 2023/24 2024/25 2025/26 Change Chg Total
93-Capital Projects 320,570 284,376 1,091,241 801,127 (290,114) -26.6% 100.0% Total Road Maint & Rehab 320,570 284,376 1,091,241 801,127 (290,114) -26.6% 100%

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158 SHAFTER OPERATING BUDGET 2025/26

FEDERAL GRANTS
Federal Grants
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 460002-Interest 5691 Saving 5,238 6,487 - 7,835 7,000 7,000 460015-Interest CA Class 4,345 10,197 - 3,673 12,000 12,000 460020-Interest LAIF 7,512 6,547 - 527 7,500 7,500
460021-Interest Investments 59,172 38,373 - 10,091 20,000 20,000 469900-Allocated Interest 9,470 (5,571) - (13,909) 6,500 6,500 Sub-Total 76-Investment Earnings $85,737 $56,033 $0 $8,217 $53,000 $53,000 470100-FED GRNT - - 5,088,650 - - 5,000,000
470103-FED GRNT ISTEA 56,757 - - - - -
470106-FED GRNT - STPL 496,000 7,735 - - - -
470107-FED GRNT State Pass thru 47,323 121,382 - - - -
470110-FED GRNT CMAQ 6,704 - - - - -
470115-FED GRANT - RSTP 21,979 1,797,332 59,490 90,873 - - Sub-Total 77-Grants & Donations $3,068,939 $1,926,449 $5,148,140 $90,873 $0 $5,000,000 Total Revenues $3,154,676 $1,982,482 $5,148,140 $99,090 $53,000 $5,053,000 580100-Capital Prj.- Infrastructure 502,033 2,043,718 2,466,274 144,427 4,854,548 1,325,722 580200-Capital Prj.- Buildings & Imp. - 56,969 898,387 244,073 898,387 - 580300-Capital Prj.- Other Imp. 7,632 148,097 1,195,500 864,842 769,307 100,000 Sub-Total 93-Capital Projects $509,665 $2,799,685 $4,560,161 $1,153,227 $6,522,242 $1,425,722 Total Expenses $509,665 $2,799,685 $4,560,161 $1,153,227 $6,522,242 $1,425,722 590100-Trans Out - Gen Fund 327,667 423,647 - - - -
590207-Trans Out - RMRA 417,308 - - - - -
595000-Trans Out - WW Operations 13,506 35,958 - - - -
595002-Trans Out - Water Operations - - - - - 3,000,000 595103-Trans Out - ISF Info Tech 275 112,903 - - - -
Sub-Total 94-Transfers-Out $792,573 $889,997 $0 $0 $0 $3,000,000 Total Expenses $792,573 $889,997 $0 $0 $0 $3,000,000
Total Federal Grants Net Surplus/(Deficit) $1,852,438 ($1,707,200) $587,979 ($1,054,137) ($6,469,242) $627,278

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2025/26 SHAFTER OPERATING BUDGET 159

TRANSPORTATION
Transportation
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 460002-Interest 5691 Saving 699 - - 8,714 - -
460015-Interest CA Class 580 - - 3,693 - -
460020-Interest LAIF 1,002 - - 557 - -
460021-Interest Investments 7,892 - - 10,655 - -
469900-Allocated Interest 70 (2,598) - - 2,500 2,500
Sub-Total 76-Investment Earnings $10,243 ($2,598) $0 $23,619 $2,500 $2,500 400602-TDA Article 8 758,145 - 850,000 3,096,990 880,000 858,500 Sub-Total 77-Grants & Donations $758,145 $0 $850,000 $3,096,990 $880,000 $858,500 Total Revenues $768,388 ($2,598) $850,000 $3,120,609 $882,500 $861,000 580100-Capital Prj.- Infrastructure 1,064,754 795,898 1,647,285 1,707,814 735,823 502,300 580300-Capital Prj.- Other Imp. 189,833 417,502 450,014 337,318 450,014 460,000 Sub-Total 93-Capital Projects $1,254,587 $1,213,400 $2,097,299 $2,045,103 $1,185,837 $962,300 Total Expenses $1,254,587 $1,213,400 $2,097,299 $2,045,103 $1,185,837 $962,300 Total Transportation Net Surplus/(Deficit) ($486,199) ($1,215,998) ($1,247,299) $1,075,506 ($303,337) ($101,300)

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160 SHAFTER OPERATING BUDGET 2025/26

GAS TAX
State Gas
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 400501-Gas Tax - Section 2103 166,963 193,922 173,401 168,235 173,401 175,135 400502-Gas Tax - Section 2105 116,615 129,325 120,942 105,950 120,942 122,151 400503-Gas Tax - Section 2106 53,433 58,200 51,939 48,201 51,939 52,458 400504-Gas Tax - Section 2107 158,927 175,052 164,818 138,426 164,818 166,466 400505-Gas Tax - Section 2107.5 5,000 5,000 5,000 5,000 5,000 5,050 Sub-Total 70-Taxes $500,938 $561,499 $516,100 $465,812 $516,100 $521,260 460002-Interest 5691 Saving 2,951 7,683 - 17,870 8,000 8,200 460015-Interest CA Class 2,448 12,077 - 8,100 3,000 3,000 460020-Interest LAIF 4,232 7,754 - 1,183 7,800 7,800
460021-Interest Investments 33,335 45,448 - 22,626 45,000 45,000 469900-Allocated Interest 3,284 5,499 3,000 (16,473) 4,000 40,000 Sub-Total 76-Investment Earnings $46,250 $78,461 $3,000 $33,306 $67,800 $104,000 Total Revenues $547,188 $639,960 $519,100 $499,118 $583,900 $625,260 580100-Capital Prj.- Infrastructure 174,700 39,943 450,057 271,192 450,057 710,453 Sub-Total 93-Capital Projects $174,700 $39,943 $450,057 $271,136 $450,057 $710,453 Total Expenses $174,700 $39,943 $450,057 $271,136 $450,057 $710,453 Total State Gas Net Surplus/(Deficit) $372,488 $600,017 $69,043 $227,982 $133,843 ($85,193)

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2025/26 SHAFTER OPERATING BUDGET 161

TRAFFIC SAFETY
Traffic Safety
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 440003-Fines - Traffic Safety 44,621 28,049 26,520 19,450 26,520 26,785 Sub-Total 74-Fines, Forfeitures, $44,621 $28,049 $26,520 $19,450 $26,520 $26,785 460002-Interest 5691 Saving 339 859 - 1,603 800 900
460015-Interest CA Class 281 1,350 - 728 1,500 1,500
460020-Interest LAIF 486 867 - 106 900 900
460021-Interest Investments 3,832 5,080 - 2,032 5,100 5,100 469900-Allocated Interest 333 580 3,000 (1,841) 750 750 Sub-Total 76-Investment Earnings $5,271 $8,736 $3,000 $2,628 $9,050 $9,150 Total Revenues $49,892 $36,785 $29,520 $22,078 $35,570 $35,935 570100-Automotive Equipment - - 225,000 50,000 225,000 - Sub-Total 92-Capital Outlay $0 $0 $225,000 $50,000 $225,000 $0 580300-Capital Prj.- Other Imp. 2,926 142 - - - -
Sub-Total 93-Capital Projects $2,926 $142 $0 $0 $0 $0
Total Expenses $2,926 $142 $225,000 $50,000 $225,000 $0 Total Traffic Safety Net Surplus/(Deficit) $46,966 $36,643 ($195,480) ($27,922) ($189,430) $35,935

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162 SHAFTER OPERATING BUDGET 2025/26

SUPPLEMENTAL LAW ENFORCEMENT SERVICES
SLESF
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 460002-Interest 5691 Saving 528 1,238 - 2,227 - -
460015-Interest CA Class 438 1,945 - 1,030 - -
460020-Interest LAIF 757 1,249 - 149 - -
460021-Interest Investments 5,964 7,321 - 2,850 - -
469900-Allocated Interest 332 690 - (2,653) - -
Sub-Total 76-Investment Earnings $8,019 $12,443 $0 $3,603 $0 $0 470001-CA Grant - SLEBG 165,271 186,159 194,664 194,663 - - Sub-Total 77-Grants & Donations $165,271 $186,159 $194,664 $194,663 $0 $0 Total Revenues $173,290 $198,602 $194,664 $198,266 $0 $0 590100-Trans Out - Gen Fund 188,897 205,927 - - - -
Sub-Total 94-Transfers-Out $188,897 $205,927 $0 $0 $0 $0 Total Expenses $188,897 $205,927 $0 $0 $0 $0
Total SLESF Net Surplus/(Deficit) ($15,607) ($7,325) $194,664 $198,266 $0 $0

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2025/26 SHAFTER OPERATING BUDGET 163

SPECIAL PD SERVICES
Special PD Services
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 460002-Interest 5691 Saving 5 11 - 12 - -
460015-Interest CA Class 4 17 - 5 - -
460020-Interest LAIF 7 11 - 1 - -
460021-Interest Investments 52 62 - 15 - -
469900-Allocated Interest 3 6 - (23) - -
Sub-Total 76-Investment Earnings $71 $107 $0 $10 $0 $0
Total Revenues $71 $107 $0 $10 $0 $0
Total Special PD Services Net Surplus/
(Deficit)
$71 $107 $0 $10 $0 $0

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164 SHAFTER OPERATING BUDGET 2025/26

ASSET FORFEITURE
Asset Forfeitures
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 440100-Asset Forfeitures - - 8,210 8,210 - -
Sub-Total 74-Fines, Forfeitures, $0 $0 $8,210 $8,210 $0 $0 460002-Interest 5691 Saving 254 578 - 1,264 - -
460015-Interest CA Class 211 908 - 573 - -
460020-Interest LAIF 364 583 - 84 - -
460021-Interest Investments 2,868 3,417 - 1,601 - -
469900-Allocated Interest 162 294 3,000 (1,238) 3,000 3,030 Sub-Total 76-Investment Earnings $3,859 $5,780 $3,000 $2,284 $3,000 $3,030 Total Revenues $3,859 $5,780 $11,210 $10,494 $3,000 $3,030 Total Asset Forfeitures Net Surplus/(Deficit) $3,859 $5,780 $11,210 $10,494 $3,000 $3,030

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2025/26 SHAFTER OPERATING BUDGET 165

LIGHTING, LANDSCAPE AND MAINTENANCE DISTRICT
LLMD
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 400301-Special Asmnt - LLMD 17,275 18,260 981,106 604,829 981,106 990,917 Sub-Total 70-Taxes $942,516 $983,098 $981,106 $604,829 $981,106 $990,917 460002-Interest 5691 Saving 1,081 2,464 - 12,657 - -
460015-Interest CA Class 897 3,873 - 5,700 - -
460020-Interest LAIF 1,551 2,487 - 835 - -
460021-Interest Investments 609 828 - 15,972 - -
469900-Allocated Interest (1,238) 3,459 - (6,602) - -
Sub-Total 76-Investment Earnings $27,973 $58,396 $0 $28,562 $0 $0 Total Revenues $970,489 $1,041,494 $981,106 $633,391 $981,106 $990,917 510001-Departmental Supplies - 1,803 1,200 687 1,200 1,212 510110-Landscaping Services 12,458 13,548 410,875 239,135 366,000 446,765 510114-Contract Services 246 6,022 7,500 4,495 7,500 7,575 510200-Repairs & Maintenance 340 360 68,616 32,573 55,100 59,800 510202-Hardware & Tools - 25 - - - -
510204-Equipment Repair 700 - - - - -
510205-Building Repair & Maintenance - - 45 45 100 -
510400-Professional Services - 621 24,348 18,448 24,800 20,452 Sub-Total 83-Planned Operations $500,425 $463,993 $512,584 $295,383 $454,700 $535,804 510704-Water 3,933 3,910 83,873 81,937 133,400 135,080
510706-Refuse - - 1,632 1,896 1,850 -
510707-Power (5) 27 85,680 16,058 19,650 20,370
Sub-Total 85-Required Operations $168,915 $119,321 $171,185 $99,891 $154,900 $155,450 Total Expenses $669,340 $583,314 $683,769 $395,274 $609,600 $691,254 490800-Trans In - LLMD 2002 - 95,523 - - - -
490801-Trans In - LLMD 2005 - 51,067 - - - -
490806-Trans In - LLMD 2007 - 11,624 - - - -
490807-Trans In - LLMD 2007 - 86,986 - - - -
Sub-Total 79-Transfers-In $0 $1,122,667 $0 $0 $0 $0
590800-Trans Out - LLMD 2002 - 51,067 - - - -
590802-Trans Out - LLMD 02-2005 - 2,457 - - - -
590803-Trans Out - LLMD 03-2005 - 95,887 - - - -
590804-Trans Out - LLMD 04-2005 - 5,007 - - - -
590805-Trans Out - LLMD 01-2006 - 45,204 - - - -
590808-Trans Out - LLMD 01-2015 - 541,402 - - - -
590809-Trans Out - LLMD 01-1995 - 2,825 - - - -
590810-Trans Out - LLMD 01-1998 - 95,523 - - - -
590811-Trans Out - LLMD 01-2009 - 184,685 - - - -
Sub-Total 94-Transfers-Out $0 $1,122,667 $0 $0 $0 $0
Total Revenues $0 $2,245,334 $0 $0 $0 $0
Total LLMD Net Surplus/(Deficit) $301,149 $458,180 $297,337 $238,117 $371,506 $299,663

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166 SHAFTER OPERATING BUDGET 2025/26

LOW-MOD INCOME HOUSING
Low-Mod Income Housing
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 460002-Interest 5691 Saving 2,255 5,131 - 11,002 - -
460015-Interest CA Class 1,871 8,064 - 4,999 - -
460020-Interest LAIF 3,234 5,178 - 729 - -
460021-Interest Investments 25,477 30,349 - 13,949 - -
469900-Allocated Interest 1,439 2,613 25,000 (11,000) 25,000 25,250 Sub-Total 76-Investment Earnings $34,276 $51,335 $25,000 $19,679 $25,000 $25,250 Total Revenues $34,276 $51,335 $25,000 $19,679 $25,000 $25,250 Total Low-Mod Income Housing Net Surplus/
(Deficit)
$34,276 $51,335 $25,000 $19,679 $25,000 $25,250

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2025/26 SHAFTER OPERATING BUDGET 167
CDBG
CDBG
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 460002-Interest 5691 Saving - 173 - - - -
460015-Interest CA Class - 272 - - - -
460020-Interest LAIF - 175 - - - -
460021-Interest Investments - 1,025 - - - -
Sub-Total 76-Investment Earnings $0 $1,645 $0 $0 $0 $0
470102-FED GRNT CDBG - 65,000 - - - -
Sub-Total 77-Grants & Donations $0 $65,000 $0 $0 $0 $0
Total Revenues $0 $66,645 $0 $0 $0 $0
590100-Trans Out - Gen Fund - 65,000 - - - -
Sub-Total 94-Transfers-Out $0 $65,000 $0 $0 $0 $0
Total Expenses $0 $65,000 $0 $0 $0 $0
Total CDBG Net Surplus/(Deficit) $0 $1,645 $0 $0 $0 $0

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168 SHAFTER OPERATING BUDGET 2025/26

ROAD MAINTENANCE & REHAB
Road Maint & Rehab
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 400507-Gas Tax - SB1 (RMRA) 457,197 550,133 460,000 353,489 460,000 464,600 Sub-Total 70-Taxes $457,197 $550,133 $460,000 $353,489 $460,000 $464,600 460002-Interest 5691 Saving 163 2,810 - 3,724 2,600 2,600 460015-Interest CA Class 135 4,416 - 1,682 4,500 4,500
460020-Interest LAIF 233 2,835 - 246 2,900 2,900
460021-Interest Investments 1,836 16,619 - 4,707 17,000 17,000 469900-Allocated Interest 605 5,419 - (6,024) 5,400 5,400 Sub-Total 76-Investment Earnings $2,972 $32,099 $0 $4,335 $32,400 $32,400 Total Revenues $460,169 $582,232 $460,000 $357,824 $492,400 $497,000 580100-Capital Prj.- Infrastructure 320,570 284,376 1,091,241 1,091,241 500,608 801,127 Sub-Total 93-Capital Projects $320,570 $284,376 $1,091,241 $1,091,242 $500,608 $801,127 Total Expenses $320,570 $284,376 $1,091,241 $1,091,242 $500,608 $801,127 490200-Trans In - Federal Grants 417,308 - - - - -
Sub-Total 79-Transfers-In $417,308 $0 $0 $0 $0 $0
Total Revenues $417,308 $0 $0 $0 $0 $0
Total Road Maint & Rehab Net Surplus/
(Deficit)
$556,907 $297,856 ($631,241) ($733,418) ($8,208) ($304,127)

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

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FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Internal Service Funds 2022/23 2023/24 2024/25 2025/26 Change Chg Total Facility Maintenance 403,660 549,390 1,027,254 861,695 (165,559) -16.1% 21.4% Vehicle Maintenance 217,839 271,540 259,563 232,694 (26,869) -10.4% 5.8% Risk Management 973,651 1,152,934 1,506,748 1,456,049 (50,699) -3.4% 36.2% Information Technology 1,230,831 1,522,999 1,962,409 1,470,204 (492,205) -25.1% 36.6% Information Technology - - 1,350 - (1,350) -100.0% 0.0% Total Internal Service Funds $2,825,981 $3,496,863 $4,757,324 $4,020,642 ($736,682) -15.5% 100% FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Facility Maintenance Category
Expenditures
2022/23 2023/24 2024/25 2025/26 Change Chg Total
82-Wages & Benefits 71,379 124,097 132,494 153,513 21,019 15.9% 17.8% 83-Planned Operations 125,704 241,153 569,413 539,379 (30,034) -5.3% 62.6% 85-Required Operations 201,939 166,417 310,479 158,021 (152,458) -49.1% 18.3% 88-Operations -Internal 4,638 17,723 14,868 10,782 (4,086) -27.5% 1.3% Total Facility Maintenance 403,660 549,390 1,027,254 861,695 (165,559) -16.1% 100% FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Vehicle Maintenance Category
Expenditures
2022/23 2023/24 2024/25 2025/26 Change Chg Total
82-Wages & Benefits 120,685 148,160 136,980 132,263 (4,717) -3.4% 56.8% 83-Planned Operations 51,866 43,824 46,195 23,500 (22,695) -49.1% 10.1% 85-Required Operations 10,749 11,394 12,350 5,100 (7,250) -58.7% 2.2% 88-Operations -Internal 34,539 68,162 64,038 71,831 7,793 12.2% 30.9% Total Vehicle Maintenance 217,839 271,540 259,563 232,694 (26,869) -10.4% 100% FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Risk Management Category
Expenditures
2022/23 2023/24 2024/25 2025/26 Change Chg Total
82-Wages & Benefits 66,165 74,934 - - 0.0% 0.0%
85-Required Operations 907,486 1,072,117 1,503,153 1,456,049 (47,104) -3.1% 100.0% 88-Operations -Internal - 5,883 3,595 - (3,595) -100.0% 0.0% Total Risk Management 973,651 1,152,934 1,506,748 1,456,049 (50,699) -3.4% 100% FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Information Technology Category
Expenditures
2022/23 2023/24 2024/25 2025/26 Change Chg Total
82-Wages & Benefits 583,567 787,686 893,624 831,823 (61,801) -6.9% 56.6% 83-Planned Operations 586,715 581,262 518,729 467,106 (51,623) -10.0% 31.8% 85-Required Operations 11,500 16,908 14,805 18,780 3,975 26.8% 1.3% 88-Operations -Internal 48,396 131,966 148,136 152,495 4,359 2.9% 10.4% 90-Debt Service 2,653 5,529 - - 0.0% 0.0%
92-Capital Outlay (2,000) (352) 387,115 - (387,115) -100.0% 0.0% Total Information Technology 1,230,831 1,522,999 1,962,409 1,470,204 (492,205) -25.1% 100% FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Information Technology
Category Expenditures
2022/23 2023/24 2024/25 2025/26 Change Chg Total
83-Planned Operations - - 1,350 - (1,350) -100.0% #Error Total Information Technology - - 1,350 - (1,350) -100.0% #Error

INTERNAL SERVICE FUNDS EXPENSE BUDGET CHANGE
170 SHAFTER OPERATING BUDGET 2025/26

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Facility
Maintenance
Vehicle
Maintenance
Risk
Management
Information
Technology Total
Revenues $ 858,819 $ 246,041 $ 1,456,049 $ 1,735,208 $ 4,296,117 Expenses:
82-Wages & Benefits 153,513 132,263 831,823 - 1,117,599 83-Planned Operations 539,379 23,500 467,106 - 1,029,985 85-Required Operations 158,021 1,456,049 5,100 1,637,950 18,780 88-Operations -Internal 10,782 71,831 152,495 - 235,108 Debt Service
Operating Expenses $861,695 $232,694 $1,456,049 $1,470,204 $4,020,642 Operating Income (Loss) $ (2,876) $13,347 $0 $265,004 $275,475 92-Capital Outlay - - - - -
CIP
Transfers
Non-Operating Expenses $0 $0 $0 $0 $0
Net Income/(Loss) $ (2,876) $ 13,347 $ 265,004 - $ $ 275,475 858,819
246,041
1,456,049
1,735,208
861,695
232,694
1,456,049
1,470,204
- 500,000 1,000,000 1,500,000 2,000,000
Facility Maintenance
Vehicle Maintenance
Risk Management
Information Technology
25/26 Proposed Budget
Internal Service Funds
24/25 Proposed Expenses 24/25 Projected Revenue

INTERNAL SERVICE FUNDS SUMMARY
2025/26 SHAFTER OPERATING BUDGET 171

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21/22 Actual 22/23 Actual 23/24 Actual 24/25 Budget
24/25
Projected
25/26
Proposed
Revenues $ 422,227 $ 370,440 $ 545,482 $ 850,316 $ 850,316 $ 858,819 Expenses:
82-Wages & Benefits 87,566 71,379 124,097 132,494 130,892 153,513 83-Planned Operations 164,595 125,704 241,153 569,413 516,036 539,379 85-Required Operations 151,601 201,939 166,417 310,479 157,005 158,021 88-Operations -Internal 13,029 4,638 17,723 14,868 10,769 10,782 Debt Service
Operating Expenses 416,791 $403,660 $549,390 $1,027,254 $814,702 $861,695 Operating Income (Loss) $ ($33,220) ($3,908) ($176,938) $35,614 ($2,876) 5,436 Capital Outlay - - - - - -
CIP
Transfers
Non-Operating Expenses $0 $0 $0 $0 $0 $0
Net Income/(Loss) $ 5,436 $ (33,220) $ (3,908) $ (176,938) $ 35,614 $ (2,876) $0.1M $0.1M $0.1M $0.1M $0.1M $0.2M
$0.3M $0.3M
$0.4M
$0.9M
$0.7M
$0.7M $0.4M
$0.4M
$0.5M
$0.9M $0.9M $0.9M
$0.0M
$0.2M
$0.4M
$0.6M
$0.8M
$1.0M
$1.2M
21/22 Actual 22/23 Actual 23/24 Actual 24/25 Budget 24/25 Projected 25/26 Proposed 25/26 Proposed Budget
Facilities Maintenance
Labor M&O Other Operating Expenses Capital Requests & CIP Revenues

FACILITIES MAINTENANCE SUMMARY
172 SHAFTER OPERATING BUDGET 2025/26

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21/22 Actual 22/23 Actual 23/24 Actual 24/25 Budget
24/25
Projected
25/26
Proposed
Revenues $ 257,974 $ 138,941 $ 335,479 $ 243,605 $ 243,605 $ 246,041 Expenses:
82-Wages & Benefits 160,286 120,685 148,160 136,980 127,625 132,263 83-Planned Operations 46,303 51,866 43,824 46,195 32,300 23,500 85-Required Operations 12,316 10,749 11,394 12,350 5,080 5,100 88-Operations -Internal 34,575 34,539 68,162 64,038 71,831 71,831 Debt Service
Operating Expenses $253,480 $217,839 $271,540 $259,563 $236,836 $232,694 Operating Income (Loss) $ ($78,898) $63,939 ($15,958) $6,769 $13,347 4,494 Capital Outlay
CIP
Transfers
Non-Operating Expenses $0 $0 $0 $0 $0 $0
Net Income/(Loss) $ 4,494 $ (78,898) $ 63,939 $ (15,958) $ 6,769 $ 13,347 $0.2M
$0.1M
$0.1M $0.1M $0.1M $0.1M
$0.1M
$0.1M
$0.1M $0.1M
$0.0M $0.0M
$0.0M
$0.0M
$0.1M
$0.1M
$0.1M $0.1M
$0.3M
$0.1M
$0.3M
$0.2M $0.2M $0.2M
$0.0M
$0.1M
$0.1M
$0.2M
$0.2M
$0.3M
$0.3M
$0.4M
$0.4M
21/22 Actual 22/23 Actual 23/24 Actual 24/25 Budget 24/25 Projected 25/26 Proposed 25/26 Proposed Budget
Shop/Vehicle Maintenance
Labor M&O Other Operating Expenses Capital Requests & CIP Revenues

SHOP SUMMARY
2025/26 SHAFTER OPERATING BUDGET 173

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21/22 Actual 22/23 Actual 23/24 Actual 24/25 Budget
24/25
Projected
25/26
Proposed
Revenues $ 1,092,351 $ 969,093 $ 1,163,538 $ 1,314,580 $ 1,456,049 $ 1,456,049 Expenses:
82-Wages & Benefits 13,438 66,165 74,934 - - -
85-Required Operations 1,041,600 907,486 1,072,117 1,503,153 1,456,049 1,456,049 88-Operations -Internal - - 5,883 3,595 3,596 -
Debt Service
Operating Expenses 1,055,038 $973,651 $1,152,934 $1,506,748 $1,459,645 $1,456,049 Operating Income (Loss) $37,313 ($4,558) $10,604 ($192,168) ($3,596) - $ Capital Outlay
CIP
Transfers - - - - - -
Non-Operating Expenses $0 $0 $0 $0 $0 $0
Net Income/(Loss) $ 37,313 $ (4,558) $ 10,604 $ (192,168) $ (3,596) $ - $1.0M $0.9M
$1.1M
$1.5M $1.5M $1.5M
$1.1M
$1.0M
$1.2M
$1.3M
$1.5M $1.5M
$0.0M
$0.2M
$0.4M
$0.6M
$0.8M
$1.0M
$1.2M
$1.4M
$1.6M
21/22 Actual 22/23 Actual 23/24 Actual 24/25 Budget 24/25 Projected 25/26 Proposed 25/26 Proposed Budget
Risk Management
Labor M&O Other Operating Expenses Capital Requests & CIP Revenues

RISK MANAGEMENT SUMMARY
174 SHAFTER OPERATING BUDGET 2025/26

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21/22 Actual 22/23 Actual 23/24 Actual 24/25 Budget
24/25
Projected
25/26
Proposed
Revenues $ 977,756 $ 902,979 $ 1,578,648 $ 1,718,528 $ 1,718,028 $ 1,735,208 Expenses:
82-Wages & Benefits 415,634 583,567 787,686 893,624 671,090 831,823 83-Planned Operations 402,748 586,715 581,262 518,729 484,864 467,106 85-Required Operations 8,002 11,500 16,908 14,805 18,180 18,780 88-Operations -Internal 71,175 48,396 131,966 148,136 151,959 152,495 Debt Service
Operating Expenses $897,559 $1,230,178 $1,517,822 $1,575,294 $1,326,093 1,470,204 Operating Income (Loss) $80,197 ($327,199) $60,826 $143,234 $391,935 265,004 $ 92-Capital Outlay (2,000) - 387,115 (352) - -
CIP
Transfers 12,047 112,903 275 - - -
Non-Operating Expenses ($12,047) ($2,275) ($113,255) $387,115 $0 $0 Net Income/(Loss) $ 92,244 $ (324,924) $ 174,081 $ (243,881) $ 391,935 $ 265,004 $0.4M
$0.6M
$0.8M
$0.9M
$0.7M
$0.8M
$0.4M
$0.6M
$0.6M
$0.5M
$0.5M
$0.5M
$0.1M
$0.0M
$0.1M
$0.1M
$0.2M
$0.2M
$0.0M
$1.0M
$0.9M
$1.6M
$1.7M $1.7M
$1.7M
$0.0M
$0.2M
$0.4M
$0.6M
$0.8M
$1.0M
$1.2M
$1.4M
$1.6M
$1.8M
$2.0M
21/22 Actual 22/23 Actual 23/24 Actual 24/25 Budget 24/25 Projected 25/26 Proposed 25/26 Proposed Budget
Information Technology
Labor M&O Other Operating Expenses Capital Requests & CIP Revenues

INFORMATION TECHNOLOGY SUMMARY
2025/26 SHAFTER OPERATING BUDGET 175

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FACILITIES MAINTENANCE
Facility Maintenance
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 460002-Interest 5691 Saving - - - 248 - -
460015-Interest CA Class - - - 102 - -
460020-Interest LAIF - - - 16 - -
460021-Interest Investments - - - 299 - -
Sub-Total 76-Investment Earnings $0 $0 $0 $665 $0 $0
418000-Internal ISF Chrg - Building 370,440 545,482 850,316 637,737 850,316 858,819 Sub-Total 80-Operations -Internal $370,440 $545,482 $850,316 $637,737 $850,316 $858,819 Total Revenues $370,440 $545,482 $850,316 $638,402 $850,316 $858,819 500000-Full Time Wages 41,263 76,239 90,163 66,148 85,772 106,524 500400-Overtime 203 1,141 600 - 600 606
500500-Cellphone Allowance 702 1,208 1,200 892 1,100 1,200 500502-Uniform & Equipment Allowance 427 399 400 201 400 404 500600-Retirement 2,267 - - - - -
500602-Unfunded Accr. Liab. (UAL) 412 - - 172 175 180
500604-PERS 26454 Misc. Pepra 3,790 8,624 6,002 5,192 7,100 8,383 500800-Health Insurance 15,350 23,998 24,744 18,970 25,205 24,936 500801-Dental Insurance 656 674 687 524 700 687
500802-Vision Insurance 313 309 307 234 310 307
500803-Life Insurance 192 322 301 279 380 335
500880-Work Comp Insurance 1,398 2,440 2,099 1,574 2,030 2,100 500990-Non-Cash Labor Cost Allocation 837 2,803 - - - - 509000-Payroll Taxes 3,569 5,940 5,991 4,871 7,120 7,851 Sub-Total 82-Wages & Benefits $71,379 $124,097 $132,494 $99,057 $130,892 $153,513 510000-Office Supplies 424 557 1,000 61 500 500
510001-Departmental Supplies 18,271 9,227 32,390 7,260 12,450 12,250 510100-Service Agreements - - 72,124 30,303 58,332 60,929 510109-Janitorial Services 58,178 19,416 237,172 178,241 246,220 247,500 510110-Landscaping Services - - 33,748 15,672 20,500 26,600 510115-Recruitment 257 - - - - -
510150-Software Subscription - - 2,500 91 2,000 2,000
510200-Repairs & Maintenance 11,417 10,829 17,180 10,642 18,200 29,300 510202-Hardware & Tools - - 4,000 1,956 4,000 6,000
510205-Building Repair & Maintenance - - 163,260 155,809 147,484 143,500 510300-Vehicle Operations 1,640 218 1,500 1,209 1,500 6,000 510302-Vehicle Operations - Fuel 774 1,798 2,000 1,708 2,300 2,300 510400-Professional Services 220 - 39 39 50 -
510501-Training - - 1,500 - 1,500 1,500
510505-Travel - - 1,000 - 1,000 1,000
Sub-Total 83-Planned Operations $125,704 $241,153 $569,413 $402,990 $516,036 $539,379 510701-Communications 16,509 8,466 33,928 14,231 14,660 15,100 510704-Water 8,019 7,692 8,560 6,164 9,250 9,500
510705-Sewer 695 695 720 579 820 900
510706-Refuse 5,352 3,221 24,817 19,750 3,920 4,200
510707-Power 101,311 86,969 218,002 100,895 113,390 114,190 510708-Natural Gas 8,890 260 10,359 4,353 2,875 1,750
510807-Regulatory & Permitting 14 - 1,780 388 400 511
510809-Assessment fees 811 1,290 12,313 11,665 11,690 11,870 Sub-Total 85-Required Operations $201,939 $166,417 $310,479 $158,025 $157,005 $158,021 520000-Asset Replace - - 1,275 - 1,275 1,288
520400-Internal ISF Chrg - Liability 4,638 7,443 7,310 6,429 9,494 9,494 521100-Ind Cost Allocation - 10,280 6,283 7,069 - -
Sub-Total 88-Operations -Internal $4,638 $17,723 $14,868 $13,498 $10,769 $10,782 Total Expenses $403,660 $549,390 $1,027,254 $673,570 $814,702 $861,695 Total Facility Maintenance Net Surplus/
(Deficit)
($33,220) ($3,908) ($176,938) ($35,168) $35,614 ($2,876) 176 SHAFTER OPERATING BUDGET 2025/26

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SHOP
Vehicle Maintenance
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 460002-Interest 5691 Saving 75 - - 249 - -
460015-Interest CA Class 62 - - 103 - -
460020-Interest LAIF 108 - - 16 - -
460021-Interest Investments 848 - - 301 - -
Sub-Total 76-Investment Earnings $1,093 $0 $0 $669 $0 $0 418002-Internal ISF Chrg - Shop 137,848 335,479 243,605 182,704 243,605 246,041 Sub-Total 80-Operations -Internal $137,848 $335,479 $243,605 $182,704 $243,605 $246,041 Total Revenues $138,941 $335,479 $243,605 $183,373 $243,605 $246,041 500000-Full Time Wages 75,856 88,910 94,874 69,728 92,800 101,315 500400-Overtime 132 144 500 199 200 200
500500-Cellphone Allowance 60 35 60 28 50 60
500502-Uniform & Equipment Allowance 2,536 1,451 2,600 760 1,500 1,500 500504-One-Time Compensation - 9 - - - -
500600-Retirement 7,477 - - - - -
500602-Unfunded Accr. Liab. (UAL) 478 - - 293 295 300
500603-PERS 3069 Misc. Classic 4,414 11,696 10,205 7,315 9,550 11,129 500604-PERS 26454 Misc. Pepra 266 614 522 410 560 644
500800-Health Insurance 1,897 2,162 2,242 1,719 2,290 2,259 500801-Dental Insurance 545 572 569 434 580 568
500802-Vision Insurance 208 217 216 165 220 216
500803-Life Insurance 336 355 338 284 380 368
500880-Work Comp Insurance 17,557 19,352 17,658 9,937 11,300 5,899 500990-Non-Cash Labor Cost Allocation 2,978 15,727 - - - - 509000-Payroll Taxes 5,945 6,916 7,196 5,454 7,900 7,805 Sub-Total 82-Wages & Benefits $120,685 $148,160 $136,980 $96,726 $127,625 $132,263 510000-Office Supplies 298 763 1,000 779 1,000 1,000
510001-Departmental Supplies 18,285 16,202 18,000 8,073 7,000 5,000 510100-Service Agreements - 1,442 - 225 - -
510105-Software Licensing 462 - - - - -
510106-Subscriptions & Dues - 72 - - - -
510109-Janitorial Services 10,468 8,879 - - - -
510150-Software Subscription 2,071 2,002 5,000 326 2,500 2,500 510200-Repairs & Maintenance 6,830 2,154 5,000 895 2,500 2,500 510202-Hardware & Tools - 1,997 2,292 2,595 2,500 2,000 510205-Building Repair & Maintenance 1,756 973 1,500 - 1,500 1,500 510300-Vehicle Operations 3,835 2,831 4,164 6,839 7,000 2,000 510302-Vehicle Operations - Fuel 5,430 4,161 5,000 2,126 5,000 5,000 510400-Professional Services 1,693 215 739 739 800 -
510501-Training 702 1,905 2,000 1,177 2,000 1,500
510505-Travel 36 228 1,500 - 500 500
Sub-Total 83-Planned Operations $51,866 $43,824 $46,195 $23,774 $32,300 $23,500 510701-Communications 297 114 300 - - -
510706-Refuse 1,886 2,941 3,000 277 600 620
510707-Power 2,459 3,351 4,550 1,661 1,830 1,980
510708-Natural Gas 3,756 1,911 3,500 1,736 1,650 1,500
510807-Regulatory & Permitting 671 650 1,000 517 1,000 1,000 510809-Assessment fees 1,680 2,427 - - - -
Sub-Total 85-Required Operations $10,749 $11,394 $12,350 $4,191 $5,080 $5,100 520200-Internal ISF Chrg - Building 8,596 11,533 13,154 14,798 19,928 19,928 520300-Internal ISF Chrg - IT 16,263 24,031 25,200 23,134 32,096 32,096 520400-Internal ISF Chrg - Liability 9,680 15,527 15,250 13,412 19,807 19,807 521100-Ind Cost Allocation - 17,071 10,434 11,738 - -
Sub-Total 88-Operations -Internal $34,539 $68,162 $64,038 $63,082 $71,831 $71,831 Total Expenses $217,839 $271,540 $259,563 $187,773 $236,836 $232,694 Total Vehicle Maintenance Net Surplus/
(Deficit)
($78,898) $63,939 ($15,958) ($4,400) $6,769 $13,347
2025/26 SHAFTER OPERATING BUDGET 177

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RISK MANAGEMENT
Risk Management
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 460002-Interest 5691 Saving 436 - - - - -
460015-Interest CA Class 362 - - - - -
460020-Interest LAIF 626 - - - - -
460021-Interest Investments 4,929 - - - - -
Sub-Total 76-Investment Earnings $6,353 $0 $0 $0 $0 $0
480100-Misc Refunds 251,176 24,543 - - - -
480101-Training Reimbursement - - - 270 - -
480105-Insurance Claims - (2,500) - 803 - -
Sub-Total 78-Other Revenue $251,176 $22,043 $0 $1,073 $0 $0 418004-Internal ISF Chrg - Liability 711,564 1,141,495 1,314,580 985,935 1,456,049 1,456,049 Sub-Total 80-Operations -Internal $711,564 $1,141,495 $1,314,580 $985,935 $1,456,049 $1,456,049 Total Revenues $969,093 $1,163,538 $1,314,580 $987,008 $1,456,049 $1,456,049 500000-Full Time Wages 43,829 46,337 - - - -
500500-Cellphone Allowance 482 483 - - - -
500501-Auto Allowance 602 604 - - - -
500504-One-Time Compensation - 1,034 - - - -
500506-Incentive- Bilingual Pay 386 484 - - - -
500600-Retirement 3,736 - - - - -
500602-Unfunded Accr. Liab. (UAL) 205 - - - - -
500603-PERS 3069 Misc. Classic 1,734 4,622 - - - -
500604-PERS 26454 Misc. Pepra 787 1,852 - - - -
500800-Health Insurance 9,777 9,711 - - - -
500801-Dental Insurance 167 138 - - - -
500802-Vision Insurance 130 124 - - - -
500803-Life Insurance 186 181 - - - -
500880-Work Comp Insurance 286 300 - - - -
500990-Non-Cash Labor Cost Allocation 447 5,381 - - - - 509000-Payroll Taxes 3,411 3,683 - - - -
Sub-Total 82-Wages & Benefits $66,165 $74,934 $0 $0 $0 $0 510441-Employee Assistance Insurance 2,760 2,812 3,500 2,899 3,122 3,122 510442-Employee Risk Mgt Insurance 88,492 63,103 114,080 67,650 162,192 162,192 510443-Property Insurance 358,007 466,431 730,710 730,710 552,677 552,677 510444-Risk Management Administration 490 6,748 9,203 9,203 10,123 10,123 510445-Liability Insurance 455,533 533,023 645,660 662,058 727,935 727,935 Sub-Total 85-Required Operations $907,486 $1,072,117 $1,503,153 $1,472,520 $1,456,049 $1,456,049 521100-Ind Cost Allocation - 5,883 3,595 4,045 3,596 -
Sub-Total 88-Operations -Internal $0 $5,883 $3,595 $4,045 $3,596 $0 Total Expenses $973,651 $1,152,934 $1,506,748 $1,476,565 $1,459,645 $1,456,049 Total Risk Management Net Surplus/(Deficit) ($4,558) $10,604 ($192,168) ($489,557) ($3,596) $0 178 SHAFTER OPERATING BUDGET 2025/26

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INFORMATION TECHONOLOGY
Information Technology
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 460002-Interest 5691 Saving 172 - - 768 - -
460015-Interest CA Class 142 - - 317 - -
460020-Interest LAIF 246 - - 48 - -
460021-Interest Investments 1,940 - - 927 - -
Sub-Total 76-Investment Earnings $2,500 $0 $0 $2,060 $0 $0 480100-Misc Refunds 2,110 - 500 500 - -
Sub-Total 78-Other Revenue $2,110 $1,733 $500 $500 $0 $0 418001-Internal ISF Chrg - IT 898,369 1,576,915 1,718,028 1,288,521 1,718,028 1,735,208 Sub-Total 80-Operations -Internal $898,369 $1,576,915 $1,718,028 $1,288,521 $1,718,028 $1,735,208 Total Revenues $902,979 $1,578,648 $1,718,528 $1,291,081 $1,718,028 $1,735,208 500000-Full Time Wages 32,860 92,992 634,080 375,679 471,460 607,034 500100-Part Time Wages 13,660 10,943 16,000 - - -
500400-Overtime 13 13 5,600 3,385 4,400 5,656
500500-Cellphone Allowance 485 1,176 6,240 3,040 5,030 3,840 500501-Auto Allowance 6,425 4,832 9,000 7,412 8,900 10,800 500502-Uniform & Equipment Allowance - 60 360 878 860 864 500503-Education Reimbursement 3,000 3,282 - 4,309 3,500 - 500504-One-Time Compensation 4,547 - - - - -
500600-Retirement 14,409 - - - - -
500602-Unfunded Accr. Liab. (UAL) - - - 1,068 1,075 1,090 500604-PERS 26454 Misc. Pepra 4,810 11,627 45,055 29,119 35,830 44,364 500800-Health Insurance 4,453 14,253 107,642 73,070 88,855 98,083 500801-Dental Insurance 135 409 2,998 2,023 2,500 2,813 500802-Vision Insurance 59 182 1,342 905 1,110 1,252
500803-Life Insurance 130 390 2,195 1,583 1,960 2,156
500880-Work Comp Insurance 1,145 3,107 15,869 8,056 9,420 9,520 500990-Non-Cash Labor Cost Allocation - 1,493 - - - -
509000-Payroll Taxes 2,648 7,465 47,243 28,661 36,190 44,351 Sub-Total 82-Wages & Benefits $583,567 $787,686 $893,624 $539,188 $671,090 $831,823 510000-Office Supplies 398 268 750 193 500 758
510001-Departmental Supplies 170 67 26,000 5,293 16,000 22,500 510006-Food/Meals - - - 140 - -
510100-Service Agreements 1,598 1,462 2,000 347 2,000 2,020 510103-Postage & Freight 115 15 100 12 50 101
510105-Software Licensing 21,543 5,621 - - - -
510106-Subscriptions & Dues - (749) 1,650 400 1,650 859 510115-Recruitment 183 519 38 70 50 -
510150-Software Subscription - - 298,250 268,715 283,250 304,200 510155-IT Subscription - 2,703 95,000 63,077 71,000 45,113 510200-Repairs & Maintenance 4,285 365 1,902 1,902 2,500 - 510201-Website Maintenance 117 - - - - -
510202-Hardware & Tools - 85,787 22,795 23,280 30,000 20,200 510203-Software Maintenance 2,096 - - - - -
510204-Equipment Repair - - 1,680 1,680 - -
510205-Building Repair & Maintenance - - 2,050 2,050 - - 510300-Vehicle Operations 936 720 2,000 1,083 2,000 2,020 510302-Vehicle Operations - Fuel 303 184 700 112 700 707 510400-Professional Services 275 24,413 35,404 34,852 45,404 35,758 510501-Training - - 6,600 1,753 6,600 7,105
510502-Training - Internal 235 604 500 298 500 505
510505-Travel 263 475 9,660 3,740 9,660 8,250
510602-Property Rental 13,500 13,650 1,000 - 1,000 1,010 510703-Internet 1,311 - 12,000 3,000 12,000 16,000
Sub-Total 83-Planned Operations $586,715 $581,262 $520,079 $411,996 $484,864 $467,106 510701-Communications 4,331 7,374 3,955 5,050 7,200 7,280 510704-Water 15 48 450 - - -
510705-Sewer 37 7 - - - -
510707-Power 7,117 9,479 10,400 6,956 10,980 11,500
Sub-Total 85-Required Operations $11,500 $16,908 $14,805 $12,006 $18,180 $18,780 520000-Asset Replace - - 51,000 - 51,000 51,510
520100-Internal ISF Chrg - Shop 1,378 2,578 2,578 1,827 2,578 2,604 Information Technology Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 520200-Internal ISF Chrg - Building 7,998 32,684 12,233 13,763 18,533 18,533 520400-Internal ISF Chrg - Liability 39,020 62,598 61,480 54,068 79,848 79,848 521100-Ind Cost Allocation - 34106 20845 23451 - -
2025/26 SHAFTER OPERATING BUDGET 179

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CAPITAL FUNDS &

IMPACT FEES

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FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Capital Funds 2022/23 2023/24 2024/25 2025/26 Change Chg Total State Grants 259,785 3,539,108 7,835,561 9,751,727 1,916,166 24.5% 84.1% Water CIP - - - 125,000 125,000 0.0% 0.0%
Wastewater CIP 19,118 355,028 862,500 600,000 (262,500) -30.4% 5.2% Public Safety Impact - - 1,266,619 370,000 (896,619) -70.8% 3.2% Traffic Mitigation 5,731 71,399 674,336 751,769 77,433 11.5% 6.5% Total Capital Funds $284,634 $3,965,535 $10,639,016 $11,598,496 $959,480 9.0% 100% FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
State Grants Category Expenditures 2022/23 2023/24 2024/25 2025/26 Change Chg Total 93-Capital Projects 259,785 3,539,108 7,835,561 9,751,727 1,916,166 24.5% 100.0% Total State Grants 259,785 3,539,108 7,835,561 9,751,727 1,916,166 24.5% 100% FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Water CIP Category Expenditures 2022/23 2023/24 2024/25 2025/26 Change Chg Total 93-Capital Projects - - - 125,000 125,000 0.0% 0.0%
Total Water CIP - - - 125,000 125,000 #.0% 100%
FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Wastewater CIP Category Expenditures 2022/23 2023/24 2024/25 2025/26 Change Chg Total 93-Capital Projects 19,118 18,690 862,500 600,000 (262,500) -30.4% 100.0% 94-Transfers-Out - 336,338 - - 0.0% 0.0%
Total Wastewater CIP 19,118 355,028 862,500 600,000 (262,500) -30.4% 100% FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Public Safety Impact Category
Expenditures
2022/23 2023/24 2024/25 2025/26 Change Chg Total
83-Planned Operations - - 370,000 370,000 0.0% 100.0%
92-Capital Outlay - - 896,619 - (896,619) -100.0% 0.0%
Total Public Safety Impact - - 1,266,619 370,000 (896,619) -70.8% 100% FY25 vs FY26 Change
Actual Actual Budget Budget Dollar Pct % of
Traffic Mitigation Category
Expenditures
2022/23 2023/24 2024/25 2025/26 Change Chg Total
93-Capital Projects 5,731 71,399 674,336 751,769 77,433 11.5% 100.0% Total Traffic Mitigation 5,731 71,399 674,336 751,769 77,433 11.5% 100%

CAPITAL & IMPACT FEES FUNDS BUDGET CHANGE
182 SHAFTER OPERATING BUDGET 2025/26

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2025/26 SHAFTER OPERATING BUDGET 183
State Grants
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 460002-Interest 5691 Saving 6,518 10,725 - 32,657 - -
460015-Interest CA Class 5,407 16,857 - 14,880 - -
460020-Interest LAIF 9,348 10,823 - 2,167 - -
460021-Interest Investments 73,636 63,438 - 41,464 - -
Sub-Total 76-Investment Earnings $94,909 $101,843 $0 $91,168 $0 $0 470000-CA Grant - 241,701 - 59,044 - -
470045-CA Grant - Clean California - 1,563,293 6,000,000 - 6,000,000 6,060,000 Sub-Total 77-Grants & Donations $6,299,341 $3,126,447 $6,000,000 $59,044 $6,000,000 $6,060,000 Total Revenues $6,394,250 $3,228,290 $6,000,000 $150,212 $6,000,000 $6,060,000 580100-Capital Prj.- Infrastructure 2,738 227,610 381,000 11,672 1,181,000 1,192,557 580200-Capital Prj.- Buildings & Imp. 25,511 12,574 6,435,422 1,338,623 9,339,229 8,559,170 580300-Capital Prj.- Other Imp. - 640,652 1,019,139 19,138 1,009,960 - Sub-Total 93-Capital Projects $259,785 $3,539,108 $7,835,561 $1,303,266 $11,530,189 $9,751,727 Total Expenses $259,785 $3,539,108 $7,835,561 $1,303,266 $11,530,189 $9,751,727 Total State Grants Net Surplus/(Deficit) $6,134,465 ($310,818) ($1,835,561) ($1,153,054) ($5,530,189) ($3,691,727)

STATE GRANTS

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184 SHAFTER OPERATING BUDGET 2025/26
Water CIP
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 420000-Conect Fees 304,712 318,464 423,211 492,970 450,000 450,000 Sub-Total 72-Connection/Impact Fe $304,712 $318,464 $423,211 $492,970 $450,000 $450,000 460002-Interest 5691 Saving 2,296 6,127 - 14,957 6,200 6,200 460015-Interest CA Class 1,905 9,630 - 6,777 8,500 8,500 460020-Interest LAIF 3,293 6,183 - 990 5,600 5,600
460021-Interest Investments 25,940 36,242 - 18,934 35,000 35,000 469900-Allocated Interest 2,534 4,597 15,404 (13,136) 15,404 15,558 Sub-Total 76-Investment Earnings $35,968 $62,779 $15,404 $28,522 $70,704 $70,858 Total Revenues $340,680 $381,243 $438,615 $521,492 $520,704 $520,858 580100-Capital Prj.- Infrastructure - - - - - 125,000
Sub-Total 93-Capital Projects $0 $0 $0 $0 $0 $125,000
Total Expenses $0 $0 $0 $0 $0 $125,000
Total Water CIP Net Surplus/(Deficit) $340,680 $381,243 $438,615 $521,492 $520,704 $395,858

WATER CONNECTION FEES

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2025/26 SHAFTER OPERATING BUDGET 185
Wastewater CIP
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 420000-Conect Fees 1,657,110 1,726,616 2,447,117 3,023,376 2,500,000 2,500,000 Sub-Total 72-Connection/Impact Fe $1,657,110 $1,726,616 $2,447,117 $3,023,376 $2,500,000 $2,500,000 460002-Interest 5691 Saving 12,052 31,310 - 74,920 31,000 31,000 460015-Interest CA Class 9,998 49,213 - 33,911 35,000 35,000 460020-Interest LAIF 17,286 31,597 - 4,954 28,000 28,000 460021-Interest Investments 136,157 185,203 - 94,790 175,000 175,000 469900-Allocated Interest 11,918 22,306 60,000 (67,129) 22,000 60,600 Sub-Total 76-Investment Earnings $187,411 $319,629 $60,000 $141,446 $291,000 $329,600 Total Revenues $1,844,521 $2,046,245 $2,507,117 $3,164,822 $2,791,000 $2,829,600 580100-Capital Prj.- Infrastructure 19,118 18,690 862,500 4,481 862,500 600,000 Sub-Total 93-Capital Projects $19,118 $18,690 $862,500 $4,481 $862,500 $600,000 Total Expenses $19,118 $18,690 $862,500 $4,481 $862,500 $600,000 595000-Trans Out - WW Operations - 336,338 - - - -
Sub-Total 94-Transfers-Out $0 $336,338 $0 $0 $0 $0
Total Expenses $0 $336,338 $0 $0 $0 $0
Total Wastewater CIP Net Surplus/(Deficit) $1,825,403 $1,691,217 $1,644,617 $3,160,341 $1,928,500 $2,229,600

WASTEWATER CONNECTION FEES

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186 SHAFTER OPERATING BUDGET 2025/26
Public Safety Impact
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 420100-Impact Fees 519,860 364,401 968,510 1,221,677 1,115,000 1,115,000 Sub-Total 72-Connection/Impact Fe $831,372 $625,046 $968,510 $1,221,677 $1,115,000 $1,115,000 460002-Interest 5691 Saving 1,056 4,174 - 9,997 - -
460015-Interest CA Class 876 6,561 - 4,487 - -
460020-Interest LAIF 1,514 4,213 - 658 - -
460021-Interest Investments 11,925 24,691 - 12,592 - -
Sub-Total 76-Investment Earnings $15,371 $39,639 $0 $27,734 $0 $0 Total Revenues $846,743 $664,685 $968,510 $1,249,411 $1,115,000 $1,115,000 510150-Software Subscription - - 370,000 363,435 - 370,000 Sub-Total 83-Planned Operations $0 $0 $370,000 $363,435 $0 $370,000 570000-Furniture & Fixtures - - 66,861 66,860 - -
570100-Automotive Equipment - - 663,233 488,256 492,000 - 570200-Machinery & Equipment - - 166,525 82,505 - -
Sub-Total 92-Capital Outlay $0 $0 $896,619 $637,621 $492,000 $0 Total Expenses $0 $0 $1,266,619 $1,001,056 $492,000 $370,000 Total Public Safety Impact Net Surplus/
(Deficit)
$846,743 $664,685 ($298,109) $248,355 $623,000 $745,000

PUBLIC SAFETY IMPACT FEES

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2025/26 SHAFTER OPERATING BUDGET 187
Resufe CIP
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 420000-Conect Fees 257 - 2,329 - 300 300
Sub-Total 72-Connection/Impact Fe $257 $0 $2,329 $0 $300 $300 460002-Interest 5691 Saving 394 897 - 1,925 900 900
460015-Interest CA Class 327 1,410 - 875 1,500 1,500
460020-Interest LAIF 566 905 - 128 900 900
460021-Interest Investments 4,455 5,307 - 2,440 5,400 5,400 469900-Allocated Interest 253 457 3,379 (1,924) 700 700 Sub-Total 76-Investment Earnings $5,995 $8,976 $3,379 $3,444 $9,400 $9,400 Total Revenues $6,252 $8,976 $5,708 $3,444 $9,700 $9,700 Total Resufe CIP Net Surplus/(Deficit) $6,252 $8,976 $5,708 $3,444 $9,700 $9,700

REFUSE CONNECTION FEES

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188 SHAFTER OPERATING BUDGET 2025/26
Park CIP
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 420000-Conect Fees 121,555 130,029 141,436 177,935 150,000 155,000 Sub-Total 72-Connection/Impact Fe $121,555 $130,029 $141,436 $177,935 $150,000 $155,000 460002-Interest 5691 Saving 245 926 - 2,551 950 950
460015-Interest CA Class 203 1,455 - 1,151 1,455 1,500
460020-Interest LAIF 351 934 - 168 934 950
460021-Interest Investments 2,766 5,476 - 3,222 5,400 5,400 469900-Allocated Interest 569 1,074 544 (1,985) 800 549 Sub-Total 76-Investment Earnings $4,134 $9,865 $544 $5,107 $9,539 $9,349 Total Revenues $125,689 $139,894 $141,980 $183,042 $159,539 $164,349 Total Park CIP Net Surplus/(Deficit) $125,689 $139,894 $141,980 $183,042 $159,539 $164,349

PARKS CONNECTION FEES

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2025/26 SHAFTER OPERATING BUDGET 189
Asset Replacement
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 460002-Interest 5691 Saving 5,906 13,437 - 28,812 - -
460015-Interest CA Class 4,899 21,119 - 13,092 - -
460020-Interest LAIF 8,471 13,560 - 1,909 - -
460021-Interest Investments 66,721 79,479 - 36,529 - -
469900-Allocated Interest 3,769 6,843 50,000 (28,808) 50,000 50,500 Sub-Total 76-Investment Earnings $89,766 $134,438 $50,000 $51,534 $50,000 $50,500 417000-Asset Replace - - 111,180 - 111,180 112,292
417001-Asset Replace - Police - - 173,400 - 173,400 175,134 417002-Asset Replace - IT - - 51,000 - 51,000 51,510
Sub-Total 80-Operations -Internal $0 $0 $335,580 $0 $335,580 $338,936 Total Revenues $89,766 $134,438 $385,580 $51,534 $385,580 $389,436 Total Asset Replacement Net Surplus/(Deficit) $89,766 $134,438 $385,580 $51,534 $385,580 $389,436

ASSET REPLACEMENTS

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190 SHAFTER OPERATING BUDGET 2025/26
Traffic Mitigation
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 420100-Impact Fees 2,423,291 1,673,296 2,750,273 3,316,584 2,800,000 2,821,000 Sub-Total 72-Connection/Impact Fe $2,423,291 $1,673,296 $2,750,273 $3,316,584 $2,800,000 $2,821,000 460002-Interest 5691 Saving 15,540 - - 95,090 - -
460015-Interest CA Class 12,891 - - 43,080 - -
460020-Interest LAIF 22,288 - - 6,291 - -
460021-Interest Investments 175,559 - - 120,368 - -
469900-Allocated Interest (54,144) 85,530 130,000 (85,530) 75,000 75,000 Sub-Total 76-Investment Earnings $172,134 $464,356 $130,000 $179,299 $75,000 $75,000 Total Revenues $2,595,425 $2,137,652 $2,880,273 $3,495,883 $2,875,000 $2,896,000 580100-Capital Prj.- Infrastructure 5,731 71,399 674,336 60,727 1,474,336 751,769 Sub-Total 93-Capital Projects $5,731 $71,399 $674,336 $60,727 $1,474,336 $751,769 Total Expenses $5,731 $71,399 $674,336 $60,727 $1,474,336 $751,769 Total Traffic Mitigation Net Surplus/(Deficit) $2,589,694 $2,066,253 $2,205,937 $3,435,156 $1,400,664 $2,144,231

TRAFFIC MITIGATION

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2025/26 SHAFTER OPERATING BUDGET 191
Median Mitigation
Actual Actual Budget 11Mo Actual Projection Budget
Account 2022/23 2023/24 2024/25 2024/25 2024/25 2025/26 420100-Impact Fees - - 150 150 - -
Sub-Total 72-Connection/Impact Fe $0 $0 $150 $150 $0 $0 460002-Interest 5691 Saving 136 310 - 666 - -
460015-Interest CA Class 113 487 - 303 - -
460020-Interest LAIF 195 313 - 44 - -
460021-Interest Investments 1,540 1,834 - 845 - -
469900-Allocated Interest 87 158 1,600 (665) 1,600 1,616 Sub-Total 76-Investment Earnings $2,071 $3,102 $1,600 $1,193 $1,600 $1,616 Total Revenues $2,071 $3,102 $1,750 $1,343 $1,600 $1,616 Total Median Mitigation Net Surplus/(Deficit) $2,071 $3,102 $1,750 $1,343 $1,600 $1,616

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CAPITAL

IMPROVEMENT

PROGRAM (CIP)

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CIP
Introduction Letter
Introduction
Staff is pleased to present the City of Shafter's Five-Year Capital Improvement Program (CIP), updated for FY 2025-2030. This CIP book was prepared by the Public Works Department, Finance Department, and City Manager's 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 Table of Contents Introduction Letter
Shafter CIP FY2025-2030 | Shafter 194 SHAFTER OPERATING BUDGET 2025/26Page 4

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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
Table of Contents Introduction Letter
Shafter CIP FY2025-2030 | Shafter 2025/26 SHAFTER OPERATING BUDGET 195 Page 5

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Capital Improvement Multi-Year Plan
FY25 - FY30 Total Funding Requested by Department (including Historical) Funding by Department Totals (all years)
Wastewater $50,950,000 40.91%
Public Facilities $26,702,956 21.44%
Water $26,211,283 21.05%
Streets $20,321,002 16.32%
Telecommunications $350,114 0.28%
$18M
$30M
$23M $22M
$7M
$24M
Historical 2025 2026 2027 2028 2029 2030
0 $10M
$20M
$30M
$40M
Table of Contents Multi-Year Plan
Shafter CIP FY2025-2030 | Shafter 196 SHAFTER OPERATING BUDGET 2025/26Page 9

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FY25 - FY30 Total Funding Requested by Source (including Historical) Funding by Source Totals (all years)
Wastewater Connection -030 $37,100,000 25.60%
WW Rate -5000 $27,775,000 19.16%
State Grant -0308 $23,269,138 16.05%
General Fund -0100 $13,656,028 9.42%
Water Rate -5002 $9,034,045 6.23%
Fed Grant -0200 $6,465,043 4.46%
Water Connection -0303 $6,227,238 4.30%
Water Grant -5002 $5,575,000 3.85%
TDA -0204 $4,850,195 3.35%
Gas Tax -0203 $3,325,791 2.29%
Traffic Mitigation -0305 $3,227,963 2.23%
Roads & Maint. SB1 -0207 $2,678,925 1.85%
ARPA -0200 $961,270 0.66%
Other Funding $450,000 0.31%
Fiber -5004 $350,114 0.24%
FY25 - FY30 Capital Cost Breakdown (including Historical) Capital Cost Totals (all years)
Capital Costs $124,535,355 98.12%
Operational Costs $2,390,000 1.88%
$25M
$30M
$23M $22M $20M
$24M
Historical 2025 2026 2027 2028 2029 2030
0 $10M
$20M
$30M
$40M
$19M
$30M
$24M
$22M
$7M
$25M
Historical
2025
2026
2027
2028
2029
2030
0 $3M $5M $8M $10M $13M $15M $18M $20M $23M $25M $28M $30M $33M Table of Contents Multi-Year Plan
Shafter CIP FY2025-2030 | Shafter 2025/26 SHAFTER OPERATING BUDGET 197Page 10

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Capital Improvement Plan - Project Types
FY25 - FY30 Capital Costs By Project Type (including Historical) Wastewater $56,052,803 39.15%
Water $32,318,259 22.57%
Streets $23,541,196 16.44%
General $21,358,816 14.92%
Parks $9,920,257 6.93%
143M
Wastewater
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total WW00
010
WWTP
Expansion
Project
$286,740 $750,000 $750,000 $10,000,000 $10,000,000 $1,500,000 $15,000,000 $38,286,740 WW00
004
Lift Station
Improvements
$943,508 $300,000 $500,000 $500,000 $750,000 $750,000 $1,000,000 $4,743,508 WW00
002
Southeast
Shafter Sewer
Improvements
$2,814,810 $0 $500,000 $0 $0 $0 $0 $3,314,810
WW00
006
WWTP Plant
Maintenance
Proj.
$673,051 $300,000 $300,000 $350,000 $350,000 $400,000 $400,000 $2,773,051 WW00
001
Manhole Coating $269,022 $325,000 $350,000 $350,000 $400,000 $450,000 $500,000 $2,644,022 WW00
009
JPAShared
Improvements
$0 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $1,950,000 WW00
008
Sewer
Flowmeter
Project
$0 $50,000 $250,000 $300,000 $500,000 $0 $0 $1,100,000
WW00
005
WWTP PreTreatment
Programs
$110,789 $100,000 $125,000 $125,000 $150,000 $150,000 $175,000 $935,789 WW00
007
Sewer SCADA
Projects
$4,883 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $304,883 Total Wastewater $5,102,803 $2,075,000 $3,075,000 $11,975,000 $12,550,000 $3,700,000 $17,575,000 $56,052,803 Table of Contents Project Types
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Water
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total WA000
21 Well 24
Development
Project
$0 $0 $0 $0 $0 $250,000 $4,500,000 $4,750,000
WA000
07 Water Meter
Retrofits
$1,898,905 $350,000 $375,000 $375,000 $400,000 $400,000 $400,000 $4,198,905 WA000
20 Well 23
Development
$914 $100,000 $200,000 $1,000,000 $2,500,000 $0 $0 $3,800,914 WA000
16 Well 22
Development
$0 $22,238 $75,000 $2,500,000 $750,000 $0 $0 $3,347,238 WA000
19 Water Tank 6 -
NPNS
$0 $0 $25,000 $75,000 $2,500,000 $0 $0 $2,600,000
WA000
18 Water Tank 3B -
WIP
$0 $25,000 $50,000 $2,500,000 $0 $0 $0 $2,575,000
WA000
12 General Water
Main
Replacement
$159,666 $125,000 $300,000 $350,000 $400,000 $450,000 $500,000 $2,284,666 WA000
01 Major Well or
Casing Repairs
$976,164 $148,644 $175,000 $175,000 $200,000 $225,000 $250,000 $2,149,808 WA000
02 Water Tank
Improvements
$966,050 $150,000 $150,000 $150,000 $150,000 $200,000 $200,000 $1,966,050 WA000
15 Well 21 Site
Development
Project
$1,442,388 $130,000 $0 $0 $0 $0 $0 $1,572,388
WA000
03 Well Maintenance
Projects
$213,478 $150,000 $175,000 $175,000 $200,000 $225,000 $250,000 $1,388,478 WA000
17 Water Meter -
New Installations
$367,464 $943,132 $0 $0 $0 $0 $0 $1,310,596
WA000
05 SCADAProjects $81,948 $32,269 $50,000 $50,000 $50,000 $55,000 $55,000 $374,217 Total Water $6,106,976 $2,176,283 $1,575,000 $7,350,000 $7,150,000 $1,805,000 $6,155,000 $32,318,259 Streets
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total ST0000
6 Pavement Sealing $1,211,216 $400,000 $400,000 $400,000 $400,000 $0 $0 $2,811,216 ST0003
5 Santa Fe Way
Improvements
$23,536 $1,976,464 $0 $0 $0 $0 $0 $2,000,000
ST0002
9 Hwy 43
Roundabout
Project @Santa
Fe Way
$190,187 $1,582,352 $40,000 $0 $0 $0 $0 $1,812,539
ST0004
2 Hwy 43
Roundabout @
7th Standard Rd
$0 $1,000,000 $700,000 $0 $0 $0 $0 $1,700,000
ST0000
3 Street Striping -
Pedestrian & Bike
Access
$36,239 $1,050,000 $60,000 $70,000 $80,000 $90,000 $0 $1,386,239 ST0002
2 North Shafter
Street
Improvements
$58,514 $191,629 $954,857 $0 $0 $0 $0 $1,205,000
ST0002
3 Street Striping
Roadways -
$238,786 $175,000 $200,000 $225,000 $250,000 $0 $0 $1,088,786 Table of Contents Project Types
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Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total Annual
Maintenance
ST0000
2 Widen 7th
Std.Rd.- Santa Fe
to 43
$681,929 $100,000 $98,071 $0 $0 $0 $0 $880,000
ST0003

8.1 RSTP - Lerdo
Highway
Reconstruction -
Valley St. to S.

Schnaidt St.
$0 $0 $701,000 $147,000 $0 $0 $0 $848,000
ST0003
2 7th Standard
Rd#2 LN
Reconstruction
$712,749 $36,944 $0 $0 $0 $0 $0 $749,693
ST0003

8.2 RSTP - Zerker
Rd. - 500' South
of New Kapittel
Rd. to GMC
Roofing
$0 $0 $701,000 $30,000 $0 $0 $0 $731,000
ST0003

9.24 2024 RMRARoad
Improvement
Project (Zerker
Rd.)
$608 $721,834 $0 $0 $0 $0 $0 $722,443
ST0002

1.24 Residential Road
Reconstruction
(2024 Project)
$0 $719,851 $0 $0 $0 $0 $0 $719,851
ST0003

9.28 2028 RMRARoad
Improvement
Project
$0 $0 $0 $0 $300,000 $300,000 $0 $600,000
ST0003

9.27 2027 RMRARoad
Improvement
Project
$0 $0 $0 $300,000 $300,000 $0 $0 $600,000
ST0003

9.26 2026 RMRARoad
Improvement
Project
$0 $0 $300,000 $300,000 $0 $0 $0 $600,000
ST0003

9.25 2025 RMRARoad
Improvement
Project
$0 $1,000 $599,000 $0 $0 $0 $0 $600,000
ST0002

1.29 2030 Residential
Road
Reconstruction
$0 $0 $0 $0 $0 $0 $500,000 $500,000
ST0002

1.29 2029 Residential
Road
Reconstruction
$0 $0 $0 $0 $0 $500,000 $0 $500,000
ST0002

1.28 2028 Residential
Road
Reconstruction
$0 $0 $0 $0 $200,000 $300,000 $0 $500,000
ST0002

1.27 2027 Residential
Road
Reconstruction
$0 $0 $0 $200,000 $300,000 $0 $0 $500,000
ST0002

1.26 2026 Residential
Road
Reconstruction
$0 $0 $200,000 $300,000 $0 $0 $0 $500,000
Table of Contents Project Types
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Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total ST0002

1.25 2025 Residential
Road
Reconstruction
$0 $200,000 $300,000 $0 $0 $0 $0 $500,000
ST0004
1 High Speed Rail
Mitigation Project
$0 $100,000 $250,000 $100,000 $0 $0 $0 $450,000
ST0001
1 ADAImp. -
Streets &
Sidewalks
$42,512 $100,000 $100,000 $100,000 $100,000 $0 $0 $442,512 ST0000
5 Alley
Improvements
$0 $100,000 $100,000 $100,000 $100,000 $0 $0 $400,000
ST0000
4 Curbs, Gutters, &
Sidewalks
$23,917 $35,000 $40,000 $45,000 $50,000 $0 $0 $193,917
Total Streets $3,220,194 $8,490,074 $5,743,928 $2,317,000 $2,080,000 $1,190,000 $500,000 $23,541,196 General
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total PD0000
1 Police Substation at
7th Std. Rd.
$193,901 $745,929 $10,040,000 $500,000 $0 $0 $0 $11,479,830 PF0000
2 Aquatics Center
Restoration (Pool)
$1,820,708 $2,010,439 $0 $0 $0 $0 $0 $3,831,147
PF0000
4 ShafterAquatic
Center Building
Construction
$59,770 $560,000 $2,510,000 $0 $0 $0 $0 $3,129,770
IT00003 Citywide
Broadband Fiber
Expansion
$487,010 $350,114 $0 $0 $0 $0 $0 $837,124
PF0000
1 ADAUpgrades at
Public Facilities
$24,342 $100,000 $100,000 $100,000 $100,000 $100,000 $0 $524,342 GE0000
8 City Hall Painting $0 $200,000 $200,000 $0 $0 $0 $0 $400,000 PD4 Police Department
Roof Replacement
$0 $155,000 $150,000 $0 $0 $0 $0 $305,000
GE0000
7 City Corporation
Yard Improvements
$0 $50,000 $50,000 $50,000 $50,000 $50,000 $0 $250,000
GE0000

6.3 Door Replacement
Project (Vets Hall)
$0 $99,000 $150,000 $0 $0 $0 $0 $249,000
LC0000
1 Shafter Learning
Center
Rennovation
$8,711 $175,000 $0 $0 $0 $0 $0 $183,711
PD0000
3 Animal Control
Improvements -
Driveway
Replacement and
Refuse Enclosure
$0 $125,000 $0 $0 $0 $0 $0 $125,000
PD0000
2 PD Shooting
Range Classroom
Repairs
$0 $43,893 $0 $0 $0 $0 $0 $43,893
Total General $2,594,441 $4,614,375 $13,200,000 $650,000 $150,000 $150,000 $0 $21,358,816 Parks
Project No. / Category Historical FY2025 FY2026 FY2027FY2028FY2029FY2030 Total PK00008 North Shafter Community Park $302,234 $101,000$5,500,000 $0 $0 $0 $0$5,903,234 PK00007.1 Stringham Park Ammenities Project $1,000,844 $74,386 $0 $0 $0 $0 $0$1,075,230 PK00010 Rodriguez Park Improvements $0 $0 $100,000$700,000 $0 $0 $0 $800,000 Table of Contents Project Types
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Project No. / Category Historical FY2025 FY2026 FY2027FY2028FY2029FY2030 Total PK00012 Veterans Park Soccer Field Lighting $16,454 $738,023 $0 $0 $0 $0 $0 $754,477 PK13 Kirschenmann Park Lighting Retrofit $0 $0 $500,000 $0 $0 $0 $0 $5, PK00011 Mannel Park Irrigation Improvements $0 $0 $250,000$200,000 $0 $0 $0 $45, PK00006 Veterans Park Site Improvements
(Basketball Court)
$312,029 $100,000 $0 $0 $0 $0 $0 $4,

PK00009 Community Skatepark
Improvements
$0 $25,287 $0 $0 $0 $0 $0 $5,
7 Total Parks $,,5$,
,
5$,5,$
, $ $ $$
,
,57
Table of Contents Project Types
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Capital Improvement Plan - Expenditures
FY25 - FY30 Expenditures by Fund (including Historical) Wastewater Connection -030 $37,386,740 23.64%
WW Rate -5000 $29,776,253 18.83%
State Grant -0308 $27,148,583 17.17%
General Fund -0100 $13,793,174 8.72%
Water Rate -5002 $13,697,720 8.66%
Water Connection -0303 $7,669,626 4.85%
Fed Grant -0200 $7,003,043 4.43%
Water Grant -5002 $5,575,000 3.53%
TDA -0204 $5,024,944 3.18%
Gas Tax -0203 $3,326,400 2.10%
Traffic Mitigation -0305 $3,227,963 2.04%
Roads & Maint. SB1 -0207 $2,678,925 1.69%
ARPA -0200 $1,039,169 0.66%
Other Funding $450,000 0.28%
Fiber -5004 $350,114 0.22%
158M
Wastewater Connection -030
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total WW000
10 WWTP Expansion
Project
$286,740 $600,000 $600,000 $7,000,000 $7,000,000 $10,500,000 $10,500,000 $36,486,740 WA000
20 Well 23
Development
$0 $100,000 $50,000 $250,000 $500,000 $0 $0 $900,000
Total Wastewater
Connection -030
$286,740 $700,000 $650,000 $7,250,000 $7,500,000 $10,500,000 $10,500,000 $37,386,740 WW Rate -5000
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total WW00
010
WWTP
Expansion
Project
$0 $150,000 $150,000 $3,000,000 $3,000,000 $4,500,000 $4,500,000 $15,300,000 WW00
004
Lift Station
Improvements
$943,508 $300,000 $500,000 $500,000 $750,000 $750,000 $1,000,000 $4,743,508 WW00
006
WWTP Plant
Maintenance
Proj.
$673,051 $300,000 $300,000 $350,000 $350,000 $400,000 $400,000 $2,773,051 Table of Contents Expenditures
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Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total WW00
001
Manhole Coating $269,022 $325,000 $350,000 $350,000 $400,000 $450,000 $500,000 $2,644,022 WW00
009
JPAShared
Improvements
$0 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $1,950,000 WW00
008
Sewer Flowmeter
Project
$0 $50,000 $250,000 $300,000 $500,000 $0 $0 $1,100,000
WW00
005
WWTP PreTreatment
Programs
$110,789 $100,000 $125,000 $125,000 $150,000 $150,000 $175,000 $935,789 WW00
007
Sewer SCADA
Projects
$4,883 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $304,883 GE000
07 City Corporation
Yard
Improvements
$0 $5,000 $5,000 $5,000 $5,000 $5,000 $0 $25,000
Total WW Rate -5000 $2,001,253 $1,480,000 $1,980,000 $4,980,000 $5,555,000 $6,705,000 $7,075,000 $29,776,253 State Grant -0308
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total IT00003 Citywide
Broadband Fiber
Expansion
$0 $6,910,394 $0 $0 $0 $0 $0 $6,910,394
PD0000
1 Police Substation at
7th Std. Rd.
$193,901 $745,929 $5,060,170 $0 $0 $0 $0 $6,000,000
PK0000
8 North Shafter
Community Park
$0 $101,000 $3,499,000 $0 $0 $0 $0 $3,600,000
WW000
02 Southeast Shafter
Sewer
Improvements
$2,814,810 $0 $500,000 $0 $0 $0 $0 $3,314,810
WA0001
9 Water Tank 6 -
NPNS
$0 $0 $0 $0 $2,500,000 $0 $0 $2,500,000
PF0000
2 Aquatics Center
Restoration (Pool)
$0 $1,749,082 $0 $0 $0 $0 $0 $1,749,082
ST0002
2 North Shafter Street
Improvements
$0 $180,529 $942,557 $0 $0 $0 $0 $1,123,086
ST0000
3 Street Striping -
Pedestrian & Bike
Access
$0 $1,000,000 $0 $0 $0 $0 $0 $1,000,000
PK0000

7.1 Stringham Park
Ammenities Project
$870,734 $64,715 $0 $0 $0 $0 $0 $935,449
PK0000
9 Community
Skatepark
Improvements
$0 $15,762 $0 $0 $0 $0 $0 $15,762
Total State Grant -0308 $3,879,445 $10,767,411 $10,001,727 $0 $2,500,000 $0 $0 $27,148,583 General Fund -0100
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total PD0000
1 Police Substation at
7th Std. Rd.
$0 $0 $4,979,830 $500,000 $0 $0 $0 $5,479,830
PF00004 ShafterAquatic
Center Building
Construction
$6,445 $532,559 $2,510,000 $0 $0 $0 $0 $3,049,004
PK0000
8 North Shafter
Community Park
$0 $0 $2,001,000 $0 $0 $0 $0 $2,001,000
Table of Contents Expenditures
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Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total PK13 Kirschenmann Park
Lighting Retrofit
$0 $0 $500,000 $0 $0 $0 $0 $500,000
PF00001 ADAUpgrades at
Public Facilities
$0 $100,000 $100,000 $100,000 $100,000 $100,000 $0 $500,000 PK00011 Mannel Park
Irrigation
Improvements
$0 $0 $250,000 $200,000 $0 $0 $0 $450,000
GE0000
8 City Hall Painting $0 $200,000 $200,000 $0 $0 $0 $0 $400,000 PD4 Police Department
Roof Replacement
$0 $155,000 $150,000 $0 $0 $0 $0 $305,000
PF00002 Aquatics Center
Restoration (Pool)
$0 $261,357 $0 $0 $0 $0 $0 $261,357
GE0000
7 City Corporation
Yard Improvements
$0 $40,000 $40,000 $40,000 $40,000 $40,000 $0 $200,000
GE0000

6.3 Door Replacement
Project (Vets Hall)
$0 $0 $150,000 $0 $0 $0 $0 $150,000
PK0000

7.1 Stringham Park
Ammenities Project
$130,110 $9,671 $0 $0 $0 $0 $0 $139,781
LC00001 Shafter Learning
Center Rennovation
$0 $129,490 $0 $0 $0 $0 $0 $129,490
PD0000
3 Animal Control
Improvements -
Driveway
Replacement and
Refuse Enclosure
$0 $125,000 $0 $0 $0 $0 $0 $125,000
PK0000
6 Veterans Park Site
Improvements
(Basketball Court)
$0 $71,882 $0 $0 $0 $0 $0 $71,882
PK0001
2 Veterans Park
Soccer Field
Lighting
$591 $16,535 $0 $0 $0 $0 $0 $17,126
PK0000
9 Community
Skatepark
Improvements
$0 $9,524 $0 $0 $0 $0 $0 $9,524
PD0000
2 PD Shooting Range
Classroom Repairs
$0 $4,180 $0 $0 $0 $0 $0 $4,180
Total General Fund -0100 $137,146 $1,655,198 $10,880,830 $840,000 $140,000 $140,000 $0 $13,793,174 Water Rate -5002
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total WA000
07 Water Meter
Retrofits
$1,898,905 $350,000 $375,000 $375,000 $400,000 $400,000 $400,000 $4,198,905 WA000
12 General Water
Main
Replacement
$159,666 $125,000 $300,000 $350,000 $400,000 $450,000 $500,000 $2,284,666 WA000
01 Major Well or
Casing Repairs
$976,164 $148,644 $175,000 $175,000 $200,000 $225,000 $250,000 $2,149,808 WA000
02 Water Tank
Improvements
$966,050 $150,000 $150,000 $150,000 $150,000 $200,000 $200,000 $1,966,050 WA000
03 Well Maintenance
Projects
$213,478 $150,000 $175,000 $175,000 $200,000 $225,000 $250,000 $1,388,478 WA000
17 Water Meter -
New Installations
$367,464 $943,132 $0 $0 $0 $0 $0 $1,310,596
WA000
05 SCADAProjects $81,948 $32,269 $50,000 $50,000 $50,000 $55,000 $55,000 $374,217 Table of Contents Expenditures
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Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total GE000
07 City Corporation
Yard
Improvements
$0 $5,000 $5,000 $5,000 $5,000 $5,000 $0 $25,000
Total Water Rate -5002 $4,663,675 $1,904,045 $1,230,000 $1,280,000 $1,405,000 $1,560,000 $1,655,000 $13,697,720 Water Connection -0303
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total WA0002
1 Well 24
Development
Project
$0 $0 $0 $0 $0 $250,000 $4,500,000 $4,750,000
WA0001
5 Well 21 Site
Development
Project
$1,442,388 $130,000 $0 $0 $0 $0 $0 $1,572,388
WA0001
6 Well 22
Development
$0 $22,238 $0 $500,000 $150,000 $0 $0 $672,238
WA0001
8 Water Tank 3B -
WIP
$0 $25,000 $50,000 $500,000 $0 $0 $0 $575,000
WA0001
9 Water Tank 6 -
NPNS
$0 $0 $25,000 $75,000 $0 $0 $0 $100,000
Total Water Connection
-0303
$1,442,388 $177,238 $75,000 $1,075,000 $150,000 $250,000 $4,500,000 $7,669,626 Fed Grant -0200
Project No. / Category Historical FY2025 FY2026 FY2027FY2028FY2029FY2030 Total WA00018 Water Tank 3B - WIP $0 $0 $0$2,000,000 $0 $0 $0$2,000,000 ST00035 Santa Fe Way Improvements $0$1,976,464 $0 $0 $0 $0 $0$1, 76,464
PK00010 Rodriguez Park Improvements $0 $0 $100,000 $700,000 $0 $0 $0 $800,000 ST00038.1 RSTP - Lerdo Highway
Reconstruction - Valley St. to S.

Schnaidt St.
$0 $0 $619,710 $130,139 $0 $0 $0 $74
,84

ST00038.2 RSTP - Zerker Rd. - 500' South of
New Kapittel Rd. to GMC Roofing
$0 $0 $619,710 $26,559 $0 $0 $0 $646,26

ST00032 7th Standard Rd#2 LN
Reconstruction
$538,000 $0 $0 $0 $0 $0 $0 $538,000
ST00002 Widen 7th Std.Rd.- Santa Fe to 43 $0 $88,000 $86,302 $0 $0 $0 $0 $174,302 ST00029 Hwy 43 Roundabout Project @Santa
Fe Way
$0 $118,158 $0 $0 $0 $0 $0 $118,158
ST00023 Street Striping Roadways - Annual
Maintenance
$0 $0 $0 $0 $0 $0 $0 $0
Total Fed Grant -0200 $538,000$2,182,622$1,425,722$2,856,6 8 $0 $0 $0$7,003,043
Water Grant -5002
Project No. / Category HistoricalFY2025 FY2026 FY2027 FY2028FY2029FY2030 Total WA00020 Well 23 Development $0 $0$150,000 $750,000$2,000,000 $0 $0 $2, 00,000
WA00016 Well 22 Development $0 $0 $75,000$2,000,000 $600,000 $0 $0 $2,675,000 Total Water Grant -5002 $0 $0$225,000$2,750,000$2,600,000 $0 $0 $5,575,000 TDA -0204
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total ST00006 Pavement Sealing $0 $400,000 $400,000 $400,000 $400,000 $0 $0 $1,600,000 ST00023 Street Striping
Roadways -Annual
$0 $175,000 $200,000 $225,000 $250,000 $0 $0 $850,000
Table of Contents Expenditures
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Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total Maintenance
ST0002

1.24 Residential Road
Reconstruction
(2024 Project)
$0 $719,851 $0 $0 $0 $0 $0 $719,851
ST00011 ADAImp. - Streets
& Sidewalks
$0 $100,000 $100,000 $100,000 $100,000 $0 $0 $400,000
ST00005 Alley Improvements $0 $100,000 $100,000 $100,000 $100,000 $0 $0 $400,000 ST00003 Street Striping -
Pedestrian & Bike
Access
$0 $50,000 $60,000 $70,000 $80,000 $90,000 $0 $350,000
ST00032 7th Standard Rd#2
LN Reconstruction
$174,749 $36,944 $0 $0 $0 $0 $0 $211,693
ST00004 Curbs, Gutters, &
Sidewalks
$0 $35,000 $40,000 $45,000 $50,000 $0 $0 $170,000
ST0003

9.28 2028 RMRA- Road
Improvement
Project
$0 $0 $0 $0 $50,000 $50,000 $0 $100,000
ST0003

9.27 2027 RMRA- Road
Improvement
Project
$0 $0 $0 $50,000 $50,000 $0 $0 $100,000
ST0003

9.26 2026 RMRA- Road
Improvement
Project
$0 $0 $50,000 $50,000 $0 $0 $0 $100,000
ST00022 North Shafter Street
Improvements
$0 $11,100 $12,300 $0 $0 $0 $0 $23,400
Total TDA -0204 $174,749 $1,627,895 $962,300 $1,040,000 $1,080,000 $140,000 $0 $5,024,944 Gas Tax -0203
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total ST00021.29 2030 Residential Road
Reconstruction
$0 $0 $0 $0 $0 $0$500,000 $500,000
ST00021.29 2029 Residential Road
Reconstruction
$0 $0 $0 $0 $0$500,000 $0 $500,000
ST00021.28 2028 Residential Road
Reconstruction
$0 $0 $0 $0$200,000$300,000 $0 $500,000
ST00021.27 2027 Residential Road
Reconstruction
$0 $0 $0$200,000$300,000 $0 $0 $500,000
ST00021.26 2026 Residential Road
Reconstruction
$0 $0$200,000$300,000 $0 $0 $0 $500,000
ST00021.25 2025 Residential Road
Reconstruction
$0$200,000$300,000 $0 $0 $0 $0 $500,000
ST00038.1 RSTP - Lerdo Highway
Reconstruction - Valley St. to S.

Schnaidt St.
$0 $0 $81,290 $16,861 $0 $0 $0 $98,151
ST00039.24 2024 RMRA- Road Improvement
Project (Zerker Rd.)
$608 $95,036 $0 $0 $0 $0 $0 $95,645
ST00038.2 RSTP - Zerker Rd. - 500' South of
New Kapittel Rd. to GMC Roofing
$0 $0 $81,290 $3,441 $0 $0 $0 $84,731
ST00039.25 2025 RMRA- Road Improvement
Project
$0 $0 $47,873 $0 $0 $0 $0 $47,873
ST00023 Street Striping Roadways - Annual
Maintenance
$0 $0 $0 $0 $0 $0 $0 $0
Total Gas Tax -0203 $608$295,036$710,453$520,302$500,000$800,000$500,000 $3,326,400 Table of Contents Expenditures
Shafter CIP FY2025-2030 | Shafter 2025/26 SHAFTER OPERATING BUDGET 207Page 26

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Traffic Mitigation -0305
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total ST00042 Hwy 43 Roundabout @ 7th Standard
Rd
$0 $1,000,000 $700,000 $0 $0 $0 $0 $1,700,000
ST00029 Hwy 43 Roundabout Project @Santa
Fe Way
$0 $1,464,194 $40,000 $0 $0 $0 $0 $1,0,1

ST00002 Widen 7th Std.Rd.- Santa Fe to 43 $0 $12,000 $11,769 $0 $0 $0 $0 $,7

ST00023 Street Striping Roadways - Annual
Maintenance
$0 $0 $0 $0 $0 $0 $0 $0
Total Traffic Mitigation -0305 $0 $,7,1
$71,7
$0 $0 $0 $0 $,7,

Roads & Maint. SB1 -0207
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029FY2030 Total ST00039.24 2024 RMRA- Road Improvement
Project (Zerker Rd.)
$0$626,798 $0 $0 $0 $0 $0 $,7

ST00039.25 2025 RMRA- Road Improvement
Project
$0 $1,000$551,127 $0 $0 $0 $0 $,17
ST00039.28 2028 RMRA- Road Improvement
Project
$0 $0 $0 $0$250,000$250,000 $0 $00,000
ST00039.27 2027 RMRA- Road Improvement
Project
$0 $0 $0$250,000$250,000 $0 $0 $00,000
ST00039.26 2026 RMRA- Road Improvement
Project
$0 $0$250,000$250,000 $0 $0 $0 $00,000
ST00023 Street Striping Roadways - Annual
Maintenance
$0 $0 $0 $0 $0 $0 $0 $0
Total Roads & Maint. SB1 -0207 $0$7,7

$
01,17$00,000$00,000$0,000 $0 $,7
,

ARPA -0200
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total PK00012 Veterans Park Soccer Field Lighting $15,863 $721,488 $0 $0 $0 $0 $0 $77,1 GE00006.3 Door Replacement Project (Vets
Hall)
$0 $99,000 $0 $0 $0 $0 $0 $

,000
PF00004 Shafter Aquatic Center Building
Construction
$53,325 $27,441 $0 $0 $0 $0 $0 $
0,7
LC00001 Shafter Learning Center
Rennovation
$8,711 $45,510 $0 $0 $0 $0 $0 $,1
PD00002 PD Shooting Range Classroom
Repairs
$0 $39,712 $0 $0 $0 $0 $0 $
,71
PK00006 Veterans Park Site Improvements
(Basketball Court)
$0 $28,118 $0 $0 $0 $0 $0 $
,11

Total ARPA -0200 $77,

$
1,70 $0 $0 $0 $0 $0 $1,0
,1

Other Funding
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total ST00041 High Speed Rail Mitigation Project $0 $100,000 $250,000 $100,000 $0 $0 $0 $0,000 Total Other Funding $0 $100,000 $0,000 $100,000 $0 $0 $0 $0,000 Fiber -5004
Project No. / Category Historical FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 Total IT00003 Citywide Broadband Fiber
Expansion
$0 $350,114 $0 $0 $0 $0 $0 $0,11
Total Fiber -5004 $0 $0,11 $0 $0 $0 $0 $0 $0,11
Table of Contents Expenditures
Shafter CIP FY2025-2030 | Shafter 208 SHAFTER OPERATING BUDGET 2025/26Page 27

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

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210 SHAFTER OPERATING BUDGET 2025/26

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

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2025/26 SHAFTER OPERATING BUDGET 211

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.

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212 SHAFTER OPERATING BUDGET 2025/26

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

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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.

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214 SHAFTER OPERATING BUDGET 2025/26

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.

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2025/26 SHAFTER OPERATING BUDGET 215

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.

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216 SHAFTER OPERATING BUDGET 2025/26

COMPENSATION PHILOSOPHY

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218 SHAFTER OPERATING BUDGET 2025/26
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.

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2025/26 SHAFTER OPERATING BUDGET 219
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

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220 SHAFTER OPERATING BUDGET 2025/26

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

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2025/26 SHAFTER OPERATING BUDGET 221
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

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222 SHAFTER OPERATING BUDGET 2025/26

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

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2025/26 SHAFTER OPERATING BUDGET 223
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 -

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224 SHAFTER OPERATING BUDGET 2025/26
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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226 SHAFTER OPERATING BUDGET 2025/26
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

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2025/26 SHAFTER OPERATING BUDGET 227
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

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228 SHAFTER OPERATING BUDGET 2025/26

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

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2025/26 SHAFTER OPERATING BUDGET 229
 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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230 SHAFTER OPERATING BUDGET 2025/26
 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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2025/26 SHAFTER OPERATING BUDGET 231
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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232 SHAFTER OPERATING BUDGET 2025/26
 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.

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.

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.

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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2025/26 SHAFTER OPERATING BUDGET 233
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.

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234 SHAFTER OPERATING BUDGET 2025/26
 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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2025/26 SHAFTER OPERATING BUDGET 235

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

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236 SHAFTER OPERATING BUDGET 2025/26

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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2025/26 SHAFTER OPERATING BUDGET 237

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.

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238 SHAFTER OPERATING BUDGET 2025/26

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.

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2025/26 SHAFTER OPERATING BUDGET 239

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.

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240 SHAFTER OPERATING BUDGET 2025/26

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.

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2025/26 SHAFTER OPERATING BUDGET 241

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.

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APRIL 2017
FY 25/26 OPERATING BUDGET &

CAPITAL IMPROVEMENT PROGRAM
April 28, 2025

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Agenda
01 Introduction
02 Service Departments’ Highlights, Goals & Objectives
03 25/26 Operating Budget Overview
05 25/26 Priorities
04 Shaping Shafter’s Economic Future
06 Discussion & Council Guidance
07 Back Up

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Introduction 01

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Introduction
• Budget Overview
• Priority on Service to Residents
• Purpose of the Draft Budget/Emphasis on Fiscal
Conservatism
• Ongoing Development

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Service Departments’
Highlights, Goals & Objectives 02

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Police Department & Animal Control
• Filled Nine Officer & Three Dispatch Positions/Filled Traffic Officer Position after Two-Year Gap
• Expanded Patrol Presence in Gossamer Grove
• Handled 22,117 incidents
• Installed “Flock” License Plate Readers
• Implemented Drone/E-Bike Programs and Expanded
Honor Guard/Less-Lethal Programs
• Transitioned to RDS Duty-Weapon System
• Increased Social Media Communication
• Launched Peer Support Group, “Shop with a Cop” Event, and Fentanyl Task Force
• Resumed 7-day Service, Expanded Clinics, and
Spay/Neuter Program (AC)
• Animal Control was involved in 1,167 incidents & handled 3,082 animals, an increase of over 20% from the prior
Year (AC)

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Police Department & Animal Control
• Continue to Recruit Qualified Applicants to Fill Key
Positions
• Implement Body Worn and in-Car Camera System
• Implement New Call Processing Equipment & Radio
Console Project
• Continue with Community Engagement at
Community Events
• Expand Drone Program
• Implement Commercial Traffic Unit with Current
Staffing
• Upgrade and Expansion of the Existing Radio System
• Finalize Security Camera Upgrades, Continue Clinics,
and Add Wellness Services (AC)
• Addition of Second Animal Control Officer (AC)

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Building & Code Compliance
• Permitted 431 new single-family homes
• Permitted and issued occupancy for major warehouses at the Wonderful Logistics Center (WLC)
• Completed a 45K sq. ft. Amenity Center at the WLC
• Completed the improvements for LGV Coupling and issued a certificate of occupancy
• Completed the Countryside Corner Carwash project
• Completed an expansion for Grow Public Schools
• Permitted improvements for soccer fields, basketball courts, & hardscape at the Grow Public Schools (Ph. II)
• Permitted a 2,200 sq. ft. shell building for the second Starbucks
• Permitted and/or completed misc. improvements for
downtown businesses, including El Michoacano, Glam Salon & Spa, GrapeCo Farms, and Big Stop
• Distributed educational pamphlets
• Strengthened relationships with neighborhoods and
businesses

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Building & Code Compliance
• Regulatory Compliance & Safety
• Customer Service Enhancement
• Staff Development & Training
• Adoption of 2025 California Codes
• Implementation of Land Management System
(LMS)
• Assisted with voluntary compliance of code
violations to reduce legal actions for community
violators and gain community support
• Reduced blight within the City through active
code enforcement and community education via
public outreach

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Planning
• Began General Plan Update with
background development and initial
committee engagement
• Conducted design and strategy for Lerdo
Highway corridor
• Approved multiple tract maps, zone
amendments, specific plan amendments,
conditional use permits, and other
planning entitlements

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Planning
• Draft General Plan Update and EIR, and
continue ongoing community engagement
• Prepare general plan amendments, zone
changes, and EIR for Wonderful industrial
and residential projects
• Finalize LMS for Planning application
submittal
• Update website with required Housing
Element information, including ADU/JADU
processing

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Community Services
• Increased Downtown Foot Traffic
• Downtown Study & Strategic Plan
• Downtown Business Roundtable
• First Fridays & Markets Partnership
• Infrastructure & Facility Improvements
• Website Update
• Library Services Expansion
(Scoutmobile, Ebooks)

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Community Services
• Enhance Downtown Activity
• Boost Library Circulation
• Aquatic Center Contract

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Public Works
• Park Improvements
• Council Chamber Renovations
• Technologies for Street Monitoring &
Management
• Installation of Water Meters Citywide
• Well 21 Development
• Zerker Road Reconstruction – Phase III

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Public Works
• Strategic Plan Initiatives
• Parks & Public Facilities Enhancements
• Infrastructure Upgrades
• Enhance Efficiency and Conservation
Programs

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2025 to 2030 Capital Improvement Program
Historical
Projected
25/26 Total Project
Pct of
Total
Public Facilities 3,738,992 19,550,000 30,441,948 21.8% Streets 3,220,194 5,743,928 23,541,196 16.8%
Wastewater 2,287,993 2,575,000 52,737,993 37.7%
Water 6,106,976 1,575,000 32,318,259 23.1%
Telecommunications 487,010 0 837,124 0.6%
Total Costs $15,841,165 $29,443,928 $139,876,520 100.0% 10,880,830
9,501,727
1,980,000
1,425,722
1,230,000
962,300
801,127
751,769
710,453
650,000
250,000
225,000
75,000
- 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 General Fund
State Grant
WW Rate
Fed Grant
Water Rate
TDA
Roads & Maint. SB1
Traffic Mitigation
Gas Tax
Sewer Impact Fee
Other Funding
Water Grant
Water Impact Fee
FY 25/26 Funding Source

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FY 25-26 Project Highlights
• Aquatic Center Improvements
• North Shafter Community Park
• Major Thoroughfare Improvements
• Zerker Road Phase IV
• Lerdo Highway – Schnaidt to Valley
• Santa Fe Way Resurfacing
• Drill New Groundwater Well in North Shafter
• Core City Bike/Pedestrian Access
Improvements
• Residential Street Improvements

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FY 25-26 Project Highlights
• Roundabout at Highway 43/Santa Fe Way
• Roundabout at Highway 43/Seventh
Standard Rd
• Wastewater Treatment Plant Expansion
• New (2nd) Water Tank at WIP

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25/26 Operating Budget
Overview
03

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General Fund Operating Revenues
& Expenditures
21/22 Actual 22/23 Actual 23/24 Actual 24/25 Budget
24/25
Projected
25/26
Proposed
Revenues $ 34,961,917 $ 40,488,385 $ 35,935,219 $ 33,405,932 $ 34,074,779 $ 37,353,870 Expenses:
82-Wages & Benefits 11,581,496 12,706,620 14,675,162 17,903,636 15,982,265 20,372,847 83-Planned Operations 3,193,089 4,410,909 4,163,760 6,614,076 5,231,587 5,843,169 85-Required Operations 468,148 445,453 595,633 689,925 692,847 698,499 88-Operations -Internal 1,547,495 1,693,075 2,876,825 2,912,134 3,740,024 3,744,318 Other Expenses 13,017,400 12,038,411 2,917,459 2,868,594 2,624,395 2,624,395 Operating Expenses $29,807,628 $31,294,468 $25,228,839 $30,988,365 $28,271,118 $33,283,228 Operating Income (Loss) $5,154,289 $9,193,917 $10,706,380 $2,417,567 $5,803,661 $4,070,642 25/26 CIP………………...……. $10,880,830
25/26 Projected Change... -$6,810,188

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General Fund Revenues
$30.5M
$33.4M
$28.7M
$24.8M $26.9M $27.8M
$1.4M
$1.7M
$1.2M
$1.5M
$1.8M
$3.3M
$0.8M
$1.3M
$2.2M
$2.5M
$1.9M
$2.5M
$35.8M
$41.0M
$36.6M
$33.4M $34.1M
$37.4M
$0.0M
$5.0M
$10.0M
$15.0M
$20.0M
$25.0M
$30.0M
$35.0M
$40.0M
$45.0M
21/22 Actual 22/23 Actual 23/24 Actual 24/25 Budget 24/25 Projected 25/26 Proposed Million USD
70-Taxes 71-Fees for Service 73-License & Permits 74-Fines, Forfeitures, 75-Rents & Concessions 76-Investment Earnings 77-Grants & Donations 78-Other Revenue 79-Transfers-In 80-Operations -Internal Total GF Revenues

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General Fund Expenses
Department Actual FY 22/23
Actual FY
23/24
Revised FY
24/25
Proposed FY
25/26
Six Year
CAGR
200-Police $8.20M $9.75M $12.58M $14.21M 9.0%
400-Public Works $4.13M $4.94M $6.50M $6.37M 8.9%
125-Economic Development $12.32M $4.00M $3.91M $4.02M -14.1% 405-Building $1.38M $1.41M $1.67M $1.77M 8.9%
300-Community Services $1.30M $1.20M $1.51M $1.50M 7.1% 140-Administrative Services $1.16M $1.02M $1.08M $1.19M 0.3% 145-Planning $0.93M $0.65M $1.39M $1.36M 6.9%
110-City Manager $0.58M $0.64M $0.84M $0.76M 8.3%
135-Human Resources $0.43M $0.53M $0.68M $0.81M 5.6%
Others $0.87M $0.79M $0.83M $1.29M 1.3%
Totals $31.31M $24.93M $30.99M $33.28M 1.13%
Category Actual FY 22/23
Actual FY
23/24
Revised FY
24/25
Proposed FY
25/26
Six Year
CAGR
Labor Cost $12.72M $14.37M $17.90M $20.37M 6.9%
Planned Operations $4.41M $4.16M $6.61M $5.84M 5.0%
Utilities $0.45M $0.60M $0.69M $0.70M 25.4%
Internal Charges $1.69M $2.88M $2.91M $3.74M 11.1%
Other $12.04M $2.92M $2.87M $2.62M -17.0%
Totals $31.31M $24.93M $30.99M $33.28M 1.13%

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General Fund Public Works
$1.29 M
$2.15 M
$0.93 M
$1.66 M
$2.96 M
$1.33 M
$2.07 M
$2.53 M
$1.04 M
$0.00 M $0.50 M $1.00 M $1.50 M $2.00 M $2.50 M $3.00 M $3.50 M Public Facilities
Streets
Engineering
FY 25/26 Proposed FY 24/25 Budget FY 23/24 Actual

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Citywide Labor Cost
$14.8M
$11.8M $13.4M $14.3M $14.6M $15.3M
$18.3M
$12.3M
$13.2M
$14.3M
$13.2M
$16.0M $15.5M
$19.7M
$21.6M
$24.1M
$0.0M
$5.0M
$10.0M
$15.0M
$20.0M
$25.0M
$30.0M
Actual 17/18 Actual 18/19 Actual 19/20 Actual 20/21 Actual 21/22 Actual 22/23 Actual 23/24 Budget 24/25 Proposed 25/26 Million USD
Fiscal Year
Actual Budget

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Non-General Fund Public Works
$4.26 M
$1.50 M
$1.96 M
$0.07 M
$0.19 M
$0.58 M
$4.90 M
$1.63 M
$1.73 M
$0.07 M
$0.20 M
$1.01 M
$4.71 M
$1.74 M
$1.94 M
$0.05 M
$0.16 M
$0.84 M
$0.00 M $1.00 M $2.00 M $3.00 M $4.00 M $5.00 M $6.00 M Water
Sewer
Refuse
Rail
Shop
Facilities
FY 25/26 Proposed FY 24/25 Budget FY 23/24 Actual

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General Fund Summary
Proposed 25/26
Revenues $37,353,870
Operating Expenditures ($33,283,228)
Operating Income $4,070,642
Personnel Requests ($578,351)
One-Time Fleet & Consulting ($970,000)
FY 25/26 Requests ($1,548,351)
General Fund Surplus $2,522,291
Less 25/26 CIP (reserves) ($10,880,830)
Estimated Change ($8,358,539)

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Shaping Shafter’s
Economic Future
04

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Where we go next — and why we
need to leap
• Diversify economic base
advanced industries, industrial
growth
• Unlock high-wage jobs for
residents
• Industry-targeted infrastructure
planning
• A clear, proactive plan — fit for
the future
Shafter achieved great strides
“What got us here”
• Strong asset base
✓ A distribution hub
✓ Robust housing growth
✓ Robust infrastructure
✓ Strong safety & security
✓ Strong financial stewardship
• Pro-business governance
✓ Supportive city council &
leadership
✓ High performance team
The City of Shafter is at an Inflection Point -
from momentum to vision

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The Risk of Standing Still –
“too Much in too Few Buckets”
83% 8% 9%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total Net Sales Tax Revenue
Top 10 Top 20 All Others

33.5 16.8 15.5

5.0 3.2 2.3 2.1 1.7 1.7 1.1 1.1 1.1 1.0 0.9 0.9 0.8 0.7 0.5 0.4 0.4

0.0 5.0

10.0 15.0

20.0 25.0

30.0 35.0

40.0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Individual % of Total Sales Tax
Top Sales Tax Contributors
Concentration of Net Sales Tax Revenue (Top 20)

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The Risk of Standing Still –
“too Much in too Few Buckets”

18.1 8.7

6.9 4.1

2.1 2.0 1.8 1.3 1.2 1.2 0.9 0.9 0.8 0.8 0.7 0.7 0.6 0.4 0.4 0.4

0.0 2.0

4.0 6.0

8.0 10.0

12.0 14.0

16.0 18.0

20.0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Individual % of Total
Top Property Tax Contributors
Concentration of Property Tax Revenue (Top 20) % of Prop Tax % of Acres 47% 7% 46%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total Property Tax Revenue
Top 10 Top 20 All Others

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A Blueprint for Diversified Growth –
Mitigating Risks & Growing with Purpose
• Advanced Manufacturing –
leveraging industrial land +
workforce
• Food Processing &
Packaging – builds on ag &
logistics assets
• Aviation / Aerospace
Maintenance – if near
regional airports or space
• Clean Energy / Ag-Tech –
sustainability meets
innovation
• Logistics & E-commerce
Distribution – geographic
advantage

Ful llment
Retail
uilding aterial
Home Furnishing
G commodit

ILLUSTRATIVE

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The Path Forward –
Building on Shafter’s Strength
What comes next - Goals Continue to leverage
our strengths Build on recent highlights
❑ Potential rail lease with WLC to
establish an intermodal terminal
❑ Major projects - US Cold Storage,
Industrial Spec Buildings
❑ High impact visit by industrial
prospects showcasing Shafter
❑ Strong engagement with SLR for
commercial development – 7
th

Standard
❑ Planning marketing of city owned
land – e.g. Lerdo/Zerker
❑ Entitled land ready for
commercial/industrial
development
❑ Expanding infrastructure (water,
broadband, roads)
❑ Regional partnerships (EDC,
college/workforce programs)
❑ Business-friendly permitting
culture
❑ Supportive City Council leadership
❑ Agile city operation – a strong
advantage
❑ Finalize a long-term economic
development strategy
❑ Conduct cluster/asset analysis
❑ Develop Lerdo & 7th Standard
corridor strategy
❑ Assess & propose incentive
framework
❑ Launch strategic outreach (site
selectors, regional marketing)
❑ Downtown revitalization strategy
❑ Council engagement to guide and
champion the vision

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The Building Blocks of a Bright Future
LASER
FOCUS
VALUE

CAPTURE
◼ Inspirational & clear vision –Growth & Innovation
◼ Strong public-private partnerships
◼ Short, medium and long term goals
◼ Clear key performance metrics
✓Revenue resilience
✓Job creation & work force development
✓Community equity and quality of life
✓Infrastructure optimization – General Plan
SH FTER’s
ROLE
◼ Enabler & facilitator
◼ Business friendly approach
◼ Leverage strengths – supportive council, strong team
◼ Community benefits – economic, social,
environmental
Let us build a thriving
city that future
generations will be
proud to inherit

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25/26 Priorities 05

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25/26 Priorities
Request Description GF Amount
Enterprise
Amount Total
Building Inspector I/II 173,641 173,641
Animal Control Officer 120,934 120,934
Facilities Construction Specialist I/II 129,943 129,943 Executive Assistant (HR) 153,833 153,833
Sub-Total Ongoing Costs $578,351 $578,351
Building Consulting 250,000 250,000
Economic Development Consulting 350,000 350,000
Fire Station Study 100,000 100,000
New employee supplies & furniture 20,000 20,000
Building Truck (Replace) 50,000 50,000
Code Enforcement Truck (Replace) 50,000 50,000
Utility Truck (Replace) 50,000 50,000 100,000
IT Fiber Truck (New) 50,000 50,000
Sub-Total One Time Request $870,000 $100,000 $970,000
Total Request $1,448,351 $100,000 $1,548,351

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Discussion &
Council Guidance
06

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Back up 07

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Building

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Permitted 431 New Homes
A picture containing sky, outdoor, building, road
AI-generated content may be incorrect.

A road with buildings on the side
AI-generated content may be incorrect.

A picture containing outdoor, tower
AI-generated content may be incorrect.

A picture containing outdoor, sky, building, road
AI-generated content may be incorrect.

A picture containing sky, outdoor, ground, building
AI-generated content may be incorrect.

A picture containing sky, outdoor
AI-generated content may be incorrect.

Balfanz – Mills Ranch Lennar – Gossamer Grove Lennar – Marcona Preserve Balfanz – Mills Ranch Lennar – Gossamer Grove Lennar – Marcona Preserve

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Permitted 431 New Homes
A car parked in front of a house
AI-generated content may be incorrect.

A picture containing sky, outdoor, building, house
AI-generated content may be incorrect.

A picture containing sky, outdoor
AI-generated content may be incorrect.

A house with a garage
AI-generated content may be incorrect.

A road with houses along it
AI-generated content may be incorrect.

Santorini Homes Self-Help Enterprises Self-Help Enterprises Willow Estates Willow Estates

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Amazon (2nd) – 1 Million SQ. FT. Warehouse
A picture containing several
AI-generated content may be incorrect.

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Amazon (2nd) – 1 Million SQ. FT. Warehouse
A picture containing text, sky, outdoor, road
AI-generated content may be incorrect.

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Wonderful – 1 Million SQ. FT. Warehouse

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Wonderful – 1 Million SQ. FT. Warehouse
A picture containing sky, outdoor, ground, way
AI-generated content may be incorrect.

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Amenity Center
A picture containing outdoor, ground, stone
AI-generated content may be incorrect.

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Countryside Car Wash
A picture containing text, sky, outdoor, road
AI-generated content may be incorrect.

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Economic Development

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Legend:

Area New Housing Population
Growth
7 th Standard 7,500+ 15,000+
Lerdo Highway 3,700+ 7,400+
Core 300+ 600+
North Shafter 600+ 1,200+
Total 12,000+ 24,200+
*Estimates
Population Growth Areas

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Enabling new
investments and
businesses
Results driven internal
process
One stop shop
Review, permits and
approvals happen at a
pace that matches your
urgency
Compressed project cycle
times
Development
Impact fees – lower
than other cities
Lower sales tax
Property taxes
Permitting & licensing
fees
Support Incentives
Availability of workforce
Workforce development
programs - CTEC,
Regional Occupation
Center
Wonderful Career Center
Human Capital
A regional workforce
magnet
Scalable
infrastructure –
Water, sewage, fiber
optic network
Direct rail & intermodal
access leading to
reduced supply chain
costs
Short access to General
Aviation and commercial
airports
Access to major CA
arteries
Fire & Safety
Robust Asset Base
Scale & Quality Flexibility &
pragmatism
Flexibility and Focus –
Shafter’s Value Proposition

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Enabling new
investments and
businesses
Development
Speed, Agility
and Flexibility
Multi Disciplinary
One Team
No Functional
Silos
Economic
Development
Finance Building
Engineering
/Public
Works
Technology

NEW PROJECT

NEW PROJECT
Planning
Execution &
Speed
Safety is
Paramount
Strong
Collaboration
Shafter’s Business Edge –
Speed, Efficiency, Results

Page 301 of 301 ends

Shafter City CouncilApril 28, 2025

Shafter City Council
April 28, 2025