HomeMy WebLinkAboutChapter VIII Community & Econom
VIII.
COMMUNITY AND ECONOMIC DEVELOPMENT NEEDS
INTRODUCTION
This section outlines the priority non-housing community development needs for which federal
funds may be used, including public improvements, public facilities, public services, and
economic development activities.
A. ACCESSIBILITY NEED
Persons who are physically disabled, including blindness, and persons who suffer from brain
impairments due to diseases, accidents, or resulting from birth, often have accessibility needs.
Respondents of the Community Opinion Needs Survey ranked the importance of accessibility
needs as follows:
1.
City Buildings and Facilities
High
The Americans with Disabilities Act (ADA) provides comprehensive civil rights protection to
persons with disabilities in the areas of public accommodation, employment, State and local
government services, and telecommunications. The design, implementation, and maintenance
of all park facilities must comply with ADA. Persons of all abilities must have the opportunity to
participate in recreational activities. The City of Bakersfield's policy is to insure accessibility to
all residents concerning their programs. Based on the ADA needs previously identified by City
staff, many public improvements to City-owned facilities such as buildings and parks have been
implemented since 2000.
Based on the past ADA surveys conducted on public facilities and neighborhoods by the City,
these needs are still assigned as a priority non-housing community development need.
However, it should be noted that ADA guidelines are broader in scope than those of CDBG
eligibility and qualification guidelines and that certain ADA improvements may be potentially
ineligible for CDBG assistance.
B. OTHER COMMUNITY DEVELOPMENT IMPROVEMENTS
HUD entitlement programs allow expenditures on certain community development needs such
as clearance and demolition, asbestos removal, residential energy efficiency, historic
preservation, commercial facade/rehab, and clean-up of contaminated sites. Other types of
improvements include interim assistance and non-profit capacity building. Depending on the
type of activities, they may qualify for HUD assistance under area benefit or direct benefit to
low-income persons, removal of area slum and blight, or urgent need.
Based on the Community Opinion Needs Survey, respondents ranked the importance of these
types of improvements as follows:
1.
2.
3.
4.
5.
6.
7.
Clean-up of Contaminated Sites
Commercial Rehabilitation
Residential Property Maintenance (i.e., energy efficiency)
Historic Preservation
Asbestos Removal
Nonprofit Capacity Building
Lead Based Paint Hazard Reduction
High
High
High
Medium
Medium
Medium
Medium
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1. Clean-up of Contaminated Sites
According to the City of Bakersfield Fire Department (Environmental Services Division),
there are some sites in the City that are in need of clean-up due to contamination. Normal
types of potentially hazardous materials include agricultural chemicals and fertilizers, and
petroleum chemical products (i.e., hydrocarbons from underground leaking gasoline tanks).
Contaminated sites are usually under an oversight program by the City. Government clean-
up funding is sometimes administered by the Federal Environmental Protection Agency
(EPA) or California EPA using Super Fund monies. However, the majority of the clean-up
funds are private funds furnished by the property owners.
In the Environmental Impact Reports (EIR's) prepared for the Bakersfield Redevelopment
Agency's Old Town Kern-Pioneer and Southeast Bakersfield Project Areas in 1999, 117
sites were identified as having out-of-date underground tanks with the potential of
contamination leaking issues. The EIR's indicated that other undocumented tanks probably
exist that have contaminated nearby soils due to the age of the facilities, or the removal of
tanks prior to current removal requirements. The reports estimated a minimum upgrade cost
of $10,000 per tank, meaning it would cost at least $1.1 million to upgrade all of the tanks.
Three sites were identified with known contamination that would require $300,000 in clean
up costs. The City of Bakersfield Economic and Community Development Department
received a $1 million HUD grant for Brownfield Site Clean Up in FY 2003-04.
A priority rating for this type of non-housing community development need is selected given
the degree of importance for Bakersfield.
2. Commercial Rehabilitation
See Economic Development Improvements on page 6 of this section, for a discussion on
commercial rehabilitation needs.
3. Energy EfficiencylResidential Maintenance
California residents faced a specter of blackouts during the winter of 2001, due to oil and
natural gas shortages. Those shortages made it necessary for the governor to authorize
purchasing power on the spot from other markets to avoid blackouts. When energy sources
are in short supply, energy efficiency becomes a valuable ally in meeting the public's need
for power.
Energy efficiency means finding better and smarter ways to use energy resources and
taking advantage of the highly efficient, rapidly developing technologies available.
Increasing efficiency is also the most cost-effective short-term approach to minimizing the
impacts of long-term environmental concerns. Efficient and clean electric and gas
technologies can also contribute to the reduction of energy-related emissions. The more
energy efficient a building is, the less it costs to heat, cool and light. A wide variety of
improvements, such as: installing insulation in walls and ceilings, replacing single paned
windows with double paned ones, installing higher S.E.E.R. (Seasonal Energy Efficiency
Ration) appliances, and sealing cracks and air gaps at wall to floor and wall to ceiling
intersections can improve the energy efficiency of a home or building.
Based on the 2004 City of Bakersfield Housing Condition Analysis, about 11,000 residential
units need some type of rehabilitation which generally includes energy efficiency
improvements and repair.
In 2003, Pacific Gas and Electric Company, Southern California Edison, and Southern
California Gas Company partnered with the City of Bakersfield and the County of Kern to
establish an energy efficiency program with three major components:
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1) Residential and small business energy efficient equipment retrofits;
2) Municipal building energy efficient retrofits; and
3) Marketing and outreach to promote statewide energy efficiency programs.
Based on the Housing Condition Analysis, and the degree of importance from the
Community Opinion Needs Survey, a priority ranking for this non-housing community
development need is appropriate.
4. Historic Preservation Commission
On September 29, 1982, the Bakersfield City Council adopted the Historic Preservation
Ordinance, now known as Bakersfield Municipal Code, Chapter 15.72. The purpose of the
Chapter is to: 1) safeguard the City's heritage as embodied and reflected in such resources;
2) encourage public knowledge, understanding, and appreciation of the City's past; 3) foster
civic and neighborhood pride and a sense of identity based on the recognition and use of
cultural resources; 4) promote the enjoyment and use of cultural resources appropriate for
the recreation and education of the people of the City; 5) preserve diverse and harmonious
architectural styles and design preferences of periods of the City's history and to encourage
contemporary design and construction; 6) protect and enhance the City's attraction to
tourists and visitors (thereby stimulating business and industry); 7) identify as early as
possible conflicts between the preservation of cultural resources and alternative land uses;
8) integrate the preservation of cultural resources and the extraction of relevant data from
such resources into public and private land management and development processes; and
9) conserve valuable materials and energy resources by on-going use and maintenance of
the existing built environment.
The Historic Preservation Commission (HPC), a five member Commission which was
established to implement the Historic Preservation Ordinance, has adopted specific
guidelines for the designation of cultural resources, including landmarks, landmark sites,
and historic districts. Among some of their many duties, this Commission investigates and
reports to the City Council on the use of various federal, state, local, or private funding
sources and mechanisms available to promote cultural resource preservation in the City. In
addition, they review and comment on applications for land use decisions related to historic
issues, and recommend for approval or disapproval, in whole or in part, applications for
cultural resource or historic designation. Through the adoption of four cultural resource
inventories the HPC has identified and evaluated approximately 455 architectural and
historical resources in Bakersfield. These surveys were conducted in Bakersfield's oldest
urban areas many of which are low and moderate income neighborhoods. Cultural resource
inventories have been performed for Downtown Bakersfield, East Bakersfield and the Old
Westchester Area. Several hundred architectural and historic resources which have not
been surveyed exist in many low and moderate income areas throughout Bakersfield.
The Historical Preservation Ordinance has a provision for cultural resource and historic
district designation. Anyon-site improvement, building, structure, sign, feature, site, place,
or object may be designated as a cultural resource and any grouping of such may be
designated as a historic district. With the HPC recommendation the City Council has
designated twelve cultural resources and placed them on the Bakersfield Register of Historic
Places.
Based on the past surveys conducted on historic and cultural resource properties and the
twelve HPC designations, it is deemed appropriate to assign a priority rating for this type of
non-housing community development need.
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5. Asbestos Removal Assistance
Asbestos is a mineral fiber that can separate into long, threadlike fibers. Asbestos, which is
resistant to both heat and cold, is added to insulating materials such as textiles, papers, and
shingles used in ceilings, roofs, and walls. The mere presence of asbestos in a home or
building is not hazardous. The danger lies in that asbestos materials may become damaged
over time. Damaged asbestos may release asbestos fibers into the air and become a health
hazard to occupants. Asbestos fibers if breathed by humans can lead to cancer. The
federal and state governments have legislated laws regarding the controlled removal and
abatement of asbestos in buildings.
An environmental impact report done for the Bakersfield Redevelopment Project Areas
estimates there are 1,300 older buildings containing asbestos that would be deemed a
serious heath and safety hazard. Proper demolition and disposal, in order to construct new
development on these numerous sites, could add million of dollars in clean-up or
containment costs. With the recent demolition of two motels, the City was forced to fund an
additional $100,000 in clean up and containment costs due to the asbestos substances
within the structures.
Based on the above noted analysis, it is deemed appropriate to assign a priority rating for
this non-housing community development need.
6. Non-profit Capacity Building
Non-profit organizations generally exist to provide services to communities that in many
ways go unmet due to the high cost of delivering the service and low rate of return on
investment. Historically, fundraising and developing a strong structure have been difficult for
these agencies, because of negative news coverage to the United Way and other agencies
over funds mismanagement. After the tragedy of September 11, 2001, many contributors to
non-profits directed their funds to the Red Cross and other emergency relief groups leaving
non-emergency services largely unfunded. Many smaller agencies have found fundraising
nearly impossible.
The Alliance for Nonprofit Development exists to promote the business health of non-profit
agencies. In their November 2004 survey of non-profits in the area of health and human
services, it was found that approximately 1,600 non-profit agencies exist in Kern County
alone. Of that total, more than 55% need some form of capacity building to help solidify
them as viable organizations that can reliably deliver services to their constituents over time.
Capacity building for non-profits consists of activities that strengthen and help organizations
carry out valid neighborhood revitalization or economic development activities. Capacity
building includes technical assistance and specialized training of boards and staff, and
developing business and strategic plans. This non-housing community development need
receives a priority ranking based on the preceding discussion.
7. Lead Based Paint
The Residential Lead-Based Paint Hazard Reduction Act of 1992 focuses on the reduction
of hazards, risk assessment, and prevention to reduce the effects of lead-based paint
hazards on children. Elevated blood lead levels in children can cause damage to the brain
and nervous system, effect intelligence, slow growth, cause learning disabilities and even
lead to death.
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The Kern County Department of Public Health Childhood Lead Poisoning Prevention
Program screened 54,854 children and expectant mothers for elevated blood lead levels in
the five-year period beginning in 1998 and ending in 2003. Of those screened 803
demonstrated elevated blood lead levels. The identified sources of lead contamination
include: paint, soil, home remedies, pottery, and hobbies. In nearly half of the cases, lead-
based paint exposure was identified as the source of contamination for elevated blood lead
levels.
A City of Bakersfield housing inventory shows that approximately 59,000 residential units in
Bakersfield were built prior to 1978; the year lead based paints were outlawed for residential
buildings. The City of Bakersfield has developed its housing rehabilitation program to test
for lead based paint, and to remove hazards where ever they exist. Addressing lead based
paint issues can be expensive, and in, some situations, it makes it not cost effective to carry
out the project. With limited funds and regulatory issues, fewer than 10 abatements
involving City rehabilitation funds are completed each year.
Addressing lead based paint in residential units remains a non-housing community
development priority need.
C. ECONOMIC DEVELOPMENT IMPROVEMENTS
The City of Bakersfield has been successful in the past five years during California’s slow
economic recovery. The economic problems of the State have affected localities with cuts in
spending for services and unforeseen revenue enhancements to the State at the expense of
cities and counties. Continued private investment and retail expenditures have helped the state
the past several years weather the economic storm and with the advent of a new gubernatorial
administration cities are experiencing optimistic economic growth.
The City will still need to continue to address economic development issues at the macro and
micro levels. On the macro level, economic development and business attraction and retention
programs are still necessary to stimulate economic growth in metropolitan Bakersfield. The City
in partnership with other agencies is successfully doing this. On the micro level, job training and
other supportive services are still required to better match the job skills of individuals with the
demands of the changing labor market. Currently, public and private agencies are providing this
much needed service.
One of the many tools the City may use for economic development are HUD entitlement
programs which allow expenditures on eligible economic development needs such as
commercial/industrial rehabilitation and acquisition, small business development and support
services, job creation, direct financial/technical assistance, clearance and demolition, and micro
enterprise assistance. Qualification for assistance is typically based on direct benefit to low-
income residents (i.e., job creation/retention for low-income employees). Additionally, within the
City the following funding types of assistance may also be available for qualified Economic
Development related projects: State Enterprise Zone Benefits (i.e., tax benefits);
Redevelopment assistance (i.e., tax rebates); Land at no cost (i.e., City or Redevelopment
Agency owned land); TEAM Bakersfield assistance (i.e., coordinated permit processing); and
Environmental remediation (i.e., hazardous waste cleanup or contamination remediation costs).
Based on the recent Community Opinion Needs Survey, the community responses ranked the
importance of these types of needs as follows:
City of Bakersfield
Consolidated Plan 2010 VIII-5 May 2005
Economic Development Needs Importance
1. Job Creation High
2. Small Business Uses/Business Support Services High
3. Commercial/Industrial Rehabilitation High
4. Acquisition and Demolition Low
5. Direct Financial Assistance/Technical Assistance Medium
6. Commercial/Industrial Real Property Acquisition Medium
7. Employment Training High
8. Clean-up of Contaminated Sites High
According to the State of California Employment Development Department, as of 2003 there
was approximately 7,689 businesses located Bakersfield, with an average annual payroll of
$38,190 for about 101,260 employment positions. The types of Economic Development
assistance that can be allowed under HUD entitlement programs include technical, business
support, and micro enterprise assistance to small for-profit businesses (i.e., assistance for
training workshops, general support services, marketing, or referrals). Technical assistance is
normally provided by a grantee or subrecipient to a for-profit business.
Need for commercial or industrial rehabilitation, real property acquisition, and clearance and
demolition activities may involve assistance for a special economic development activity.
Examples of special economic development activities is typically by a grantee or subrecipient
that includes constructing a commercial building, acquiring land, clearing structures, or
packaging real property to encourage commercial or industrial development and/or
redevelopment. Limited exterior improvements to commercial buildings for rehabilitation are
also eligible for assistance.
Need for direct financial assistance to for-profit businesses includes assistance by a grantee to
a business that creates or retains jobs. Examples may include loans, loan guarantees, or
grants to acquire property, clear structures, construct or rehabilitate a building, and/or purchase
equipment.
The following discussions on the above noted needs for economic development are organized
under three major economic areas as reflected by the Community Opinion Needs Survey.
1. Job Creation/Direct Financial Assistance
The Kern Council of Governments predicts over 200,000 persons will be employed by 2010
in Urban Bakersfield. Historically the City accounts for over half of the total employment in
the County. Most of the job growth is predicted for the downtown and southwest areas.
The 2003 Labor Market Assessment for Kern County prepared by the Wadley-Donovan
Corporation provides valuable information regarding the potential for business growth and
development in our labor market area. Their report indicates that the most attractive growth
rates for jobs will be in distribution facilities, light manufacturing, and office operations such
as administrative support centers and high end-call centers.
The 2003 Occupational Outlook Report prepared by Employers Training Resource (ETR)
provides valuable information regarding the potential for business growth and development
in our labor market area. ETR’s report indicates that workforce development for labor
resources will be in areas such as computer programmers and network system analysts,
mechanics and diesel engine specialists, dental assistants, food preparation workers,
correctional officers, hospitality jobs, maintenance and ground keeping positions, operating
engineers, nurses, teachers, and restaurant workers.
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The 2003 Labor Market Assessment and the 2003 ETR Occupational Outlook Report
provide a good indication as to what the economic needs and expectations for the Kern
County and Bakersfield labor market area in the next three to five years.
a. Bakersfield Redevelopment Agency (RDA)
The Downtown Bakersfield Redevelopment Project Area encompasses a total of 73
square blocks in the City's central business district; bounded generally within 23rd Street
on the north, "H" Street to the west, 16th Street to the south, and "Q" Street to the east.
This Project Area is characterized by economic dislocation, deterioration, and disuse,
resulting in depreciated land values, impaired investments, and economic
maladjustment. Given the economic disinvestment, the entire Project Area qualifies as
low and moderate income area under HUD's established standard.
In August 1999, the RDA established two additional redevelopment project areas - Old
Town Kern-Pioneer Redevelopment Project Area and the Southeast Bakersfield
Redevelopment Project Area. Both of these areas account for nearly 9% of the City’s
land area. The RDA’s goals for the project areas will be to continue to improve and
strengthen the physical and economic environment and enhance the residential
community with safe, decent, sanitary, and affordable housing, supported by
recreational, educational, and cultural opportunities.
In February 2005, the RDA adopted five-year Implementation Plans for all three
Redevelopment Project Areas. The plans contain the following five-year economic
revitalization goals for the Project Area: promote rehabilitation of existing improvements
and structures; Improve the physical appearance of the area; assist owner participants
or prospective developers by reducing private sector investment within the Project Area
by assisting with site acquisition and assembly and with the relocation of existing
tenants; retain and promote the expansion of existing businesses and induce new
private investment to establish modern commercial centers to serve the community
needs; eliminate deficiencies such as substandard streets, inadequate water, sewer and
storm drainage systems, and other similar public improvements; provide and assist low
and moderate income housing; and encourage community involvement and investment.
b. Metropolitan Bakersfield Enterprise Zone
The Enterprise Zone (EZ) program is offered by the State of California to provide
benefits to businesses located in or locating to a designated area of southeast
metropolitan Bakersfield. To be eligible for benefits, a business must be located in the
zone. The major tax benefits to qualifying businesses are: hiring tax credit; sales/use
tax credit for the purchase of manufacturing or processing machinery; expense
deduction – Up-front expensing of certain depreciable property is allowed; net operating
loss carryover – Up to 100% of a company’s net operating loss can be carried over up to
15 years; lenders’ benefits – Lenders pay no state taxes on net interest earned on loans
to EZ businesses; credit carryover – Unused state tax credits can be applied to future
tax years, stretching out the benefit of the initial investment; and EZ companies may be
able to earn preference points on state contracts.
The hiring tax credit is the most significant benefit of the EZ program. When a business
hires eligible workers, the hiring tax credit can be claimed. A certified business can
claim a five-year tax credit for each eligible employee, whether full-or part-time,
according to the following schedule: 50% of the eligible salary is claimed in year 1; 40%
of the eligible salary is claimed in year 2; 30% of the eligible salary is claimed in year 3;
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20% of the eligible salary is claimed in year 4; and 10% of the eligible salary is claimed
in year 5
Since its inception in mid-1980 about half a dozen companies have benefited from the
City's direct financial assistance. Examples include ACS (call center), HPS Mechanical
(plumbing contractor), and Victory Circle (racing parts manufacturer). The majority of
the positions are held by low-income persons.
The primary purpose of the Enterprise Zone program is not only to benefit local
employers, but to place Workforce Investment Act (WIA), CalWorks, and other
unemployed, underemployed Bakersfield residents into jobs created and or retained as
the result of employer attraction, retention and expansion activities.
The EZ program which is a partnership between the City and County is scheduled to
sunset in October 2006 (see the back of this section for a map of the Metropolitan
Bakersfield Enterprise Zone boundaries).
c. City Programs
Community Development Block Grants (CDBG): Under the City's CDBG program,
the City attempts to attract new businesses by offering employers financial assistance to
qualified private for-profit entities for acquisition and/or on-site commercial/industrial
improvements to stimulate private investments and job creation/retention. Fifty-one
percent of the jobs created/retained need to be low-income persons. Over the past five
years, economic development loans have been made to a number of companies
creating hundreds of jobs for low income persons. Since 1996, a little over $500,000
has been made available to firms creating approximately 286 jobs.
BRACE Program: The Bakersfield Redevelopment Agency (RDA) has received funds
from the U.S. Environmental Protection Agency (EPA) to provide loans to small
businesses for the clean up of hazardous substances on properties or within buildings.
Contaminated sites or buildings must be located within one of the City's redevelopment
project areas (map attached back of this section). The "BRACE" loan funds are
designed to enhance economic activity, encourage the growth of small businesses and
promote commercial or residential revitalization in these areas. The major goal of the
loan fund is to provide clean up or contamination assistance in order to retain and/or
create jobs, provide housing or services for the community.
Loan funds are restricted to costs associated with cleanup or containment of
contamination. Funds are to be used as gap financing to cover costs that private or
other public investment cannot. Funds cannot be used for partial clean ups. The
potential clean up site must be owned by the borrower at the time of loan awarding. The
owner, business, or developer must have a good credit history and show evidence of
sufficient income to repay the loan. A complete application must be submitted in order
to receive consideration. The hazardous materials to be remediated and the clean up
must meet EPA guidelines and standards.
The maximum amount of financial assistance is negotiable and is dependant upon
project clean up costs and type of project being proposed. The interest rate is 0% for
first two years, 3% for years three, four and five, then cap at 5% for years six and
beyond. The term of the loan is determined on a case by case basis, but will probably
be between 5 and 15 years. Regardless of the loan term, the outstanding balance will
be due and payable upon securing a construction loan for a project on the site. The loan
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must be secured by real property, equipment and/or other personal/business assets.
The RDA may subordinate to a private lender.
d. Housing Authority of the County of Kern (HACK)
Employment Opportunities and Economic Development: Residents within HACK's
operated housing communities expressing an interest for employment can participate in
the HACK Job Bank operating from the Resident Services Office. Participants will be
assessed to identify impediments and barriers to employment and assigned to the
appropriate resource agency for placement or training. HACK staff has established
partnerships with private and public agencies to utilize the Job Bank as the referral
agency for potential employees. This would assist in job placement for participating
families to provide the income level necessary to qualify for homeownership.
Section 3 of the Housing and Urban Development regulations requires all public
agencies using HUD funds to provide opportunities for contracting to residents of public
housing communities. Residents who desire to start a small business or home-based
business will receive technical assistance in the initial planning stage. The staff helps
residents to clarify their goals, develop preliminary budgets and express their ideas in a
clear and organized manner.
Additionally, HACK is committed to developing child care facilities in conjunction with
partnership agencies such as the Kern County Superintendent of Schools which will
allow Low Income Public Housing (LlPH) and Section 8 tenants to obtain affordable child
care as they seek employment in the workforce.
e. Kern County
Kern Economic Development Corporation (KernEDC): KernEDC's activities include
development and dissemination of information to promote the locational advantages of
the Enterprise Zone (EZ) to all prospects who demonstrate an interest in a metropolitan
Bakersfield location.
KernEDC's Tomatoes on Steriods: The goal of this economic development program,
which is administered by KernEDC, is to provide technical assistance to small
businesses for growth and expansion resulting in job creation. Target firms are 10 to 50
employees within Kern County that have the potential to add jobs that pay above
minimum wage including benefits, and use a unique or advance technology that will
provide products and jobs that are sustainable.
Employers' Training Resource (ETR): ETR is the County's federally funded Job
Training Partnership Act (JTPA) provider. ETR supports the southeast Metropolitan
Bakersfield Enterprise Zone and the Targeted Employment Area (TEA) which is a joint
effort of the City and the County. They also assist the Workforce Investment Act (WIA)
County Board and administer WIA requirements.
Comprehensive Economic Development Strategy: The County Comprehensive
Economic Development Strategy (CEDS) is updated each year to maintain the eligibility
of Kern County applicants to apply for and receive U.S. Department of Commerce
Economic Development Administration grant assistance. Projects must result in private
capital investments and the creation of new jobs. The Annual Update is approved by the
CEDS committee prior to being adopted by the County Board of Supervisors.
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f. Private/Non-Profit Resources
Mid State Development Corporation: This is a private, nonprofit, public benefit
corporation established in 1981 to further economic development throughout Kern
County. The corporation's primary means of fostering economic development is through
its status as a U.S. Small Business Administration (SBA) Certified Development
Company (CDC). As a result of this certification, Mid State is empowered to administer
the SBA 504 Loan Program in the County of Kern.
The purpose of the 504 loan program is to provide small businesses with a portion of
long-term fixed asset financing. In general, an eligible project meets two conditions: 1)
the creation or retention of jobs; and 2) use of 504 funds are for the following types of
project costs: land and site improvements; purchase and/or remodel of an existing
building; take-out financing on new construction; purchase of long-lived machinery and
equipment; professional fees (e.g. engineering and architectural, etc.); and interest and
points on an interim loan.
Greater Bakersfield Chamber of Commerce (GBCC): The Downtown Greater
Bakersfield Chamber of Commerce was established in 1920 and continues to serve local
businesses. The Chamber of Commerce works with local governments, businesses,
and residents to develop competitiveness of the local and regional economies. It strives
to target business opportunities that will work toward long-term economic stability and
growth in Greater Bakersfield, and focuses on reducing government red tape, business
retention, and creating job opportunities. The GBCC periodically sponsors seminars on
topics related to business needs, and a subcommittee within the GBCC was formed to
deal specifically with business retention issues.
Weill Institute/SBDC: The Small Business Development Center (SBDC) is part of the
Weill Institute in Bakersfield. Located in Downtown Bakersfield, it offers free counseling
and services to local small businesses and start-ups. Programs and technical
assistance workshops range from accounting and information technology to
management, marketing and administration. The low-cost workshops are designed to
meet the specific needs of existing businesses and organizations throughout the City
area. The dates, times, and length of workshops and topics are tailored to the individual
request. Offered for credit or a fee, these programs may be conducted at the Small
Business Center or in the place of business.
Service Core of Retired Executive (SCORE): SCORE is a group of retired business
executives who provide information on how to solve problems in marketing, distribution,
operations, accounting, and many other areas. Counseling is provided by qualified
people at no cost to GBCC members. SCORE works out of the SBDC office.
Small Business Administration HUBZone Program: The HUBZone Empowerment
Contracting program provides federal contracting opportunities for qualified small
businesses located in distressed areas. Fostering the growth of these federal
contractors as viable businesses, for the long term, helps to empower communities,
create jobs, and attract private investment. The HUBZone Empowerment Contracting
program was enacted into law as part of the Small Business Reauthorization Act of
1997. The program falls under the auspices of the US Small Business Administration.
The program encourages economic development in historically underutilized business
zones ("HUBZones") through the establishment of preferences. SBA's HUBZone
program within Bakersfield helps to promote economic development and employment
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growth in distressed areas within Bakersfield by providing access to more Federal
contracting opportunities.
The foregoing analysis of the City’s economy indicates a healthy economic outlook:
rising retail sales per capita, expanding population growth, and diverse occupational
growth. As a means to attract businesses to Bakersfield and help employers meet the
demand for workers, these needs were selected as priority non-housing community
development needs.
2. Small Business Uses, Business Support Services, Technical Assistance, Micro
Enterprise Assistance and Job Training
According to the Small Business Development Center (SBDC) about 2,700+ business start-
ups per year occur in Metropolitan Bakersfield. Based upon Dun & Bradstreet failure rates,
about one-half of these will fail in five years and three quarters in ten years. Analysis by the
SBDC indicates that start-ups typically reflect 44% are women owned, 9% are Hispanic and
6% other ethnic ownership, and the remaining 41% are non-women/ethnic ownership.
About two-thirds of the new startups take place in the Bakersfield Metropolitan area.
To help alleviate business failures, the SBDC provides incubator development assistance to
micro enterprises (a company with five or less employees including owners). This type of
assistance allows micro-enterprise companies to develop and graduate to a more viable
business that can eventually stand on its own.
The SBDC has determined that a large spectrum of specific types of capacity building
assistance is needed, but is sometimes too expensive for small firms. Types of assistance
include: marketing, financial, personnel, and general management assistance.
Employers' Training Resource (ETR) administers the federal Workforce Investment Act
(WIA) for Kern, Inyo, and Mono counties. ETR is the administrative arm of the Workforce
Investment Board and appointed by the Kern County Board of Supervisors to provide policy
guidance and represent the interests of private sector employers in the administration of the
WIA program. All adults age 18 or older are eligible to receive core self directed services
without eligibility or residency requirements. Additional services are available to eligible
unemployed individuals who have been unable to obtain jobs through core services.
Benefits for Employers:
access to employees with wide range of skills (professional,
technical and entry-level; applicant screening; computerized job-match system; on-the-job
training; rapid response system; and tax credits and other incentives.
Center Resources:
computer job match; computer classroom training; internet access;
Dunn & Bradstreet; resource and telephone room; and 64 Sunday newspapers on
microfiche.
Benefits for Job Seekers:
networking; job search assistance; job placement services; on-
the-job training; and training programs.
Specialized Staff
- Specialized staff is available by ETR for Veterans, laid-off workers,
youth, and migrant farm workers.
In conjunction with the WIA program, the table below reflects ETR’s performance for job
development for 2002-03 for the counties they represent. The City of Bakersfield accounts
for about ¼ of the WIA population. The statistical information demonstrates the need and
ETR’s success in workforce development and job training for the WIA community.
City of Bakersfield
Consolidated Plan 2010 VIII-11 May 2005
Workforce Investment Act - Performance Outcomes and Standards
July 1, 2002- June 30, 2003
Success
Actual
Rate
Goal Performance
Adult
Employment 63% 70.6% 112%
Retention 72% 84.4% 117%
Earnings Change $3,400 $3,609 106%
Employment & Credential Rate 50% 61.6% 123%
Dislocated Worker
Employment 68% 80.7% 119%
Retention 81% 88.5% 109%
Earnings Replacement 85% 93.0% 109%
Employment & Credential Rate 45% 64.8% 144%
Older Youth
Employment 55% 66.4% 121%
Retention 69% 85.1% 123%
Earnings Change $2,300 $4,790 208%
Employment & Credential Rate 30% 39.9% 133%
Younger Youth
Skill Attainment 72% 71.1% 99%
Diploma 45% 70.1% 156%
Retention 43% 46.3% 108%
a. Educational (Vocational) Institutions
Bakersfield College:
The Bakersfield College serves over 14,000 students and offers
more than 100 career and transfer-credit programs, vocational certificate programs, and
community service classes.
San Joaquin Valley College:
San Joaquin Valley College is an accredited private
junior college committed to the professional success of its students and graduates.
Founded in 1977, SJVC has five campuses in Central and Southern California, offering
20 accelerated Associate of Science degree programs in business, medical and
technical fields.
b. School-to-Career Task Force
The federal School-to-Work Opportunities Act was signed into law on May 4, 1994. It is
an ambitious law which places major responsibility for developing coherent systems of
school-to-career transition on state government. In order to develop a system, California
applied for and received a development grant in early 1994. The Governor's School-to-
Career Task Force was formed to develop a preliminary plan. The Preliminary School-
to-Career State Plan recommends that the initial focus in building an effective school-to-
career system in California be on improving education, grades K-12, and improving
schools' connections with higher education and industry. The Plan calls for
strengthening career guidance in the lower grades and developing career pathways
leading to career or program majors for all students.
The Plan includes recommendations in the following areas: career pathways, standards,
and certifications; local partnership development and demonstrations; role of business
and labor; accountability and state relations; labor market information; and collaborative
administration and implementation.
Federal funds are used to continue state planning activities, to draw together resources
and existing efforts relevant to School-to-Career, to formulate a common policy
City of Bakersfield
Consolidated Plan 2010 VIII-12 May 2005
framework under which the state system would operate, and to facilitate the
development of local partnerships, including demonstration sites.
c. Kern County CalWorks Plan
The County adopted the CalWorks Plan in response to The Welfare to Work Act of 1997.
The County established major goals and objectives to guide the development and
implementation of the CalWorks Plan. The revised welfare entitlement system has a
strong bias toward temporary assistance and work incentives. The goal of the CalWorks
Plan is to improve the quality of life in our community through strengthening families,
protecting valuable children and adults, and promoting client self-sufficiency by focusing
one employment. The Kern County Department of Human Services (DHS) is
responsible for implementing the Plan.
As part of the Plan, the County complies with U.S. Department of Health and Human
Services federal requirements under the TANF Program (Temporary Assistance for
Needy Families) by: 1) providing temporary assistance to needy families; 2) ensuring
child care and other services supportive of work; and 3) ending entitlement dependence
by promoting work incentives.
The County intends to utilize their departments in a collaborative effort to: vigorously
assist clients to quickly find long-term, unaided employment; expeditiously transition
clients to self-sufficiency through employment; provide holistic family specific, integrated
services; be jointly responsible with the client for the prudent management of client time
limited eligibility; provide appropriate human services; establish a business friendly
employment service delivery model; identify fraud when it occurs; provide quality
customer services in a fair and positive manner; fully collaborate with relevant service
providers; establish efficient client eligibility; and communicate community awareness
and develop partnerships.
According to the Natelson report the success of the CalWorks welfare-to-work scheme in
Kern County depends on maximizing opportunities to prepare and transition welfare
recipients to work and increase the base of employment. CalWorks Assistance
Programs includes eligibility for: cash assistance, food stamps, child care, job-training,
transportation, and Medi-Cal.
The table below explains examples of types of CalWorks assistance in more detail.
EMPLOYER INCENTIVES DESCRIPTION
Provides direct payment up to $1,000 to employers upon
retaining participant employees for a period of 6 months.
Bonus payments can be used to pay for Workers
Bonus Payments for
Compensation, unemployment insurance/employment taxes
Retaining Hired
or used at the discretion of the employer.
Participants
Other customized employer incentives may be considered by
submitting required Request for Employer Incentive Package.
For new employers to the county, provides up to 6 months, a
On-the -Job Training
75% reimbursement to the employer when they hire a
CalWorks participant
Use of locally authorized temporary employment agencies as
Temporary Agency
the placement agency. Provides a linkage for small/micro
Placement business development and expansion.
City of Bakersfield
Consolidated Plan 2010 VIII-13 May 2005
EMPLOYER INCENTIVES DESCRIPTION
TAX CREDITS
Welfare to Work Tax Available to employers who hire CalWorks participants.
Credits
Employer Services via the Career Services Center
Provides pre-screening prior to placement in work experience
Pre-Employment
or employment at employer’s site. Only those participants
Screening that meet the employer’s specified qualifications will be
referred.
Provides pre-employment training prior to placement in work
Pre-Employment Training
experience at employer’s site.
Provides specific skill training for employed participants to
Post-Employment Training
advance skills and mobility with the employer.
Provides specific retention services to employed participants
Post-Employment
included but not limited to Employee Assistance Program
Retention Services
services, job coping skills, career counseling
Provides for the development of specialized training
Specialized Training
academies in partnerships including local community colleges
Academies
that are specific to the employer for the short and long term
Provide technical guidance and information through
Incentive/Services
partnerships with: Employers’ Training Resource, KernEDC,
Technical Guidance County of Kern, and Incorporated cities regarding other
employer related incentives/services.
EMPLOYEE SUPPORTIVE SERVICES
Provides payment to child care providers for up to 24 months
Child Care
after transitioning off CalWorks
Provides for the payment of transportation costs associated
with employment and training such as mileage
Transportation
reimbursement, mileage advance pay, bus passes, and
miscellaneous transportation needs for up to 12 months after
transitioning off CalWorks.
Provides for payment of miscellaneous expenses that are
required to obtain or sustain employment. This may include:
Miscellaneous
mentoring, learning disability screening and evaluation,
mental health services, family counseling and GED
preparation.
CONDITIONS
CalWorks Employer Incentives represents potential monetary
CalWorks Incentive
benefits that may defray training costs for CalWorks
Packages participants. Incentives are contingent upon adequate funding
and DHS approval.
(Source: Kern County Department of Human Services - 1999)
d. Housing Authority of the County of Kern (HACK)
Family Self Sufficiency Program
:
HACK’s Family Self Sufficiency Program (FSSP) is designed to assist public housing
and Section 8 tenants receiving welfare or other assistance to become self-sufficient
within five years, primarily through employment. Participants set goals for themselves to
reach during that time. In return, HACK sets up escrow (savings) accounts for
participants, with a portion of the extra rent paid when participants obtain employment.
The participants are also eligible for HACK’s First-Time Homebuyer Program.
City of Bakersfield
Consolidated Plan 2010 VIII-14 May 2005
To further administer the FSSP, HACK has an action plan and has established a
Participating Coordinating Committee, made up of community agencies and supportive
services. The purpose of the committee is to coordinate services to avoid duplication of
services to participants. HACK received a HUD Best Practice Award for its FSSP.
Resident Initiatives:
In keeping with priorities established by HUD, HACK is committed
to providing services to residents in its communities, giving them opportunities and the
resources to develop their skills which allows them access into the workforce or
improves their opportunities for a better quality of life.
The City of Bakersfield and HACK have worked in conjunction on several projects to
address the demand for available affordable housing and coordination of services for
those in need.
HACK has been the recipient of several grants from HUD to develop programs that
promote economic uplift, community revitalization, and the reduction of gang and
criminal activity in public housing: Homeownership for People Everywhere (HOPE)
Implementation Grant, the Comprehensive Grant Program, and the Public Housing Drug
Elimination Grant. These grant programs build from previous grants acquired from HUD
and are specifically designed to address the social and economic needs of the
community.
HACK’s commitment to Resident Initiatives Programs is reflected through active
participation of residents in the planning of programs. Staff holds bi-monthly resident
meetings to receive input and feedback on community concerns. Programs are
designed to meet the needs of the community. HACK successfully partners with
community agencies to provide on-site services including basic skills development,
English as a Second Language, drug prevention services/activities, youth leadership
development, nutrition, and parenting.
A contractual relationship with the Bakersfield Police Department was established
through the Public Housing Drug Elimination Program (PHDEP) that provides for the
physical presence of officers involved with intervention and prevention programs to
address drug related activity and gang awareness for these communities. The decrease
of drug-related crimes in our housing developments is attributed to the involvement of
residents and youth in PHDEP activities. PHDEP has been replaced with the Resident
Opportunities for Self-Sufficiency – Resident Service Deliver Model (ROSS).
The Oro Vista Recreation Center is a drop-in recreation facility for youth ages 5 through
17. The focus of the center is to provide positive activities for youth to participate in.
HACK utilizes a multi-faceted approach to address issues affecting youth that involves
recreational activities as well as providing educational, vocational, leadership, and life
skills training. After school and summer programs teach teens self-esteem, consensus
building, negotiating skills, life skills, substance abuse avoidance, teen pregnancy
prevention, health education, and cultural awareness and tolerance.
The Career Resources Center offers residents an opportunity to access job lead
information. The Center was designed to allow residents the opportunity to develop
resumes and access to CalJobs via the Internet. Resources are available to develop
employment skills and to facilitate the economic uplift of residents by connecting them to
jobs or job training resources.
City of Bakersfield
Consolidated Plan 2010 VIII-15 May 2005
The ability to maintain and enhance these programs after grant funding has been
expended is being established by developing long term partnership with service
providers. Collaborative efforts with agencies throughout the City are strong and
continue activities that have enabled the programs to grow.
All Residents Initiative programs demonstrate the commitment to further HACK’s mission
of improving the quality of life for low-income residents in Kern County by providing safe,
affordable housing and assisting residents to become self-sufficient and move up to
home ownership. Additionally, through the Resident Initiatives programs HACK has
developed formal relationships with the County of Kern, Bakersfield Adult School,
Bakersfield Police Department, and the Mexican American Opportunity Foundation to
insure these initiatives are successful with demonstrated performance outcomes.
The above noted discussion highlights the reasons for designating these economic needs
as priority non-housing community development needs.
3. Commercial & Industrial Acquisition/Rehabilitation/Clearance & Demolition
The Old Town Kern-Pioneer Redevelopment and the Southeast Bakersfield Redevelopment
Project areas identified one or more of the prevalent and substantial conditions of physical
or economic blight. The Old Town area identified 1,347 project area buildings or 46.4% as
unsafe or unhealthy for occupancy. The Southeast area identified 3,872 or 62% of the of its
project area buildings as unsafe or unhealthy in which to live or work. These structures are
in a general state of deterioration and need to be addressed. Over half of the residential
buildings in these areas have absentee landlords.
Many of the properties in these economically distressed areas including the downtown
central business district are low-income communities. They account for about 10% of the
City land area. Many of these neighborhoods have been targeted for additional housing and
community development improvements.
The City desires to address these blighting issues by acquisition, demolition and/or
rehabilitation of deteriorated industrial, commercial and housing properties in these
economically distressed areas. These actions will help alleviate specific conditions of blight
or physical decay and prevent further slum and blight in the area.
The foregoing analysis of neighborhood blighting issues indicates a serious and physical
economic burden to the City and its residents. To help address the efforts for effective
economic development and redevelopment, these needs were selected as priority non-
housing community development needs.
Status of Prevailing Wage Legislation and its Affect on ED Programs
In 2003, the prevailing wage requirements were changed by the Legislature’s adoption of
SB 975, which dramatically expanded the coverage of prevailing wage requirements to
projects involving almost any sort of public subsidy such as economic development. This
change has impacted economic development programs in California by potentially
increasing the overall cost to certain economic development related activities.
Under prior law, prevailing wages were required to be paid on any public works project in
excess of $1,000 (California Labor Code Sections 1770–1774). A public works project is
defined as a work of "construction, alteration, demolition or repair work done under contract
and paid for in whole or in part out of public funds" (California Labor Code Section 1720).
City of Bakersfield
Consolidated Plan 2010 VIII-16 May 2005
SB 975defined "paid for in whole or in part out of public funds" as any of the following:
payment of money or the equivalent of money by a state or political subdivision directly to or
on behalf of the public works contractor, subcontractor, or developer; performance of
construction work by the state or political subdivision in execution of the project; transfer of
an asset of value for less than fair market price; fees, costs, rents, insurance or bond
premiums, loans, interest rates, or other obligations that would normally be required in the
execution of the contract, which are paid, reduced, charged at less than fair market value,
waived or forgiven; money to be repaid on a contingent basis; or credits applied against
repayment obligations.
SB 975 contains certain exemptions, the most important of which are as follows: private
residential projects built on private property, if the project is not built pursuant to an
agreement with a state agency, redevelopment agency, or local public housing authority;
public agency contribution of funds for public works, if the public agency "maintains no
proprietary interest in the overall project" (but prevailing wages must be paid on the public
works project); public agency reimbursement of costs "that would normally be borne by the
public."; public subsidy to a project that is "de minimis in the context of the project.";
affordable housing projects where the only public subsidy is redevelopment low and
moderate income housing funds; affordable apartment projects financed with multifamily
mortgage revenue bonds (for bonds allocated before December 31, 2003); single family
housing projects financed with single family revenue bonds (for bonds allocated before
December 31, 2003); affordable apartment projects which receive federal or state low
income housing tax credits (for tax credits allocated before December
According to the California Association for Local Economic Development (CALED), SB 975
has an overall negative impact on the economic development structure in the state. The
Legislation affects the ability to provide direct assistance to companies with HUD funds if
prevailing wage is triggered for the whole project irrespective if in the opinion of HUD, it
would not necessarily be a prevailing wage activity (i.e. CDBG assistance for design,
demolition, equipment and/or land acquisition only).
D. PLANNING
HUD entitlement programs are only accessed by grantees after a considerable amount of
planning and analysis. The major requirement for obtaining federal funding is for cities to
submit an approved Consolidated Plan to HUD 45 days prior to the start of the grantee’s fiscal
year.
As a means to identify and achieve affordable housing and community development goals and
objectives, there is strong need for data gathering, needs assessments, feasibility studies,
analysis, and preparation of comprehensive plans that will lead to more livable communities.
Examples of HUD planning documents required are the Consolidated Plan, Action Plan, and the
Consolidated Annual Performance and Evaluation Report (CAPER). Except for the
Consolidated Plan, the other documents are submitted annually. Additionally, HUD planning
funds can also be used for community plans like the Old Town Kern-Pioneer Redevelopment
and the Southeast Bakersfield Redevelopment Plans.
Other types of one time planning documents are the Section 3 Plan, Citizen Participation Plan,
and an Anti-displacement and Relocation Plan. The City directly receives over $6 million in
HUD funds. It is estimated that other city housing and community development (HCD)
stakeholders receive over $25 Million annually which can only occur after providing HUD with a
Consolidated Plan consistency letter from the grantee.
City of Bakersfield
Consolidated Plan 2010 VIII-17 May 2005
Based on the past and on-going planning documents required to receive HUD funding for the
City of Bakersfield and its HCD stakeholders, it is deemed appropriate to assign this need as a
priority non-housing community development need.
E. PUBLIC IMPROVEMENTS
Expenditures of CDBG funds on public improvements such as upgrading or expanding the
streets, drainage system, water system, or sewer system can only take place in income-
qualified areas. Depending on the type of activity, the CDBG program considers any block
group or census tract with 51 % or more of the population earning incomes less than or equal to
80% of the Area Median Income, as qualified to receive federal funds.
Based on the Community Opinion Needs Survey, the community ranked the importance of
public improvement needs as follows:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Street Improvements
Sidewalks
Tree Planting
Flood Prevention and/or Drainage Improvements
Sewer Improvements
Water System Improvements
Privately Owned Utilities (i.e. water, electricity)
Fire Stations/Equipment
Parking Facilities
Recreation and Parks Facilities
High
High
High
Medium
High
High
Medium
High
Medium
High
The following discussion on public improvement needs is organized in the same order as the
ten above surveyed public improvements. The City of Bakersfield Public Works Department is
responsible for constructing and maintaining the local street system, including all sidewalks,
curbs and gutters, and the local in-street storm drain facilities. The City prepares a five year
capital improvement plan (CIP) in the City budget to identify required improvements, estimated
improvement costs and potential funding sources. The latest five year CIP covers fiscal years
2004 to 2009. Items and figures for fiscal year 2004-05 have been deleted from the Con Plan
Needs since they are current year needs that should be addressed before this plan will be
approved. Most of the following infrastructure improvement cost estimates come from the CIP.
The southeast, south central and Old Town Kern areas have been identified as economically
depressed areas marked with deteriorated and substandard infrastructure. Infrastructure
improvements needed in these areas include street and alley resurfacing, sidewalk
reconstruction, grade separation at Baker Street and the railroad tracks, street lighting,
landscaping and storm drainage improvements and water system upgrades.
1. Street Improvements
The CIP has identified $167,925,700 of street improvement projects in future fiscal years
which includes: street reconstruction (not quantified); widening of two streets plus
"miscellaneous" widening projects, construction of two streets plus "miscellaneous" streets;
construction of four bridges; and 45 new traffic control signals. Based on the City's CIP
identified need for street improvements, a priority non-housing rating is appropriate.
2. Sidewalk Improvements
In 1994-95 City Engineers conducted a windshield survey and provided a general estimate
of approximately 324,000 square feet of deteriorated sidewalks in various low-income
City of Bakersfield
Consolidated Plan 2010
VIII-18
May 2005
neighborhoods within the City. About 175,000 square feet of the substandard sidewalk has
been reconstructed since that time, leaving a balance of about 149,000 square feet of
deteriorated sidewalk that needs to be replaced in future fiscal years for an estimated cost of
$670,500. Based on the City's analysis for sidewalk improvements, this need was identified
as a priority non-housing community development need.
3. Tree Planting
Street landscaping would be a more accurate title of this priority need. There has been a
growing community interest in street landscaping (often called streetscaping) as a way to
both beautify and revitalize older commercial and residential areas. The completion of the
Chester Avenue Streetscape in 1998 has generated more support for other such projects in
old downtown areas. Since the Chester Avenue Streetscape HUD funds have been used
for 11 subsequent streetscape projects. Studies in the three redevelopment areas have
recommended landscaping projects in all three areas. The City has identified $1,584,000 in
street median and downtown streetscape projects in future fiscal years through a CIP
budget request. Based on the City's identified need for tree planting projects, this need was
designated as a priority non-housing community development need.
4. Flood Prevention andlor Drainage Improvements
Provision of adequate drainage is a problem throughout the City of Bakersfield due to the
City's flat topography and the limited number of available storm drainage disposal points.
Storm water runoff must be collected by curb and gutter or storm drains and conducted to
natural water ways, canals or sumps for disposal.
Older areas often have substandard storm drainage facilities which lead to local flooding.
Correcting these problems involve the construction of curbs and gutters, storm drains, larger
storm drains and sumps.
In May 2000, the City completed the Downtown Bakersfield Drainage Study. The study area
was bounded on the north by the Kern River, on the east by Union Avenue, on the south by
the Burlington and Santa Fe railroad tracks and City redevelopment areas. The study's
objective was to have drainage that can handle a one hundred year storm. The total cost of
the proposed project is $16,719,343. Based on the City's Downtown Bakersfield Flood
Study, this need was identified as a priority community development need.
5. Sewer Improvements
Rapid growth has required the City to plan for sewage treatment and sewage collection
system improvements. The City's Capital Improvement Plan calls for the expansion of
sewage treatment plants and the construction and the installation of sewer lift
improvements.
HUD funds have been used previously to install sewer lines to old homes that were built with
individual septic tank systems, because sewer lines were not available at the time of
construction. A budget application for $209,000 has been made to convert about 17 homes
in the 2nd and "P" streets area (which is a low-income area) from septic tank to City sewer
lines.
The City projects the need of $55,649,000 for sewer system improvements in future fiscal
years in the CIP. Based on the City's CIP identified need for sewer improvements, this need
was designated as a priority non-housing community development need.
City of Bakersfield
Consolidated Plan 2010
VIII-19
May 2005
6. Water System Improvements
Most of the City east of Stine Road (an older part of the City) is served by California Water
Service Company (Cal Water), a privately held public utility. Its water supply is obtained
principally from wells which are supplemented by State Water Project surface water supplied
and treated by Improvement District #4 of the Kern County Water Agency. Most of the
remaining portion of the City (west of Stine Road) is served by the City's Ashe Water
Company, with supplies obtained from wells which are supplemented by Kern River Water.
Cal Water is regulated by the California Public Utility Commission. Plans for maintenance
and improvement of the company's infrastructure/facilities are submitted to the Commission
every three years for approval. The company prioritizes its maintenance program based on
the normal life span of the facilities.
Rapid growth has required constant expansion to the City's water system; for example,
three water wells were drilled in FY 04-05. Growth requires additional wells, reservoirs,
water lines, pumps and water purification capacity. Plans to drill three new water wells, to
extend water lines and to implement water security improvements are in the CIP.
Recent development in the Rio Bravo portion of northeast Bakersfield has required a major
expansion of the City water system. The cost was more than the City was able to bear
alone, so they went into a partnership with Cal Water to install the expansion. The City built
a reservoir and the water intake system from the Kern River, and Cal Water built the water
purification and distribution systems.
The City has estimated a need of $9,240,000 for water projects in future fiscal years in the
CIP. Based on the City's identified need for water system improvements, this need was
designated as a priority non-housing community development need.
7. Privately Owned Utilities (Le. water, electricity)
The City Fire Department periodically surveys older areas of the City for the proper spacing
between fire hydrants and tests fire hydrants for adequate water flows. When a low-income
area does meet fire protection standards the fire department proposes HUD funded water
system improvements. This evaluation has led to two water improvement projects within the
last five years; the Chester Avenue #3 Annexation and the Casa Loma #6 Annexation Water
Improvement Projects. There will likely be future annexations of developed areas and water
improvement projects recommended by the fire department in low-income areas.
Adequate street lighting is an important feature to a City's visual appeal and the safety of its
residents after dark. As the City develops new areas, it is necessary to expand the street
lighting system. The system is upgraded by replacing inefficient incandescent lights with
mercury or sodium vapor lamps. Older developed areas that need street light upgrades are
often in CDBG target areas. Additional street lights are installed in neighborhoods where
there is insufficient night time street illumination. City of Bakersfield General Services
Division makes this evaluation. Developed areas annexed into the City seldom have street
lights in residential areas. This is because the County of Kern's policy is to require the
formation of a public service district supported by the benefiting property owners before the
street lights are installed. Residents are reluctant to form such districts. The Southeast
Bakersfield Street Light Improvement Project is a part of the CIP, to place sufficient street
lighting in the vicinity of the Madison Avenue in the Casa Loma #6 Annexation Area.
Cooperation with PG&E is necessary on street lighting improvement projects because
PG&E owns the electrical system and in some cases the street light poles and fixtures.
Approximately $640,000 was budgeted for street lighting improvement projects in the CIP.
City of Bakersfield
Consolidated Plan 2010
VIII-20
May 2005
Given the identified needs for privately owned utilities (i.e. water and street lighting
improvements), this need was identified as a priority non-housing community development
need.
8. Fire Stations/Equipment
The area covered by the City Fire Department increases as the City grows. The Department
has 13 fire stations, four of these stations serve low-income areas: Station #1, 2101 “H”
st
Street; Station #2, 716 East 21 Street; Station #5, 700 West Planz Road; and Station #6,
127 Brundage Lane.
The CIP has listed two areas to set aside funds for new fire stations, Fire Station #12 in
northeast Bakersfield and Fire Station #17 in northwest Bakersfield, neither fire station is in
a low-income area. The CIP also budgets funds to relocate Fire Station #5 which is in a
low-income area. Fire Station #5 has to be relocated because it is deteriorated, undersized,
does not have adequate street access, and it is not central to its’ service area.
The City has identified a need for $4,640,000 for fire stations and equipment in future fiscal
years in the CIP. Given the identified needs for fire stations/equipment improvements in
low-income areas, they were designated as a priority non-housing community development
need.
9. Parking Facilities
The City is responsible for publicly owned parking facilities within the three established
redevelopment areas. In early 2004 the City constructed about 300 parking spaces at the
th
new McMurtrey Aquatic Center on “Q” and 14 streets near Downtown Bakersfield.
The Implementation Plan for the Downtown Bakersfield Redevelopment Project Area
(revised February 2005) identified the deficiency of off-street parking as a problem in the
downtown Bakersfield area. Lack of parking was listed as a physical condition of blight
existing in the project area (the lack of parking finding was also noted in the studies which
resulted in the formation of the Old Town Kern–Pioneer and Southeast Bakersfield
Redevelopment Areas).
A Redevelopment Staff analysis indicates the need for another multi-storied parking
structure (approximately 500 parking spaces) and at least one-half block parking lot (about
35,000 square feet) to make about 90 parking spaces east of Chester Avenue. The cost
estimate of a new parking structure is about $10,000,000 and the cost of a new parking lot is
$600,000, for a total estimated cost of $10,600,000. Typically tax increment funding is used
for parking lot improvements in a redevelopment area. Given the identified needs for
parking facilities improvements, these needs were identified as a priority non-housing
community development need.
10. Recreation and Parks Facilities
The City of Bakersfield Recreation and Parks Department is responsible for recreation and
parks facilities within 90% of the City of Bakersfield. The North of the River Recreation and
Park District is responsible for the remaining 10% of the City. This district has no low-
income areas within the City limits.
The City adopted a Recreation and Parks Master Plan for Bakersfield in January 2000.
Nine major types of facilities were evaluated to see if they met national standards for a city
with a population and geographic size of Bakersfield. Eight types of facilities (parks,
community centers, swimming pools, softball diamonds, tennis courts, basketball courts,
soccer fields, and multipurpose fields) were found to be undersized and therefore did not
City of Bakersfield
Consolidated Plan 2010 VIII-21 May 2005
meet national standards. Golf courses were the only type of facilities found to meet national
standards.
The Master Plan not only states that the City needs more capacity added to eight of the nine
types of facilities, it also identifies existing facilities which need to be rehabilitated,
remodeled, modernized, or enlarged. One notable finding of the master plan is that there is
a great need to bring several existing facilities up to American Disabilities Act (ADA)
handicapped access standards.
The Recreation and Park Public Swimming Pool Study was approved on June 1, 2000. The
report was a summary of the existing conditions, code violations, deficiencies and proposed
improvements for rehabilitation of the nine City pool complexes. The following five pools
serve low-income areas: Beale, Jefferson, Martin Luther King Jr., Planz and Wayside. As a
result of the study, Wayside Pool was demolished, Martin Luther King, Jr. pool and the
Jefferson Park pool were rehabilitated, and the McMurtrey Aquatic Center was constructed
and opened in FY 2004-05.
The City projects the need of $6,105,000 in future fiscal years to improve 9 existing parks in
the CIP. Given the identified needs for recreation and parks facilities, this need was
assigned a priority non-housing community development need.
11. Planning
Legislation from HUD has required localities to focus their community development efforts
on broad based consolidated strategic planning. HUD requires communities to develop
plans as a prerequisite to receiving federal funding. As a means to identify and achieve
affordable housing and community development goals and priorities, there is a strong need
for data gathering, feasibility studies, analysis, and preparation of comprehensive and
strategic plans that will lead to neighborhood revitalization and sustainable communities.
Some of the HUD required planning documents that are prepared by the City are the
Consolidated Plan, the Action Plan, and the Consolidated Annual Performance and
Evaluation Report (CAPER).
There were four notable studies, which may lead to HUD funded projects, which were
conducted by the City Economic and Community Development Department within the last
three years: Baker Street Comprehensive Economic Development Strategy; Neighborhood
Revitalization Strategy Area; Southeast Bakersfield Community Strategic Plan; and the
Southeast Bakersfield Revitalization Study. All four studies covered low-income areas.
The Baker Street Comprehensive Economic Development Strategy was approved in
January 2004. The Baker Street Market Area study area contains about 28,000 people and
its boundaries are Columbus Street on the north, Mt. Vernon Avenue on the east, East
California Avenue on the south and Union Avenue on the west. Baker Street itself is
primarily a retail corridor, blighted by commercial vacancies, poorly maintained buildings and
empty lots.
The strategy sets the stage for developing housing and neighborhood serving businesses
on and around Baker Street. The Baker Street Economic Development Strategy describes
the recommended approach for organizing land uses, physical improvements, and new
development sites. The strategy also includes physical design projects and programs for
addressing neighborhood problems and issues. Three major areas comprise the strategy: 1)
housing rehabilitation and development; 2) community improvements and services; and 3)
retail and business services.
City of Bakersfield
Consolidated Plan 2010 VIII-22 May 2005
The Neighborhood Revitalization Strategy Area (NRSA) was approved on May 2, 2003.
The NRSA was used by the City to apply for a NRSA designation from HUD that expires FY
2005-06. The NRSA is a comprehensive community approach to revitalize the northernmost
portion of the Southeast Bakersfield community. The boundaries of the NRSA are California
Avenue on the north, Washington Street (railroad tracts) on the east, Highway 58 on the
south and Chester Avenue on the west (it encompasses Census Tracts 20.0, 21.0 and
22.0).
The principal objectives of the NRSA Plan were the following: 1) assessment of the major
strengths, weaknesses, opportunities and threats affecting economic development in the
Revitalization Area; 2) formulation of an empowerment strategy that can be used by the City
and its Redevelopment Agency toward the economic revitalization of the designated area;
and 3) identification of key performance measures expected to be achieved as a result of
the NRSA Plan.
The Southeast Bakersfield Community Strategic Plan was approved in October of 2003.
The report is an effort to facilitate a comprehensive community approach to revitalizing the
Southeast Bakersfield community. The study area for the plan is bounded by California
Avenue/East California Avenue on the north, Mt. Vernon Avenue/South Mt. Vernon Avenue
on the east, East White Lane on the south, and Chester Avenue/South Chester Avenue on
the west.
Following were the principal goals and objectives for the three year strategy: 1) economic
development; 2) training and education; 3) community development; 4) public safety; and 5)
market-rate and affordable housing.
The Southeast Bakersfield Revitalization Study (SEBRS)
was adopted in September
2001. The purpose of the study was to analyze the economic development opportunities
and to recommend specific action steps that could be taken to revitalize the two main
commercial corridors through Southeast Bakersfield. The residents of the Southeast
Bakersfield Project Area have among the lowest incomes of any citizens in California. They
lacked (in 2001) access to a supermarket and other types of commercial services common
to other urban communities.
The two corridors studied were Union/South Union and Lakeview/Cottonwood.
Recommendations were made for each of the four study areas. Listed were possible
locations for shopping centers, super markets, niche super markets, mini markets, fast food
restaurants, gas stations and residential uses. A recommendation was also made to
change the land use and zoning designations along Cottonwood Road from general and
heavy industrial uses, to encourage residential and commercial development in the area.
Four sites identified in the study have since been developed by commercial interests: Food
Maxx Grocery Store, 1115 Union Avenue, opened on March 19, 2003; the 600 Union
Avenue Strip Mail (six small businesses) opened in September 2003; Jack in the Box
Restaurant, 10 Union Avenue, opened in early 2004; and Little Saigon Commercial Center,
333 Union Avenue, (restaurants and stores) opened on October 16, 2004. Based on the
above analysis, planning was identified as a priority non-housing community development
need.
City of Bakersfield
Consolidated Plan 2010 VIII-23 May 2005
F. PUBLIC FACILITIES
The City conducted community stake holder meetings and solicited studies from stake holders
in the community specifically for the purposes of the Consolidated Plan. The results of the
meetings and solicitation indicated the following ranking of priority public facility needs by the
Community Opinion Needs Survey.
Public Facilities Importance
1. Youth Centers High
2. Child Care Centers: Preschool, Day Care High
3. Centers for the Disabled Medium
4. Health Care Facilities, Clinics, Dental Facilities High
5. Other Neighborhood Facilities/Community Centers High
6. Senior Citizen Centers Medium
7. Parking Facilities Medium
The following discussion of public facilities needs is generally organized in order of priority as
identified by this survey. Results from the Kern County Needs Assessment Survey by United
Way in 2003 were also used to substantiate this needs assessment.
1. Youth Centers
According to the 2000 Census, over 35% of Bakersfield’s population is comprised of
children and youth between the ages 0 and 19, about one-third of the City’s population.
Nearly half (38,813) of the children between 0 and 19 years of age live in poverty. In most
cases, these children have limited access to youth centers and services.
There are several major children/youth centers and programs in the City, including the
following: Big Brothers; Boys' & Girls' Club; Boy Scouts of America, South Sierra Council;
Camp Fire Council of Kern County; Community Action Against Drug/Alcohol Abuse - "Just
Say No" Campaign; 4H Clubs of Kern County; Girl Scouts - Joshua Tree Council; Kern Child
Abuse Prevention and Haven Counseling Center; Probation Auxiliary of Kern County;
Starlight Foundation; Teen Challenge; Jesus Shack; Garden Pathways Youth Center; Youth
for Christ; IMPACT Community Youth Center; and Bakersfield Police Activities League
Youth Center.
Most of these facilities and services, with the exceptions of Bakersfield Police Activities
League (PAL) and Teen Challenge, are located in central, southwest, and northwest
Bakersfield. Southeast Bakersfield youths, who are historically the poorest (64.1% poverty
level, 2000 Census) and most impacted by crime and violence in the City, have the least
amount of safe recreational facility options.
Although facilities exist in the other neighborhoods, the facilities and services need to be
developed to provide the type of activities and programs that can draw young people and
maintain their interest. The Bakersfield PAL Center is expanding it facilities to
accommodate the influx of youth and children who frequent the center. Currently more than
200 youth per day participate in the 12 activities provided at the center and there is a waiting
list of more than 100 youths for some sports programs.
Youth Facilities give youth in the community an alternative to delinquency by steering
energy into productive channels. These facilities also provide youth with a “safe haven”, a
place to socialize and participate in wholesome activities without the fear of interruption by
criminal or violent activity. Because of the important part youth activity centers play in the
lives of young people, this activity was given a priority rating as a non-housing community
development need.
City of Bakersfield
Consolidated Plan 2010 VIII-24 May 2005
2. Child Care Centers
According to Local Investment in Childcare, a project of Community Connection for
Childcare, which is a program operated by the Kern County Superintendent of Schools,
there are approximately 98,000 children with working parents in Kern County who need child
care services. As of September 2004, there are only 19,511 spaces in licensed centers and
homes, identifying a lack of space availability. According to Community Connection, there
are:
Licensed Family Day Care Homes
Total active licensed homes
Total spaces available in family day care
Licensed Child Care Centers
Total active licensed centers
Total spaces available in child care centers
Total private center spaces
Total full-time public subsidized spaces
Total part-time public subsidized spaces
772
7,158
172
12,353
7,158
1,331
4,234
Local Investment for Child Care (LlNCC) estimates that Bakersfield has a shortage of
approximately 6,000 child care spaces as of 2003. With a projected 4.6% annual population
growth rate, the City will need an additional 1 ,000 licensed spaces annually.
Establishing licensed family child care homes in under-served areas would provide for job
creation, support for parental employment, decrease traffic congestion and many other
economic incentives. However, child care providers are in need of support and technical
assistance in order to start-up or build capacity in their licensed family child care homes to
ensure success and staying power. Support and technical assistance include: assistance
with zoning/licensing issues; training and education including general business training;
technical assistance with loan applications; and management consultations.
The following is a statement of the requirements to start a licensed family child care home
business: attend a licensing orientation meeting; submission of application (orientation is a
pre-requisite); payment of annual application fee ($25.00); four hours of CPR training; four
hours of First Aid training; seven hours of Preventative Health training; all adults (18 years
and older) must pass TB test, take finger prints, and pass Child Abuse Index Check. The
cost to develop a child care center varies, ranging from $8,000 to $16,000 per licensed
space and $205 per square foot.
The affordability of child care services is also an issue. Based on a 2002 survey by the Kern
County Child Care Council, average costs for child care tuition in Kern County can take as
much as 25% of low-income family's monthly income to maintain. That is $700/month in
child care expenses for a total monthly household income of $2,800. While some child care
services can be publicly subsidized, there is a critical shortage of funds to meet the demand.
Reliable child care is important to the economy and social well being of parents and
children; this need warrants a priority rating as a non-housing community development
need.
3. Centers for the Disabled
According to the State Independent Living Council of California report, approximately 20% of
the state's population is living with some form of disability (physical and or psychological).
This would translate to approximately 40,000 persons in Bakersfield. This population tends
to be older, with more than 59% being 45 years of age and older. There are several centers
City of Bakersfield
Consolidated Plan 2010
VIII-25
May 2005
for the disabled in operation in Bakersfield, including the following: Bakersfield Association
for Retarded Citizens; Center for the Blind and Visually Impaired; Downs Syndrome Parents
Group of Kern; Independent Living Center of Kern County; National Association for People
with Disabilities; National Blind Federation, Kern County Chapter; Society for Crippled
Children & Adults of Kern County; and Valley Achievement Center
These centers are generally more spread out in the City than other types of services and
facilities. Section III of this Consolidated Plan, discusses some of the housing and service
gaps which exist in the City. Community stakeholders identified affordable and accessible
housing, transportation for the disabled elderly, recreation and vocational rehabilitation for
the disabled as moderate needs for the disabled.
Centers for the disabled exist throughout the City; however, access to these centers is the
most important factor for the users. This need was identified as a priority non-housing
community development need.
4. Health Care Facilities, Clinics, Dental Facilities
In the metropolitan Bakersfield area, there are several major hospitals, including: Mercy
Health Care, San Joaquin, Kern Medical, Memorial, Mercy Southwest, Bakersfield Heart
Hospital, and Good Samaritan. In addition, there is a Veterans Clinic, five urgent care
facilities, nine convalescent hospitals, one psychiatric hospital, three physical rehabilitation
centers, and eight community health clinics.
Although no data was received expressing the number of health clinics needed, a great
amount of information was received pertaining to the accessibility to healthcare because of
a lack of insurance among children and low-income women. This will be discussed in a later
section. With the exception of the Southeast Bakersfield area, a sufficient number of health
care facilities exist in the City. Location of the facilities and access to them are areas of
need, a priority rating was assigned as a non-housing community development need.
5. Senior Centers
Neither the community stakeholder group, nor senior citizen service providers identified the
need for an additional senior center. A variety of services for seniors are provided through
seven senior centers in metropolitan Bakersfield (County and City): Alzheimer's Day Care
Center; Bakersfield Senior Center; Bakersfield Community House; East Bakersfield Senior
Center; Friendship House; East Niles Senior Center; and Rasmussen Senior Center.
Rasmussen is the largest senior center serving Bakersfield residents. It provides a variety
of services including recreation activities, health services, in-home services, and education.
With the exception of the Alzheimer's Day Care Center, congregate meals are available for
any persons 60 years and over at all of the senior centers in Bakersfield. Home-delivered
meals are also available from the East Bakersfield Senior Center and North Bakersfield
Recreation and Park District. The North Bakersfield Recreation and Park District also
provides transportation services to the elderly.
The above noted discussion highlights the reasons for designating these needs as a priority
non-housing community development need.
City of Bakersfield
Consolidated Plan 2010
VIII-26
May 2005
G. PUBLIC SERVICES
Based on the Community Development Needs Survey, the survey respondents rated the
importance of public services as follows:
Public Services Importance
1. Crime Awareness High
2. Youth Services High
3. Employment Training Medium
4. Substance Abuse Services High
5. Child Care Services High
6. Health Services High
7. Transportation Services Medium
8. Handicapped Services High
9. Fair Housing/Counseling Medium
10. Tenant/Landlord Counseling Medium
11. Senior Citizen Services High
1. Crime Awareness
A group of citizens in a community stakeholders meeting, identified crime awareness and
prevention as a top priority need in their Bakersfield community.
The 2003 authorized Bakersfield Police Department manpower allocation of approximately
328 officers provides a ratio of 1.12 officers per 1,000 residents. Based on statistics
reported by the Bakersfield Police, the overall crime rate has increased by about 4% over
the last five years. Aggravated assault saw a 46% increase from 2002 to 2003, but other
violent crimes against persons: homicide, rape and robbery remained the same or
decreased. A 50% increase of larceny, which includes identity theft and financial crimes
against the elderly, was reported from 2002 to 2003. During the same time period BPD
reports a 30% increase in auto theft and a 10% increase in burglaries.
Southeast and Central Bakersfield continue to experience greater than desirable
occurrences of drug and gang activity. The Community Oriented Police Problem Solving
(COPPS) program and Police Athletic League (PAL) program are seeking to make in-roads
into the community to bring about positive change and a perception of safety in the
southeast and central Bakersfield communities.
This need was assigned a priority non-housing community development rating due to the
need to continue education and prevention activities.
2. Youth Services
The centers and programs provide a variety of youth services, including education,
recreation, and counseling. While there are many privately-run facilities in Bakersfield
providing services and activities for children and youth, these services and activities are not
typically affordable to low-income families. According to the City's Recreation and Parks
Department, there are additional needs for summer and after school recreation programs,
youth sports, family, and health-related programs. Youth services continue to be a great
need and concern to all involved in the community; it was assigned a priority non-housing
community development rating.
3. Employment Training
The State of California Employment Development Department (EDD) reported a 9.1%
unemployment rate for Bakersfield as of November 2003, representing an increase of 1.4%
since 1999. An Employers’ Training Resource study identified a growing need of skilled
City of Bakersfield
Consolidated Plan 2010 VIII-27 May 2005
workers to fill manufacturing jobs in Bakersfield over the next 10 years. Currently, the Kern
High School District provides limited vocational education through its schools and the
Regional Occupational Center. Approximately 4,000 students are served through these
efforts. Based upon industry estimates, approximately 20,000 skilled workers are needed to
meet Bakersfield's economic development goals. For a detailed analysis of employment
needs and existing job training services available in the City, refer to the economic
development needs section of this plan.
Employment training continues to be important and a priority rating is assigned to this non-
housing community development need.
4. Substance Abuse Services
Alcohol/other drug abuse (AODA) is defined as excessive and impairing use of alcohol or
other drugs, including addiction. A Master's Thesis by a California State University,
Bakersfield Masters candidate, dated June, 2004, studied drug abuse among adolescents.
The study suggested that substance abuse among adolescents is a growing problem in our
communities: one that is being treated with conventional 12-step programs which have
been effective with adults, but are ineffective with adolescents. The report concludes that
drug abuse counseling and treatment services should be developed specifically for
adolescents and made available to them.
In addition, families affected by drug and alcohol abusers express need for more awareness
and prevention services. This need was assigned a priority rating as a non-housing
community development need.
5. Child Care Services
Community Connections for Child Care is the major child care coordinator in metropolitan
Bakersfield. Availability and affordability, the two most important issues related to child care
services, have been previously discussed in the public facilities section.
According to Local Investment in Child Care, a rapid change in work patterns, family life,
and women's roles, child care needs have grown exponentially in the last 30 years. "In
1960, 30% of mothers worked outside the home. By 1999, that number skyrocketed to
72%. Nationwide, 60% of working families with children now pay for licensed child care."
In 2003, California experienced roughly a 2 to 1 ratio of children needing child care to
licensed childcare spaces available. State researchers are making an effort to create a
voluntary preschool program that 70% of all four year olds will participate in, which could
alleviate the pressure on the childcare system.
With infant care costing in excess of $600 per month, toddler care at $500 per month, and
preschool care at $400 or more per month, child care costs for an average family can be the
equivalent of a second mortgage. In 2002 the cost of child care for Bakersfield families was
approximately $70 million. That could translate to big business for a city.
This need was assigned a priority non-housing community development need rating due to
the shortage of quality child care in the City.
6. Health Services
As discussed in the public facilities section, there are a variety of health and medical
services available to the Bakersfield residents. The issue with health services is related
more to affordability than to availability. The United Way 2003 survey indicated that
affordable medical and dental care is a priority need in Bakersfield.
City of Bakersfield
Consolidated Plan 2010
VIII-28
May 2005
Community Action Partnership of Kern reports that Kern County mothers are less 13% less
likely to receive prenatal care than mothers throughout the state of California as a whole.
As a result, 6.3% of newborns have low birth weight (less than 5.5 pounds) and 5.3 per
1,000 babies died in their first year of life in Kern County. This problem is mainly due to lack
of affordable health insurance and healthcare.
Affordable health services continue to be a priority non-housing community development
need for Bakersfield citizens.
7. Transportation Services
Transportation is another public service need. Transportation needs affect lower income
residents, the elderly, the disabled, and youth most severely.
Public transportation in Bakersfield includes local buses, intercity buses, AMTRAK, and
para-transit services. The largest transit system in Bakersfield is the Golden Empire Transit
(GET), which is the local bus operator. GET operates 18 routes throughout the metropolitan
area and carries approximately 20,000 passengers per day, 7 days a week.
Intercity bus operators include Greyhound, Orange Belt Stages, Foster's Transit, Airport Bus
of Bakersfield, and Kern County. Kern County provides services between Bakersfield and
rural communities, such as Lamont, and the Kern River Valley, while the private carriers
serve other major cities. AMTRAK provides rail service to and from Bakersfield and the
Central Valley cities to the north. The AMTRAK station is located at Truxtun and "S" streets.
Para-transit providers include the taxi system and various social service agencies providing
specialized transportation to their clients. For example, the North Bakersfield Recreation
and Park District provide transportation services for the elderly.
According to the Bakersfield General Plan, transit issues in Bakersfield include: buses are
being run on local residential streets; buses find it difficult to serve the new closed-block
design subdivisions; new developments are lacking in design to accommodate bus stops;
and establishment of an intermodal transportation terminal downtown.
Affordability of transit services and their ability to accommodate disabled persons are also
relevant issues relating to the transportation needs of the City's lower income residents.
Based on the above noted analysis this need was assigned as a priority non-housing
community development need.
8. Handicapped Services
The need for supportive housing is one of the most important issues related to disabled
persons.
A number of agencies provide services to the disabled in Bakersfield. Major publicly-funded
outpatient and inpatient service providers for the mentally ill include: Kern County
Department of Mental Health Services, both Adult and Children's Services; Kern Linkage
Program/Kern County Mental Health Department, for homeless and dually diagnosed adults;
Henrietta Weill Child Guidance Clinic; Kern Medical Center, Ward 3-B, for inpatient
treatment, and Memorial Center for outpatient services.
Bakersfield ARC (BARC) specializes in helping the developmentally disabled. The agency
provides a variety of services, including an independent living program, marriage and family
counseling for families of developmentally disabled adults, transportation to surrounding
areas, employment programs, nutrition classes, literacy classes, recreation and
City of Bakersfield
Consolidated Plan 2010
VIII-29
May 2005
entertainment opportunities, and a community outreach program which provides supportive
life training to individuals residing independently in the community.
Key to the integration of mentally disabled persons into society is "outpatient services."
KMC’s Utilization Review and Discharge Planning Department arranges for continued care
in convalescent homes or other living situations. The agency also helps arrange
rehabilitation for persons leaving the hospital. The Social Services arm of the Kern Medical
Center helps arrange for in-home nurse care and house cleaning services.
The Kern Department of Mental Health Services (Adult Services Department) helps persons
that are diagnosed as mentally ill find housing in either a board and care (supervised living
arrangement), room and board facility, or Section 8 rental assistance. This includes anyone
discharged from a mental health institution. The homeless mentally ill persons are referred
to Kern Linkage.
This need was assigned a priority rating for non-housing community development needs.
9. Fair Housing Counseling
This need was expressed as a high level need by survey responders, possibly due to the
pro-active approach the City of Bakersfield Fair Housing Division has taken in training
workshops for landlords, prior to serious infractions of Fair Housing law. City of Bakersfield
will continue to provide this important service to its landlords and tenants. See Section VII
for more on fair housing.
Based on this need the AI was assigned as a priority non-housing community development
need.
10. Tenant/Landlord Counseling
The Bakersfield Fair Housing Program provides referral services regarding tenant and
landlord disputes. Of the 1,149 hotline calls the Fair Housing Division received, 88 were
substantial service calls requiring significant discrimination counseling and complaint packet
mailings.
This non-housing community development need was assigned a priority rating.
11. Senior Citizen Services
The United Way Community Needs Assessment of 2003, states that 9.3% of the total
population of Kern County are senior adults age 65 years and older. This percentage
translates to nearly 23,000 senior adults residing in Bakersfield. Approximately 6,974 senior
adults in Bakersfield live in households with on or more grandchildren. An estimated 3,089
senior adults are responsible for their own grandchildren for three or more years. The
needs assessment also reported that non-institutionalized persons age 65 years and older
have some type of disability: physical, going outside the home disability, sensory disability,
mental disability, or self care disability.
The following needs were identified by representatives from public and private agencies as
unmet or underserved health and human service needs related to senior citizen health:
non-emergency medical transportation to medical appointments, shopping, and senior
centers; access to adult day care or other facilities; affordable housing; keeping seniors in
their homes and avoiding unnecessary placements in long term care facilities; financial
assistance with basic needs for seniors living in their own homes; comprehensive directory
of senior services (accessible to seniors living in Kern County and children of seniors living
outside of the area); legal assistance for grandparents taking care of minor grandchildren;
City of Bakersfield
Consolidated Plan 2010 VIII-30 May 2005
and crime awareness for senior adults who are very likely to be victimized by financial
predators.
Based on the foregoing analysis, this need was assigned as a priority non-housing
community development need.
City of Bakersfield
Consolidated Plan 2010 VIII-31 May 2005
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Consolidated Plan 2010
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Consolidated Plan 2010 VIII-34 May 2005