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HomeMy WebLinkAbout04/09/99 BAKERSFIELD CITY MANAGER'S OFFICE MEMORANDUM April 9, 1999 TO: HONORABLE MAYOR AND CITY COUNCIL FROM: ALAN TANDY, CITY MANAGER /~ ~-~,~/~,~-. SUBJECT: GENERAL INFORMATION 1. Congratulations and thanks to Ogden. The biggest act yet to play the Garden has been booked - Elton John on Friday, May 21% I have seen him - it is a terrific show; don't miss it. 2. I am getting a lot of calls about the closure of the Ice Palace from youth leagues, figure skaters, etc. There are a few tools we can use to help get it going. Advertising at the Garden during hockey and figure skating events would help. The former management didn't believe in doing that. Job creation incentives from the federal economic development funds may help, also. In case it is not reactivated, we will study what we can do with ice at the Convention Center and Garden for the youth leagues, public skates, etc. for next year. That is clearly second choice, however. 3. A memo is enclosed about changes to the suite menu at the Garden. City. Council members will be invited to the "unveiling" of the new menu. It seems like the best way to judge progress. 4. Could you let us know your preference - when you do the Council goals on May 1st, do you prefer to: a) start with a blank page?, or b) start with a copy of the past goals, marked up, to show which have been completed, like the Garden, streetscape, etc? Rhonda will call each of you next week, so we have some direction on that. 5. Councilmember Sullivan asked us to look into having a community calendar on the City's web page. Go to the City page, select "Administration", then select "Agendas and Calendars". That gets you City meetings and a link to the Califomian's comprehensive calendar. We will also try to link to the County's meeting list. 6. We are negotiating some changes to the contract with Ogden that may come before Council in the next month, or so. Issues include bookings that go beyond the term of the existing agreement, clean up of some concession related cost items, and language clarification, among others. More information will be available later. Honorable Mayor and City Council April 9, 1999 Page 2 7. The Natalson study being done by KEDC is enclosed for your information. 8. A report is enclosed from the Solid Waste Director regarding the status of the City's AB 939 waste diversion compliance. It is looking good. 9. The first public meeting on the skateboard park is tentatively set for May 5th. We have also been informed by the NOR that they are considering a park that would be operated by a private party. Our public meeting is in accordance with directions from the Community Services Committee. 10. The March Activity Report from Recreation and Parks is enclosed. 11. The Recreation and Parks aquatics program has received a "Bronze National Aquatic Safety Award". A memo is enclosed with details. 12. The CIP Status Report for April is enclosed. 13. Responses to Council requests are enclosed, as follows: · Repair pavement in the northbound intersection of South H and Ming Avenue and in westbound lane of Ming Avenue. Status of pavement repairs to the bypass street under Highway 178 at Union Avenue. · Investigation of intersections at L and 24th and 23rd Streets due to traffic back up during morning hours. · Status on Shellabarger Road inquiry. · Respond to constituent regarding traffic problems at Truxtun Avenue and Truxtun Plaza West. · Review constituent's letter regarding traffic law enforcement and street signs and repairs and report back to Council. · Provide information on PYEA fund applications. · Respond to citizen inquiries concerning cleanliness of Windsor Park and speeding in that area. AT:rs cc: Department Heads Pamela McCarthy, City Clerk Trudy Slater, Administrative Analyst Rpr OS 99 OS:06p Food & Beverage (BOS) 327-1561 p. 1 INTEROFF!CE, Date: 4/5/99 To: Jim Foss Cc: Denny WaJch F~om: Mark Arter~tano RE: Suite Menu As you and I have discussed, there is a need to change the existing suite menus. To date we have added two new' items. In addition, we have the lowered the price of two items as well as increased the amount of product that was being given on these same items. We are continuing to work on more new items that we will introduce for the next event. When we met. with Alan Ta_ndy, we talked about having mx end of season party for the Suiteholders. I still believe this is a great format for us to unveil the completed new menu. I would like to have this party Wednesday May 5, 1999 at 6:00 PM. In addition to the new menu items, I have been in touch with a wine company that offers the possibility of putting the Centem~ial Garden name on the label. This is a California wine and seems to be a good candidate for our house wine. We will saunple this wine as well as the food on May 5, 1999. I will try, to make eve~3~ effort to meet this date. However, as you know when it comes creating a new menu, sometimes the products that you need for a particular item must be special ordered. I will keep you informed on this. If you have any questions or comments please contact me. RECEIVED Confidential CITY MAN.~,~Ig~'~ OIS[I~[~ BAKERSFIELD Economic and Community Development Department MEMORANDUM February9,1998 TO: Alan Tandy, City Manager FROM: David Lyman, Economic Development Principal Planner SUBJECT: Economic Development Strategy Attached is a copy of the proposed Kern County Economic Development Strategy prepared by The Natelson Company, Inc. At the April 6 Intergovernmental Relations Committee, Vice Mayor Irma Carson asked that copies be distributed to the Council. This document is scheduled to be presented to the Kern County Board of Supervisors April 13. Background: The purpose of the plan is to outline a comprehensive strategy to compliment the County's welfare-to-work effort and to benefit primarily low- and moderate-income residents. The study was funded by state CalWORKS grant funding through the County Department of Human Services and federal Community Development Block Grant monies from the County Community Development Program Department. No city funds were used. For over the past twelve months, I have served on the advisory committee of public and private sector representatives that developed the work plan to be performed by The Natleson Company and met regularly with the company in the development of the strategy. The City of Bakersfield was the only city to be represented on this committee, assuring that the concerns of Bakersfield and the county's cities were included as this plan developed. The committee asked the consultant to, · perform an economic base analysis that would summarize existing conditions for businesses and workers in Kern County; · identify emerging and transforming business clusters; · provide a detailed overview of selected business clusters; · develop an assessment of Kern County's competitiveness as a business location in relation to other regions; and · create a comprehensive action plan which the County and its communities can use to implement the strategy. Through an extensive series of public workshops and presentations throughout the county, Alan Tandy April 9, 1999 Page 2 Natleson gathered a wide variety of information to develop this strategy. Perhaps the area that generated the most interest in their identification of seven promising business "clusters." Clusters are combinations of suppliers, manufacturers, intermediaries, and buyers whose geographic proximity, common knowledge, and close interaction tend to advance productivity and innovation. The Natleson Company selected the following clusters for their potential to generate employment in five sub-areas of the county: .Aerospace · Chemicals and Plastics · Financial Services .High-Tech .Textiles/Apparel .Tourism/Retirement/Film · Value-added Agriculture The strategy also recommends that the County streamline its economic development functions by designating Kern Economic Development Corporation (KEDC) as the County's lead agency for economic development. This would not affect the city's current relationship with KEDC as a partner in economic development; instead, the consultant's recommendation is aimed at eliminating the confusion about the roles of KEDC, the Board of Trade, and other county agencies which are involved in economic development on a county-wide basis. The future: On April 13, County staff is recommending that the Board of Supervisors direct the County Administrative Office to develop a proposed implementation plan for the board's approval. To provide an overview of the strategy and how it will affect Bakersfield, city staff is working with The Natleson Company to schedule a Council workshop regarding the Kern County Economic Development Strategy. The date of this workshop has not yet been determined, pending confirmation with the consultants' travel schedule. dI:\c:\W1NDOWS\TEMP\4-9MEM-1 .WPD Ke1.n County Administrative Office 1115 Truxtun ^venue, Fifth Floor ° Bakersfield, CA 93301-4639 ~ SCOTT E. JONES Telephone 805-868-3198 · FAX 805-868-3190 · TrY Relay 800-735-2929 ~ County Administrative Officer April 13, 1999 Board of Supervisors Kern County Administrative Center 1115 Tmxtun Avenue .Bakersfield, CA 93301 C~TY MANAGEWS PROPOSED ECONOMIC DEVELOPMENT STRATEGY On March 24, 1998, your Board entered into an agreement with The Natelson Company for professional services to develop a Countywide economic development strategy io compliment the County' s welfare-to-work effort and to benefit primarily moderate and low-income County residents. The pUrpose of this letter is to transmit the consultant's proposed strategy and to request that the County Administrative Offzce be directed to return to your Board with a plan for implementing the recommendations contained in the attached report. Background The County's existing economic development strategy was compiled in 1988. Changing business trends and the enactment of federal and State welfare-to-work legislation have created several reasons for preparation of a new economic development strategy to yield jobs and investment for the communities of Kern County, such as: · The need for additional jobs for adults making the transition from welfare, workers downsized from defense cutbacks, job losses in the oil industry, and for other unemployed or under-employed workers. · Varying economic prospects among Kern County communities with different economic bases, infrastructure, and geography. · The need to diversify the local economy to expand economic opportunities and to provide a measure of insulation from industrial business cycles that now have a large impact on the County' s economic welfare. Funding for the strategy was 'provided by the Human Services Department, using a portion of the County's CalWORKs welfare-to-work grant and by the 'Community Development Program Department using federal Community Development Block Grant funds. The Kern Economic Development Corporation assumed primary responsibility for day-to-day management of the scope of work involved in developing the strategy. Strategy Development The Natelson Company Incorporated (Natelson) was selected to develop the strategy through a request for proposals process conducted by County agency representatives with assistance from members of the private sector. These representatives formed a Project Advisory Committee which agreed on a series of tasks to be performed by the consultant which included: 1) an economic base analysis that would summarize existing conditions for businesses and workers in Kern County; 2) identification of emerging and transforming business clusters; 3) a detailed overview of selected business clusters; 4) an assessment of Kern County's competitiveness as a business location in relation to other regions; and 5) creation of a comprehensive action plan which the County and - communities can use to implement the strategy. Board of Supervisors Proposed Economic Development Strategy April 13, 1999 Page 2 In addition to gathering extensive statistical data, Natelson conducted a public outreach effort that included 78 executive interviews, 12 industry-based focus groups, two focus groups for public agencies, and nonprofit organizations, and 10 public workshops in communities throughout Kern County to gather additional information for use in forming the proposed strategy. Natelson's economic base analysis co~firmed several widely documented economic conditions in Kern County: - high unemployment relative to competitors, California, and the nation; high numbers of CalWORKs welfare recipients and a high proportion of single-parent households among CalWORKs recipients; high vulnerability of 'the overall economy to the performance of a few key business sectors (oil, agriculture, and defense); an underdeveloped transportation infrastructure; and relatively low educational and skill levels in the worlcforce. Natelson identified promising business "clusters," which are combinations of suppliers, manufacturers, intermediaries, and buyers whose geographic proximity, common knowledge, and close interaction tend to advance productivity and innovation. Clusters were selected for their potential to generate employment at varying skill and wage levels and in the five sub-areas of the County: Valley, West, East, Mountain 1, and Mountain 2. So-called "engine industries" within these clusters that support other industries in the cluster are viewed as the best candidates for business retention, expansion, and recruitment activities. Natelson identified seven business clusters that hold the greatest potential for generating additional wealth and employment opportunities for Kern County: · Aerospace · Chemicals and Plastics · Financial Services · High-Tech · Textiles/Apparel · Tourism/Retirement/Film · Value-added Agriculture Natelson compared the attributes of 10 areas that appear to compete most directly with Kern County in various clusters (Butte County/Chico/Oroville, Fresno, Las Vegas, Monterey, Phoenix, San Bernardino, San Joaquin County, Santa Barbara, Spokane, and Ventura). The Natelsun Company discovered that Kern has some competitive advantages in most business clusters: a relatively abundant and affordable labor force, communications infrastructure, affordable co~t of living, economic incentives, and available and affordable real estate. However, the base analysis also revealed the following additional potential weaknesses among Kern's economic conditions: a large number of business owners are unaware of many available business services; Countywide. economic development organizations conduct overlapping activities; and support for small business takes place independently of cluster-based strategic planning. In order to take best advantage of the opportunities represented by the most promising business clusters, Natelson recommends that Kern County reorganize its public and private resources to achieve optimum effectiveness; quickly gain Countywide consensus, to act on a prioritized list of economic development tasks that will increase competitiveness in key industries; and begin a systematic program of core activities in business recruitment, expansion, and retention to support the targeted business clusters. Natelson noted that a substantial commitment Board of Supervisors Proposed Economic Development Strategy April 13, 1999 Page 3 of public funds over several years will be necessary to successfully implement the proposed strategy. The strategy's key recommendations are discussed below. Key Re¢otnmendations Obtain Countywide Consensus: Natelson recommends that the County should immediately obtain consensus among stakeholders in diverse geographic areas regarding the broad goals and strategies that the County and its sub-areas should pursue. This consensus will help Countywide organizations to mesh their efforts with community economic development leaders and gain endorsement of the strategy's key provisions by the principal entities in each community. Create the Most Effective Organization: Natelson recommends that the County should designate the Kern Economic Development Corporation (KEDC) as the lead agency for economic development programming and should clearly define the roles of other agencies involved in specific areas of economic development. Natelson recommends that KEDC have primary responsibility for managing a Kern County Business Center (or other similar name) that would be a single point of initial contact for all business retention, expansion, and recruitment inquiries. The ':Business Center" would be staffed by KEDC personnel and by representatives of County agencies' and other entities who would work as a "one-stop" team to act, refer, or otherwise address business inquiries. Employers' Training Resource (ETR) and Human Services' CalWORKs staff would provide team members, as would the Community Development Program Department, the Weill Institute Small Business Development Center, Mid-State Development Bank, and the Permit Assistance Center. Natelson recommends that the Board of Trade focus on its two historic core areas: film and tourism. The Board of Trade would also take the lead in marketing the retirement component of the Film/Tourism/Retirement cluster and should be renamed to reflect its key areas of expertise. Other Board of Trade activities would be reevaluated and some would likely be reassigned. The Council on Competitiveness would be restructured and possibly renamed to channel policy re. commendations from the cluster task forces to the appropriate forums. Research and marketing efforts of both KEDC and the Board of Trade would need to be closely coordinated to ensure consistency and efficiency. Create Effective Governance: Natelson recommends that, as a condition of continued County funding, the KEDC Board of Directors would be modified to reflect the Board of Supervisors' concerns regarding small business and rural representation. The Board of Trade advisory body would be dismantled; the renamed Board of Trade department would continue to be governed by the Board of Supervisors. In addition, Natelson recommends appointment of a County of Kern Resource Coordinator within the Resource Management Agency or the County Administrative Office who would develop a multi-year business plan for the County's economic development programs: monitor individual agencies' progress in executing the plan; and recommend annual allocations of responsibilities and resources to the Board of Supervisors. Agencies would keep program flexibility to meet the annual goals of the business plan without day-to-day oversight of the coordinator. Enhance the County's Competitiveness: Natelson identified a list of "foundation elements" whose presence is critical to the County's ability to retain and attract a given business cluster. Broad areas include job training, job readiness, and business assistance activities; communications activities: infrastructure improvements: market research: and functional or public policy improvements. Some of the key specific objectives identified by businesses or by Natelson included: Board of Supervisors Proposed Economic Development Strategy April 13, 1999 Page 4 · Expand and improve vocational training; · Establish local college degree and job placement in technical disciplines such as engineering; · Improve and maintain the transportation system; · Expand local government infrastrUcture; · Expand commercial airline service; · Improve regulatory review, permitting, and inspection at all levels of government; and · Explore adjustments in County economic incentive policy which help meet CalWORKs goals, target jobs in specific clusters, and enable different-sized communities to take greater advantage of the incentives. Use a Cluster Focus to Retain, Expand and Attract Business: Natelson recommends that the County concentrate business retention and expansion efforts on its mature industries: aerospace, tourism/retirement, and value-added agriculture. Recruitment efforts should focus on the emerging clusters: chemicals and plastics, financial services, high-tech, textiles/apparel, and film. Natelson also recommends that, given the scarcity of skilled labor, Statewide regulatory burdens, and potential constraints on facility expansion, the County may want to concentrate economic development activities such as investment in basic business infrastructure on serving existing firms in its mature business clusters. About half of the Kern County firms surveyed indicated plans to expand within Kern County and the other half plan expansions outside Kern County. Natelson recommends that industr~ volunteers, aided by staff from the lead economic development agency for a business cluster, form cluster task forces to advocate actions to improve competitiveness and to carry on retention, expansion, and recruitment. Lead agencies will work closely with business cluster leaders to ensure that the clusters' objectives are achieved. Natelson also recommends that small business.development be made a key component of retention, expansion, and recruitment. Entrepreneurial opportunities and cluster-specific assistance must be made available to small businesses to encourage existing and start-up enterprises. Conclusion The Natelson Company has recommended a sound strategy for economic development. The proposed strategy optimizes the County's limited resources by partnering with those in the private sector to reach our mutual goal of expanded economic opportunity in Kern County. The County's economic development efforts should seek to benefit people in all communities and should be concentrated in industries that hold the greatest promise for a particular area. Forging Countywide consensus on all economic development issues will be a necessary and ongoing challenge, one which should not delay action on the most urgent recommendations. Given the budget constraints faced by the County, this office cannot recommend that additional general 'fund resources be devoted to economic development functions at this time. However, the budget situation underscores the need to make the most efficient and effective use of existing resources. Economic development activities of Countywide organizations should be clearly defined and assigned to the entity that is best suited for the job, and continued .creative use must be made of State and federal funding sources for job creation and business retention, expansion, and recruitment. Board of Supervisors Proposed Economic Development Strategy April 13, 1999 Page 5 Most critical is the need for all Countywide organizations to closely coi~rdinate their efforts. It is clear from the many business leaders' responses that they do not consider Countywide economic development resources to be of great help. Therefore, County should not attempt to pursue, ambitious job creation goals, which depend on a healthy business sector, without adjusting organizations and partnerships to serve our customers most effectively. If the existing system is confusing and inefficient for those seeking economic development .services, it must be overhauled. Recommendation ' Therefore, IT IS RECOMMENDED that your Board hear a presentation from The Natelson Company, receive and file the attached Kern County Economic Development Strategy, and direct the County Administrative Office to develop a proposed implementation plan for your Board's approval. ~ Sincerely, ~' ~ni~c er SEJ :ADK:pg\economic\natfinal.bos Attachment cc: Board of Trade ,- Community Development Program Department Employers' Training Resource Greater Bakersfield Chamber of Commerce Human Services Department Kern Economic Development Agency Resource Management Agency Small Business Development Center KERN COUNTY ECONOMIC DEVELOPMENT STRATEGY March 31, 1999. Prepared for: County of Kern Prepared by: THE NATELSON COMPANY, INC. 24835 East La Palma Avenue, Suite I Yorba Linda, California 92887 Phone: (714) 692-9596 Fax: (714) 692-9597 In association with: Lay James Gibson, Ph.D. Arellano Associates Northcutt & Associates TABLE OF CONTENTS EXECUTIVE SUMMARY .................... ~ ....................................................................................... 1 1. CHALLENGES/OPPORTUNITIES TO WHICH THE STRATEGIC PLAN IS RESPONDING: SUMMARY OF RESEARCH FINDINGS AND CONDITIONS IN KERN COUNTY ................. 5 1.1. Economic conditions in Kern ......................................................................................... 5 1.2. Economic conditions outside Kem ................................................................................ 8 1.3. Competition ................................................................................................................ 12 1.4. Status of workforce ..................................................................................................... 13 1.5. Management of economic development function ........................................................ 14 2. RESPONDING TO THE CHALLENGES, SEIZING THE OPPORTUNITIES ........................ 16 2.1. A cluster-based focus ................................................................................................. 16 2.2. Strategic Plan elements ....... ~ ...................................................................................... 17 2.2.1 Organize to accomplish economic development purposes most effectively ......... 17 2.2.1.1 Summary ~Consensus" Plan 17 2.2.1.2 Organizational efficiency and effectiveness., ............................................... 18 2.2.1.2.1 Organizational mOdel: background and premises ...................· ........... 19 2.2.1.2.2 Organizational recommendations ....................................................... 21 2.2.2 Advance key 'ffoundation element" objectives for competitiveness ...................... 25 2.2.2.1 List of Foundation element objectives ......................................................... 25 2.2.2.2 System for implementing Foundation Elements Objectives ......................... 31 2.2.3 Core activities of retention/expansion and attraction ............................................ 33 2.2.3.1 Framework ............................. . ...................................................... ~ .............. 33. 2.2.3.2 Kern County clusters and the California Strategic Plan ............................... 33 2.2.3.3 Clusters in relation to economic development categories ........................... 33 2.2.3.4 Retention and Expansion: programmatic features ...................................... 35 2.2.3.5 AttraCtion: programmatic features 36 2.2.3.6 Cluster industry linkages ............................................................................. 38 2.2.3.7 Enhance industry interaction on a cluster-focused basis ............................. 38 2.2.3.8 Action items for implementation of the cluster-based focus process ........... 39 2.2.3.8.1 Retention/expansion programs ........................................................... 39 2.2.3.8.1.2 Small Business development ..................................................... 40 2.2.3.8.2 Industry Attraction programs .............................................................. 41 2.2.3.8.2.1 Targeted recruiting .................................................................... 41 2.2.3.8.2.2 Maximize recruitment potential in .concert with partners ............. 42 2.2.3.8.2.3 Enhance awareness of Kern County to prospects ..................... 42 2.2.3.8.2.4 Incentives ....................... , .......................................................... 43 2.2.3.8.3 Capacity building: Programmatic features related to both attraction and retention and expansion programs .................................................................... 43 2.2.3.8.3.1 Partnership interaction and communication .............................. 43 APPENDIX A: CLUSTER EMPLOYMENT BY KERN COUNTY SUB-AREA Kern County Economic Development Strategy EXECUTIVE SUMMARY This summary of the Kern County Economic Development Strategy distills information from a document that is itself in part a summary - of a series of working papers that documented research performed throughout the previous 12 months on the following topics: Kern County's welfare-to-work conditions and other background infOrmation Kern County's economic base in comparison to neighboring and key Competing regions Business clusters that hold promise for Kern, and Kern's competitive position in comparison to specific counties and urban areas in California and elsewhere The Kern County Economic DeveloPment Strategy's primary focus is a series of actions by which the county can help maintain and upgrade its economic competitiveness, and in the process achieve other objectives, namely: 1) Provide additional jobs for adults transitioning from welfare, for workers downsized in defense- related and oil industries, and for other unemployed and under-employed workers; 2) Recognize the variety of economic prospects that exist throughout the County - taking advantage of the opportunities and mitigating the problems; and 3) Diversify the economic base. As with most plans, the Strategy is intended to serve as a framework that evolves over time; so the consultant has also provided research and analytical tools that will allow the County to conduct ongoing re-evaluation of the target clusters and strategies. Approach to strategy development. To address the purposes stated above, the Strategy was formulated as outlined below: Concept Process for utilizing Findings/recommendations Intent/purpose/target Focus on clusters Reviewed California plans. 7 target clusters selected (see Clusters will serve as focus for Analyzed economic base and below) both programmatic and Kern "location quotients", coordination actions. Involved many participants in process. Stress Reviewed existing conditions. Kern has competitive strengths, Capacity for economic competitiveness 'Analyzed competition, overall. Strategies generated for development needed first for Compiled comments from 'economic foundations" (see existing firms and potential participants, below), entrepreneurs. Plan for Determined recipients' costs and Clusters selected offer a mix of Once employed, current CalWORKs job needs, entry-level and higher level jobs. recipients save County money transitions Some strategies targeted to and contribute to economy. CalWORKs employers. Clusters. Seven "targeted clusters" of industries - related industries that hold the most promise for expanding in Kern - were selected for special attention in the Strategy. The use of clusters is in keeping with the practice followed by the State of California, and economic development professionals generally agree that clusters provide the best framework for a strategic approach to economic development. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 1 Concept Process - key indicators Findings/recommendations Intent/purpose/target Cluster selection Aerospace Ties to E. Kern and technology Focus on high-tech aspect, not Preserve military presence in E. transfer, assembly. Kern. Have tools to produce Ties to Southern California Build up training capability, necessary workforce. Stress entrepreneurial potential. Chemicals and Strong growth trends. Promote for firms seeking Synergy with other strong Kern . Plastics Established in Kern. market coverage, industries: oil and food packaging. Financial Established in Kern, 'Call center Call center good for diversity CalWORKs potential. Call Services cost factors favor the county, and entry-level jobs. center complements other industries in cluster. High-Tech Major cluster in California. Worth effort to build on small Strategies are complementary Important growth area. existing base. Partner with with Aerospace, so results more aerospace, to strengthen, cost-effective. Textiles/ Evolving cluster with increasing Target specifically to firms Can be good fit with high-tech. Apparel high-tech potential. Strong upgrading technology. Apply Wages increase with rising skill presence in So. Calif. incubator strategy, requirements. Tourism/ Important in Calif. generally and Maximize value of amenities Extract higher value from Retirement/ parts of Kern. Retirement is county has by upgrading tourists' presence. CalWORKs Film embryonic but complementary, capacity. Pursue existing potential; yet cluster has range Kern established as film linkages with film production, of job needs. location. Value-added Established and successful in Develop more detailed Strong cluster helps preserve Agriculture Kern. Key cluster in Calif. valley strategies for activities that agricultural production base and areas, complement agriculture maximize value of ag. presence. production. Organizational Framework. The existing multi-faceted economic development structure in Kern County, while beneficial in some respects, leaves room for enhanced coordination of resources and operations. Concept Process for recommending Findings/recommendations Intent/purpose/tarcjet Revised structure Reviewed functions and Form Kern County Business Establish clear point of contact for providing missions of existing Center (KCBC), with County for prospects. New KCBC will economic develop- organizations. Conferred with oversight, by combining Board of have strengthened leadership. ment services participants. Potential for Trade, KEDC and other Increase efficiency of econ. dev. greater efficiency identified, development-related operations, investments and operations, and Assign retenti6n/expansion and coordination among groups. attraction responsibilities to Coordinated public and private KEDC; BOT renamed to reflect role in econ. dev., with KEDC focus on tourism/film/retirement operating in "private" arena. cluster. Cluster task forces Cluster concept reinforced Resource Coordinator oversees Clusters' interaction and Cluster with industry participation, cluster-focused task forces having strengthened. Make use of Leaders Many foundation issues are industry involvement. Cluster industry expertise and authority. complex and have no clear, Leaders serve as special agents Widen involvement and single public "sponsor". to expedite foundation commitment to strategies. improvements. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 2 Action Plans. Three categories of actions' are recommended in the Strategy: 1. A Strategic Plan Consensus Process; 2. Capacity building in the form of: a) "foundational" elements to increase the county's overall competitiveness, and b) partnership interaction and communication to leverage the county's resources with external efforts; and 3. Cluster-specific business retention/expansion/attraction and entrepreneurial start-up activities. Concept Process for recommending Findings/recommendations IntentJpurpose/target Strategic Plan Participants throughout county Institute formal, short-term Action items recommended in Consensus expressed considerably process by which goals and this Strategy are further refined Process different opinions, objectives of other planning and prioritized, with countywide documents are marded with consensus. Strategy. Econ. foundations Training, Data indicate educational Focus on technical personnel. Give workforce opportunities to business levels lag in Kern. High-tech, Add advanced degree programs, upgrade skills within Kern. assistance aerospace dictate need for Address problems of Jabot Increase attractiveness of Kern increased skills, re,qulations, for technically oriented firms. Communication Critical messages not being Produce image-enhancing Create more positive overall disseminated, based on materials. Increase dialogue with image for Kern. Maximize value participants' interviews, military and promote those of Kem's association with resources, military. Infrastructure Deficiencies noted by study Visitor center(s), beautification Comprehensive improvements participants. Strategies call for projects, industrial facilities, and enhance potential for making specific improvements, incubators needed in certain use of existing assets and for areas. Road system needs diversification of economic attention, activity. Fact-finding Participants.raised many Wide range of topics need Provide basis for more focused questions and put forth ideas documentation: market potential and knowledgeable actions in that require further study, for numerous activities, specific future. Facts will add to strategic plahs, and retention of potential for consensus on now- military facilities, speculative ideas. Functional Problem areas noted by study Regulatory, incentive, Reforms will make existing improvements participants, procurement, and budgeting business operations and policies need review. Public expansions easier and also agencies can take actions to enhance attractiveness of Kern increase economic efficiencies, for newcomers. Capacity building Partnership Key component of economic Lead agency track business Enhances efficiency of and interaction development, with many issues. Maintain and nurture support for sound economic dimensions, partnerships as formal development policy. responsibility. Communication Information specific to Document advantages of Kern to Information is "first impression" economic development needs industry, land/buildings available, for prospects, and helps image to be expanded and refined, etc. in pro,qressive formats, of existing businesses too. Industry retention Day-to-day economic Scheduled formal and informal Promote networking, especially and expansion development activities also sessions with cluster among cluster members. need attention in Strategy. organizations. Expand focus on Increase awareness of business business counseling, support and opportunities. Disseminate data. Small business Small businesses are key Use cluster system to reach Skilled technical and development components of job-growth prospective entrepreneurs, and professional workers, including strategies and also add to provide assistance for start-ups, some recently downsized, will be regional wealth by helping to encouraged to start own "internalize" profits, ventures. Industry attraction Essential to keep Kern in Target recruitment to clusters, in Strengthen clusters and add running for opportunities to concert with partners. Conduct diversity to economy. raise economic profile through national marketing program with key recruitment, cluster-specific materials. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 3 Targets, Costs, and Benefits There are a number of ways to think about what Kern County should attempt to achieve by implementing a series of job-creation strategies. One target would be to lower unemployment in the county to the state average over a period of perhaps five years. Using 1998 yearly average figures, this means creating an additional 17,330 jobs for Kern.~ Achievement of thi.s goal would result, by the end of the 5-year period, in an estimated additional payroll of $420 million annually (based on conservative average wage figures for the county). Another target is to employ current CalWORKs participants, of which there are at present approximately 20,000 in Kern County. If this group were all employed at the average wage figure the additional annuatpayroll would be $485 million.2 County~ state and federal taxpayers would also save money currently spent on health, human services and public protection--services that are typically impacted by high unemployment rates and Iow income levels· Approximately $575 million per year is currently spent in Kern County on these types of services, including $400 million annually in health and human services provided primarily to Iow income residents, and $175 million for the criminal justice and public protection systems. The costs to achieve these levels of employment increase are not estimated in this Strategy. An estimate of $2,000 per job created has been used by some Kern officials. The federal Rural Development Agency makes reference to a target of $10,000 per job created in its lending/granting programs. Of course, to the extent federal or state dollars can be obtained to generate jobs in Kern County, the local cost burden is reduced accordingly. For the sake of comparison however, creating 17,330 jobs at $2,000 per job equates to a one-time total of $34.7 million, or $6.94 million per year over 5 years. At $5,000 per job (if a $10,000 per-job cost is split evenly between local and outside funding sources) the cost would total $86.6 million or $17.3 million per year over 5 years. 1. Strictly speaking, this scenado also assumes that the workfome is not expanded in the process, i.e. that existing local unemployed residents would take the new jobs. In reality, newly created jobs will go to some existing residents and some outsiders who move to Kern to take advantage of those job opportunities. 2. CalWORKs participants are not necessarily counted as members of the present workforce. To the extent theyare not, their change to employed status does not lower the unemployment rate in the short term. THE NATELSONCOMPANY, INC. Kern County Economic Development Strategy -- Page 4 1. CHALLENGES/OPPORTUNITIES TO WHICH THE STRATEGIC PLAN IS RESPONDING: SUMMARY OF RESEARCH FINDINGS AND CONDITIONS IN KERN COUNTY 1.1. Economic conditions in Kern 1.1.1. High unemployment The county has among the highest current unemployment rates (1999 estimate of 12.1 percent) among the locations evaluated in the Competitive Analysis,3 and the same was true in 1990. In a sense, of course, this fact is beneficial for economic development efforts in that it demonstrates the availability of manpower to staff-up new industry. 1.1.2. Welfare to work transitions CalWORKs participants are distributed throughout the county sub-areas (see Map 1) defined for the Kern County Economic Development Strategy in a pattern roughly proportional to employment (based on data in Tasks 1 and 2 of the Economic Development Strategy). The primary exception is the East sub-area where there are a higher proportion of CalWORKs participants than one would expect if participants were proportional to employment; but on the basis of population there is a lower proportion of participants in the East - an indication that there is probably a substantial component of residents in the East sub-area who are out- commuting to work Childcare subsidies are likely to be necessary over the long term due to the predominance of single parent households (83 percent of households) in Kern County's CalWORKs participants. In addition, continued assistance under the Medi-Cal and Healthy Family programs will likely be necessary. Increased vocational training is also being provided due to the Iow level of education and job training of most CalWORKs participants. Meeting the challenge of integrating the individuals associated with CalWORKs into the workforce will likely require a combination of social programs (mental health, drug rehabilitation, etc.) and targeted job training along with special targeting within the traditional economic development functions of retention, expansion, and recruitment of business. Material produced as part of this Kern Economic Development Strategy indicates that, based only on a brief survey of available programs, there are over 30 federal and state grant programs that can be applied to facilitate welfare-to-work transitions. These programs fall into four distinct funding categories: 1) Program Planning and Evaluation, 2) Employment Training, 3) Employment- related transportation for CalWORKs participants, and 4) Child care. Welfare-to-work program initiatives and related funding are in an evolutionary phase. In addition to new programs intended specifically for the problem, existing funding programs that were established prior to the federal and state welfare reform laws are incorporating welfare-to- work participants as a targeted beneficiary population. Consequently it will be necessary for the County to continually research these funding opportunities. New funding programs developed specifically for welfare-to-work initiatives emphasize public/private partnerships, comprehensive planning with a high degree of program evaluation, and funding leverage. Due both to the relative newness of welfare-to-work programming and the interest of funding agencies in underwriting innovative approaches, grant applicants will likely find it necessary to evaluate recent grantmaking and assess the design and effectiveness of funded' programs. 3. The ten competitive areas are the Las Vegas, Nevada area, Spokane County, Washington, the Phoenix, Arizona area, and the California counties of Butte, Fresno, Monterey, San Bernardino, San Joaquin, Santa Barbara, and Ventura. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 5 ~ MARPLOT- KERN COUNTY, CA .) -- .... WELDO INYOK[:RN ~ - 'LOS~ HItLS ~. . ..,. f'J'" ~ ,~ . :-.. "' ~1 RIDGECR£ST X Sl4~TE ~.. Lc,end "~ . " Census Rlock C;~s-gcncralb~d Census Tmcls r (. · Railroads -- ~ CANT'IL Rc~ds (Major) ZIP_COI)E_CENTROIDS BAKERSFIELD EDWARDS 1.1.3. Vulnerability to the status of key economic sectors The oil industry sector in Kern County has been a major employer for many years, and continues to be so. However, Oil and Gas Extraction in Kern County recorded big employment losses earlier in the present decade, along with the state as a whole. Conversely, the related sectors of Heavy Construction and Petroleum and Coal Products showed respectable percentage gains during the same period, on smaller employment bases (in the county) while both the state and nation had declining employment in those sectors. On a long-term basis, however, the health of the latter two sectors is related to Extraction. These three sectors constituted just over 6 percent of employment in 1995. Agriculture is another traditional mainstay of the Kern County economy. The industry's seasonal nature is an ongoing issue in the goal of maintaining a steady, well-paid workforce. Defense downsizing has resulted in not only lost jobs but a "brain drain" in East Kern, especially Indian Wells Valley, due to the depletion of China Lake Naval Weapons Center as both an employer and as a resource that encourages high-tech and aerospace firms to agglomerate at that location. The downsizing environment tends to push the most capablepeople elsewhere. Also, continued declines at the base, with no offsetting new economic activity, make it very difficult to maintain the basic community fabric sufficient to ensure ongoing viability. 1.1.4. "Foundation" conditions for economic development4 vary throughout county An indication of the foundation capabilities throughout the coUnty can be obtained by looking at existing core industries that are strongly represented in each of the five Kern sub-areas defined for the Kern County Economic Development Strategy. The existence of these core industries implies that the capability to support those industries exists. When the core industries are absent, foundation capacity may also be deficient. I Kern sub-areas where core industries are well represented Existing core industry Jobs in Kern sub-areas i groups Kern (1998) Valley West Mountain I Mountain 2 East I Agricultural Services 22,000 X X X X X I Oil & Gas 7,702 X X Petroleum Refining 824 X Elect./Gas/Sanitary Util. 1,819 X X X X X Heavy Construction 1,166 X X X X X Food Processing 2,464 X X X Insurance Carriers 1,215 X X X 1.1.5. Key Infrastructure Issues · Clearly, a region's public works infrastructure is a significant component of its capacity to sustain economic growth. A specific infrastructure problem in Kern County is the ongoing challenge of maintaining adequate roads in the face of growing road use. According to the Kern County Roads Department, roads-related resources for the County declined from 1985 to 1995 to the point that 1995 expenditures were only 40 percent of those in 1985; yet population increased steadily during this period. Kern's problems in maintaining a funding base to 4. Foundation elements can include physical infrastructure, education and training resources, institutions, key private-sector support businesses, and even information. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 7 adequately maintain its infrastructure are particularly challenging given that the Kern County Roads Department maintains the second-largest network of roads in the state. Moreover, the County has not been able to take advantage of the Y2-cent sales tax for transportation used by most of the counties analyzed for this strategic planning process as Kern's competitors. (Kern County voters rejected such a tax in a 1989 ballot measure.) According to a Legislative Analyst's Office report, "Developing and Funding an Efficient Transportation System" (March 1998), any new measures of this type (or renewal of existing taxes that have an expiration date) that counties attempt to implement will require a two-thirds majority vote of the electorate. Expanded air service is another infrastructure need consistently cited by Kern officials and industry representatives, and this need gained additional attention with the loss of service to Sacramento in 1997. According to the Kern County Airports Department, Meadows Field has maintained competitive commercial airline fares in recent years and has also maintained passenger growth rates even in the face of some destination losses. The airport's growing market area now has approximately 630,000 people. As part of the plan to encourage expanded air service, improvements consisting of an air carrier ramp,.terminal building, auto parking, and service roads are proposed. These improvements will provide needed capacity and improve the airport's image now conveyed by the 41-year-old existing terminal. The budget for these projects is $16.8 million, which includes a terminal building of 46,000 square feet. Target date for construction start is 2002. Expanded air service is also needed at Inyokern Airport, where mobility is critical to the high- tech and aerospace industries that are already in that part of Kern County and are targeted for recruitment. A temporary loss of air service from Inyokem to Los Angeles underscored the need for dependable commercial carriers in this part of the region. The Mohave Airport can, in theory, add another dimension to air service in Kern County. 1.2. Economic conditions outside Kern 1.2.1. Growth and location trends and prospects in clusters of interest "Economic clusters" is a term used to describe groups of industries that have relationships with one another, either in the form of producer and supplier, producer and end-user-system (e.g. aircraft and .airports), shared productipn technology or technical information, common workforces, or other relationships. Based on the intensive planning process for this Economic Development Strategy, seven industry clusters have been selected as the focus of Kern County's future business development efforts: · Aerospace · Chemicals And Plastics · Financial Services · High-Tech · Textiles/Apparel · Tourism/RetiremenVFilm · Value-added agriculture Aerospace: Aerospace activities range from aircraft and aircraft part production to airport operation. California aerospace companies offer, according to material in the California THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 8 economic development strategic plan,s numerous prime examples of the success of defense conversion following the end of the Cold War. Many companies that were completely dependent upon government contraCts have been successful making themselves over into high-technology firms. That is, they have converted defense-related technology into commercially marketable goods. Kern County is currently positioning itself for successful defense conversion through the County's Technology Transfer Program. Strong commercial markets are emerging that relate to satellites, the Internet, and other communications activities prevalent in California. In regard to the latter three activities, it should be noted that there is some crossover between the aerospace and high-tech clusters. The strength of the Aircraft and Parts sector in the Southern California region6 adds to the attractiveness of the cluster to Kern County given the COunty's existing base in this activity. At the same time Californians must also recognize that the state is becoming .less competitive for assembly operations tied to major aerospace industries. These jobs are seeking lower-wage areas outside the U.S. Chemicals and plastics: The broad Chemical cluster ranges'from agricultural fertilizers to soaps, to manufacture of plastic products. The Chemicals and Allied Products sector has been a strong growth industry in California, with a 9 percent employment growth rate in the first half of this decade, in the face of negative national growth. The Rubber and Miscellaneous Plastics 'Products sector had a strong 13 percent gain in employment nationwide. This cluster constitutes another group of sectors that are important statewide, and at least some of these sectors appear to have growth potential within California. Plants that produce Rubber and Miscellaneous Plastics Products tend to be sensitive to market-serving transportation costs; so they are likely to be geographically dispersed. The Chemicals and Plastics cluster sectors are also cross-linked to several other cluster groups important to Kern, such as oil/gas production and food packaging. Financial services: This cluster includes banking, insurance, stockbrokers, and various data processing activities. Indicators of the clusters' strength can be foun~d in the extent to which it is represented in areas that are close to or functionally similar to Kern County. Financial services industries are very strongly represented among both high-employment and high-growth sectors in the Southern California region. Sub-sectors within the Finance, Insurance, and Real Estate sector also rank among the top employment size and growth sectors in this region. As in the Southern California region, this cluster is very strongly represented a_mong both high- employment and high-growth sectors in Metro Sacramento. Kern County's own record of success in recruiting these kinds of activities, along with the strength' of these sectors in Kern County's closest neighboring region (Southern California) and the Sacramento Valley region as well, serve as indicators of Kern's potential for capturing additional amounts of this activity. Important growth sectors within this cluster are also directly tied to back-office development. High-tech: This cluster includes computers and other electronic devices and instruments, computer programming, and vocational schools. Two sectors in this cluster, Search and Navigation Equipment and Electronic Components and Accessories, are among the Southern California region's top 30 employment categories. It is worth noting that the three principal sectors of this cluster, statewide, together made up 60 percent of the value of California exports in 1997. The Electronic Components and Accessories sector was one of Metro Sacramento's 5. Collaborating to Compete in the New Economy: An Economic Strategy for California. 6. Southern California is defined to include the counties of Los Angeles, Orange, San Bemardino, Riverside and Ventura. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 9 fastest growing sectors in the 1991-94 period. Information Technology, which includes typical high tech sectors as well as software development, is an identified target cluster for the Southern California region. The Electronics Industry is one of the Sacramento region's target clusters. Some industry spokespersons believe that smaller, specialized companies with more alliances will predominate in this industry. Networking opportunities to foster these alliances are important.7 This is one of California's most important clusters. The size of the neighboring employment base in Southern California, combined with the fact that manufacturing and research & development of computer and computer-related products is focused in the San Francisco Bay area, have positive implications for Kern County recruitment efforts. Textiles/apparel: This sector includes clothing production as well as production of carpets and other fabric furnishings. Statewide, the Apparel and Other Textile Products sector had employment growth of 7 percent for the 1990-1995 period, while the total U.S. employment in that sector dropped by a larger percentage. This is a very important cluster for Southern California and one in which good arguments can be made for continued strong competitiveness in that region. The two principal sectors combined made up 2 percent of California exports in 1997. This is one of the Southern California region's "target" clusters, based on what the strategists see as a competitive advantage that has grown out of a number of factors including synergy among related sectors, favorable labor conditions, industry dominance for the region, and the like. The sheer size of Southern California's employment base and the "depth" of the cluster there makes this cluster more attractive for Kern, even though Kern County will capture only the more production-oriented (rather than creative) segments of the cluster. The linkage of entertainment, music, and clothing has implications for the development of new firms in the apparel industry, as new firms adse or adapt to meet "niche markets" created by clothing and related items associated with popular figures or groups in music, sports, movies, and the like. Export opportunities in the apparel industry can be maximized by making the necessary technical and other assistance, which Kern County is now able to provide, available to small firms.8 Tourism/retirement/film: This "composite cluster" grew out of common characteristics that the three types of industries share: value associated with natural amenities, the need for lodging and related specialized services, and the importance of transportation systems and services. The cluster includes activities that range from travel agents, planned community developers, securities dealers (with some overlap with the Financial Services cluster) recreational and cultural facilities, medical services, and producers and retailers of products for which seniors are prime market segments. During the 1990-95 period, emplOyment in Eating and Drinking Places9 changed little in Kern County and the state, while posting healthy gains nationally. The two sectors of Hotels and Other Lodging Places, and Eating and Drinking Places, constituted 9.7 percent of employment in Kern in 1995. Two tourism-related.sectors are among the Southern California region's largest employment 7. The New Economy, Addendum I 8. The New Economy, Addendum I 9. 'q'ourism' is not an industry.in itself for which data are commonly available. The sectors mentioned serve in this case as a proxy for tourism. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 10 categories (hotels/motels, and miscellaneous amusement and recreation services), and tourism-related sectors are also among the Metro Sacramento region's largest and fastest- growing employment categories. The Southern California region is already highly attractive to tourists. On the other hand, growth indicators in the Sacramento region demonstrate the viability of this cluster in an area, which does not have the inherent visitor appeal of Southern California. In terms of the Retirement-related sectors, the Social Services sector registered very high employment growth rates for California and for the nation during the 1990-95 period. Employment in Health Services increased 15 to 23 percent for California and the U.S., respectively, for the 1990-95 period. These two sectors constituted 13.3 percent of employment in Kern. in 1995. Health-related sectors figure prominently in lists of both the largest and the high-growth sectors in the Southern California region and the Metro and Rural Sacramento sub-regions, and Health- Related Manufacturing and Services is an identified target cluster for the Sacramento Valley region. The Motion Picture industry is represented in liSts of both the largest and the high-growth sectors in the Southern California region., and the cluster is another case of industry dominance by the region. Entertainment, which includes motion pictures, is a targeted cluster for the Southern California region. Value-added agriculture: This cluster includes food packaging, processing, and retailing activities. Between 1990 and 1995 the Food and Kindred Products sector had negative and small-percentage growth at the state and national level, respectively. Rural Sacramento Valley, not surprisingly, shows several sectors in this cluster among its top employment categories. One food-processing sector in the metro Sacramento Valley is among the group of fastest growing sectors (sugar and confectionerY products). Agricultural Production/Food Processing is one of the Sacramento Valley region's strategic target clusters, and as such is recognized as both a major component of the region's economic base and a cluster with additional opportunity. , Although driven largely by national and international trends, the long-term prospects for this cluster, especia_lly from an export perspective, should only improve with time. Food and Kindred Products accounted for almost 5 percent of Oalifornia exports in 1997. Other clusters: The seven industry clusters discussed above represent specia! areas of County focus in the immediate future. Although not specifically addressed in this document, other clusters will continue to play an important role in Kem's growth, and will be considered in future county sub-area economic development strategic plans. Three clusters of particular interest are transportation/distribution, building construction materials, and government services including correctional facilities. Transportation/distribution was not included among the focus clusters for a variety of reasons. The cluster was already well represented in the county, and transportation/distribution firms tend to meld into other clusters. However, transportation/distribution activities are particularly important in some outlying Kern areas. Especially in such places, the businesses also tend to be "export" in nature - moving goods into and out of the county more than within it - so they are a source of outside money for their locales. Building construction materials is a developing cluster that is particularly relevant in the Shafter THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 11 area. Some industries in this cluster were identified in earlier phases of the Economic Development Strategy Research as "potential expansion industry groups". The cluster also has a some industries in common with one of the seven target clusters - Chemicals and Plastics. The government services cluster is one that will elicit more study by Kern officials due to Controversy regarding the advisability of attracting more correctional and related facilities to the county. 1.3. Competition 1.3.1. Status of areas most directly competitive to Kern Ten areas were compared to Kern County to assess the County's competitive strength relative to these locations. Factors such as taxation, workers' insurance, transportation facilities, incentives, amenities, and the like were compared. The ten areas were also each assigned specific clusters for which the competitive assessment was most relevant. The ten areas and associated clusters are listed below: Butte County (Chico, Oroville) High-tech, Tourism/Retirement/Film, Value-added Agriculture Fresno County (Fresno) Financial Services, Value-added Agriculture, Textiles/Apparel Las Vegas, NV (Clark Tourism/Retirement/Film, Financial Services County) Monterey County (Monterey, Value-added Agriculture, Tourism/Retirement/Film, High- Salinas) tech Phoenix, AZ (Maricopa High-tech, Aerospace, Financial Services, County) Tourism/Retirement/Film, Value-added Agriculture San Bernardino County Textiles/apparel, Chemicals - plastics, (Ontario, San Bernardino) Tourism/Retirement/Film San Joaquin County (Lodi, Chemicals - plastics, Value-added Agriculture, Stockton) Tourism/Retirement/Film, Einancial Services Santa Barbara County (Santa Aerospace, Value-added Agriculture, Financial Services Barbara, Santa Maria) Spokane, WA (Spokane Financial Services, Tourism/Retirement/Film County) Ventura County (Oxnard, Aerospace, Tourism/Retirement/Film, Value-added Ventura) Agriculture, Financial Services Kern ranked even with or above its competitors for five of the seven clusters evaluated. Phoenix scored higher, by a wide margin, for aerospace and high-tech industries. Ventura outscored Kern slightly for aerospace, and Las Vegas, Phoenix, and Spokane scored higher for the Tourism/Retirement/Film cluster in a fairly close match. Of these competitive locations, Phoenix is a consistently strong contender and should remain so. Its location will, however, limit the number of capturable relocating firms that must maintain closer proximity to the California aerospace industry. Ventura's only real advantages over Kern are the amenity factor and closer proximity to some parts of the Los Angeles area. Las Vegas is another high-growth area, like Phoenix, that still has capacity to absorb more activity. But the tremendous growth of the gaming industry there in recent years is likely to have some dampening effect on other industrial attraction - competing for attention in that environment THE NATELSON COMPANY, INC. Kern County Economic Development Strategy - Page 12 would seem to be especially challenging. On paper Spokane should be able to hold its own with Kern's strongest competitors in the two clusters assigned to it in this analysis; but it is distant enough from Kern so that it is more of a theoretical than actual competitor. 1.3.2. Kern's competitive advantages and disadvantages The competitive analysis indicated that for most clusters Kern has some advantage over its competitors in the following respects: labor force (based primarily on the high unemployment rate and reasonable wage levels), communications, cost of living, incentives, and real estate. Strong identification with amenities on the part of some of Kem's competitors could hamper Kern's ability to recruit some industries, such as high-tech and aerospace, without conscious effort to obtain more value from Kern's attributes. 1.4. Status of workforce 1.4.1. Extent to which existing education/skill levelS are compatible with present and future opportunities Data pertaining to the question of workforce education/skill levels are limited and dated; but indications from 1990 Census data are that Kern County in 1990 was among four counties of the eleven in the competitive analysis with the lowest level of working-age persons having Bachelor's degrees (it should be noted, hoWever, that there are some ~pockets" in the County, e.g. Ridgecrest, where extremely high portions of the residents have advanced degrees in technical fields). Even though the data are old, these findings were corroborated by interviews conducted for this Strategic Plan with industry representatives. Taken by itself, this fact makes the county appear to be less competitive for aerospace and high tech industries. Kern's level of labor force participation (i.e., percentage of the total population that considers itself a part of the work force-whether actively employed or currently seeking employment) was however in the middle of the range, for both males and females, compared to the other areas in 1990. 1.4.2. Education/training resources Kern County's Career Services Centers have developed an innovative approach to consolidating multi-faceted and multi-agency employer services to a seamless business support system addressing labor market needs. The Career Services Center is an excellent example of a successful workforce development operation where a dozen agencies like Employers' Training Resource, the Employment Development Department, the Department of Human Services and the Department of Rehabilitation have collaborated efforts with CalWORKs, School-to-Career and many other workforce and economic development related issues. This one-stop system has streamlined services to employers and those seeking employment-related services. Educational institutions that play a key role in providing teChnical training, both for new and transitioning workers, and higher education in general include California State Bakersfield and the Bakersfield Community College District. Both California State Bakersfield and Cerro Coso Community College in Ridgecrest are active partners in economic development efforts in Kern County. Cerro Coso Community College is developing work force training programs to reinforce recruiting and expansion efforts in East Kern, and the Kern Technology Transfer Group is working with California State Bakersfield to develop communication tools for that program. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 13 The Department of Human Services is finalizing a proposal for the Board of Supervisors' approval with the Weill Institute Small Business Development Center which will fund economic development programs for small businesses in Kern County. Costs for these programs total $151,600. The programs represent efforts both to create.new businesses and to expand existing small businesses with a focus on companies with 1-25 employees. Companies selected for training will be from the "clusters" identified in the Kern Economic Development Strategy. The components included in this effort are: Business Startup Training, Company Analysis for Success, Incubators and On-Site Employer Training. It is anticipated that this inVestment will result in the creation of 605 jobs, of which 155 are targeted for CalWORKs participants. The county's career programs and institutions of higher learning constitute a marketable resource for Kern County. 1.5. Management of economic development function 1.5.1. County economic variations. The existing economic base, prospects for economic development, and foundations that support economic development vary throughout the county. Pemeptions and interests regarding economic 'development also vary among leaders and others in a position to influence the course of economic development. 1.5.2. Potential for overlap among economic development service providers and interest groups An overview of the current areas of responsibility of major countywide economic development organizations is shown below. The organizations shown are by no means the total spectrum of economic development actors in Kern County. Cities and other County agencies also play a role, along with local Chambers of Commerce and other groups. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 14 Functiona o ~ 0 ~LEGEND: .- u - Kern County Board of Trade Coun,, ommun,,, ~K - Kern Economic De~lopment Co~omhon ~P- Kern County Pe~it Assistance Center ~W - Wefll Institute Small Bus~ness De~lopment Center Activities ~ ~; ~BCKP ~ . BCK ~De~lopanddistdbuteinfo~ation - KP ~BKW P~ BP ~ BCK BKW W CW ~ BKW W ~Maintain contact with business repmsentati~s ~countywide B K Manet Kern to prospects outside the county ~Monitor and respond to mgulato~ and cost-of-business ~issues K B KW B B K B KW ~ BW W BK B KW .............. ................................................................................... ?". .................................................... ................................................................................................................ existing or prospecti~ entrepreneum ~ B C W ~ C W C W W C W ~Coordinate with and promote s~cial-incenti~ ames in ~Kem ~ CK W ~ ' ~ CK CKW CW BKW BCK , ~4~~.~i~i~i~i~b~.~i~4~i~ ........................... ~de~lopment in Kern .............................................................................................................................................................................. ~'"~"'k"~T~"~'"k"~"~ .......................... ~'"'~"'~'"~' ......... ~'"k"~"T~-'~'"k"~'~ .......................... ~ .......................... ~'"'g~'"g'"~ Netwo~ w th Kem econom c de~ opment pa.nem W ~ W ~ B K W W W W ~ W C B K W [ W THE NATELSON COMPANY, INC. Kern County Economic Development Strategy - Page 15 2. RESPONDING TO THE CHALLENGES, SEIZING THE OPPORTUNITIES Overview When responding to the several challenges that face Kern County and when designing approaches to capitalize on opportunities two guiding principles have been accepted: · First, that the action plan be focused on clusters, and · Second, that the building of local capacity be a core activity. In the former case we are simply recognizing an economic reality - that industrial systems are complex entities that need to be carefully managed if they are to be sustainable entities. In the latter case we recognize that investing in industry is not enough - that successful economic development programs are those that also invest directly in the region and in the region's people. 2.1 A Cluster-based Focus. A cluster-based development strategy involves the encouragement of "engine industries" - export-oriented activities (meaning in this case export to anywhere outside the county) - which drive the industrial system and support industries that enjoy strong forward or backward linkages with the "engines". There is also the implicit notion that labor force, communications technology, hard infrastructure and other ~foundation" activities will betargeted for investment to support clusters with strong potential. 2.1.1 Kern Clusters. In Kern County there are seven clusters identified as part of this Strategic Plan exercise that have exceptional potential. This does not mean that Kern County's development professionals should turn the other way when additional opportunities come their way. Nor does it mean that the seven targeted clusters all have equal potential for development in all corners of the County or potential to employ all segments of the population. The seven clusters were chosen because they seem to be "good fits" with the natural, Iocational, human, or institutional resources of Kern County, because they are seen as industries with a future in Kern County, and because they would seem to meet the employment needs of Kern County's diverse population. The seven clusters are: · Aerospace · Chemicals And Plastics · Financial Services · High-Tech · Textiles/Apparel · Tourism/Retirement/Film · Value-added agriculture 2.1.2 Clusters and Kern County Small Businesses. Support for small business development takes place in Kern County independentiy of cluster-based strategic planning; but this development strategy anticipates additional coordination of existing small- business support activities with cluster concepts. Specifically, the intent is to: · Use "Cluster Task Forces" and "Cluster Leaders" to identify small business/entrepreneurial niche opportunities related to the expansion of each targeted cluster · Identify existing Kern firms/entrepreneurs, including small businesses, having the potential to capture identified expansion opportunities THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 16 · Publish opportunity "fact sheets" to promote identified market niches to the small business community, and · Implement cluster-specific assistance programs to existing and start-up small businesses interested in pursuing the identified opportunities. ' Incentives are another potential problem area for small businesses. An existing Kern County incentive policy has minimum investment thresholds that effectively .restrict the incentive to larger firms. A' recommended "foundation" strategy in this document is to explore alternatives to this incentive structure that recognize the need for investment thresholds to reflect the potential impact of smaller firms on smaller communities. Established, embryonic, and prospective small business entrepreneurs may see themselves at a disadvantage in 'the face of recruitment efforts usually targeted to larger, often national, firms. Retention and expansion strategies are discussed in this document in terms of their inherent advantages over recruitment strategies - for giving priority to the needs of existing firms and helping avoid the risk of overburdening the system with new industry. 2.2 Strateqic Plan Elements There are three main components to the Strategic Plan elements, each of which is discussed in turn below: 1. Organize to accomplish economic development purposes most effectively. 2. Advance key '`foundation element" objectives for competitiveness. 3. Conduct core activities of retention/expansion and recruitment. 2.2.1 Organize to accomplish economic development purposes most effectively 2.2.1.1 Summary "Consensus" Plan. Obtain near-term consensus on broad strategic objectives of Strategic Plan, using version produced in this exercise as a key initial element. Strategic Plan consensus process to find common ground among diverse geographic areas in Kern, This process is intended to address an issue that is particularly imPortant to Kern, given the diversity of the county's geography and · economic base: The need to obtain agreement throughout the county on the fundamental directions for the county's approach to economic development. At a minimum, this should include agreement about: · Missions and sense of purpose, and the problems that are being addressed through the process of economic development · Broad goals and strategies appropriate for the county as a whole and for the county .sub-areas, incorporating concepts of how the entire set of goals and strategies work together in a complementary relationship · What entities are responsible for the varioUs functions of economic development, within specific geographic areas, recognizing the .needs of such organizations to have: - a "critical mass" of operating capacity - some level of leadership in order to convey the proper image and accomplish purposes - a consistent"theme of operation" THE NATELSON COMPANY, INC. Kern County Economic Development. Strategy- Page 17 To the extent possible consensus should be obtained, in the non-urban parts of the county, among the various economic development "players". These would include local economic development practitioners and boards of directors of such organizations, elected officials, and key partners such as the area Chambers of Commerce. Consensus will also be needed among the usual cast of economic development partners that function on a countywide basis. The process outlined here will need some additional customizing; but as a starting point the 5-step procedure below is suggested for what will essentially serve as one or more "kick-off workshops" for the Strategic Plan. The process should take maximum advantage of the level of agreement already obtained through the work on the Strategic Plan, and focus on incorporating goals and other issues that exist apart from the Strategic Plan. 1. Prepare a special stakeholders list for the ~onsensus process, communicate the concept as outlined here (or modified), and obtain consensus on the need for, overall purpose, and Plan for the exercise. 2. Compile a countywide synopsis of existing goals and other directives, from both economic development initiatives and other programs, that affect economic development direction countywide and in specific sub-areas. 3. Convene appropriate forums to present findings from Step 2, obtain agreement on the relationship of the directives inventoried in Step 2 to economic development issues, and refine the list of existing directives to those that bear on economic development. In conjunction with this activity or as an alternative, brainstorm a set of mission statements, goals, etc. that participants see as pertinent to economic development both countywide and in their area. The concept of prioritizing certain strategies may or may not be an appropriate subject for this process, depending on participants' views and inclinations. 4. Process input and note compatibilities, contradictions, geographic differences, gaps, and the like. Communicate results and continue refining the directives until consensus is obtained on the subjects participants agreed to cover 5. Finalize results, publish in appropriate forums, and ensure that results are given maximum political legitimacy. Measures: Integration of summary Strategic Plan elements into other related organizational missions, and endorsement of key provisions by principal entities. 2.2.1.2 Organizational efficiency and effectiveness. Determine optimal roles of countywide entities (see Section 1.5.2 for initial indicators). Design and negotiate an integrated primary economic development organization and/or staff · position with clear oversight and authority regarding the core responsibilities of retention/expansion and attraction, and coordination with related entities, industry, government, and others. The rationale for this concept is that, given the paucity of resources for economic development in Kern County, especially in comparison to resources that competing locations can muster, THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 18 Kern County should re-think the administrative structure of.economic development efforts to make them more forceful and effective, and efficient. A proposed organizational model is presented below. A final step to this section, regardless of the model configuration, is to prepare and execute inter-organizational agreements clarifying the assignment of areas of economic development responsibility, sources of support, dissemination of information, etc. 2.2.1.2.1 Organizational model: background and premises Background The existing multi-faceted economic development structure in Kern County is a symbol of the county's commitment to improving economic conditions. Nevertheless, enhanced coordination of resources and efforts is warranted at this time. In this regard, there are a number of important organizational principles that must be considered as the county positions itself competitively: · Resources for economic development must be used efficiently; · Prospective business recruitees and others seeking economic development information and guidance must be directed to as few separate entities as possible, and primarily to those sources where they know their confidentiality is preserved; and · Coordination and leadership within the economic development communitY, both locally and statewide, are critical to the credibility of the region and its programs. Basic premises The recommended organizational structure reflects the following basic premises: 1. A "private" model is best suited for the purposes identified. \ 2. A "public" role within the above construct will be required for financial and program oversight, and compliance purposes. 3. There should be a single "point of contact" for the Program with overall responsibility for and authority to implement the program. Each of these basic premises is detailed below. The private model The consultant's experience and empirical evidence strongly suggests that a private entity is best able to relate to and interface with the private sector businesses that are the focus of this program. Such a model is relatively free from political influence and the procedural limitations of a public entity. To be successful, the entity must have the authority to act freely to carry out its responsibilities, which translates into: 1. A long term (e.g., five year) business plan developed by the entity and approved by the County as the accepted "blueprint" for program implementation; 2. A detailed one-year business plan approved by the County which states the specific action items to be undertaken, the results anticipated, and the budgetary requirements associated THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 19 with the effort. 3. A recognition that "business attraction" and "business retention" are integrally connected and are best handled "under the same roof". 4. A clear understanding that within the framework of the above business plans, the entity has full authority to act as an independent party, subject only to annual review by the County of its effectiveness in utilizing public resources to carry out the plan, at which time a new one year plan will be submitted for approval, and the long term plan advanced one year. The public role Substantial commitment of public funds will be necessary on a multi-year basis to reasonably assure success of the program. This translates into: 1. A multi-year budget approval in principal to support the long term business plan; 2. A firm commitment for the first year budget, with subsequent extensions subject to: (a) satisfactory performance during the prior year in accordance with the approved business plan, (b) possible adjustments to subsequent year plans based on prior years' experience, and (c) the County's fiscal .ability to fund the program in subsequent years; and 3. A complete accounting satisfactory to the County of the use of funds, demonstrating adherence to the requirements of the approved business plan. In addition, County officials must be certain the private entity is compliant with applicable State and Federal program requirements mandated by law and necessary to secure associated funding. This translates into: 1. A detailed compliance action plan included as an integral part of both the long term and one year business plans; 2. An agreed upon reporting system which provides timely and complete information to designated responsible County authorities so that they might track compliance action items and monitor these efforts to assure adherence to business plan commitments; and 3. A requirement that compliance issues must be satisfactorily addressed each year .(either by meeting objectives, or effectively stating why they were not met, what problems were encountered, and what action will be taken so they will be met the coming year) to assure continued funding of the effort. Finally, the County would necessarily make public funding of private economic development efforts contingent on the private entity's agreeing to operate in a manner consistent with the County's obligation to ensure that economic development programming is truly representative of the entire county (both geographically and in terms of the size of businesses served). Specifically, the County would retain the ability to influence the geographic scope of publicly funded programs carried out by the private entity and to influence the actual board structure of the private corporation. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 20 The single point of contact In the consultant's opinion, it is highly counter-productive to have "too many spoons in the pot" when dealing with the complex and highly competitive world of economic development. To the contrary, it is critical that the public pemeption of this effort be one of an efficient, professional and committed body with the skills, financial resources and political support necessary to "get things done" quickly and effectively. While many points of contact might be (and at this time in fact are) involved in this process, all must operate in accordance with an established overall operating plan which is geared to an agreed-upon common set of goals, strategies and policies to achieve desired ends. 2.2.1.2.2 Organizational recommendations Respective Roles of Kern Economic Development Corporation (KEDC) and Kern County Board of Trade Consistent with the "single point of contact" premise, a key recommendation of the consultant is that the County should designate a single lead agency for economic development programming and that the roles of other agencies involved in specific niches of economic development be clearly delineated. As noted elsewhere in this document, there are currently a number of countywide agencies with significant roles in economic development. These include the Kern Economic Development Corporation (KEDC), the Kern County Board of Trade, the Community Development Program Department and the Weill Institute Small Business Development Center. Closely related agencies such as Employers' Training Resource (ETR), the Department of Human Services, and others are also integral to the County's business development efforts. Based on a review of the missions of these various organizations, the consultant believes that the most significant potential for overlap or duplication of effort exists between KEDC and the Board of Trade. This is problematic in that it potentially represents an inefficient allocation of resources and, perhaps even more importantly, it creates a confusing situation to the "customer" (i.e., existing and prospective businesses) regarding the appropriate point of contact for available services. Thus, the respective roles of KEDC and the Board of Trade will need to be addressed as a top priority in the implementation of this strategy. A recommended approach to this delineation is outlined as follows: · KEDC should be formally designated as the County's single lead agency for eConomic development. In this capacity, KEDC would have primary responsibility for management of the Kern County Business Center (described below). · The Board of Trade would be re-focused on its two historic core areas: film and tourism. In addition, the Board of Trade would assume lead responsibility for the marketing the retirement component of the Film/Tourism/Retirement cluster. Reflecting these changes, the Board of Trade would be renamed to better reflect its areas of expertise (e.g., "Kern County Department of Film and Tourism"). · All other activities currently led by the Board of Trade (i.e., functions other than film and toudsm) would be re-evaluated within the context of the Strategic Plan consensus-building process and, as appropriate, re-assigned to KEDC. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 21 · The Board of Trade's Council on Competitiveness would be restructured (and possibly renamed) around the Cluster Task Force/Leader concept proposed in the Economic Development Strategy. · The Board of Trade (as renamed) would be the primary point of interface for the Cluster Task Force for Film/Tourism/Retirement. KEDC would be the primary point of interface for the other Cluster Task Forces. · Although the Board of Trade (as renamed) would take the lead role for the Film/Tourism/Retirement cluster from the standpoint of marketing to "end users", KEDC would also be involved in this cluster as it relates to the attraction of facilities and firms related to the cluster (i.e., film production companies, hotel operators, retirement community developers). Accordingly, work on this cluster will clearly call for close coordination between the two agencies. · Indeed, all marketing efforts conducted by the two agencies would require close coordination to avoid duplication of resources and to ensure consistency of theme, appearance, etc. · Similarly, the Board of Trade (as renamed) would lead research efforts primarily related to film, tourism and retirement, and KEDC would lead other research functions. Functional Roles ! Management The consultant's recommendation for functional roles and day-to-day management of the County's economic development program is as follows: All County-led economic development efforts should be conducted under the consolidated "banner" of the "Kern County Business Center" (or other name to be determined). Key features of the KCBC would be: · KCBC would be promoted to the public as the primary point of contact for economic development services in Kern County. · Key agencies operating under the KCBC umbrella would be co-located. That is, the KCBC would be a physical location where the public could interface with representatives from each agency on a "one stop" basis. On-site "partners" included within the KCBC umbrella would potentially include: KEDC County staff focused on film/tourism/retirement cluster (Board of Trade as renamed) Community Development Program Department Small Business Development Center Employers' Training Resource Department of Human Services/CalWORKs Mid-State Development Bank Permit Assistance Center · KCBC would be managed by the Kern Economic Development Corporation (KEDC). · KCBC staff (i.e., KEDC staff) would be well versed in the services provided by all participating agencies and would be responsible for fielding initial contacts (by prospective THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 22 business clients, etc.) to the County, maintaining a log of such contacts, assigning prospects to the an appropriate lead agency (which would then become the "case manager" for that prospect), and periodically following-up with the assigned case manager to ensure that clients have received the indicated services. As described below under the recommendations for governance of the County's economic development programming, the County's oversight of the KCBC would be provided by the County Economic Development Resource Coordinator (RC). The RC would be a new staff position resident in either the County Administrative Office (CAO) or the Resource Management Agency and funded by the Department of Human Services (with CalWORKs dollars). The RC would be responsible for development of the multi-year "business plan" for the County's economic development programming, monitoring the progress of individual agencies pursuant to this plan, and making recommendations to the Board of Supervisors regarding the annual assignment of responsibilities and allocation of funding to participating agencies. The RC would necessarily coordinate closely with KEDC on the development of the multi-year business plan. Reflective of the ongoing need to secure supplemental (i.e., non-County) dollars to fund economic development efforts, the consultant also recommends that a Grant Writer position be included within the KCBC. The Grant Writer would be funded by the Community Development Program Department and directly managed by the RC. The RC would also assume management responsibility for all other Community Development positions directly related to economic development. Figure 1 provides the consultant's recommendations regarding the designation of lead agencies for the various functional roles involved in implementation of the overall Strategy. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 23 Figure 1 PROPOSED ALLOCATION OF FUNCTIONAL ROLES FUNCTION LEAD AGENCY Services to Individual Businesses Business attraction services KEDC Business retention/expansion services KEDC Small business assistance services KEDC/Weill Institute Promotion As a film location BOT As a tourism destination BOT As a retirement destination BOT General awareness of Kern to external KEDC/BOT (coordinated markets by RC) Coordinating County's ed. interests with KEDC internal and external partners Coordinating County's e.d. interests for KEDC/CAO (case-by- lobbying purposes case) Maintaining presence in state and KEDC national e.d. organizations Coordinating County's participation in industry organizations with a marketing focus: Film/tourism/retirement BOT Other KEDC Development of recruitment prospects KEDC Foundational Activities Incentives KEDC Infrastructure KEDC Workforce development ETR Regulatory/permitting (individual cases) KEDC General business climate (research) KEDC Business financing KEDC Data resources/publications KEDC Research, fact-finding KEDC Oversight/Organizational Coordination Initial consensus process CAO Multi-year bu,siness plan development KCBC RC / KEDC Annual.work program and funding KCBC RC recommendations THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 24 Governance Consistent with the above recommendations regarding the functional roles of the County's economic development agencies, the consultant recommends the following governance structure for County economic development programming: · KEDC's governance would continue to be provided by the KEDC Board. The composition of the KEDC Board would be modified to reflect the Board of Supervisors' concerns regarding the need for KEDC to be more representative of small businesses and of rural communities. KEDC would agree to the modified Board structure as a condition of receiving County funding. · The Board of Trade would be dismantled as an advisory body; the renamed film/tourism department would be governed by the Board of Supervisors (as the Board of Trade now is). · In addition to the KCBC Manager (a KEDC staff person), there would be a County of Kern Resource Coordinator. The Resource Coordinator would be a County employee resident in the County Administrative Office or the Resource Management Agency. The Resource Coordinator would be responsible for development of the multi-year "business plan" for the County's economic development programming, monitoring the progress of individual agencies pursuant to this plan, and making recommendations to the Board of Supervisors re. garding the annual assignment of responsibilities and allocation of funding to participating agencies. · With regard to the multi-year business plan, it would be understood among participating agencies that funding commitments from year-to-year would not be subject to reallocation among agencies so long as each agency demonstrates that it has fulfilled its targets for the preceding year. To the extent that an agency does not meet its agreed-upon targets, the Resource Coordinator would have the discretion to recommend that the Board of Supervisors nevertheless continue that agency's funding at the originally committed level provided a strong justification could be provided for not meeting the initial goals. 2.2.2 Advance key "foundation element" objectives for competitiveness. Foundation elements are those improvements identified by industry leaders, economic development professionals, public officials, consultants, or others, that play a key role in maintaining or enhancing Kern County's competitiveness in one or more industries. Foundation elements can include physical infrastructure, education and training resources, institutions, key private-sector support businesses, and even information. 2.2.2.1 List of Foundation element objectives. Foundation elements objectives identified in research and field interviews for this project include those listed below. It should be noted however that such a list is best viewed as a continual "work in progress" and should be expected to change as additional needs are identified, needs are redefined, elements are successfully implemented, etc. A concept for addressing these objectives is presented following this table. The concept assumes that many of these items are best approached, at least initially, by having industry representatives "champion" one or more topics. These representatives would be the point persons for directing staff efforts and obtaining, where necessary, inter-agency or intergovernmental cooperation. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 25 Cluster Le,qend: Area Leclend 1 Aerospace I East 2 Chemicals and plastics 2 Valley 3 Financial services 3 Mntn 1 4 High-tech 4 Mntn 2 5 Textiles/apparel 5 West 6 Tourism/retirement/film 7 Value-added agriculture FOUNDATION ELEMENTS OBJECTIVES Affected clusters Area focus I 2 3 4 5 6 7 Training, job-readiness, business assistance Secure job training for mid-level technical personnel (e.g. CAD X X X X X operators, computer specialists, solid modeling training), millwrights, welders, and workers skilled in electrical, oil blender, and instrumentation equipment Establish associate and bachelor's degree programs in engineering X X X X X X and perhaps other technically-oriented disciplines, coupled with lO placement and other programs to encourage local hiring of graduates Augment and evaluate existing programs designed to instill "work X X X X ethic", especially for entry-level and economically disadvantaged classes of workers Investigate potential for creating a"Mezzanine Labor Contracting X X X X X X System", an interim stage in job training and placement services in which the County or a subcontractor would employ CalWORKs and other unemployed residents and assume the short-term employer liabilities involving worker's compensation insurance, employee benefits, discipline and termination, and the like.~ Prepare recommendations regarding this concept Investigate potential for changing state policies on hiring, worker X X liabilities, child labor, heavy laborers, working hours, and the like. Prepare recommendations for improvement Increase the use, and usefulness, of CalJOBS statewide database 'for all private and public job referral, placement, and recruitment information. .Strengthen, to the extent possible, the presence of business X X X 1 development programs tailored to special needs, including entrepreneurial development, of East sub-area Design and carry out a highly focused technical assistance program X X 1 for defense contractors, to assist them in matching their assets with private sector markets~2 Monitor vocational training program at area high schools, sponsored X X X X X X X by Kern Manufacturing Association, and expand or improve as 10. A film graphics academy is proposed for Cerro Coso Community College. 11. Essentially the County, or its subcontractor, would provide "just-in-time" temporary staff resoumes to the County's employers. As the "employer of first resort," the County would create a framework for continued case management, skills and employment training, and continued interaction from employers on their labor needs. As a result of such a system, CalWORKs and other unemployed county residents would have unlimited opportunities to learn job seamh techniques and. methods to enable them to obtain unsubsidized employment. 12. From Ridgecrest Economic Development Strategic Plan, Revised Draft Report. ApPlied Development Economics, November 1998. Additional details on this strategy are contained in that report. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 26 Cluster Le,qend: Area Leqend 1 Aerospace 1 East 2 Chemicals and plastics2 Valley 3 Financial services 3 Mntn 1 4 High-tech 4 Mntn 2 5 Textiles/apparel 5 West 6 Tourism/retirementJfilm 7 Value-added agriculture FOUNDATION ELEMENTS OBJECTIVES Affected clusters' Area focus I 2 3 4 '5 6 7 warranted to facilitate education in basic skills and in selected areas of vocational training, and to enhance School-to-Career programs Communication Produce image-enhancing and enlightening materials for Kern X X X X County and specific areas; gather information regarding any negative images, to help focus new materials Inventory for promotional purposes all assets of Kern, including X X X X X natural, economic, historic, and special characteristics such as diversity of energy generation Enhance Website X X X X X X Establish financial liaisons and supporting materials to acquaint out- of-area lenders with industry characteristics and needs X Expand community awareness of on-going economic-development- X X related activities involving the County and local governments and military installations, and coordination among those groups Inventory resources of East sub-area, by community and including X X X 1 adjacent and .'functionally related military facilities Infrastructure Generate and implement beautification projects; include X X X X consideration of code enforcement, sign regulation, etc. with the recognition that the use of these mechanisms represents hard choices for some areas and populations Develop business park X X 1 Develop industrial spec space X X Provide hangar space and other facilities to support aerospace industries X Establish visitor centers X Improve transportationsystem: X X X X X X X 1) Secure source of funding to allow adequate maintenance and upgrading of county road system. 2) Ensure that economic development interests are given X X X X X X X appropriate consideration in the mix of requirements, goals, etc. related to countywide transportation planning Investigate means and feasibility of improving rail service X X X 1 (passenger and freight) through the Tehachapi Pass and making this route more competitive. Investigate feasibility of intermodal facilities for switching loads X X 1 between rail and trucks Establish more property zoned for heavy manufacturing X X X X X 2 THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 27 Cluster Leqend: Area Leqend 1 Aerospace 1 East 2 Chemicals and plastics 2 Valley : 3 Financial services 3 Mntn 1 !4 High-tech 4 Mntn 2 5 Textiles/apparel 5 West i 6 Tourism/retirement/film 7 Value-added agriculture FOUNDATION ELEMENTS OBJECTIVES Affected clusters Area focus I 2 3 4 5 6 7 Establish incubator for new businesses; incorporate concept of X X X X X 1,2 "virtual manufacturing" system~3 for embryonic firms Determine feasibility and promote implementation as appropriate of X X X X 1 !fiber optics telephone lines in East sub-region Coordinate with local governments to encourage the generation of X X X X X X X and adherence to Capital Improvements Plans, as a means of ensuring that infrastructure is planned appropriately to accommodate future growth Fact-finding; Data Assess market potential for key vendors; determine thresholds at which such businesses could be obtained, and outline strategy for inducing such businesses X Compile/prepare information to document case for retention and X X 1 expansion of militarY facilities, in anticipation of next BRAC. Prepare strategy for making most effective use of such information, for two purposes: 1 ) to promote consensus among residents of Kern regarding the importance of facilities, and 2) to make the case to federal officials Assess market potential for bulk container truck operation, X determine thresholds at which such businesses could be obtained, and outline strategy for inducing such businesses Assess market potential for expanded commercial airline operation, X X X X X X X 1,2 determine thresholds at which such.operations could be established, and outline strategy for inducing such activity Assess market potential for additional medical specialists and X 4 associated facilities in non-urban areas; determine thresholds at which such activities could be obtained, and Outline strategy for inducing them Assess market potential for additional cultural facilities; determine X X X X 1,2, 4 thresholds at which such activities could be obtained, and outline strategy for inducing them Assess market potential for additional hotel facilities in non-urban X 1, 4 areas capable of accommodating tour buses and meeting facilities; determine thresholds at which such activities could be obtained, and outline strategy for inducing them Assess feasibility or corporate interest (Marriott) in concept of using X 4 common resources to establish both assisted living and hotel facilities Assess levels of funding for tourism-promotion functions - current X 13. Applying incubator concepts of shared facilities and services to firms in initial stages or "pro-manufacturing" stages of development. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 28 Cluster Leqend: Area Leqend 1 Aerospace 1 East 2 Chemicals and plastics 2 Valley 3 Financial services 3 Mntn 1 4 High-tech 4 Mntn 2 5 Textiles/apparel 5 West 6 Toudsrn/retirement/film 7 Value-added agriculture FOUNDATION ELEMENTS OBJECTIVES Affected clusters Area focus I 2 3 4 5 6 7 amounts, effectiveness of use, geographic coverage, unmet needs and relationship to proposed new tourism initiatives - and recommend appropriate funding levels and sources. Prepare a Tourism Development Strategic Plan: Inventory the X entire range of tourism possibilities for attractions and activities that relate to Kern County, and assess the potential for applying additional investment (public or private, including infrastructure and marketing) to such opportunities and achieving economic returns. Document the indirect benefits that could accrue to the area through this additional development While recognizing the desirability of making the most of Kern's X X X 4 tourism capacity, address also the potential for diversifying areas ! where tourism is and will continue to be key elements of the local economy - including the concept of using tourism amenities as a draw for "footloose" entrepreneurs. Coordinate with local officials and prepare framework for an X 2 "agricultural preservation strategic and land use plan": compile issues, existing mechanisms, legal procedures, political considerations, data on economic implications, and other information related to implementing alternative measures to achieve the preservation of land for agricultural use Similarly to the above, investigate the advisability of and pursue as X X 2, 5 necessary a "resource-extraction preservation strategic and land use plan" to help ensure that housing and other development does not encroach unduly on mining and oil extraction land. Prepare a strategic plan for integrating Kern County (and environs) X 2 agricultural production with existing and potential crop processing operations: inventory crop production trends, forecasts, and research findings, conduct initial feasibility assessments of crop processing activities not now in the county, and inventory barriers and special considerations related to expanded food/crop processing activities Investigate sub-area interest in pursuing clusters other than the X X X X X seven targeted clusters addressed in this plan - including for 'example: 1 ) Transportation/distribution 2 2) Building construction materials X 2 Coordinate with local officials on issues of potential land use X conflicts (related to underutilized existing guidelines) at military and civilian airports Functional improvements Investigate ways to improve regulatory review, permitting, and X X X X X X THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 29 Cluster Le,qend: Area Leqend I Aerospace 1 East 2 Chemicals and plastics 2 Valley '3 Financial services 3 Mntn 1 ,4 High-tech 4 Mntn 2 5 Textiles/apparel 5 West 6 Tourism/retirement/film 7 Value-added a,qriculture FOUNDATION ELEMENTS OBJECTIVES Affected clusters Area focus .1 2 3 4 5 6 7 inspection procedures by local, state, and federal agencies, and recommend actions to be taken by econ. dev. organizations Consider the application of master Environmental Impact Reports as X X X X X X X a means of streamlining part of the permitting process Investigate and document differences in key regulations affecting X X X X X X X the permitting of commercial and industrial activities in Kern communities. Recommend actions to standardize regulations Explore alternatives to incentive policies that recognize the potential X X X X X X X for indexing incentives to: 1) meeting CalWORKs goals, and 2) ~ creating jobs in targeted sectors. Explore alternative to incentive policy that recognizes, with respect X X X X X X X 1, 3, 4, to firm size, inherent differences in need and potential impact 5 among different-sized communities~4 Assess issue of uneven treatment, in permitting, subsidies, etc. X X X X X X X among industries and individual firms within industries - new firms versus established ones, etc. -- and recommend approach to resolving any economic inefficiencies that result Review existing policies and recommend changes to procurement X X X X policies of the county, Kern County cities, and federal agencies that would facilitate successful bidding by Kern firms. Investigate potential for expanded use of facilities on the military X X X. X 1 bases for all potential economic development purposes, and recommend steps economic development organizations should take in this regard Expedite completion of state enterprise zone designation X X X X 1 Coordinate and upgrade signage along visitor-oriented routes; find X 1,4 means of achieving appropriate levels of warning about Kern River hazards, while recognizing the validity of suitable recreation activities Devise suitable formula for allocating countywide resources related X X X X X X 1, 3, 4; to tourism and other economic development activities to specific 5 county sub-areas Seek agreement by regulatory bodies on maintaining minimum lake X 4 pool at Lake Isabella 14. For example, the threshold for Kern's incentives that now require a $5 million investment level could be adjusted to coincide with the upper __ percentile of that community's firms. In this example, then, if a $5 million investment in the unincorporated Bakersfield area represents a firm in the topmost 25 pement of all firms based on number employed (for the sake of simplicity having translated a dollar investment figure to an "employee equivalent" figure), one would expect, and could roughly determine, that the topmost 25 pement of firms in an economic sub-region with a smaller urban area constitutes a smaller employment (or investment) threshold, and yet the significance to the community is probably relatively as great as for the larger firm in the larger urban area. As an example of another type of system, the State of Nevada allows a Business Tax Abatement for new or expanding businesses that have 25 new full-time employees and a capital investment of $250,000 or more in counties of 35,000 or less population; or, in counties with populations of more than 35,000, for businesses that hire 75 or more full-time employees and make a $1 million or more capital investment. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 30 2.2.2.2 System for implementing Foundation Elements objectives. To address these Foundation Elements objectives the following system is recommended: Design a system by which "Cluster Leaders,' are responsible for individual Foundation Elements objectives, and establish staff support system, communication protocol, etc. The overall concept here is that these individuals will "champion" those causes that are most relevant to them and their business activity. As business constituents with a generally high profile, they will be further "legitimized" as activists for progress by taking on these assignments. The role carries with it the understanding among 'government agencies and the economic development community that these individuals, and their assigned support staffs acting on their behalf, deserve special consideration in having their opinions acknowledged and questions answered. Cluster Leaders will be industry representatives and will play a key role in cluster coordination through the Cluster Task Forces discussed in 2.2.3.7 following. Leaders may be drawn from the Cluster Task Force membership or may simply be members of a cluster group. They will be drawn from clusters that have the most direct stake in a particular objective, even though that objective has implications for other clusters. In ' this regard, each Cluster Task Force will be assigned (by the lead economic development organization) a set of "foundation elements objectives"is for which that task force will be responsible. LeaderS will be acting in this capacity on a volunteer, part-time basis, using shardd support staff specifically assigned to them from within the primary economic development organizations. The Cluster Task Forces will have the authority to nominate, screen and designate leaders, and leaders will report findings and recommendations through their cluster Task Force. A Cluster Leader will be nominated and designated for each objective, or some may address more than one. They may establish their own committees of other industry representatives as necessary depending on the subject, available staff support, etc. In aerospace and high-tech fields, Leaders may elect to involve persons with a background in the military and defense world. Leaders will be provided with format for accomplishing tasks. In general, they will compile or cause to be compiled the following information: Ideas regarding the means of accomplishing the objective, garnered from fieldwork and other research for this Strategic Plan. The components of "demand" or other conditions that would cause the objective to be accomplished - for example the number of workers that need training of type X in order for that~particular program to be feasible. The entity(les) and responsible person(s) that can make the necessary decisions to implement the objective. The "threshold" or set of conditions at which decisionmakers could be induced to implement the objective. 15. From the total set of objectives for which consensus has been obtained to address. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 31 Leaders will, in cooperation with their assigned staff personnel, establish a timetable for obtaining the necessary information, and coordinate with the director of the organization where their staff support is housed to see that support duties are assigned accordingly. Leaders will, through their Cluster Task Force, recommend steps that the economic development community, government, private industry, and others could or should take to expedite implementation of the objective. To the extent possible leaders' reporting and other communication mechanisms will be incorporated into ongoing economic development core activities (various meeting forums, special events, etc.). The Director of the primary economic development organization will track progress on accomplishment of key objectives, coordinate requests for governmental and other support, and recommend complementary private industry actions. Measures: Agreement by Cluster Task Force members (see Section 2.2.3.7) and leaders to undertake assigned tasks; progress on each objective, according to above outline, and objectives completed. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 32 2.2.3 Core activities of retention/expansion and attraction 2.2.3.1 Framework. There are three components of these core activities: 1) design of a cluster-based economic development process, 2) implementation of a cluster-based program, and 3) Capacity building involves tying cluster-development concepts to infrastructure and resources, and ensuring that systems for delivery of economic development services are as efficient as possible. The design of a cluster-based economic development process in retention/expansion a~nd attraction activities has four key elements: · Incorporation of appropriate California Statewide cluster-based strategic concepts; · Identification and documentation of Kern County clusters' characteristics; · Identification of cluster "engine industries" and of linked service industries supportive of those "engine industries," and · Evaluation and monitoring of Kem's competitive position on an ongoing basis. The implementation of a cluster-based program involves putting into practice the two broad categories of functions: 1) retention and expansion of existing firms, and 2) attraction of new firms. Capacity building has two major features: · The identification of essential cluster requirements including labor and infrastructure requirements. Although addressed in preceding sections of this Strategic Plan, this activity is an ongoing one that requires monitoring and re-assessment on a regular basis. · The development of an effective and efficient system for the delivery of economic development services. In the latter case explicit steps should be taken to assure that Kern County's diverse geographic sub-areas are well served, that inter-organizational partnerships are forged within Kern County and that bridges are built to tie Kern County to natural allies in California and elsewhere. 2.2.3.2 Kern County Clusters and the California Strategic Plan. The State of California engaged in a comprehensive strategic planning process for economic development starting about 1994. It is significant that there is only partial overlap between the clusters selected for Kern County and for those highlighted by the California Economic Strategy Panel. Kern County is not a mirror image of California. Kern County can participate in California's strategy but it has its own needs and it presents distinctive challenges - and opportunities. Kern seems to be in line with California's Statewide Strategy in terms of four clusters: value-added agriculture and food processing; high-tech including medical instruments, electronics, and information technologies; textiles/apparel which would fit with California's apparel and fashion design cluster; and to some extent tourism/retirement/film and California's entertainment industry cluster. Kern seems to be "on its own" with aerospace (in terms of the statewide strategy, although this cluster is likely to be represented in other localized economic development strategies), financial services, and chemicals and plastics. 2.2.3.3 Clusters in Relation to Economic Development Categories. Kern's target clusters seem to conveniently fall into two categories - generally well-established, or "mature" clusters where retention and expansion efforts need to be emphasized and emerging or "developing" clusters that tend to be most amenable to attraction efforts. In some cases, the clusters exhibit multiple characteristics, as the following diagram suggests; although the categorizations shown are subject to alternative interpretations. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 33 Developing Mature Aerospace (KEDC) Tourism/retiremente (BOT) Retention/expansion Value-added agriculture" (KEDC, with BOT active in some aspects of agricultural 3roduction) Chemicals and plastics (KEDC) Aerospace" (KEDC) Financial services (KEDC) Retirement (no active Recruitment High-tech° (KEDC) attention by any county-wide Textiles/apparel" (KEDC) entity) Film (BOT) "Strong potential for entrepreneurial activity The clusters are shown in the diagram with the economic development organization with which they are now most closely associated, and it is instructive to note that, under the above interpretation, there is apparently some degree of co-involvement between Kern Economic Development Corporation and the Board of Trade in two of the three active cells of the diagram. This apparent overlap is one i,ndicator of the need to consider clarification of the two organizations' duties. Cluster groupings can be viewed in other ways as well. For example, some clusters have more potential for start-up businesses by entrepreneurs. These would include high-tech, textiles/apparel, value-added agriculture, tourism/retirement and, to some extent, aerospace. The clusters have varying types of functional relationships with one another, as the matrix below indicates. These relationships are important to consider when alternative strategies are being selected for attention. Strategies that directly affect one cluster will likely have parallel or indirect effects on one or more other clusters. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 34 Cluster relationships. The symbols shown in the boxes below indicate the relationship between the clusters in the left-hand column to those in the top row, not necessarily the other way around. .- Aerospc. Chems., Financial High-tech Textiles/ Tourism/ Value- plastics services apparel retrmnt/ added ag. I film Aerospace B, D D A, B D Chemicals, plastics B i:::i !::.:::~ ~:::: ~.;:. ::~ :?.~ ~:. D D C Financial services ::::::: :::: :: ::: :: ::: :::: D D High-tech B, C A :::: ::~ ::: :i.i :~ Textiles/apparel Tourism/retrmnt/film C C C I~ :~ Value-added agric. A Symbol Leqend A. Presence of one directly supports market for the other B. Job skills have some transferability C. Growth in one cluster "makes it easier" to develop the other D. Improvement in infrastructure for one cluster benefits the other also 2.2.3.4 Retention and Expansion: Programmatic Features. It is important to recognize that the three clusters which should be the primary focus of retention and expansion efforts are all very different. One deals with agriculture and manufacturing (food processing), one is retail and services based (tourism/retirement) and one is firmly based in the manufacturing sector (aerospace). The implications are clear - retention and expansion initiatives may follow the same general themes (as described below) but each of the clusters has its own distinctive attributes, each will have its own professional and trade organizations and each will have its own corporate culture. Value-added Agriculture covers a number of activities but probably most significant are the manufacturing activities that add value to agricultural commodities by changing their form. Kern County is an established player in both farm production of agricultural commodities and in the food processing areas. Neither of these "engine activities" should be taken for granted nor should the cluster's support industries such as farm - ' machinery sales and service, fertilizer sales, and .distribution and warehousing activities. Retention and expansion efforts should be explicitly focused on this established cluster. Industry representatives in this cluster report challenges with government regulations affecting labor (particularly important in this labor-intensive field) and environmental impacts (always an issue when relatively high levels of waste, even if biodegradable, are involved). Strategies pertaining to alleviating the risks of introducing new employees into the workforce apply to this cluster. Tourism has two dimensions and both are fairly well established. First, Kern is a destination for business travelers, for outdoor recreationists, and for country music aficionados. Second, Kern County serves travelers on Interstate 5 and other key transportation corridors. Establishments serving both of these key constituencies should be included in retention and expansion initiatives. Tourism support facilities are 16. The high-tech connection applies t(~ film, specifically advanced graphics technology which is a forte of China Lake Naval Weapons Center, in defense-related work. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 35 not necessarily distributed in Kern County in accordance with the locations of the most numerous or significant attractions. Retirement has so far received little formal attention in an economic development sense in Kern. The cluster is established but relatively small in the county, but appears to be a good fit. Approaches to supporting the growth of this industry fall outside the normal operating methods of most economic development organizations, and require a certain amount of innovation, given the general lack of experience history and "textbook" references available.~7 From the standpoint of local regulations and development fees, communities may find ways to be more supportive of retirement projects by recognizing that the economic impacts of a retirement community, for example, are considerably different from those of a conventional community. Aerospace in California, in terms of growth industries, is becoming increasingly associated with "high-tech" aspects of the cluster and less with assembly operations tied to major aerospace industries. To the extent this persists as a trend, Kern County will need to maximize its potential as a "quality of life" place that is attractive to higher-skilled workers and professionals, and be prepared to provide high-level technical training, especially to new workforce entrants. The need to retain existing workers in East Kern affected by defense downsizing makes attention to this cluster a matter of high priority. In this case, assistance to industry start-ups that utilize displaced workers is particularly important. Approach to Retention/Expansion. For several of the clusters (the ones listed above), it may be most appropriate in the near term to concentrate economic development activities on retaining and expanding existing County business firms. The commonly cited constraints on growth expressed by industry representatives - scarcity of skilled labor, regulatory burdens, restraints on facility expansion - all suggest that the county should increase its "baseline" capacity to handle the needs of existing firms first and recruited firms second. This approach will also encourage the development of small businesses from within the county. Relatively stronger investment in basic business infrastructure keyed to existing firms may, in fact, create competitive advantages vis-a-vis business attraction.. It is also instructive to highlight the significant level of expansion and potential relocation activities cited in the executive interviews of industry clusters conducted for this Strategic Plan. About half of the executive survey respondents indicated plans to expand at the firm's current location or within Kern County and 'the other half indicated expansion or relocation plans outside of Kern County. 2.2.3.5 Attraction: Programmatic Features. The five clusters that should be the primary focus of attraction efforts are: · High-tech · Film · Financial Services (Call Center) · Chemicals/plastics · Textiles/apparel) As with the retention/expansion clusters, these five clusters are all very different. High-tech is more research-and-development oriented, Film is aligned more with services, and Financial Services (usually thought of in terms of a Call Center for Kern) is a hybrid of the Finance and 17. Economic development professionals may wish to review some recent case studies for support of retirement activity undertaken by the states of Mississippi and Arizona. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 36 Utilities sectors that is tied closely to communications infrastructure and technology. The two clusters most firmly based in the manufacturing sector (chemicals/plastics and textiles/apparel) have little relationship to each other. Each of the clusters has its own distinctive attributes, each will have its own professional and trade organizations and each will have its own corporate culture. High-tech is a cluster that is embryonic in western Kern County but one that is especially attractive as a "diversifying upgrade" to the Kern economy. The cluster is closely aligned with Aerospace and shares with that cluster the demand for highly trained workers whose recruitment depends in part on the presence of suitable amenities and other lifestyle and quality-of-life support systems such as good schools, health care and the like. In this sense the best recruits probably come from Kern workers who may be available as a result of defense-related downsizing, and youth trained locally for such jobs; so having that type of training available is a key component to attracting high-tech activity. In East Kern, preserving/expanding the China Lake Naval Weapons Center would retain an historic magnet for high-tech and aerospace industries. Pursuit of this cluster provides another reason to encourage general improvements to Kern County. Making the area more attractive and functional not only serves the existing population but also increases the chances of successfully recruiting firms whose managers know that the quality of the area will be reflected' in the quality of their workfome. Economic development recruiters must make the most of Kern's existing high-tech base, and a strong cluster-based organization in this cluster will help make that possible. While improvements to Kern's overall image and character are in progress a strategic plan documenting these improvements will serve as an interim marketing tool. Promotion of activity within the Film industry must be on Kern's economic development list by default, given the county's proximity to the Southern California center for such activity. Kern can be promoted as a location on the basis of its relatively lower Cost and variety of attractions. The process of recruiting film locations relies heavily on the personalized, professional attention of local coordinators; so the presence of qualified and properly supported personnel is especially critical. As demand warrants and opportunities emerge the area may wish to pursue additional facilities such as special studios to encourage more filming operations. Financial Services is an industry that fits well with Kern's high-quality communications infrastructure, and, in the form of call centers, is a potential source of employment for entry-level personnel. Given call centers wage levels it is not necessarily an industry that in itself creates a draw for new workers from outside the area. As such, care must be'taken not to oversaturate the local market with these types of facilities to the point that their labor supply is simply inadequate. Chemicals and Plastics is not a huge employer in Kern County but it does appear to be a solid cluster with growth potential. The assumption at this point is that Kern County can play .an increasingly larger role in meeting local and export consumer and producer demands for industrial chemicals, agricultural chemicals, and rubber and plastic products. Although not usually thought of as a "high-tech' industry group, cluster industry representatives report that they have difficulty finding sufficiently skilled labor. Some of the specialized industries in this cluster also need assistance conveying their special needs to financial and other service providers, and to government regulators. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 37 Textiles/apparel is another cluster in which Kern "piggy-backs" on the sheer size of Southern California's employment base and "depth" of the cluster there; although Kern County will tend to capture only the more production-orie'nted (rather than creative) segments of the cluster. The cluster can be a source of employment for entry-level workers, and also offers opportunities for business start-ups or expansions responding to "niche markets" for specialized clothing linked to music and entertainment figures. Export opportunities in the apparel industry can be maximized by making the necessary technical and other assistance, which Kern County is now able to provide through the International Trade and Transportation Center (l'Crc), available to small firms. Strategies pertaining to alleviating the risks of introducing new employees into the workforce apply to this cluster. 2.2.3.6 Cluster Industry linkages. An initial step in encouraging identification and development of potential linkages between cluster "engine" industries and service providers essential for maintenance and growth of that cluster is a preliminary listing of Kern business/industry categories (at the 4-digit SIC level) by cluster and by county sub-area. This listing is shown in Appendix A. Note that employment figures are estimated for a number of entries at the sub-area level; and the data should therefor only be used as rough indicators of economic activity. 2.2.3.7 Enhance Industry Interaction on a Cluster-focused Basis. To help ensure that a cluster focus is maintained throughout the economic development environment, establish action- oriented cluster task forces made up of key industry representatives from that cluster, with the following recommended format: · Task forces will be composed of five members, one a staff person assigned to the lead economic development organization, and 4 industry representatives from the industry cluster. The staff member will have the same status on the task force as the industry members and will also serve as the liaison between the task forCe and the lead economic development organization. · The industry members will be selected based on volunteers and through nominations by the lead economic development organization or cluster members. It may be appropriate to include a member of the defense establishment for the high-tech and aerospace clusters. · One task force will be formed for each cluster, except that Tourism/Retirement/Film will have a separate task force for Retirement. · The task forces will be "working committees" and are not "figurehead" roles. Their ultimate responsibilities will be to recommend development policies, through the lead economic development organization, that pertain to their cluster. Industry members should be leaders in their industry who may also be in a position to contribute resources to worthy objectives. · The task forces will be in a position to operate on a proprietary basis, keeping strict confidence regarding sensitive plans of potential recruitees, for example. If necessary to protect particularly sensitive information among competitive firms, a staff group within the lead economic development organization will serve as "confidential intermediaries", compiling sensitive data in ways to avoid disclosure. The group leader must have sufficient orientation in the statistical sciences to recognize the disclosure rules that must be observed in such situations. The cluster task forces will have the general responsibility of promoting communication and other interaction among cluster members, for purposes of linking suppliers with users, finding the right joint venture partners, and ensuring that cluster members have a forum for identifying, THE NATELSON COMPANY, INC. Kern County Economic Development Strategy - Page 38 discussing, and taking action on common problems and for raising awareness of the cluster's contribution to the area. Among the special duties assigned to the Cluster Task Forces are the following: Compile the action item timelines for foundation elements projects undertaken by Cluster Leaders (Section 2.2.2.2), and establish timelines for other cluster-specific items in the strategic plan. The Cluster Task Forces will be responsible for monitoring the progress of all action items, establishing a reporting protocol and timetable, and seeing that progress on all items is reported on a regular basis to the County Board of Supervisors. The Director of the lead economic development organization must be the final point of coordination for the progress reports from all Cluster Task Forces. · Give additional attention to target clusters within the existing annual labor market survey by Employer's Training Resource (ETR) that queries County employers on specific employment categories and job skills required for each coming year. The survey should serve as a means of facilitating targeted job training and referral activities. It appears that the major employment support organizations may not have the resources to anticipate job training and placement requirements Countywide. · Create "Targeted Industry Specific Plans" to facilitate facility expansion plans. Industry representatives express seemingly inconsistent views about facility location requirements. On the one hand, abundant and Iow cost land was cited as a major Iocational asset for Kern County. Yet, constraints on expansion locations, the lack of an "industrial business park" format, competing land use restrictions for agriculture-based industries, and reportedly inconsistent permitting requirements are cited by many as limitations on internal, County- based growth. Consideration should be given to targeting areas most advantageous for specific targeted industries and identifying areas for permit streamlining based on industry input. 2.2.3.8 Action items for implementation of the cluster-based focus process 2.2.3.8.1 Retention/expansion programs 2.2.3.8.1.1 Potential programmatic components for a retention and expansion program are discussed below; for each action item we have listed one or more desired outcomes and one or more measures. Business Call Program. Desired Outcomes. This programs helps to establish the County as a visible player on the economic development landscape and allows for the identification of community shortcomings that require remediation. Information gathered should be shared with the city in which the business is located, if applicable. Measures. The number of calls made each month. Problems identified. Quarterly coffee klatches. Desired Outcomes. Promotes networking and a sense of community among firms invited and acquaints firms with services offered by developmentpartners such as the cities, utilities, California Trade and Commerce, chambers of commerce, etc. Measures. Number of coffee klatches, number of businesses participating, number of partners participating. Twice yearly networking events. Desired Outcomes. Promotes networking and sense of community among firms THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 39 invited and helps establish leadership role of the economic development organization. Measures. Number and type of events, e.g. receptions, golf tournaments, breakfasts. Number of business and individuals participating. Heighten profile of business counseling and referral services. Desired Outcomes. Create greater awareness of business assistance services through print ads, public service announcements on radio and television, and through distribution of fliers. Measures. The number of requests for services. Also, the number of media spots, the number and duration of print ads, the number of fliers printed, and the number of ' businesSes distributing fliers. Cluster breakfast meetings for appropriate clusters as identified by the economic development organization in the lead role for this responsibility (with provision for these sessions to be held at geographically revolving locations). Desired Outcomes. Build support for cluster-based economic development initiatives and build awareness for the economic opportunities that are associated with involvement with a cluster. Measures. The number of clusters represented, the number of meetings per quarter, the number of participants at each meeting, and the position of each participant within his or her firm. Gather economic data and business trend data that are especially appropriate to a given industry and then disseminate these data to Kern County-based firms in this industry. Desired Outcomes. Critical industry-specific data to help inform business decision- makers. Measures. The number of industries described within a year and the number of firms in each industry grouping (or cluster) to receive economic data and business trend information. In addition, we recommend the following action items specifically aimed at the tourism cluster:, KEDC retention/expansion staff serve as back up to Kem County Board of Trade and other initiatives for those implementation processes that involve the physical development of hospitality and recreation-related facilities, destination tourism attractions, and retail establishments (whereas BOT focuses on the attraction of tourists, KEDC would support BOT by focusing on the attraction of commercial facilities needed to accommodate the tourists). Desired Outcomes. Data, manpower, and ideas from the retention/expansion staff and information resources are made available to BOT staff to support hospitality development. Measures. Number of responses, person-days dedicated, and lists of specific information, publications, or other services provided. 2.2.3.8.1.2 Small Business development. A key component of both retention/expansion and new firm attraction is the application of business development programs to assist fledgling businesses, or business concepts, into the mainstream of economic activity. This principle is discussed under Section 2.2.3.4, and strategies relating to this need are addressed in Section 2.2.2.1. Specific efforts to ensure that the fostering of small business/entrepreneurial opportUnities is part and parcel of the cluster-based Strategy should include the following: THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 40 Use "Cluster Task Forces" 'and "Cluster Leaders" to identify small business/ entrepreneurial niche opportunities related to the expansion of each targeted cluster Identify existing Kern firms/entrepreneurs with potential to capture identified expansion opportunities Publish opportunity 'tact sheets" to promote identified market niches to small business community Implement cluster-specific assistance programs to existing and start-up small businesses interested in pursuing the identified opportunities 2.2.3.8.2 Industry Attraction Programs. The five clusters where the emphasis is on attraction-include: · Financial services, · High-tech, · Textiles/apparel, · Chemicals/plastics, and · The Film portion of the tourism/retirement/film cluster. The Industry Attraction program has three categories of activities: 1) targeted recruitment, 2) maximizing the recruitment potential available through working in concert with Kern County economic development partners and networks, and 3) enhancing the awareness of Kern County as a desirable business/industry location. 2.2.3.8.2.1 Targeted recruiting ~ Generate contact database for Kern County's cluster target categories, with a focus on companies having a sound financial base, future growth potential, relatively high wage and salary rates, and a corporate culture that is comPatible with the Kern County business environment and residential lifestyle. Within the targeted firms described above, identify key decision-makers (or their site location consultants).~s Desired Outcomes. Immediate: Appropriate contacts for business recruitment initiatives identified Intermediate: Identified firms respond to offers of relocation assistance Measures. Immediate: The number of names of appropriate contacts Intermediate: The extent to which those identified respond.to County's offers Recruit new cluster-oriented economic activities and job opportunities to Kern County using contact database Desired Outcomes. New firms and expanded employment opportunities that complement and even enhance the Kern County landscape and the county's social, economic, and cultural environments. Measures. Number of "appropriate" firms established and jobs created. 18. Initial database will be provided by consultants for this project, and an ongoing process will be needed to update and expand the list. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 41 2.2.3.8.2.2 Maximize recruitment potential in concert with partners Be an active partner in recruitment efforts sponsored by others in the California development community. Desired Outcomes. To take full advantage of recruiting leads available through allies such as the California Trade and Commerce Agency, utility companies, CCVEDC, and others. Measures. Number of prospects identified through this means, and served by phone, mail, and site visit. Person-days devoted to active prospects (by firm). Expand involvement in networks that haVe international contacts. Concepts mentioned by persons commenting on the draft Kern County Economic Development Strategy include setting up foreign trade coordination offices in Europe and programs for worker and student exchanges. Desired Outcomes. An international prospect awareness campaign. Measures. Immediate: The number of agencies and organizations having contact with foreign companies, and that Kern County could become associated with, identified. Intermediate: Once the associations are formed and the awareness campaign is launched, the number of foreign companies contacted and the number of unsolicited requests for information or assistance received from foreign companies. Become an active partner in marketing efforts initiated by utilities, the California Trade and Commerce Agency, and others. Desired Outcomes. Providing ideas for structuring marketing initiatives and providing funding to help support leveraged m.arketing initiatives. Measures. Number of meetings with these partners and dollar amounts allocated to cooperative marketing initiatives. 2.2.3.8.2.3 Enhance awareness of Kern County to prospects Develop and implement a national marketing program that focuses on "Kern quality" cluster targeted industries. Desired Outcomes. A Kern County-specific marketing initiative that complements other regional initiatives but is tailored to the special wants, needs and attributes of the Kern County community. Measures. A staffed and budgeted marketing program. Cluster-specific marketing materials. Desired Outcomes. For each targeted cluster, develop customized marketing brochure materials. Prioritize brochure development. Measures. Number of brochures produced, revised, and distributed per year. Independent of partnerships, Kern County implements its own awareness-building initiatives. Desired Outcomes. Identification of new prospects from involvement in prospect missions, trade shows, national advertising, and direct mail campaigns. Measures. For each type of activity: a) the annual expenditures to support the activity, b) the number of inquiries generated by the activity, c) the number of qualified leads that required substantial follow-up, and d) the number of new firms that eventually invest in Kern County. There should also be an annual evaluation of the "soft benefits", e.g., being an active participant in recruitment networks, and the political benefits of being a 'I=HE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 42 proactive force in the development commUnity. 2.2.3.8.2.4 Incentives The local Kern County incentives that are of most direct appeal to new or expanding businesses are those providing rebates of sales taxes for acquisition of capital equipment, and property tax rebates for public improvements required to make a new or expanded facility operational. Because a $5 million investment is required to trigger eligibility for this incentive, it is not likely to apply to small business start-ups. Financing assistance is available through a local program, The Kern County Revolving Loa'n Fund (RLF), and statewide programs such as the Industrial Development bond (IDP) program. Both of these programs require extensive compliance procedures involving meeting specific benefit criteria (Iow and moderate income households, for RLF), and prevailing wage requirements for construction (both programs). During times when market interest rates are at reasonable levels, such as the present, programs such as these must be carefully considered by prospective users so that the programs do not "cost" more than they contribute to a business' bottom line. Specific incentives that apply to the Strategic Plan clusters include: · Textiles/Apparel, High-tech, Aerospace, Value-added Ag., Chemicals - plastics: Manufacturing Extensions Centers (MECs), not-for-profit Organizations created to deliver state-of-the-art engineering, marketing, and human resource consulting services to the state's small and medium-sized manufacturing enterprises · Textiles/Apparel, High-tech, Aerospace, Value-added Ag.: The International Trade and Transportation Center (ITTC), Kern's Foreign Trade Zone at Shafter, provides resources for export assistance in addition to the advantages of duty-free status within the zone. Action Items: Action items applicable to changing requirements for certai~ incentives, and providing additional incentives for small business activities, are discussed under 2.2.2.1, "Foundation Elements Objectives, Functional improvements", preceding. 2.2.3.8.3 Capacity building: Programmatic features related to both attraction and retention and expansion programs 2.2.3.8.3.1 Partnership interaction and communication Economic development is a management-intenSive function with a wide variety of activities demanding attention simultaneously. Networking is a key area of responsibility, and a very complex one. Economic development organizations have many different types of relationships with other organizations and categories of individuals, and response modes vary with each relationship. To help illustrate this point, a set of "relationship interactions" that pertain to the "coordinating" economic development organization is shown below along with a partial set of entities that are each involved with many of those relationships. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 43 Relationship Interactions Economic development partners Information databases California Trade & Commerce Prospecting leads Enterprise, other zones Strategic goals California Central Valley Economic Development CorP. (CCVEDC) Indication of problem areas Representational participation ETR Direction, leadership TeamCalifornia Program development, feedback Chambers of Commerce Infrastructure devel, needs and plans Board of Trade Marketing plans, materials Industry representatives Dissemination of results Kern County, cities in Kern. Financial support A strategic approach to these relationships is largely a matter of making certain that an appropriate coordinating economic development entity is designated for such tasks, and then ensuring that the necessary processes are integrated into other management duties of that entity. Action items that describe specific actions having to do with enhancing both partnership interaction and communication with partners as well as with prospects and the lay public are shown below: Partnership interaction Collaborate with Kern County partners to identify emerging business condition issues and to track established issues. Desired Outcomes. A current list of business condition issues that may require intervention by the business community or remediation by public officials. Measures. A list of issues identified and responded to. Nature of response. Maintain and enhance partnerships with public and private firms and agencies. Desired Outcomes. Gain more effective access to a broad range of community building organizations by building partnerships and strategic alliances that allow both the County economic development organization and the partner to leverage scarce resources. Measures. The number and nature of contacts with the organizations named. The contact may be as simple as attendance at a partners quarterly meeting or as complex as jointly undertaking a I~roject. Maintain an. active partnership with the California Trade and Commerce Agency. · , Desired Outcomes. California Trade and Commerce Agency provides marketing and recruitment services for Kern County and a number of other counties. Kern economic development representatives must keep abreast of the California Trade and Commerce Agency initiatives and provide input into the California Trade and Commerce Agency process at regular intervals. · Measures. A "calendar" of meetings attended and issues addressed. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 44 Stakeholder mixer. , Desired Outcomes. This mixer has two purposes. First, it draws existing businesses into the recruitment process. Second, it provides existing firms with the same information available to prospective firms in terms of the advantages of a Kern County location. Measures. The number of people attending the mixer, the position of each attendee within his or her firm, and the number of firms represented. Communication Document Kern County's comparative advantages (e.g. Iow costs, communications systems, amenities, existing base of industry, etc.) and monitor the variables that describe specific attributes. Desired Outcomes. There are several items here: On-line demographic trend data; economic trend data; economic impact analysis; labor and wage survey data; and Kern County market analysis. ~ Measures. Number of times per year that data are accessed to a) provide data for an unsolicited response, or b) provide data in response to a specific request. Document land and building availability. Desired Outcomes. Maintain current on-line data on land and building availability. Measures. Number of times per year that data are accessed to a) provide data for unsolicited responses or b) provide data in response to a specific request. Present the highlightsand key understandings of Kern County business location in a state-of-the-art format Desired Outcomes. Maintain an updated CD-ROM to make this presentation. Measures. The number of person-days per year required to maintain and update the system. The number of requests for this presentation. Partner with other agencies to augment data available on existing web site. Desired Outcomes. Current, in-depth site selection information for Kern County. Measures. The number of person-days required to design and build the web pages and the number of person-days per year required to maintain it.. Also, the number of "hits" per month once the additional web pages are in place. THE NATELSON COMPANY, INC. Kern County Economic Development Strategy -- Page 45 APPENDIX A CLUSTER EMPLOYMENT BY KERN COUNTY SUB-AREA KERN SUB-AREAS SIC DESCRIPTION Valley West Mountain Mountain East County I 2 Total Aerospace. 3724 Aimraft Engines and Engine Parts 0 0 0 0 170 170 4500 Transportation by Air 17 0 0 0 0 17 4510 Air Transportation, Scheduled 163 5 0 5 73 245 4520 Air Transportation, Non-scheduled 28 0 0 0 0 28 4580 Airports, Flying Fields and Services 106 0 0 5 314 425 Aerospace Totals 314 5 0 9 557 885 Chemicals - Plastics 2819 Industrial Inorganic Chemicals, nec 5 0 0 0 37 42 2822 Synthetic Rubber 0 0 0 0 37 37 2836 Biological Products, excpt. Diagnostic 17 0 0 0 0 17 2841 Soap and Other Detergents 17 0 0 0 0 17 2843 Surface Active Agents 5 0 0 0 0 5 2850 Paints and Allied Products 45 0 0 0 0 45 2873 Nitrogenous Fertilizers 5 0 0 0 0 5 2875 Fertilizers, Mixing Only 39 37 0 0 0 76 2879 Agricultural Chemicals, nec 64 5 0 0 0 68 2893 Printing Ink 22 0 0 0 0 22 2899 Chemical Preparations, nec 27 0 0 0~ 0 27 3000 Rubber and Misc. Plastic Products 5 0 0 0 0 5 3053 Gaskets, Packing and Sealing Devices 37 0 0 0 0 37 3082 Unsupported Plastics Profiles Shapes 37 0 0 0 0 37 3084 Plastics Pipe 111 0 0 0 0 111 3086 Plastics Foam Products 503 0 0 0 0 503 3088 Plastics Plumbing Fixtures 5 0 0 0 0 5 3089 Plastics Products, nec 55 0 0 0 0 55 5162 Plastics Materials and Basic Shapes 4 0 0 0 0 4 Chemicals - Plastics Totals 1,000 42 0 0 74 1,116 Financial Services 6020 Commercial Banks 1,081 69 35 56 126 1,367 6060 Credit Unions 287 17 0 29 17 351 6090 Functions Closely Related to Banking 46 0 0 0 0 46 6110 Federal and Federally-Sponsored Credit 17 0 0 0 0 17 6140 Personal Credit Institutions 197 0 0 0 0 197 6150 Business Credit Institutions 11 0 0 0 4 15 6160 Mortgage Bankers and Brokers 394 0 0 0 13 407 6280 Security and Commodity Services 30 0 0 4 3 36 6310 Life Insurance 132 0 0 0 0 132 6321 Accident and Health Insurance 4 0 0 0 0 4 6324 Hospital and Medical Service Plans 53 0 0 0 0 53 6330 Fire, Marine, and Casualty Insurance 770 0 0 0 6 776 6370 Pension, Health and Welfare Funds 24 0 0 4 0 28 6710 Holding Offices 28 0 0 0 I 29 6732 Educational, Religious, Etc. Trusts 11 0 0 0 0 11 6733 Trusts, etc. 15 0 0 0 0 15 6792 Oil Royalty Traders 15 0 0 0 0 15 6799 Investors, nec 19 0 0 0 4 23 7291 Tax Return Preparation Services 209 0 0 14 4 226 7322 Adjustment and Collection Services 170 0 0 0 0 170 7323 Credit Reporting Agencies 21 0 0 0 I '23 KERN SUB-AREAS SIC DESCRIPTION Valley West Mountain Mountain East County I 2 Total 7370 Computer and Data Processing Services 3 0 0 0 0 3 7374 Computer processing and data 104 0 0 0 2 106 'preparation and processing services 7376 Computer Facilities Management 0 0 0 0 1 1 7377 Computer facilities management services 3 0 0 0 0 3 Financial Services Totals 3,645 87 35 106 182 4,055 High-tech 3571 Electronic Computers 17 0 0 0 21 38 3589 Service Industry Machinery, nec 9 0 0 0 0 9 3624 Electronic and Other Electric Equipment 0 0 0 0 22 22 3651 Household Audio and Video Equipment 5 0 0 0 5 9 3663 Radio and TV Communications 5 0 0 0 0 5 Equipment 3672 Printed Cimuit Boards 0 0 0 5 0 5 3679 Electronic Components, nec 0 0 0 0 22 22 3694 Engine Electrical Equipment 21 0 0 0 0 21 3824 Fluid Meters and Counting Devices 22 0 0 0 0 22 3841 Surgical and Medical Instruments 153 ~ 0 0 0 0 153 3842 Surgical Appliances and Supplies 64 0 0 0 0 64 4812 Radiotelephone Communications 50 0 0 0 0 50 4813 Telephone Communications, expt. Radio 655 33 0 28 150 866 4830 Radio and Television Broadcasting 613 0 0 39 33 686 4890 Communications Services, nec 0 0 0 0 5 5 5045 Computers', Peripherals and Software 131 0 0 0 8 139 5047 Medical and Hospital Equipment 138 0 0 4 4 145 5065 · Electronic Parts and.Equipment 79 0 0 0 3 82 5087 Service Establishment Equip. -97 0 0 0 0 97 7371 Computer programming services ,79 0 0 0 11 90 7372 Prepackaged software 79 0 0 0 0 79 7373 Computer integrated systems design 9 0 0 0 I 10 7378 Computer maintenance and repair 34 0 0 0 6 40 7379 Computer related services, nec 31 0 0 0 4 35 8240 Vocational Schools 76 0 0 0 0 76 High-tech Totals 2,368 33 0 75 296 2,772 Textiles/Apparel 2270 Carpets and Rugs 0 0 0 0 37 37 2298 Cordage and Twine 5 0 0 0 0 5 2300 Apparel and Other Textile Products 0 0 0 5 0 5 2331 Women's and Misses' Blouses and Shirts 37 0 0 0 0 37 2391 Curtains and Draperies 9 0 0 0 0 9 2392 Housefurnishings 5 0 0 0 0 5 2394 Canvas and Related Products 17 0 0 0 0 17 2399 Fabricated Textile Products, nec 0 0 0 0 22 22 3140 Footwear, expt. Rubber 5 0 0 0 0 5 5131 Piece Goods and Notions 17 0 0 0 0 17 5136 '~ Men's and Boys' Clothing 4 0 0 0 0 4 Textiles/Apparel Totals~ 98 0 0 5 59 162 KERN SUB-AREAS SIC DESCRIPTION Valley West Mountain Mountain East County I 2 Total 'TouriSm/Retirement/Film 4700 Transportation Services 5 0 0 0 0 5 4724 Travel Agencies 175 0 0 27 88 290 4725 Tour Operators 0 0 0 0 14 14 4729 Passenger Transport Arrangement, nec 5 0 0 0 0 5 5270 Mobile Home Dealers 16 0 0 ~ 2 2 20 5540 Gasoline Service Stations 1,366 102 55 73 88 1,684 5560 Recreational Vehicle Dealers 221 0 0 0 I 222 5812 Eating Places 11,080 565 264 232 694 12,836 5813 Drinking Places 331 7 5 39 10 391 5910 Drug Stores and Proprietary Stores 1,072 66 8 50 41 1,237 5941 Sporting Goods and Bicycle Shops · 187 2 2 8 4 203 6030 Savings Institutions 250 ~ 13 0 0 0 263 6210 Security Brokers and Dealers 161 0 0 0 3 164 6510 Real Estate Operators and Lessors 628 19 4 38 39 728 6530 Real Estate Agents and Managers 831 4 41 4 119 999 6540 Title Abstract Offices 44 0 0 4 4 51 6550 Subdividers and Developers 4 0 0 0 0 4 6552 Subdividers and Developers, nec 126 13 4 0 4 146 6553 Cemetery Subdividers and Developers 74 0 0 0 1 75 7010 , Hotels and Motels 898 70 6 83 66 1,123 7032 Sporting and Recreational Camps 0 0 14 58 0 72 7033 Trailer Parks and Campsites 23 3 3 14 I 44 7260 Funeral Service and Crematories 154 17 0 0 5 176 7310 Advertising 14 0 0 0 0 14 7311 Advertising Agencies 81 0 0 3 0 84 7312 Outdoor Advertising Agencies 14 0 0 0 0 14 7352 Medical equipment rental and leasing 143 0 0 3 4 151 7514 Passenger car rental 47 0 0 0 I 49 7519 Utility trailer and recreational vehicle 17 0. 0 0 0 17 rental 7800 Motion Pictures 3 0 0 0 0 3 7812 Motion picture and video tape production 20 0 0 0 0 20 7822 Motion picture and video tape distribution 14 0 0 0 0 14 7992 Public golf courses 148 0 0 18 0 166 8000 Health Services 6 0 0 0 0 6 8050 Nursing and Personal Care Facilities 836 3 0 0 1 840 8060 Hospitals 10,836 118 0 118 60 11,132 8071 Medical laboratories 180 14 0 0 0 194 8080 Home health care services 514 0 0 0 0 514 8410 Museums and art galleries 0 0 0 0 1 1 8420. Arboreta and botanical or zoological 14 0 0 0 0 '14 · gardens Tourism/Retirement/Film Totals 30,536 1,017 405 772 1,251 33,982 Value-added Agriculture 2011 Meat Packing Plants 5 0 0 0 0 5 2013 Sausages and Other Prepared Meats 68 0 0 0 0 68 2015 Poultry Slaughtering and Processing 5 0 0 0 0 5 2024 Ice Cream and Frozen Desserts 380 0 0 0 .0 380 2026 Fluid Milk 37 0 0 0 0 37 2030 Preserved Fruits and Vegetables 5 0 0 0 0 5 2032 Canned Specialties 0 0 0 0 0 0 2033 Canned Fruits and Vegetables 74 0 0 0 0 74 2034 Dehydrated fruits, vegetables, soups 37 0 0 0 0 37 2048 Prepared Foods, nec 27 0 0 0 0 27 KERN SUB-AREAS SIC DESCRIPTION Valley West Mountain Mountain East County I 2 Total 2051 Bread, Cake, and Related Products 101 0 0 0 0 101 2053 Frozen Bakery Products, expt. Bread 376 0 0 0 0 376 2068 Salted and Roasted Nuts and Seeds 37 376 0 64 0 476 2084 Wines, Brandy and Brandy Spirits 37 0 0 0 0 37 2086 Bottled and Canned Soft Drinks 153 0 0 0 0 153 2087 Flavoring Extracts and Syrups, nec 153 0 0 0 0 153 2096 Potato Chips and Similar Snacks 64 0 0 0 0 64 2097 Manufactured Ice 45 0 0 0 0 45 2099 Food Preparations, nec 422 0 0 0 0 422 5140 Groceries and Related Products 19 0 0 0 0 19 5141 Groceries, General Line 80 0 0 0 0 80 5142 Packaged Frozen Foods 29 0 0 0 0 29 5143 Dairy Products, expt. Dried or Canned 79 0 0 0 0 79 5145 Confectionery ' 29 52 0 0 0 80 5146 Fish and Seafoods : 4 0 0 0 0 4 5147 Meats and Meat Products 75 0 0 0 0 75 5148 Fresh Fruits and Vegetables 388 0 0 0 0 388 5149 Groceries and Related Products, nec 272 0 0 4 6 281 5153 Grain and Field Beans 41 0 0 0 I 43 5154 Livestock 44 0 0 0 0 44 5159 Farm-Product Raw Materials, nec 146 0 0 0 0 146 5182 Wine and Distilled Beverages 30 0 0 0 0 30 Value-added Agriculture Totals 3,259 427 0 68 7 3,761 TOTAL ALL CLUSTERS ' 41,220 1,610 440 1,036 2,427 46,733 Sources: The Natelson Company, Inc. (TNCl); Zip Code Business Patterns (U.S. Department of Commerce); State of California Employment Development Department. CiTY OF BAKERSFIELD AB 939 COMPLIANCE UPDATE APRIL 1999 · Where is Bakersfield in terms of compliance with AB 939? Bakersfield exceeded the State's goal of 25% recycling in '1995, with 32%. The City has also been steadily increasing its recycling rate, which is currently 38%. · How has Bakersfield accomplished this much recycling? Bakersfield has pursued several kinds of recycling: 1. Residential Drop Off Centers for seven types of materials. (Newspaper, plastic, glass, cardboard, aluminum, tin, and junk mail) 2. Commercial Cardboard Collection Routes. 3. Seasonal Events: Telephone Book and Christmas Tree Recycling ~ Drives. 4. Residential Greenwaste Collection Routes. 5. Mt. Vernon Compost Facility for Wood and Trimmings. 6. Concrete and Paving Material Crushing. 7. Street Sweeper Dirt Reclamation. 8. Scrap Tire Recycling. · What are the numbers for each program? Drop off, cardboard, seasonal, and scrap tire recycling amount to 2% waste diversion. These programs cost the most per ton to operate, at over $60 per ton recycled. Greenwaste recycling accounts for over 28% diversion, at a cost of $22 per ton. This compares favorably to $29 per ton for landfill disposal. However, the fiat fee SMP S:~KBNOTES~AB939_PRSNT499.wpd April 6, 1999 PRESENTATION AB 939 COMPLIANCE UPDATE APRIL 1999 Page 2 structure for landfills does not currently pass landfill savings on to homes or bin accounts. Therefore, about $2 million per year for the .cost of recycling is provided through refuse collection fees. Concrete, paving, and dirt recycling diverts 8%. This program produces savings by avoiding landfill fees for private generators and the City. This differs from the other programs, because the landfill fees for these materials are charged by the actual ton. · What are the City's plans for reaching the 50% goal? Bakersfield is currently working with County staff on revisions to the AB 939 disposal formula. This will improve the Bakersfield's recycling rate by about 10%. A review of actual packer tonnage and operating data has shown that Bakersfield's disposal tonnage has been overestimated in the countywide estimates. Revising the formula will account for local recycling efforts. With correction of the reporting method above, Bakersfield will have 48% recycling. The next step will be to increase the existing woodwaste and inert material recycling volume. A variety of businesses (plumbers, roofers, remodelers, etc.) currently self-haul debris to the landfill. With information from an outreach program, many of these will be shown the economic benefit of redirecting building debris from landfills to recycling. This should enable Bakersfield to achieve the 50% recycling goal by the year 2000. · Are there other challenges once the 50% goal is reached? Yes - Bakersfield's biggest challenge will be to continue developing alternative markets for wood chips and mulch. Currently, much of the recycling success relies on wood chips being made into cogeneration fuel and compost. As the electrical power generation industry is phasing out wood fuel, Bakersfield is developing agricultural and other uses for recycled wood fiber. SMP S:\KBNOTES~,B939_PRSNT499.wpd April 6, 1999 From: Stan Ford To: Alan Tandy Date: Wednesday, April 07, 1999 10:22:41 AM Subject: -- Skateboard Park- Public Meeting We are targeting May 5 as the first public meeting on the skateboard park. Tentatively, 6:30 - 8:00 p.m. at Franklin school. Notices will go out at least 14 days before. We are working on the wording for the notices today. From: Stan Ford To: Alan Tandy Date: Friday, April 02, 1999 10:45:09 AM Subject: Re: roller stuff NOR tells me that they are considering a park that would be operated by a private party. NOR would provide the land and $200K they have. Park would be above ground, similar to what you have seen on ESPN. Operator would charge users a $25 annual membership and between $2-$5 per visit. The admission price depends if they are only retiring the operators debt or both the operators and NOR's debt. NOR is ready now. The operator they are negotiating with is not sure they can make a profit if they have to retire both debts. Concessions still be negotiated. I'll keep you posted. >>> Alan Tandy 03/12 10:02 AM >>> find out about NOR. prepare for the public input thing with two sessions- one at committee level - treat it almost like a zoning issue with posted and mailed notices- in fact environmetal work would be necessary to do this sok get guidance from Haristy on both please DEPARTMENT OF RECREATION AND PARKS DATE: April 6, 1999 TO: Alan Tandy, City Manager FROM: Stan Ford, Director of Recreation and Parks SUBJECT: Monthly Report for March 1999 Described below are the highlights of department activity for March. Detailed information on these, or any activity, is available. Please let me know if you require additional informatiOn. STAFF Ed Lazaroti, park supervisor, completed our application for Tree City USA. I am pleased to inform you that we have been notified that Bakersfield will receive this designation for the second consecutive year. Sally Ihmels, recreation supervisor, joined our staff and will have primary duties of aquatics and special events. RECREATION Lowell Neighborhood Community Center: Staff reports a total attendance of 1,170 for the month. Activities coordinated through the center include: Youth Basketball: The program had 360 participants and approximately 500 spectators. The league ended on March 6. Dance Classes: Ballroom dance had 155 participants and the Dip and Salsa class had an attendance of 80. Silver Creek Community Center: Total attendance for programs held at the center and pool (lap swim, leisure classes, after school, and rentals) was 1,663. Participation in other programs coordinated by center staffwas 1,111. Job Fair: Staff conducted a job fair at Valley Plaza Mall on March 31 and April 1 for summer positions. We received 113 new applications for positions in aquatics and recreation program positions. Additional fairs will be held at Bakersfield College and CSUB. All Nations Celebrations: We held the first two events of this series designed to celebrate different cultures and their influence. The first event was Irish/Scottish on March 16 followed by the Filipino celebration on March 23. This series continues on Tuesday evenings though May 4. Upcoming nights are African-American, Pacific Islander, Asian, Mediterranean, and Hispanic. Bakersfield Regatta: As I mentioned on a previous note, the Bakersfield Regatta is one of five finalists nationally for selection as the National Recreation and Park Association's Millennium Project initial program. PARKS Grissom Park: New playground equipment was installed. This is a composite structure designed for children between the ages of 2 and 5 years. Jastro Park: The stage/theater was repainted to match the amphitheater at Beale Park. We would like to thank the staff from General Services, especially Robert lacopetti and Clarence King for their work. Kern River Parkway: Terry McCormick, park supervisor, coordinated the placing of four boulders in the parkway. Each boulder has a plaque that identifies the indigenous plant or animal species to the area. Landscaping: Nell Tierney and Lee Ochoa, park supervisors, are currently involved in several re-landscaping projects around the city. We are also preparing to install several new park signs. c: Citizen's Community Services Advisory Committee Alan Christensen, Assistant City Manager John Stinson, Assistant City Manager Department Staff DEPARTMENT OF RECREATION AND PARKS DATE: April 2, 1999 TO: Alan Tandy, City Manager FROM: Start Ford, Director of Recreation and Parks SUBJECT: National Aquatic Safety Award It is my pleasure to inform you that our aquatics program has received the "Bronze National Aquatic Safety Award" from the international firm of Jeff Ellis & Associates. A copy of the notification letter is attached. The city is one of only 43 recipients of the award which represents only 3% of their 1,345 client facilities worldwide. Staff earned this honor by exceeding established safety standards and exhibiting professional excellence in the performance of their duties. Linda McVicker and her staff should be commended for providing the citizens of Bakersfield with one of the safest aquatic environments in the world, as well as being excellent representatives of the city of Bakersfield and its' staff. c: Citizen's Community Services Advisory Committee Alan Christensen, Assistant City Manager John Stinson, Assistant City Manager Department Staff JEFF ASSOCIATES INC · "INTERNATIONAL AQUATIC SAFETY CONSULTANTS' PUBLIC RELATIONS OFFICE: 1201 EAST GROVE ST. · BLOOMINGTON. IL 61701 · (800) '/42-8720 · FAX: (309) 829-5267 ~ E-Mail: marko@¢a.jellis.com OOSTMAN Director March 20, 1999 Ms, Linda McVicker~ Bakersfield Parks & Recreation 4101 Truxtun 'Avenue Bakersfield, CA 93309 Re: "1998 BrOnZe,National AquatiC Safety Award" Dear Ms. McVicker: We are pleased to notifY you thatYour lifeguard staff has been awarded our firm's Prestigious ,Bronze National Aquatic Safety Award" pursuant 'to 'consistently '"exceeding" our criteria for aquatic safety certificatiOn this year. While I am sure that the swimmers who frequent your aquatic facilities already recogniZe the professionalism exhibited by your· lifeguard staff, it is important to · inform them that only.Forty-three (43.)'of~ once thousand, three hundred, and forty fiye(t345).E&AT~ aquatic faciiities earned, this.diStinction in 1998: Accordingly,' ' they are consistentlY being afforded With the'highest degree of swimmer .'. '.. ..prOtection .currently available fOr the aquatic industry. . Please extend-our profoUnd'congratulations to every member, of Your aquatic ...... safety staff for their COmmitment to "profeSSional` excellencei' and deSire to "'make , _ . a diff, erence~' for.thOse'who frequent your aquatic.facilities. .- .. . . ,. Sincerely yoursi · ~ .". ,', 'JeffEll?.. ~s.tman' ~,~~ Marketing/Public RelatiOns MAO/bw ' BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: Alan Tandy, City Manager FROM: Theodore D. Wright, Civil Engineer IV ~N~ THROUGH: Raul M. Rojas, Public Works Director'"' DATE: April 9, 1999 SUBJECT: CIP STATUS REPORT - APRIL 1999 Attached is the status report for the Capital Improvement Program. The CIP status report is comprised of the following sections: 1. Notices of Completion filed; 2. Status of pre-FY 1998-99 and FY 1998-99 CIP projects; and 3. Construction Inspection Status Report. The following Notices of Completion were filed since the last status report: T8K055 Traffic Signal, Lighting System, Panorama Drive at River Blvd. KEN616 Storm Damage Repair of Roadway Curb & Gutter and embankment Panorama Drive 4- 200 feet east of River Blvd. P6K007 Domestic Water Mains for Union Avenue No. 10 Annexation T8K056 Traffic Signal, Lighting Installation on Mt. Vernon & Route 58 eastbound ramps TSK057 Traffic Signal, Lighting System White Lane at Mountain Vista Drive P7H002/ Fire Station No. 11 Site Improvements P7H211 G:\GROUPDAT~lemo\ClP~apri199. wpd PRE~ 1998/1999 ~" City of Bakersfield Public Works Department Pre 1998-99 Capital Improvement Program Schedule - 4/9/99 Ward Proj. No. I De_-~;:ription Oct '98 Nov '98 Dec '98 Jan '99 /Feb '99 Mar '99 Apr '99 May '99 Jun '99 Jul '99 Aug '99 Sep '99 7 E8K027 SEWER REHAB., PUMP STA. - PLANT_./BENTON ~-C0~t?~i~to r ~-vC~iti n ~ .... Design I delivery of equipment. , Bid Request/Award l C~nstruction ' otice to roceed ~ Notice of CompletJon 7 T8K002 B~IDGE IMPROV. - WHITE LANE/99 (PSR) , Consultant Procurement ~ Award of Contract Study ~ Study Approval ALL E6K008 SEWER CONSTRUCTION, TELEMETRY - PH II Design Bid Request/Award Construction Notice to Proceed ~ ~ Notice of Completion 6,7 T8K035 STREET IMPROVEMENTS - PANAMA LANE Design Construction Bid Request/Award ~dvertisef!rBidSNo~e:.Wardo~Bid ~ ~ ~ Notice of ~ ~ompletion 2 P8D001 REPAIR PARKING GARAGE Design . ~ PJ an Approval Bid Request/Award ertise for ~ids ~ A ~ward of Bi~ Construction Notice toI Proceed ~ ~.'~.r~, ~ ~ I~ otice of Completion 6 T8K040 SIG. MOD. (CHANNELIZATION)-WHITE/AKERS Design Cont~§'~fo-r ~-aiti~-g B~ Request/Award ~ Award of Bid ifc_r_ pol~es. (2-3~__ ! -- Construction Notice to )roceed <~ .~ ~ ~ Notice of Completion 3 T8K065 SiGNAL, NEW-COLLEGE/FAIRFAX Design . , , ,. ~ . -.,~ Plan Approval Bid Request/Award Advertise for Bids Award o I~ Bid Construction [ Not, ice to Pro, ceed ~ ~ Notice of Completion G:\ENG\SHARED\WINPROJ\DANI~APRILPRE.MPP Page 1 of Design 1 " City of Bakersfield Public Works Department Pre 1998-99 Capital Improvement Program Schedule - 4/9199 Ward Proj. No. Description Oct'98 ! Nov'98 ! Dec'98 ! Jan '99 ! Feb'99 ! Mar '99 ! Apr'99 ! May'99 ! Jun'99 ! Jul '99 ! Aug '99 ! Sap'99 1 T8K056 SIGNAL, NEW- EB SR 58/MT VERNON : ~ : (~3n'structJon ................ , i NOtice to ProCeed : ; : '. Noti~ e of completion i :i 4 TSK050 SIGNAL, NEW - WHITE/BUENA VISTA :: i :~ Pr-(~j~-(~t-~lel~-d-~l~e t~3-c~-stl~ &-C~3~k-~o~l~r-u-cti:o-n --- i ~ of Buena Vista Road and due to Allen Road Trunk Design i ~ ............. Sewer construction. Bid Request/Award id i ...... ; ................. Construction :': .... :: ....... i ......... Noticei ............. to pr°ceedi ~ ii ........ :i :i ~ ~otice of Completion 4 T8K052 SiGNAL, NEW - BUENA VISTA/MING i i i i i : i ues~gn i i i i I Cooke construction of Buena Vista Rd. i i Bid Request/Award id i : i i Construction · :: :: ! NOtice to prOceed ~ : : : ~ No'iCe of completion 6 TSK046 STREET IMPROVEMENTS -ASHE/HARRIS : Design i ~ ~ Plan ApProval 4 E6K017 Sewer Rahab. - Manholes (Hageman Rd) i Design ~ Plan ApProval : Bid Request/Award Advertise for Bids <~ .,I : ......~ :.Award of Bid : ! Construction : i iNotice to'Proceed ~ I I ~ Notice o~ Completion 7 E8K040 S~wer Const. - Panama No. 12 Annex. Area i i i i : i : Bid Request/Award ~ · ~:, , ;,~ ~,~.~ Award of Bid i : Construction i Notice to Proceed ~ ~, , ........ ~ Notice of Completion .4 E7K001 S~wer Construction-Main (Allen Road) Design i :: ! Bid Request/Award ~ Construction Notice to Proc&ed ~ · i. i i .... ..... ~ : : ~ Notic G:\ENG\SHAEED\WINPEOJ\DANI~.PEILPEE.MPP Page 2 of Design 1 City of Bakersfield Public Works Department Pre 1998-99 Capital Improvement Program Schedule - 4/9/99 Ward Proj. No.Description Oct'98 ! Nov '98 ! Dec'98 ! Jan'99 [Feb '99 ! Mar'99 ! Apr'99 ! May'99 ! Jun '99 ! Jul'99 ! Aug'99 ! Sep'9~ I E6K004 WW"I' Plant 3 Upgrade/Expansion Design ....... i ........... :: ....... i .......... i ........ :: ......... i ...................... ~ ~ues~A~'~ i ....... i i ........ i ....... :, ....... i . .................. Construction 1 E6K004 WWT Plant 2 Upgrade/Expansion ................... Bid' R~quest~wai:ci ................... :'Construction G:\ENG\SHARED\WINPROJ\DANI~APRILPRE.MPP Page 3 of Design 1 1998/1999 City of Bakersfield Public Works Department 1998-99 Capital Improvement Program Schedule - 4/9199 Ward Proj. No. Description Oct '98 Nov '98 Dec '98 Jan '99 Feb '99 Mar '99 Apr '99 May '99 Jun '99 Jul '99 Aug '99 Sap '99 2 P8K00$ AMTRAK STATION Design 0 Plan App~ oval Bid Request/Award Advertise for t~ids . ~ Award of Bid Construction Nc tice to ~roceed $ E9K008 STORM DRAIN CONST- DESERT HILLS Design ~ Plan Approval Bid Request/Award tise for Bids ~l ~ Award of Bid Construction Notice to Proceed ~. ~ Notice of ~ :ompletion 3 KEN616 STORM DAMAGE REPAIRS-PANORAMA DRIVE Design. ' Plan Approval i Bid Request/Award tise for Bilcls 4~ Award of Bid I Construction Notice to Proceed ; A Notice o ~ Comp. etion 4 P8K006 SIGNAL NEW, S STREET AT TRUXTUN AVENUE Design~~:~:~ ~ Award o~/~lan ApprovalAwa -- I Bid Request/Award s rd oi Bid Construction Notfcet~4~-~--l~ N, )tice of Completion 2 P8K006 DesignSIGNAL NEW, CALIFORNIA AVE. AT A AND G ST ~ · I ' .; ,~ ~ Plan Approval -- - Advertise for wids Award of ~ 3i(~ _ Bid Request/Award Construction Not~e to ~roceed ~ .......... I ~ Notice of Completion 4 T8K059 sIGNAL, NEW - BRIMHALL RD/JEWETTA AVE -A~jre-em~ht' W th Nb~th B~E~r~fi~ld ~P~fk§ Design r .... ~, ..,~? ....... .... '~, Plan Approval~ ~ ' Bid Request/Award Advertise)' for Bids I~N~.' A ~rd_~fl lid '-CC?-e-e-t-!ng°f2/-2-4'/99~iC~'-'-i~ .........~-- Construction . otice to roceed ~ ~ Notice o omp etion VAR T9K008 SIDEWALK RECONSTRUCTION ~ Plan Approval C°n'tract for;treat m;terials anda Design Bid--Request/Award Adve~rtise for Bids ~ Awar~ of Bid curb and gutter. G:\ENG\SHARED\WINPROJ\DANI~APRIL.MPP Page 1 of Design 3 City of Bakersfield Public Works Department 1998-99 Capital Improvement Program Schedule - 419199 Ward Proj. No. Des__cription Oct '98 Nov '98 Dec '98 Jan '99 Feb '99 Mar '99 Apr '99 May '99 Jun '99 Jul '99 Aug '99 Sep '99 2 TTK025 BRIDGE CONST., Q STREET GR. SEPARATION D~sign ~ Plan Approval Bid~Request/Award Ad I vertise for Bids A A. Award of 3ie Construction N ~otice toProceed @ 5 E8K028 SEWER REHABILITATION, STOCKDALE Des~ggn I ~ Plan Appr ~val Bid Request/Award Advertise for Bids a. ~ Award of Bid Construction N )tice to Proceed 4 ~ Notice of Completio 4 P9K00$ COFFEE ROAD SOUND WALL Design ~ !'lan Approval | Bid Request/Award Advertise for Bids L. ~ Award of Bid Construction Notice,! to Proceed ~ ~ I~ otice of Completion J P ~°J~6t-d el~ie~ 'pendih~l- 1,7 P9K00$ STREETDesign IMPROVEMENTS - $OUTHGATE completion ..... of annexation. Bid Request/Award I Construction 2 T9K053 TOC INTERCONNECT (TRUXTUN, N TO BEALE) Design ~ ~ Plan Approval Bid Request/Award Advertise or i s Iward of Bid Construction ' ^ ~ Notice of Completion 1,7 T9K053 TOC INTERCONNECT (H, WHITE TO BRUNDAGE) Design__ ~ .~ ~e~i~e io~ "ids~~ Plan/i 3prova~ Bid Request/Award · · ..,, ,,,,, Award of Bid Construction Not~ce to Proceed ~ ~ Notice of Completion 2 P9K009 R~-CYCLE FACILITY, SVC PAD / DeSign ~ . .. .~ ....... ~ Plain Approva~ Bi~ Request/Award Advertise for Construction ! otice to Proceed NO~rrCe of Com,pletion G:\ENG\SHAEED\WINPEOJ\DANI~APEIL.MPP Page 2 of Design 3 City of Bakersfield Public Works Department 1998-99 Capital Improvement Program Schedule -4/9/99 Ward Proj. No. Description Oct'98 I Nov'98 I Dec'98 I Jan'99 I Feb'99 I Mar'99 I Apr'99 I May'99 [ Jun'99 [ Jul'99 I Aug'99 I Sep'99 2 E9K004 SE~ER REHABILITATION, B STREET i ......... B~d Request/Award ! : i i Advertise forBidS ~ Award of Bid i :: Construction i i : i Notice to Proceed ~ ! ! ~ Notice of Comp VAR. T9K005 STREET RESURFACING ! i ! i i Design Bid Request/Award Advertise for Bids ~ I ~ ~Award of Bid Construction ~ : i i : Noticeto Proceed ~ ~ Notice of Com 5 P91001 POLICE PISTOL RANGE CLASSROOM i i i i ! i i i ~ I I I ~ Plan Approval i Bid Request/Award Advertise for Bids ~ Award of Bid i Construction ~ : No! ice to proceed ~ i ~ i. Notice of Completio 4 E9K013 SEWER CONSTRUCTION - PALM i g i i: : :. , 'lan Approval i il annexation vote. .................. Bid R~q~est/iA~ard ........ i ............ i ....... iAd~erti~ie'fOrBi~s '~ i ...... ~"A~ard ~fBi~ ~ ....... ! ......... i ...... ' i i i i i i N, )tice to Proceed ~ i ~ NOtice of Completion 3 T9K012 I NOR'F-HEAST BIKE PATH i ! i i i i i ~~--~- Design ..... i i .... i i i i ~ iPlan ApprOval i i studies prior to allowing City to proceed with final plans and specs. These add'l studies are on-going. I ..... i ........ Construction ~ i ..... ~ ..... T ..... i ....... : No~ce zo--I.'roceea % 7 E9K005 STORM DRAIN CONST. BENTON/MING Design ii i: ~, ....... } i ............. .> 'lan APproval i i i Bid Request/Award Advertise forBids ~ Award of Bidi Not rce to prOceed ~ ' ~ Notice of completion 2,5 TEK081 24TH~STREET SAFETY IMPROVEMENTS : i ! i i i i i ~ i : J J ~ Plan Approval Bid Request/Award I : i: i Notic~ to Proceed ~ : G:\ENG\SHARED\WINPROJ\DANI~AP~IL.MPP Page 3 of Design 3 City of Bakersfield Public Works Department 1998-99 Capital Improvement Program Schedule -4/9199 -Ward Proj. No.Description Oct'98 ! Nov'98 ! Dec'98 ! Jan'99 ! Feb'99 I Mar'99 ! Apr'99 ! May'99 I Jun'99 ! Jul '99 ! Aug'99 ! Sip'99 I E7K005 SEWER REHAB MAIN - SO. CHESTER AVENUE i i Design i 0 i .......... i i ........... i ........ i" ~ PianApproVal i Bid Request/Award i i i i Advertise fo~ Bi:Is ~ ~ i ~ Award of Bid i: : 2 QSK003 ConstructionN~URAL GAS FUELING STATION :' ...... Notice t° Proceediii ~ .......... iii :ii ............ : Design 01 ~i Plan APProval Bid Request/Award i i !! i i i Al lvertiseI for Bids ~ i ~ Award of Bid Construction i : Notice to Proceed ~ : :! 2 E9K009 STORM DRAIN CONST., MYRTLE/BANK ~ i ! i i i i i i : ' ' i~ Plan APProval Bid Request/Award i i Adve~ ise for Bids <~ Award of Bid Construction " Noticei ......... to Proceed! .......... ~ i ........ ~ ::Notice:: ......... of Completio:: ...... I T8K079 STREET IMPROVEMENTS -CASA LOMA i :: i :: i ! i i .......... i .......... i i~ClP ~pT6j~-c't-t6 b-e-~;~ ................ DeS'i'g~ .... ii ........... ii ........... ~ ! ......... i. ........... i, ~ plan ApproVal i il bY City '°rces 4'22' Bid Request/Award i i i i Advertise fo/ Bi :Is ~ iAward of Bid : ................................................................................................................3 T9K015 SIGNAL,C°nstructi°nNEW- COMMANCHE RD/SR 178 NOtice: ......... to PrOceed! ...... ~ i!: ....... ii: .......... iii ........... ~ No ..................... De~'ign i ......... i ...... i ~ ....... :: ...... i ....... i i .................. :: ...... :: ............ i ......... i ........ i ~ Plan ApproVal Bid Request/Award i :: i :: Adw ;rtise for Bids ~ Award of Bid : Construction ii Notice to'Proceed ~ i :' 4 E9K010 SEWER LIFT STATION IMP. - BOCA i i Design ! i i i!~ i ~ i Plan ApprOval Bid Request/Award Advertisei for Bidsi ................ ~i ................... Award of Bid i:: ........ i ............ Construction__ i ....................... ~ .......... : Noticei .................. to Proceed: ......... ~ : ............ 2 T8K080 WTR SYSTEM UPGRADE - CHESTER AVENUE i i i ~ i ! i i i ....... Design i .......... i ~,i~.., i!.':i .... i ii ............. i ~ Plan Approval ,. ................... ,~-.-: .:. ;.~ ........ ~ i ......... [-PF6je~t-Pl§h~-a~l-Sp~c~ ~ -~ ..... i .......... i i .............. :: ....... i ................. i ............ :: ............ ~a i-<equesuAwara i /be ng prepared by Cai-Water / i !A~lvertise'forBids ~ i ~ AwardofBid Const uct~on i i i i i i i Notice to Pro.reed C:\EN(~\SHARED\WINPROJ\DANI~APEIL.MPP Page 4 of Design 3 City of Bakersfield Public Works Department 1998-99 Capital Improvement Program Schedule -4/9/99 Ward Proj. No. Des-~ription Oct'98 I Nov'98 ! Dec'98 ! Jan'99 I Feb'99 ! Mar'99 ! Apr'99 ! May'99 ! Jun'99 ! Jul '99 I Aug'99 ! Sep'99 I E9K014 SEWER TRUNK LINE STUDY ~ ~ Study/Design i ~ . ~ Study APproval .......................... Bid R~qL~e'~t/Award ', ................. i. ......... 'i 'i ......... ~ .......... il .... ~ .... i ........... i ........ 2 T4K055 'C~tructi0r~sT~EET IMPROVEMENTS ........... - LAKE ST. AREA i: ......... Notice to Proceedll ......... ~]i ....... :iii .............. Design i ........ ii ........ ![ ........ i ...... ,'i ....... i' i i ~PlanApproVal ........................ Bid Request/~a~dAdvertisei ........... foJi Bids ......... ~i ............. AWardi ....... of Bidi ............ Construction i .......... i ....... Notice [ ............... to Proceed i .......... ~ :.~' ............ 2 P9K007 DOWNTOWN FLEET FACILITY i i ~ i i i ~ i i Design i a. I I ! ! ! I ~ Plan ApproVal Bid Request/Award : Advertise~ fo~Bidsi ~ :: :: ............. ~ Award! ....... of Bi Construction i i i Notice to: Proceed 4,5 E9K001 SEWER CONSTRUCTION. MOHAWK : Design ......... i ...... [ ......... ~: ......... ~: ....... :: ........ :: ~ : :~ Plan A~proval :: Align~n~-nt-5~in~re~i~e-d ~o~ddr~s§-c~n~erns ~-157~'§~-d b~y-K~h-- '- j. :: ........ i ...... :: ....... i i ....... [ ......... Bid Request/Award Water Agency regarding Cross Valley Canal. Revision to i i AdvertiSe for Bids l ~ : ~ AWard of Bid Construction environmental document currently being prepared. .......... '""i ............. ! G:\ENG\SHARED\WINPROJ\DANI~APRIL.MPP Page 5 of Design 3 CONSTRUCTION INSPECTION PROJECT STATUS SUBDIVISION CONSTRUCTION INSPECTION PROJECT STATUS -- SUBDIVISION 04~01/99 P.M. OR DEVELOPER/ % TRACT ~S LOCATION CONTRACTOR INSPECTOR COMP. BUENA VISTA RD. RECONSTRUCTION CASTLE & COOKE LESH 80% STOCKDALE HWY. RECONSTRUCTION CASTLE & COOKE LESH 100% VALLEY PLAZA STORM DRAIN COLOMBO CHOATE 100% PM 9329 STOCKDALE HVVY, CSUB - OLD RIVER CASTLE & COOKE LESH 100% PM 10054 COFFEE RD. & OLIVE DR. LESH 0% PM 1036~1 COFFEE RD. & HAGEMAN LESH 10% PM 10406 CALLOWAY DR. N/OF STOCKDALE GLENWOOD GARDENS LESH 90% PM 10426 GOSFORD & MCNAIR CASTLE & COOKE MITCHELL 0% PM 10456 COFFEE RD {~ ROSEDALE HWY HOPPER PROPERTIES PIERCE 100% TR 5362-1&2 WIBLE & HOSKING MELVIN G. DAVIS MITCHELL 0% TR 5369 MONITOR & PACHECO AMERICAN HOME ALLIANCE MITCHELL 30% TR 5426-B & C S/O STOCKDALE, W/O OLD RIVER CASTLE & COOKE LESH 99% TR 5426-D STOCKDALE & OLD RIVER CASTLE & COOKE LESH 95% TR 5426-E STOCKDALE & OLD RIVER CASTLE & COOKE LESH 85% TR 5426-F STOCKDALE & OLD RIVER CASTLE & COOKE LESH 50% TR 5426-G S/OF STOCKDALE & W/OF OLD RIVER CASTLE & COOKE LESH 100% TR 5427 OLD RIVER & MING AVE. CASTLE & COOKE LESH 10% · TR 5429-A, F WHITE LANE & OLD RIVER -- PRIVATE TRACT CASTLE & COOKE-PRIVATE MITCHELL 95% TR 5433-3 AKERS N/OF BERKSHIRE ENNIS DEVELOPMENT MITCHELL 30% TR 5433-4 AKERS N/OF BERKSHIRE ENNIS DEVELOPMENT MITCHELL 90% TR 5478-3 COFFEE RD S/O OLIVE DRIVE HINESLEY LESH 30% TR 5489-C BRIMHALL & OLD FARM CASTLE & COOKE LESH 100% TR 5552-A & B RENFRO RD. & STOCKDALE HWY. WEST KERN DEVELOPMENT LESH 30% TR 5594-C HAGEMAN & OLD FARM ROAD TURMAN LESH 95% TR 5596-2 - 5 HAGEMAN & VERDUGO FLOYD HINESLEY LESH 0% TR 5600-C AKERS & HOSKING TURMAN MITCHELL 99% TR 5646-2 FAIRFAX RD ~ VALLEYVlEW DR W.D.J. CORPORATION MITCHELL 75% TR 565~ 1 - 8 HAGEMAN W/OF CALLOWAY COLEMAN HOMES LESH 10% TR 565(~D HARRIS & RELIANCE CASTLE & COOKE MITCHELL 99% TR 5680-C E/OF CALLOWAY S/OF BRIMHALL CASTLE & COOKE LESH 95% TR 5680-E E/OF CALLOWAY S/OF BRIMHALL CASTLE & COOKE LESH 35% TR 5680-F E/OF CALLOWAY S/OF BRIMHALL CASTLE & COOKE LESH 90% TR 5684-1 E/OF JEWETFA ~ SHELLABARGER CARRIAGE HOMES LESH 40% TR 5684-2 E/OF JEWETTA ~ PALM CARRIAGE HOMES LESH 40% TR 5688-L HARRIS & SUMMER SPRING KYLE CARTER MITCHELL 70% TR 5716-5 MEACHAM & MAIN PLAZA DEWALT LESH 90% TR 5716-7 MEACHAM & MAIN PLAZA DEWALT LESH 30% TR 5716-8 MEACHAM & MAIN PLAZA DEWALT LESH 30% TR 5728-3 JEWETTA & HAGEMAN DEWALT LESH 40% TR 5804-2 MESA MARIN & CAMINO LA PAZ LA HACIENDA INC. PIERCE 100% TR 5809-C PANAMA LN. & UNION WATTENBARGER MITCHELL 90% TR 5827-A,B&C BRIMHALL ROAD E/OF JEWETTA CASTLE & COOKE LESH 60% TR 5835-C HARRIS & ASHE CASTLE & COOKE MITCHELL 99% TR 5836-A CALLOWAY S/O BRIMHALL CASTLE & COOKE LESH 90% 04/01/99 PAGE 2 P.M. OR DEVELOPER/ % TRACT ~S LOCATION CONTRACTOR INSPECTOR COMP. TR 5844 A,D PANAMA LN. & RELIANCE CASTLE & COOKE MITCHELL 95% TR 5844-B,C PANAMA LN. & RELIANCE CASTLE & COOKE MITCHELL 60% TR 5845 A&B PANAMA LN. & RELIANCE CASTLE & COOKE MITCHELL 99% TR 5845-C PANAMA LN. & REMANCE CASTLE & COOKE MITCHELL 60% TR 5845-D PANAMA LN. & RELIANCE CASTLE & COOKE MITCHELL 60% TR 5845 -E&F PANAMA LN. & RELIANCE CASTLE & COOKE MITCHELL TR 5846-A HARRIS & ASHE CASTLE & COOKE MITCHELL 50% TR 584~B - D HARRIS & ASHE CASTLE & COOKE MITCHELL 0% TR 5848A,B&C CAMPUS PARK/OLD RIVER CASTLE & COOKE MITCHELL 99% TR 5848- E - I PACHECO & OLD RIVER CASTLE & COOKE MITCHELL TR 5853 PANAMA LN. & RINGSDALE CT. MACHADO MITCHELL 20% TR 5859 i NW CORNER PANAMA & UNION CARRIAGE HOMES MITCHELL 95% TR 5861-BIAKERS & HOSKJNG TURMAN MITCHELL 99% TR 5861-C AKERS & HOSKING TURMAN MITCHELL 40% TR 5869-2 CALLOWAY S/O BRIMHALL BURLINGTON LESH 90% TR 5872-1 WHITE LN. & MOUNTAIN VISTA MIKE SOPER MITCHELL 99% TR 5872-2 WHITE LN. & MOUNTAIN VISTA MIKE SOPER MITCHELL 95% TR 5876-A MING & OLD RIVER CASTLE & COOKE LESH 90% TR 587~B MING & OLD RIVER CASTLE & COOKE LESH 100% TR 5876-C MING & OLD RIVER CASTLE & COOKE LESH 90% TR 5876-D MING & OLD RIVER CASTLE & COOKE LESH 50% TR 5876-E MING & OLD RIVER CASTLE & COOKE LESH 90% TR 5876-F MING & OLD RIVER CASTLE & COOKE LESH 90% TR 587~G MING & OLD RIVER CASTLE & COOKE LESH 45% TR 5877-B MING & OLD RIVER -- PRIVATE CASTLE & COOKE LESH 100% TR 5892 VERDUGO & NORIEGA BRIAN BATEY LESH 100% TR 5895-1 S. "H" S/OF WHITE LANE CEMLAND DEVELOPMENT MITCHELL 60% TR 589~2 S. "H- S/OF WHITE LANE CEMLAND DEVELOPMENT MITCHELL 40% TR 5907-A&B FARMERS CANAL & SEASONS DRIVE NORMAL DEVELOPMENT MITCHELL 60% TR 5921-1 CALLOWAY DR. & NORRIS RD. KYLE CARTER LESH 30% TR 5924 E. BRUNDAGE LN. & OSWELL ST. ADVANTAGE HOMES MITCHELL 30% TR 5932 CALLOWAY & VERDUGO COLEMAN HOMES LESH CONSTRUCTION INSPECTION PROJECT STATUS CAPITAL IMPROVEMENTS 04~01/99 START EST. COM % PROJECTS TYPE CONTRACTOR 'INSPECTOR DATE DATE COMP ALLEN RD-BUENA VISTA TO PALM CONSTRUCT TRUNK SEWER UTAH PACIFIC CONST. HUDIBERG 12/15198 08/26/99 15% AMTRAK SITE -- "Q" ST UNDERpAss DEMOLITION JOHN BECK CONST. MILLWEE 02/16/99 03/31/99 99% BUENA VISTA ROAD ~REPLACE TRUNK SEWER UTAH PACIFIC CONST. BOLANOS 12/17197 03/15/99 98% BUENA VISTA RD & MING AVENUE 'TRAFFIC SIGNAL A C ELECTRIC MAHAFFEY 03~29~99 05114199 10% BUENA VISTA RD & WHITE LANE TRAFFIC SIGNAL A C ELECTRIC MAHAFFEY 05/15199 0% CALIFORNIA AVE (~ "A" ST. & "G" ST. TRAFFIC SIGNAL A C ELECTRIC MILLWEE 03101/99 05/01199 48% DESERT HILLS DRIVE STORM DRAIN BACKHOE SERVICE WEAVER ~04105/99 05~07~99 0% FAIRFAX (~ COLLEGE TRAFFIC SIGNAL GRANITE CONSTRUCTION ! 05/01'199 0% HAGEMAN RD--COFFEE T© FRUITVALE RECONST. SEWER MANHOLES HPS PLUMBING SERVICES 03/15/99 0% PANAMA LANE & STINE ROAD STREET WIDENING GRANITE CONSTRUCTION 05101/99 0% PANAMA NO. 12 INSTALL SEWERS E & M CONSTRUCTORS CHOATE 03108/99 04129/99 70'%' PLANT NO. 3 CO-GENERATION UPGRADE KAWEAH CONSTRUCTION KLOEPPER ~12/02198 06~03~99 5% PLANZ ROAD (~ BENTON CONSTRUCT LIFT STATION W.U. LYLES ALLEN ~ 04/05/99 06/07/,9, 9 0% S.H ST-WHITE LN TO BELLE TERRACE SIGNAL INTERCONNECT LEO TIDWELL 05/15199 0% SEWER PLANT N©. 2 PLANT UPGRADE/EXPANSION KIEWIT PACIFIC aLACKNEATCH 01/03/98 08/01/99 87'% SEWER PLANT NO. 3 LAB EXPANSION JTS CONSTRUCTION KLOEPPER 10/07198 03/15/99 100% SEWER PLANT NO. 3 PLANT UPGRADE/EXpANSION KAWEAH CONSTRUCTION SVENDRUP 07101197 04/15199 98% TRUXTUN ~.."S" STREET , TRAFFIC SIGNAL GRANITE CONSTRUCTION MILLWEE 102101199 03/15199 100% VARIOUS STREETS LIFT STATION TELEMETRY TESCO CONTROLS ALLEN 103/01i99, 04~23~99 75% VARIOUS STREETS -- 1996/97 FY RESURFACING GRIFFITH COMPANY BOLANOS ~08118/97, 03/10/99 100% VARIOUS STREETS -- 1997/98 FY RESURFACING GRIFFITH COMPANY BOLANOS '09/14/98, 03110/99 100% WHITE LANE- AKERS TO WIBLE CONSTRUCT MEDIAN E & U CONSTRUCTORS MAHAFFEY 03/29/99' 04/27/99 5% % BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: ALAN TANDY, CITY MANAGER FROM: RAUL ROJAS, PUBLIC WORKS DIRECTOR~~'~J ~~ DATE: APRIL 5, 1999 SUBJECT: STREET REPAIRS AT MING AVENUE & SO. "H" STREET Council Referral WFOO]8090 / 001 Councilmember Salvaggio requested repairs to the pavement in the northbound intersection of [ South "H" Street & Ming Avenue and in the westbound lane of Ming Avenue. I Street Division crews will patch potholes and bad areas at the intersection of So."H" Street & Ming Avenue and on Ming Avenue between South Chester Avenue & Hughes Lane. Crews will complete the patching assignment by April 9, 1999. The areas that are in need of crack sealing need to be sealed with a cold-mix material (Oil sand or Pre-mix), which requires hot weather conditions. For this reason the Street Division has scheduled sealing the cracked areas of pavement on Ming Avenue between South "H" Street and Hughes Lane in late July 1999. City of Bakersfield *REPRINT* ~ ~ WORK REQUEST PAGE 1 REQ/JOB: WF0018090 / 001 PROJECT: DATE PRINTED: 4~02~99 REQUEST DATE: 3/31/99 CREW: TIME PRINTED: 14:16:53 SCHEDULE DATES LOCATION: ST~'i': 3~31~99 COMPLETION: 4/12/99 GEN. LOC: WARD7 FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: SDJ~VAGGIO ORIGIN: CITY COUNCIL REFERRAL USER ID: PMCCARTHY WORK TYPE: REFERRAL DESCRIPTION: STREET REPAIRS @ MING & SO. H REQUEST COMMENTS ***REFERRAL TO PUBLIC WORKS-STREETS*** STAFF IS REQUESTED TO MAKE REPAIRS TO THE PAVEMENT IN THE NORTHBOUND INTERSECTION OF SOUTH H AND IN THE WESTBOUND LANE OF MING. Job Order Description: STREET REPAIRS @ MING & SO. H at~gory: PUBLIC WORKS asK: RESPONSE TO REFERRAL Assigned Department: PUBLIC WORKS START DATE / / COMPLETION DATE / / BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: ALAN TANDY, CITY MANAGER FROM: RAUL ROJAS, PUBLIC WORKS DIRECTOR DATE: APRIL 5, 1999 SUBJECT: STREET REPAIRS @ HIGHWAY 178 & UNION AVENUE Council Referral WFOOI80 74 / OOI ICouncilmember Demond requested that staff look at the needed pavement repairs to the bypass street under Highway 178 at Union Avenue. The bypass street is on the Street Division's 1999 resurfacing list and will be resurfaced in late May 1999. G:\GROUPDAT~STREETS\178 & UNION.BYPASS STREET. wpd ~. ~ City of Bakersfield *REPRINT* WORK REQUEST PAGE 1 REQ/JOB: WF0018074 / 001 PROJECT: DATE PRINTED: 4~02~99 REQUEST DATE: 3/31/99 CREW: TIME PRINTED: 14:19:10 SCHEDULE DATES LOCATION: S'I'A/~'±': 3~31~99 COMPLETION: 4/12/99 GEN. LOC: WARD2 FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: DEMOND ORIGIN: CITY COUNCIL REFERRAL USER ID: PMCCARTHY WORK TYPE: REFERRAL DESCRIPTION: STREET REPAIRS @ 178 AND UNION REQUEST COMMENTS ***REFERRAL TO PUBLIC WORKS-STREETS*** STAFF IS REQUESTED TO LOOK AT NEEDED PAVEMENT REPAIRS TO THE BYPASS STREET UNDER HWY 178 OVER UNION. Job Order Description: STREET REPAIRS @ 178 AND UNION Catggory: PUBLIC WORKS Task: RESPONSE TO REFERRAL Assigned Department: PUBLIC WORKS START DATE / / COMPLETION DATE / / BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: ~.LAN TANDY, CITY MANAGER · FROM: (~{! RAUL M. ROJAS, PUBLIC WORKS DIRECTOR DATE:/'/~:t/r~-'~ Ap ril~ 6, 1999 SUBJECT: COUNCIL REFERRAL WF00180761001, WARD 2. TRAFFIC PROBLEM AT 24T' AND L STREET. '~;TAFF IS REQUESTED TO LOOK INTO THE ISSUE OF TRAFFIC BACKING UP AT 23~ AND 24r3/ A T L STREET." The Traffic Engineer has visited the intersections of L Street at 24th and 23rd Streets. The traffic is consistently backing up in the morning with traffic making a left turn onto L Street to go south. Because of the coordination of the State Highway signals, the backup problem is sometimes severe. Since the intersections are part of the State Highway, Route 178, the Traffic Engineer will be working with the Caltrans engineers on this operational problem. He will investigate changes to the signal operations that may ease the traffic congestion on L Street as traffic comes off the State'Highway. slw: P:\DATA\VVP\ 1998\WF001876.24TH&L ref. wpd City of Bakersfield *REPRINT* ~ WORK REQUEST PAGE 1 REQ/JOB: WF00~807~ / 00~ PROJECT: DATE PRINTED: 4~02~99 REQUEST DATE: ~/ 31/99 CREW: TIME PRINTED: 1 :18:55 SCHEDULE DATES LOCATION: ~'r~T: ~31Z9~ COMPLETION: 12/9 GEN. LoC: WARD2 FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: DEMOND ORIGIN: CITY COUNCIL REFERRAL USER ID: PMCCARTHY WORK TYPE: REFERRAL DESCRIPTION: TRAFFIC PROBLEM AT 24TH & L REQUEST COMMENTS ***REFERRAL TO PUBLIC WORKS-TRAFFIC*** STAFF IS REQUEST TO LOOK INTO THE ISSUE OF TRAFFIC BACKING UP AT 23RD AND 24TH AT L STREET. Job Order Description: TRAFFIC PROBLEM AT 24TH & L Cat~gory: PUBLIC WORKS Task: RESPONSE TO REFERRAL Assigned Department: PUBLIC WORKS START DATE / / COMPLETION DATE / / BAKERSFIELD CITY MANAGER'S OFFICE MEMORANDUM April 9, 1999 TO: Councilmember Couch FROM: Alan Tandy,~CiW ~aan ague r SUBJECT: Referrals dated 3/31/99 The following are staff responses to the referrals made by you on 3/31/99. #1 and #8 Combined responses re. Shellabarger Road. #2 Response to Mrs. Neufeld - Mr. Rojas has responded to her. A copy of the letter is enclosed. #3 Klassen Letter - Mr. Tandy and Mr. Rojas have met personally with Mr. Klassen to apologize. A letter of apology from the City Manager is enclosed. #4 Emerald Cove Park - Handled by telephone call from Assistant City Manager Stinson to Councilmember Couch. #5 Inquiries from Mr. Newberg - Staff responses from the Police and Public Works Departments enclosed. #6 PVEA Funds - Background Information showing past and present PVEA Fund Applications is enclosed. #7 Windsor Park - Assistant City Manager Stinson called complainant and discussed with Councilmember Couch. Status memo enclosed. S:klOHN~Council Referals~Couch~Referrals 3-31-99 Tandy Response.wpd BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: ALAN TANDY, CITY MANAGER FROM:(~¢~UL M. ROJAS, PUBLIC WORKS DIRECTOR DATE: ~ April 9, 1999 SUBJECT: KEEPING WEST END OF SHELLABARGER AVENUE CLOSED Council Referral Record #WFO018064 / O01 The following information is offered in response to Councilmember Couch's March 31, 1999, inquiry as to the status of Shellabarger Avenue. Several options have been discussed to solve the street connection problem which currently exists. City staff understands that a number of parties have expressed interest and concern as to exactly how this connection will be ultimately addressed. These include the residents who live on Shellabarger Avenue, Mr. Koch who lives on the comer of Shellabarger Avenue and Pepita Way and the land developer who must comply with conditions of approval for his housing tract. In an effort to address all the concerns expressed, staffhas been working with the Developer and Mr. Baugher to provide an option that may work to the satisfaction of all involved. This includes the construction of a cul- de-sac at the south end of Pepita Way and an "emergency gate" that would connect to Shellabarger Avenue to be used by the Fire Department under emergency circumstances. This option would provide the necessary access for Mr. Koch while precluding through traffic movement onto Shellabarger Avenue and therefore not increasing traffic volumes on the street. At this time we believe we are very close to a complete resolution. G:\GROUPDAT~Referrals\ShellabargerAvenueWF0018064 update.wpd BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: · ALAN TANDY, CITY MANAGER FROM.~. RAUL M. ROJAS, PUBLIC WORKS DIRECTOR DATE: April 8, 1999 SUBJECT: SHELLABARGERAVENUE UPDATE Council Referral Record #WFO018085 / 001 The following information is offered in response to Councilmember Couch's March 31, 1999, inquiry as to the status of the attached March 22, 1999 memo. At the March 15, 1999, meeting between Senior Real Property Agent Don Anderson and Mr. Stuart Baugher, several options for the treatment of Pepita Way and Shellabarger Road were discussed. Councilmember Couch could not attend the meeting because of illness. 1. One option was for construction of a standard off-set cul de sac with the right of way being granted by Mr. Koch. However, there was uncertainty as to how severely Mr. Koch's property would be impacted. This option would allow for a proper connection of Shellabarger Road to Pepita Way if the need ever arose. 2. Another option was to pull the cul de sac north so the south end would be on the tract boundary, with the entire cul de sac being constructed within Carriage Homes property, thereby not impacting Mr. Koch's property at all. 3. A third option was to construct the cul de sac partially on Carriage Homes property and partially on Mr. Koch's, with the amount of area needed to be negotiated. 4. In compliance with the City Council condition for granting the appeal of Telstar Engineering, a fourth option Was discussed. Plans were submitted and approved for the curb and gutter on Pepita Way to be constructed straight to the south line of the easement cited in the Council condition. The developer constructed curb and gutter, without approved plans, in an alignment consistent with construction of a knuckle or cul de sac, so those improvements will have to be removed and reconstructed in accordance with approved plans. In this case, to address the concerns of residents along Shellabarger Road relative to through traffic, the City will have to place a barrier to through traffic on Shellabarger Road at the tract boundary, as well as installing two W53 (Not a Through Street), a W56 (left turn arrow), and a W31 Type N (End) street signs. G:\GROUPDAT~Referrals\Couch\RefWF0018085update,wpd --Page 1 of 2 Pages-- Earlier this week, staff contacted the developer's engineer for Tract 5684 and informed them that the fourth option would not be acceptable. The engineer is reviewing the cul de sac design and will be contacting staff regarding costs, time line, etc. This design will include an alley type access to Shellabarger for fire vehicle access which will be gated so as to allow no through access. Once this information has been received, staff will talk to the developer on who is paying for the cul de sac and gate. G:\GROUPDAT~Referrals\Couch~RefVVF0018085update.wpd --Page 2 of 2 Pages-- City of Bakersfield *REPRINT* · . · WORK REQUEST PAGE 1 REQ/JOB: WF0018085 / 001 PROJECT: DATE PRINTED: 4/.02/.99 ~ REQUEST DATE: 3/31/99 CREW: TIME PRINTED 13:34:48 SCHEDULE DATES LOCATION: ~'~'~T: 3/, 31/. 99 COMPLETION: 4/12/99 GEN. LOC: WARD4 FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: COUCH ORIGIN: CITY COUNCIL REFERRAL USER ID: PMCCARTHY WORK TYPE: REFERRAL DESCRIPTION: S~ELLABARGER AVENUE UPDATE CONTACT STUART BAUGHER Phone 1 - ~ Phone 2 - i Bakersfield, CA 93301 REQUEST COMMENTS · **REFERRAL TO PUBLIC WORKS*** STAFF IS REQUESTED TO REVIEW MR. BAUG~ER' S LETTER AND PROVIDE A-STATUS"UPDATE~ TO MRS' 'COUCH.. Job Order Description: S~ELLABARGER AVENUE UPDATE TCat.e~ory: PUBLIC WORKS as~: RESPONSE TO REFERRAL · ssigned Department: PUBLIC WORKS ~TART DATE / / COMPLETION DATE / / BAKERS. FIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: ALAN TANDy, CITY MANAGER DATE: MARCH 22, 1999 SUBJECT: KEEPING WEST END OF SHELLABARGER AVENUE CLOSED Council Referral Record #WFO018004 / O01 Councilmember Couch requested staj~review and respond to letter written and petitions concerning opening ttte west end of Shellabarger Road. Contact Mr. £eonard Koch and Mr. Stuart Baugher to discuss the matter and set a date for a possible meeting wth necessary parties and Councilmember Couch. Senior Real Property Agent Donald M. Anderson met with Councilmember David Couch and Mr. Stuart Baugher on Monday, March 15, 1999. ,4dditional background: On November 18, 1998, the Council granted an appeal brought by Telstar Engineering on Vesting Tentative Tract No. 5684. The condition concerning the intersection of Shellabarger Road and Pepita Way was revised by the Council to read "The subdivider shall match with existing pavement., within the existing easement and install curb and gutter at Shellabarger Road and Pepita Way". This required negotiation with the underlying property owner of that referenced easement, with the possibility of eminent domain proceedings. Don Anderson, Senior Real Property Agent with the Finance Department has been negotiating with Mr. Koch, the owner of the property, and his representative, Mr. Stuart Baugher. Mr. Koch is not particularly interested in the offer for the easement only, which is what the Council authorized through its modification of the condition language. What he wishes for, instead, is the construction- of a cul-de-sac at the end of Pepita Way and a closure of Shellabarger (with the installation of a crash gate for emergency fire uses at the end of Shellabarger to comply with the neighborhoods desire to keep Shellabarger closed). Unfortunately, because of the way the condition was re-written, the City cannot require the developer to pay for either the additional right-of-way involved with a cul-de-sac, or for its construction. Neither did the CoUncil authorize the use of City funds to for either the right-of-way or construction. In light of this, we could consider the possibility of not proceeding with the right-of-way negotiations with Mr. Koch. Without this right-of-way, the connection of Pepita Way and Shellabarger Road would be only half width. Although not ideal, this would allow sufficient connection for emergency fire access. Because of the layout of Tract 5684, this connection has never been required to serve regular, non-emergency traffic either from or to the tract or Shellabarger Road, and the half width connection should adequately serve the needs of the area. G:~GROUPDA'l'~Refetrals~ShellabatgetAvenueWF0018064.wlxl RMR:mps *REPRINT* WORK REQUEST PAGE 1 .~EQ/JOB: WF0018064 / 001 PROJECT: DATE PRINTED: 3/.01/.99 ~ REQUEST DATE: 2/24/99 iREW: TIME PRINTED: 9: 50: 01 SCMEDULE DATES LOCAT I ON: S'I'~.~T: 2/. 24/. 99 COMPLETION: 3 / 08 / 99 ]EN. LOC: WARD4 FACILITY NODES FROM: ?ACILITY ID: TO: REF NBR: CS 13. iEQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH ~QUESTOR: REFERRAL - COUCH ORIGIN: CITY COUNCIL REFERRAL 'SER ID: CVALFRE WORK TYPE: REFERRAL · ESCRIPTION: KEEPING WEST .END OF SHELLABARGER AVENUE CLOSED. ONTACT LEONARD KOCH & STUART BAUGHER Phone I 805 - 5893939 ( 1 ) 10931 SHE~A/{GER RD. (KOCH) Phone 2 805 - 3996809( 2 ) 7305 LUCILLE AVE. (BAUGHER) BAKERSFIELD, CA 93312 & 93308 EQUEST COMMENTS · **REFERRAL TO PUBLIC WORKS*** PLEASE REVIEW AND RESPOND TO ATTACHED LETTER WRITTEN AND PETITIONS CONCERNING OPENING THE WEST END OF SHELLABARGER. ROAD. CONTACT MR. LEONARD' KOCH.-AND MR.. STUART. BAUGHER TO DISCUSS THE MATTER AND SET A DATE FOR A POSSIBLE MEETING WITH NECESSARY PARTIES AND COUNCI EMBER COUCH. ***DO NOT RESPOND TO REFERRAL NO. WF0018054'** b Order Description: KEEPING WEST END OF SHELLABARGER AVENUE CLOSED.  at~gory: PUBLIC WORKS ash: RESPONSE TO REFERRAL signed Department: PUBLIC WORKS A/{T DATE __/ / COMPLETION DATE ./__/__ F~bcum%' 22. ~.999 Supervisor Barbara Pdtrick _, District Super~'isor Kern County Board ot' Supe~'isors RE: KEEPING THE WEST EN'D OF SHELLABARGER AVENUE CLOSED Dear Supervisor Patrick: Please pardon the la~eness of'this request, thus the urgency that it brings on behalf'of'the residents of Shellabarger Avenue. I received a call from Mr. Leonard Koch at 9:00 P. bL, Friday, February 19, I999. He discussed with me the problem he and the other residents on She!!abarger have been A clear majority °f residents on Shellabarger Avenue do not want this road opened on the west end. W'hy involve you and the other supervisors? The attached list of 66 signatures is gathered from 54 out of approximately 68 houses that are presently on Shellabarger Avenue. This equates to a 79% disapproval rate of the total residences. The remaining 14 residences either were not home or did not wish to become involved. The reason for the gathering o~'these signatures is to state that the people who reside on Shellabarger Avenue are opposed to the opening of the west end of Shellabarger Avenue. The signatories have concerns with regards to the following: I. Increased tra~e flow through this quiet street due to the housing development to the west, win. ich would jeopardize the safety of the numerous small children in the area. "" 2. Would compound the problem of the flow of traffic onto Calloway at the frontage road where the traffic from Palm/Shellabarger signal is to be installed. 3. In general, would disrupt the life styIe that they wanted, and hope to maintain, when they chose to reside in this area (peace and quiet). In the opinion of'the signatories, there is no problem with keeping the west end of'this road closed as the tract development has been laid out with two or three streets (collectors) that will interface with Palm on the North and .lewetta on the West. March 31, 1999 Councilman Couch: RE: TIE-IN AT SHELLABARGER/PAPPETA OBTAINING GROUND FROM MR. LEONARD KOCH I suggest that negot~tions~vith'Mrj KoChbe ~mPi~ted. The only additional expense, bom the original proposal presented to the City by the developer, is the installation of the gate. This cost is small compared to the total project. The proposal from Public Works, as I understand it fi'om our conversation, may raise Public Safety issues. Thankyou for your consideration. Stuart Baugher Citizen BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: p, LAN TANDY, CITY MANAGER FROM: .~/~RAuL M. ROJAS, PUBLIC WORKS DIRECTOR DATE: April 7, 1999 SUBJECT: COUNCIL REFERRAL WF00180861001, WARD 4, RESPONSE TO LETTER FROM MRS. NEUFELD. 'COUCH ASKED IF STAFF RESPONDED IN WRITING TO MRS. NEUFELD 'S LETTER OF 3/18/99, AND IF SO, REQUESTED A COPY OF LETTER BE PROVIDED TO COUNCIL" The Traffic Engineer was forwarded a copy of Mrs. Neufeld's letter and has responded in writing. A copy of the letter is attached. Page 1 of 1 BAKERSFIELD PUBLIC WORKS DEPARTMENT 1501 TRUXTUN AVENUE BAKERSFIELD, CALIFORNIA 93301 (661) 326-3?24 April 6, 1999 Mary E. Neufeld 11000 Polo Drive Bakersfield, CA 93312 Dear Ms Neufeld, Thank you for your recent letter to the City Council regarding the traffic problems at the intersection of Truxtun Avenue and Truxtun Plaza West. The intersection is on our priority list of locations needing traffic signals. Unfortunately, I cannot estimate when a traffic signal will be constructed at the intersection. We have a number of intersections that are in a much worse situation with numerous accidents. We try to attend to the worst intersections first, especially those near a school. A traffic signal would be very beneficial since there are very few opportunities to make U-turns along Truxtun Avenue and making a direct left turn out of Truxtun Plaza West is very difficult. As you noted in your letter, there has been a significant growth of doctor's offices and other high volume uses such as restaurants in this area. When this area was planned for development almost twenty years ago, we never envisioned those high volume types of uses on this isolated stretch of Truxtun. The resultant growth has caused many traffic problems to solve. Hopefully, funding for traffic signals can be found in the near future to reduce this traffic problem. Again, thank you for your input on this problem traffic situation and your patience. We will continue to work to solve this and other problem areas around town, If I can be of any further assistance or you wish additional information, please call me at 326-3724. Very truly yours, Raul Rojas Public Works Director by: Stephen L. Walker Traffic Engineer P:~DATA~WP\1998\Neu feld Ltr. Truxtun(~Truxtun PlazaWest.wpd City of Bakersfield WORK REQUEST PAGE 1 REQ/JOB: WF0018086 / 001 PROJECT:' DATE PRINTED: 4~02~99 REQUEST DATE: 3/31/99 CREW: TIME PRINTED: 12:22:30 SCHEDULE DATES LOCATION: S~'A~'I': 3~31~99 COMPLETION: 4/12/99 GEN. LOC: CITY WIDE FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: COUCH ORIGIN: CITY COUNCIL REFERRAL USER ID: PMCCARTHY WORK TYPE: REFERRAL DESCRIPTION: RESPONSE TO MRS. NEUFELD REQUEST COMMENTS ***REFERRAL TO PUBLIC WORKS*** COUCH ASKED IF STAFF RESPONDED IN WRITING TO MRS. NEUFELD'S .LETTER OF 3/18/99, AND IF SO REQUESTED A COPY OF LETTER BE PROVIDED TO COUNCIL. Job Order Description: RESPONSE TO MRS. NEUFELD at~gory: PUBLIC WORKS asm: RESPONSE TO REFERRAL Assigned Department: PUBLICWORKS START DATE __/__/__ COMPLETION DATE BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: ALAN TANDY, CITY MANAGER " FROM: PAUL M. ROJAS, PUBLIC WOR~'(S I~'IRECTOR~' - DATE: MARCH 25, 1999 SUBJECT: RESPONSE TO LETTER FROM MARY NEUFELD, REQUESTING TRAFFIC SIGNAL CONTROL FOR THE INTERSECTION OF TRUXTUN AT TRUXTUN PLAZA WEST.. -' . ' ' ' ........ The intersection of Truxtun Avenue and TruXtun Plaza West is currently Warranted f6:r"'fi traffic signal. The future project is not funded at this time. Backqround: . The intersection of Truxtun and Truxtun Plaza West was analyzed by the Traffic Engineering Staff in January, 1997 and found to meet two of the eleven State of California warrants for placement of a traffic signal. The warrants that were met are based on volume during the peak hour and the lack of gaps in traffic to enter Truxtun Avenue. Only one accident had occurred during the previous 12 month period. Based on that study, the location was ranked 20 out of 36 locations warranting traffic signals, at that time. The location was again studied by the Traffic Engineer, in January 1999. The new study indicated that the intersection now met four out of eleven warrants for a traffic signal installation. All four are based on the volume of traffic on Truxtun Avenue. No accidents had occurred in the previous twelve months of the study or in the year 1998. One accident was reported to the Bakersfield Police Department on February 28, 1999. The list of warranted traffic signal locations .was again updated. The intersection now ranks number eighteen out of thirty-four warranted traffic signal locations. As a comparison, the number one ranked intersection for a traffic signal is California at Owens Street, near Owens School. This location has about 10,000 cars a day on California and has had fifteen intersection accidents, eleven of which were injury type, in the past 3 years. The fifth ranked intersection is at Stockdale Highway and McDonald Way. This intersection has over 28,000 cars per day on Stockdale and eleven accidents, 6 of which were injury type, in the past 3 years. Truxtun at Truxtun Plaza West is ranked number eighteen. The volumes on Truxtun are similar to Stockdale with over 26,000 cars per day, but has had only three accidents in the past three years. The accident history can greatly affect the ranking of an intersection. ~'~ 'C"~ ] Pagelof 2 ,,:~? 26 '~- I. t CITY MANAGF_.a's OFFIC~.~ ! Truxtun Avenue at Truxtun Plaza West was identified as a potential traffic signal location when development of adjacent parcels began about eighteen years ago. Because of the narrow ri_ght-of-way for the road, there are few opportunities for U-turns along Truxtun between Oak and Coffee. A traffic signal at this location will ease that inconvenience by making left turns out of Truxtun Plaza West a signal controlled movement. In Summary': The intersection of Truxtun Avenue at Truxtun Plaza West is warranted for traffic signals and the public would benefit from a traffic signal being installed. There are many other locations that warrant traffic signals and have a documented accident history more severe than this location. Those higher ranked, high accident, locations should also be considered for funding. sl~. G: ~GROUPDAT~eferrals[Tandy~,TruxtunPlazaWesLwpd Page 2 of 2 March 1 g, 1999 M/ R 2 3 1999 ENGINEERING DEPT. Bakersfield City Council 1501 Truxtun Avenue Bakersfield CA. 93301 WHEKE'S THE STOPMGHT Dear City Council Where's the 'stoplight? WHERE IS THE DAMMlk'D STOPLIGHT? ' You have ci:eated the most incredibly dangerous situation anyone could imasine at-.-' . · ,-~ - . Truxtun Avenue and Truxtun Plaza. Someone is going to get killed there and my tax dollars will pay for an unbelievably high settlement. That makes me ansry. If you wanted to keep Truxtun Avenue a speedway then you should NOT have allowed business buildings to be built along there. Of all the buildings possible you allowed the worst kind. A Cancer clinic. When one leaves a cancer clinic they are almost always shook up. Then they are expected to enter Truxtun speedway without the benefit of traffic control? Ha! Someone will get killed and the city will get sued big time. I wish they could sue each of you personally. When I left the clinic with my mother at 5 PM I had to drive to the Automobile Club and make a U-turn in their lot in order to return to my home in Kosedale. What kind of planning is that? If you do not have a stop light in place at that location within the next 30 days I am going to write a letter to the insurance carrier for the City of Bakersfield and ask them to demand immediate action. - Very truly yours, Distributed to: CounciL ,,/ City Mg~._t..~ ... M~ E. Neufeld Ci~ A~ 11000 Polo Dr. Bate,.~~/:] ~ ? BAKERSFIELD Alan Tandy · City Manager April 6, 1999 'Mr. Phil Klassen Vice President Klassen Corporation 2021 Westwind Ddve Bakersfield, CA 93301 Dear Mr. Klassen: This letter is to follow up the meeting we had this morning with Raul Rojas. The City of Bakersfield is extremely sorry for the recent newspaper article that reflected badly for your firm. ~ The facts show that the City made a mistake by intermingling workers' compensation rates with your safety record. We made a second error due to our schedule compression and did not give you time to clear the issue before it became public. The third, and largest, error wa..s the public reference to your firm when the City was the party in error. The incident is 100% the City's fault; we apologize. Please feel free to use this letter with any prospective client that expresses a concern or direct them to me, and I will write or call to clarify the situation. The only positive is that Mr. Rojas and I had the opportunity to meet you, personally, and gained a better understanding of your firm's skills and capability. I am confident that the City and Klassen will establish a positive future relationship. Sincerely, City Manager bc: Honorable Mayor and City Councilmembers Raul Roi as City of Bakersfield · City Manager's Office · 1501 Truxtun Avenue Bakersfield · California · 93301 (805) 326-3751 · Fax (805) 324-1850 BAKERSFIELD POLICE MEMORANDUM April 9, 1999 To: Alan Tandy, City Manager John Stinson, Assistant City Manager From: S.E. Brummer, Chief of Police Subject: Correspondence from Peter Newberg - Council Response Council Referral #WR18088/02 Dual Referral with Public Works as Lead Council Member Couch March 31, 1999 Meeting Please refer to the attached memorandum by Lt. Alan Zachary for current information and statistics related to traffic enforcement of red light violations. Vehicle code enforcement activities are a high priority for the Bakersfield Police Department as demonstrated by the additional officers we have committed to these efforts. We share Mr. Newberg's interest regarding enforcement of the vehicle code and appreciate his concerns. SEB/vrf attachments: 1. Council Referral WR18088/02 2. Memo "Council Referral ('Couch) Red Traffic Light Violations", by Lt. Alan Zachary dated 4~9/99 3. Correspondence from Citizen Peter Newberg dated $/6/99 BAKERSFIELD POLICE April 9, 1999 To: Chief Steve Brummer From: Lt. Alan Zachary, Traffic Commander Subject: Council Referral (Couch) Red Traffic Light Violations In response to Mr. Peter L. Newberg's recommendation for red light violation enforcement. Red light violation enforcement is certainly a priority with the Operations Division of the police department, unfortunately there are more signaled intersections than enforcement officers within the City. Red light violations are enforced on a random basis, directed by accident frequency, or by citizen complaint. In calendar year 1998 there were 21,553 traffic citations issued within the City of Bakersfield. Of these, 1,541 were for violation of VC 21453(a) (red light violation) amounting to 7.14% of the total violations. Also, 4,500 traffic accident investigations were conducted within the City. Of these, 236 accidents had a primary collision factor of VC 21453(a) (red light violation) amounting to 5.24% of the total accidents. All officers of the Operations Division, including reserve officers are utilized for vehicle code violation enforcement. Red light violations are definitely a hazardous traffic offense however, are no more or less problematic than other vehicle code violations. (I.e. excessive speed, right-of-way violations, etc.) The Traffic Division, effective March 31, 1999, added three additional enforcement officers due to an Office of Traffic Safety Grant, and are dedicated to vehicle code violators. ALZ/vrf .... ~ WORK REQUEST PAGE 1 REQ/JOB: WF0018088 / 002 PROJECT: DATE PRINTED: 4~02~99 REQUEST DATE: 3/31/99 CREW: TIME PRINTED:' 13:29:08 SCHEDULE DATES LOCATION: ~'r~T: 3~31~99 COMPLETION: 4/12/99 GEN. LOC: CITY WIDE FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: COUCH ORIGIN: CITY COUNCIL REFERRAL USER ID: PMCCARTHY WORK TYPE: REFEgRAL DESCRIPTION: CORRESPONDENCE FROM PETER NEWBERG REQUEST COMMENTS ***DUAL REFERRAL PUBLIC WORKS & POLICE - PUBLIC WORKS LEAD*** STAFF IS REQUESTED TO REVIEW MR. NEWBERG'S LETTER REGARDING TRAFFIC LAW ENFORCEMENT AND STREET SIGNS AND STREET REPAIRS AND REPORT BACK TO COUNCIL. COPIES OF LETTERS TO BE FORWARDED TO DEPARTMENTS. Job Order Description: CORRESPONDENCE FROM PETER NEWBERG at~Gory: POLICE SERVICES DEPT asK: RESPONSE TO REFERRAL AssiGned Department: POLICE SERVICES START DATE / / COMPLETION DATE / / March 6, 1999 Mr. DavidR. Couch ,\ ~ City Hall i 1501 Truxtun Avenue Bakersfield, CA 93301 Dear 1Mr. Couch: 1 appreciate the time that you made available to discuss problems in our city and to hear my views as to how they might be resolved To reiterate in writing, as you s~g~¢~a:d, l'm pleased to submit the tbllowing for your consideration: l ) First and foremost is the compulsion of many drivers to run red lights in Bakersfield. It's now common to obse~'e a fresh green light ahead with cars ,2,/,~),,4 r,.x/4 crossing the intersection or worse to get hit from behind afl:er a quick stop to honor a fresh red light. Unless the cit~ chooses to enforce the traffic laws, the ~,/~r.J />6/5( problem can only accelerate. Why can t the police use temporary or reserve officers to enforce the vehicle code? Surely such a program would pay for itself and probably would only be needed part time. 2) No parking signs - My view is that these signs look terrible, and when bent, look terrible squared I submit that signs are not effective in preventing unlawful parking (it's enforcement that does this) and simple curb paint patterns would do the same thing at much lower cost. I suspect that each of these signs costs the city several hundred dollars and we have thousands of them - what a waste, and again, they are very unsightly. Some years ago, the telephone company' found it necessary to excavate at my home. Before digging, however, they painted multi colored patterns on the sidewalk and curbs (with temporary paint) and it's still there. 3) Street repair - One of the most efl'~ctive means of street maintenance and stop gap repair that I have obse~'ed in Bakersfield are the crews that fill cracks and small holes with hot asphalt. Why don't we do more of this? Opposed to this thinking, the city' seems to be hell bent to apply ~vhat is called a seal coat. This, as you are probably aware, consists ora thin sealant covered with tons of sand (hauled in) and later recovered with sweepers and hauled away. 1 have never noticed any street improvement but the mess on automobiles and in our homes is truly annoying. You~ BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: ALAN TANDY, CITY MANAGER FROM: RAUL M. ROJAS, PUBLIC WORKS DIRECTOR DATE: April 7, 1999 SUBJECT: COUNCIL REFERRAL WF0018088 / 001, WARD 4 Correspondence from Peter Newberg I "Staff is requested to review Mr. Newberg's letter regarding traffic law I enforcement and street signs and street repairs and report back to Council." I In Mr. Newberg's March 6, 1999 letter, he points out some issues that relate to the Public Works Department. The following will address those issues: NO PARKING SIGNS/MULTI-COLORED PAINT MARKINGS ON SIDEWALKS The Public Works Department agrees that traffic signs, especially "No Parking" signs, are not aesthetically pleasing along a road or street and we attempt to keep their use to a minimum. Painting the curb red is used for small areas where signs may not be seen or would interfere with pedestrians use of the sidewalk. In the past, the maintenance costs of painting curbs red every year was more expensive than maintaining signs in place. Red curbs must be painted fresh on a regular basis to be enforceable per the Police Department and the County Courts. Public Works staff will consider using more red curb painting, where possible, to reduce the use of posted "No Parking" signs. The comment about multi-colored paint markings on sidewalks is a very good one and we thank Mr. Newberg for reminding us of this situation. Currently, when anyone must excavate where an underground utility exists, it must be marked with paint. Each utility uses a different color. We agree that after the work is complete, the markings should be eradicated. We will immediately modify our permit standards to require markings to be eradicated once the project is complete. STREET REPAIR: Mr. Newberg is exactly right when stating that crack sealing and pot hole repairing is one of the most effective ways of maintaining streets. In fact, we have increased our budget significantly over the past few years for crack sealing equipment and material. We are now sealing more cracks and filling more potholes than ever before. Page 1 of 2 With respect to the application of seal coats, we understand how this process can be so annoying due to the mess it causes. Although it does cause a mess, the seal coat actually does more to extend the life of asphalt than any other treatment we know of. In order for asphalt to last a long time, it must be kept relatively soft and flexible. The climate of the San Joaquin Valley is such that asphalt gets brittle very quickly. The type of oil used in the seal coat actually penetrates through the asphalt and softens it. It was developed right here in Bakersfield and is used throughout the state. Due to the limited funds available for roadway repair and maintenance, Public Works has taken the stance of trying to prolong the life of asphalt as much as possible. The seal coat process appears to be the most cost effective way of prolonging asphalt life. However, this process is also messy and causes a great deal of public inconvenience. We will continue to research ways in which to prolong asphalt life that would be better suited to public convenience. G:\GRO UPDAT~Referrals\Couch\ReT'WF0018088NewbergLetter.wpd Page 2 of 2 BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: ALAN TANDY, CITY MANAGER FROM: AUL M. ROJAS, PUBLIC WORKS DIRECTOR DATE: APRIL 7, 1999 SUBJECT: USE OF PVEA FUNDS Council Referral Record #WFO018089 / 01 Councilmember Couch requested staff provide information as to which (PVFM) Petroleum Violation Escrow AccounO funds have been used, for which projects, and if we have applied for any PI/FA funds. Refer to letter from Roy Ashburn to be forwarded. Attached is the City of Bakersfield's current year application requests. In March, 1998, the City also requested f~ndir, g to replace the existing chiller at the Police Department building and to fund the incremental cost of acquiring several liquid natural gas powered dump trucks. These two projects were not approved; they have been resubmitted for consideration for the current funding cycle. iCITY MANAGER'S OFFIC[' G:\GROUPDAT\Referrals\WF0018089-001 .wpd 'BAKERSFIELD PUBLIC WORKS DEPARTMENT 1501 TRUXTUN AVENUE · .,BAKERSFIELD, CALIFORNIA 93301 (661) 326-3724 RAUL M. ROJAS, DIRECTOR · CITY ENGINEER April 7, 1999 STATE CAPITOL Sacramento CA 95814-4102 Attn: Sean Wallentine Dear Sean: ' Attached are three applications by the City of Bakersfield, requesting funding from the Petroleum Violation Escrow Account. A brief summary, of these three requests are as follows: 1. Construction of a portion of the City of Bakersfield's traffic signal communication line. The end result of our overall Traffic Signal Interconnect project will be less congestion on City streets and cleaner air. Three distinct areas are identified on the attached application. 2. The Equipment Division is requesting funding for the incremental cost of acquiring three I.i. quid t~.atural gas powered dump trucks to add to our fleet of expanding natural gas powered equipment. .3. Replace existing chiller at the Police Department building. The current chiller utilizes R-113 refrigerant which has been restricted for use under the Clean Air Act. Production of this refrigerant will eventually be discontinued. Thank you for )our ass~stap, ce. If you have any further questions, please call Georgina Lorenzi at (661) 326-3572. Very truly yours, (,~/~/-- Public Works Director AGENCY: City of Bakersfield PROJECT TYPE: III, A - Traffic Related, Traffic Signals PROJECT COST: $54,000; $74,000; $82,000 respectively PROJECT DESCRIPTION: Traffic Signal Interconnect The City of Bakersfield has an aggressive program to install interconnect conduit that will link all signals ':egether and bring their control under the Traffic Operations Center at City Hall. A consultant has recently completed a Communication Master Plan that will not only provide for th.9 signal system current needs, but also those of the future. Studies have shown that there can be a significant decrease in vehicle emissions from signals being linked together and thereby providing a more reliable coordination of traffic through a corridor. A typical Bakersfield arterial carrying an average annual daily traffic volume of 28,000 over 1.70 miles, can provide, a reduction in reactive organic gas (ROG) by 3,300 grams, nitrcge.q oxides (NOX) by 475 grams and carbon monoxide (CO) by 21,000 grams. These numbers could be increased even more with the planned use of future intelligent transportation systems (ITS) elements on the interconnect such as video detection (current at some locations) and video surveillance for incident verification, changeable message signs, electronic guidance signs trailblazers and highway advisory radio to guide vehicles around verified incidents. The end result is less congestion on City of Bakersfield streets and cleaner air which will provide a better quality of life for our citizens. We are requesting funds be allocated to construct a portion of our traffic signal communication line. The project locations and the dollar amounts are as follows: · Baker S[reet from Truxtun Avenue to Niles Street $ 54,000 o Brundage Lane from A Street to P Street $ 74,000 · W. Columbus Street from Chester Avenue to Union Avenue $ 82,000 G:\QROUPDAT~TRAFFIC~iglntemonneotlVlemo 4-6.wpd AGENCY: City of Bakersfield PROJECT TYPE: I, A-Alternate Fuels PROJECT COST: $150,000 at $50,000 per Street Sweeper PROJECT DESCRIPTION: Three Liquid Gas Powered Street Sweepers The City of Bakersfield is a designated Department of Energy "Clean City", and as such, is a leader in the utilization of natural gas vehicles and equipment. Curremly, the City operates forty bi-fuel natural gas vehicles, five dedicated natural gas pickups, two dedicated natural gas sweepers and five dedicated liquid natural gas refuse trucks. The two natural gas street sweepers currently in use have been in service for over two years. These sweepers have proven to be effective for our operations in addition to comributing to clean air. Acquiring additional liquid natural gas powered street sweepers would contribute immediately to cleaner air. In addition, these street sweepers would help to maintain the City of Bakersfield and this area of the San Joaquin Valley as a leader in alternate fuel vehicles. We are requesting funding for the incremental cost of acquiring three liquid natural gas powered street sweepers to add to our fleet of expanding natural gas powered equipment. The funding request fc~r this project is: One street sweeper $ 50,000 Two street sweepers $100,000 'Three street sweepers $150,000 AGENCY: City of Bakersfield PROJECT TYPE: IIB PROJECT COST: $225,000 PROJECT DESCRIPTION: Bakersfield Police Department Chiller Replacement The City of Bakersfield Police Department's HVAC chiller is 23 years old and uses refrigerant R-113. The Environmental Protection Agency's Clean Air Act has determined that refrigerant chlorofluorocar~,ons (CFC's) deplete the atmospheric ozone layer. Depletion of the ozone layer causes environmental effects and health problems on a global scale. The Clean Air Act restricts the use of, a~d eventually will discontinue the production of, refrigerant R-113 by January 1, 2000. Refrigerant R-113 is now in limited supply and priced at approximately $30.00 per pound. Due to its age arid tb.e refrigerant CFC's emissions regulation, replacing the existing HVAC chiller to one more environmentally responsible will yield both environmental and economic improvements. New chillers can achieve up to 40% energy efficiency improvement over chillers installed 20 years ago. One of the goals of the City of Bakersfield is to provide its citizens with a better quality of life and to use the most efficien~t means of energy available. We are request.;sg fhnds be allocated to replace the air conditioning chiller in the Bakersfield Police Department to aid in the accomplishment of this goal. City of Bakersfield ~REPRINT* .~ WORK REQUEST PAGE 1 REQ/JOB: WF0018089 / 001 PROJECT: DATE PRINTED: 4~02~99 REQUEST DATE: 3/31/99 CREW: TIME PRINTED: 14:16:57 SCHEDULE DATES LOCATION: s'£A~'~': 3~3~99 COMPLETION: 4/12/99 GEN. LOC: CITY WIDE FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: COUCH ORIGIN: CITY COUNCIL REFERRAL USER ID: PMCCARTHY WORK TYPE: REFERRAL DESCRIPTION: USE OF~PVEA FUNDS REQUEST COMMENTS ***REFERRAL TO PUBLIC WORKS*** STAFF IS REQUESTED TO PROVIDE INFORMATION AS TO WHICH PVEA (PETROLEUM VIOLATION ESCROW ACCOUNT) FUNDS ~AVE BEEN USED,FOR WHICH PROJECTS, AND IF WE HAVE APPLIED FOR ANY PVEA FUNDS. REFER TO LETTER FROM ROY ASHBURN TO BE FORWARDED. Job Order Description: USE OF PVEA FUNDS at~gory: PUBLIC WORKS asK: RESPONSE TO REFERRAL Assigned Department: PUBLIC WORKS START DATE / / COMPLETION DATE / / ~STATE CAi~ITOL ~ l~'t'[ HUMAN SERVICES. Vice Chairman FAX: (916) 324-46~ NATU~At RESOURCES HIGHER EOUCA~ON OI~RI~ O~ICE ~ 12~ TRUXTUN AVENUE. el20 BUOGET SUBCOMMI~EE ONE. BAKERSFIE~. CA 9~0; HEALTH AND HUMAN SERVICES PHONE; {805} 395-2995 SPECIAL COMMI~EE F~: (805) 395-3883 ON WELFARE REFORM L~AL GOVERNMENT CAUCUS ROY ASHBURN ASSEMBLYMAN, THIRd-SECOND DISTRICT M~chS, 1999 ' /~ ~~~ ~ Honorable David Couch Co~cilmember W~d 4 Ci~ of B~ersfield 150] Tmxtun Ave. B~ersfield, CA 93301 De~Mr-~:'~~-~~ ~ .............. .. _ .- .... .:_: . I ~ ~tNg to advise you ~at each yc~ thc Smtc of California m~es ~ds av~lable to local govc~cnts from ~c Pc=olcm Violation Escrow Accost (PVEA). As your representative, I would like to Nvilc you to sub~t ~ding rcqucs~ to me for projects · at mcct PVEA st~d~ds. The PVEA was established through settlements and judgements against oil companies found to have violated federal price fixing regulations. Funds from this account are disbursed to the state by the federal government and deposited in the Federal Trust FUnd to be used for the establishment or expansion of energy conservation programs. As you may know, the state's PVEA account varies from year to year and there is no guarantee that the Governor or the Legislature will honor requests I make on your behalf. In order to assist you, should you decide to request funds, I have attached fact sheets on PVEA for your review, if You have any questions about PVEA funds, please do not hesitate to contact my office in Sacramento: 916-31%2032. I look forward to receiving your requests. Sincerely, Roy Ashbum Assemblyman, 32°a District EnClosures Prlnte~ on Recyc;e~l Paper Petroleum Violation Escrow Account (PVEA) Description: The Petroleum Violation Escrow Account (PVEA) consists of funds resulting from the settlement of cases against oil companies from alleged overcharges in the 1970s. The states' share of P'v'EA funds are to be allocated to provide for indirect restitution to the public through energy conservation projects. Ali projects must provide s(~nificam, quantifiable ener,,.,,y Sa~,ings or displace petroletan usage. Process: For a project to receive funding, it must (I) receive an appropriation by the State Legislature, (2) receive approval from the federal Department of Energy (DOE), and (3) obtain an executed grant agreement from the appropriate state government agency (usually the Energy Commission or the Department of Transportation). Traditionally, most PVEA funds were allocated through state programs, primarily through the Energy Commission. However, in the last several years it has become common for project proponents to request a PVEA grant from their state legislator. At the request of legislative staff, these requests are then screened for probable 'eligibility by the Energy Commission, and the Legislature then decides which of those projects wi!l receive funding If a project receives an appropriation,. the project proponent must then prepare a detailed outline of the project for DOE approval. If the project receives DOE approval, then the appropriate state ageacy takes the necessary steps to execute a grant.agreement so that the funds may be allocated. Project Eligibility: Different accounts within the PVEA have slightly different eligibility qualifications. Final funding oi" a project may depend on the availability of funds within a specific account within PVEA. While many qualifying projects have environmental benefits, this by itself does not qualify a project for PVEA funds. Retroac'ti~'eJimditz,~ t~'a project is not allowable. The following categories of projects may be eligible for PVEA funditag: I. Alternative Fuels. Alternative fuel vehicles are those that use a I"uel other than gasoline or diesel, such as compressed natural gas (CNG). electric, or methanol vehicles. For alternative fuel projects, the Energy Commission generally recommends that broad language be used (such as an appropriation for an alternative fuel project) and that the Commission's Transportation 'Technology Fuels oft'ice (916-654-4634) be contacted to determine if the proposed project is t~asible and will meet the proponents needs.' A. Vehicles. New alternative fuel vehicles and conversion of conventional, vehicles to alternative fuel vehicles do qoalify for funding. Conversion of one alternative fuel vehicle to another alternative fuel vehicle does not qualify for funding. B. Infrastructure. Alternative fuel infrastructure, such as CN(~ filling stations or electric vehicle charging stations, does .qualify for funding. II. Energy Conservation. These projects must either displace less energy efficient models or be an inherently energy efficient system. A. Vehicles. Replacement of a non-energy efficient vehicle with a more energy efficient vehicle is allowable if ii, ere ~vill quanti, liable energy savings. Conventionally fueled vehicles may qualify in these cases. ~ P¥.EA Eligibility Page 2 B. Building Systems. Replacement of HVAC, lighting, windows, and insulation with more energy efficient models is allowable. The purchase of new systems may be eligible if the system is inherently energy efficient: such as a system that exceeds the California Building Standards by 10 percent. C. Energy Audits. Energy audits.quality for funding. D. . Education. Public education.programs designed to improve energy conservation do qualify. I11. Traffic Related. These projects generally only qualify it' they provide an alternative to single occupancy vehicle travel or improve.traffic flow in a manner that provides for xt~nificant, quc~ti, fiable energy xa~'ingx. Projects that are solely safetv-related do not qualify. A. Traffic Signals. New signals only qualify if they improve traffic flow in a manner that provides for si:4ni, ficant, quunti, fiuble el~eC.,?' .~'a~.'itt.'4.~. Synchronizatio,~ of existing signals qualifies. Replacement of traffic signal bulbs with more energy efficient bulbs qualifies as an energy cons~'ation project. B. Bicycle and Pedestrian Paths. These paths only qualify if they are used as an alternative to automobile travel and 'result in signO'icant, quantifiable energy stzvings. Recreational paths generally do not qualify, while commuter trails usually do qualify. C. Highway/Bridge Construction. blajor road construction projects do not qualify. However, small projects whose purpose is to improve traffic flow for energy savings do qualify. IV. Transportation. This includes.projects such as carpools, vanpools, and public transportation. Projects that serve as an alternative to single occupancy vehicle travel generally qualify. Promotion of these projects, and the expansion of ,... access to these projects also generally qualifies. A. Shuttles find Buses. Start-up projects that se~'e as an alternative to single occupancy vehicle travel generally qualify. Projects that serve only to provide access to areas for persons who did not previously have access generally do not qualify. B. Stations. The construction of stations to allow for access to mass transit systems do qualify. The improvement of stations to a/Iow for increased access also quality. However, the beautification of a station or station area does not qualify. ' ~VEA Eligibility Page 3 C. Fares. Limited incentive discount programs designed to increase ddership do quality. However, ongoing continued subsidy programs do not qualify. D. Promotion.. The promotion of mass transit programs for the purpose of increasing rider..ship does qualify. E. Transportation Planning. Engineering studies that investigate transportation alternatives qualify if they will result in near-term implementation of the recommended projects. V. Research. Research projects qualify if they result in the near-term completion of a marketable energy-efficient product. VI. Renewables. Solar. biomass, wind. and geothermal projects gener,'dly qualify. / 'Additional Fundin2 Sources The Energy Commission administers se~eraI grant and loan programs for a variety of energ.9 related projects. Attached is a description and contact number for these programs. Energy Commission Contacts For questions related to PVEA legislative process: Tim Schmelzer (916) 654-4942 For questions regarding PVEA eligibility: Susan Aronhalt (9t6) 654-420'-I. Last Updated: 10/09/96 CEC/OGAfTS BAKERSFIELD CITY MANAGER'S OFFICE MEMORANDUM April 5, 1999 TO: Alan Tandy, City Manager ~ J/ FROM: John W. Stins~,~ssistant City Ma SUBJECT: Councilmember Couch - Referrals 3/31/99 The following is the status of the two referrals assigned to me. #4 This was regarding the upcoming hearing for the CUP for Emerald Cove Park. I spoke to Councilmember Couch last Friday and he indicated that based on my previous discussion with him on this matter no further action was needed. He will meet with the appellant individually to discuss the issue. #7 This was regarding Windsor Park. I called Mrs. McCoullah and spoke with her regarding her concerns. They were the cleanliness of the park and speeding on Dorchester, the street adjacent to her home and the park. I spoke to Stan Ford and he indicated that the park property still belongs to Castle and Cooke and has not been transferred to the City. He indicated that staff has contacted Castle and Cooke to let them know of the complaints and are working with them to encourage them to keep the park maintained until it is transferred to the city. There are some punch list issues (relocation of play equipment and replacement of lighting standards) that are delaying the transfer of the park to the city. He has also spoken with Mrs. McCoullah and explained the situation to her. Regarding the speeding, Stan said he has spoken with the traffic division in public works to see if additional 25 MPH speed limit signage could be added on Dorchester. I spoke with Raul Rojas who indicated we could possibly add an additional sign at the park. I spoke with Mrs. McCoullah today and she said she was satisfied with the efforts made by the City to resolve her issues.