HomeMy WebLinkAbout12/14/01 BAKERSFIELD
CITY MANAGER'S OFFICE
MEMORANDUM
December 14, 2001
TO: Honorable Mayor and City Council
FROM: Alan Tandy~, ~ty
~nager
SUBJECT: General Information
1. We will be doing interviews to select an architect for the west side Fire and Police
Station next week. It will likely be on the Council agenda in January.
2. WWF was a complete sellout at the Garden this week.
3. I will be off December 26th through the 28th. Our oldest daughter is getting married
in Philadelphia over that time. During by absence, Darnell Haynes will be in charge
on the 26th and Alan Christensen will be in charge on the 27th and 28th.
4. A memo from Public Works updating the status of the curbside recycling pilot
program is enclosed.
5. Public Works provided a status report of the PG&E work for the pipeline relocation
at the proposed stadium site.
6. The Monthly Report for November provided by Recreation and Parks is also attached.
7. Ralph's at Stockdale and California is putting in a gas station at their store location,
and they will be removing 30 trees for that construction as a condition of
development. A memo from Recreation and Parks is enclosed which details the
plans.
8. Enclosed is a memo from the Police Department which details Crime Statistics for the
First Nine Months of 2001. They show a reduction of 17.2% for burglaries and 13.7%
for auto theft for the City.
9. A film company that is considering Bakersfield as a location for a production facility
will offer the first-ever film production course at CSUB. The company originally
. contacted Mayor Hall for information about Bakersfield and has been working with
EDCD staff. The company feels this type of course would provide additional skilled
personnel for the film industry when they are looking to bring productions here, and
also provide needed job training opportunities for local residents. Information about
the certificate program is enclosed.
Honorable Mayor and City Council
December 14, 2001
Page 2
10. Enclosed is a status report on the Kern River Expressway Mitigation Ponds.
11. Attached is a copy of the Vision 2020 Status Report and Actions for the City of
Bakersfield through December 2001.
12. Responses to Council requests are enclosed, as follows:
Councilmember Ma,q.qard
· Investigation of operation of a chat line
AT:al
cc: Department Heads
Pam McCarthy, City Clerk
Trudy Slater, Administrative Analyst
BAKERSFIELD
PUBLIC WORKS DEPARTMENT
MEMORANDUM BEC I ~001
TO: ALAN TANDY, CITY MANAGER
FROM: RAUL ROJAS, PUBLIC WORKS DIRECTOR ~_
DATE: DECEMBER 6, 2001
SUBJECT: CURBSlDE RECYCLING PILOT PROGRAM
This memo summarizes the current planning status of the curbside recycling pilot
program.
This pilot program is scheduled to commence on April 1, 2002. Residents from specific
areas of the City will be offered the choice of participating. The pilot area is a fairly
centralized selection of various neighborhoods. The pilot program includes areas which
receive regular trash service by the City and most of the outside haulers. However, the
curbside recycling collection pilot program operation will be conducted by one single
hauling company, to avoid duplicate costs in the pilot program. City staff will provide
coordination, billing, and advertising services.
Sign-ups for the pilot program will commence on February 1,2002. City staff will
process all sign-ups, and begin the billing process for this service. The monthly fee has
been quoted at $5.00 per month, with payment made in advance. The customer will
have the choice of one annual payment of $60.00, or quarterly payment of $5.50, which
includes an administrative fee of $0.50 per billing.
As to the advertising, of this voluntary program, staff recommends advertising be limited
to door hangers, mailings, and neighborhood meetings because of the limited
geographical area of the pilot program.
An Administrative Report providing an update on the curbside recycling pilot program
and an agreement with the hauling company can be placed on the January 23, 2002
Council Meeting. This Administrative Report can either be a workshop or consent
calendar item.
G:\GROUPDA'I'~Memo~00 I\Curbside Recycling. wpd
DEC i3 2001 ,,
BAKERSFIELD
PUBLIC WORKS DEPARTMENT
MEMORANDUM
TO: ALAN TANDY, CITY MANAGER
FROM: RAUL M. ROJAS, PUBLIC WORKS DIRECTOR
DATE: DECEMBER 13, 2001
SUBJECT: PIPELINE RELOCATION AT STADIUM SITE
Attached is a status report of PG&E work for the pipeline
relocation at the Stadium site.
G:\GROUPDATXM2001 _CITYMANAGER~PGandE_Stat osReport .wpd
BAKERSFIELD
PUBLIC WORKS DEPARTMENT
MEMORANDUM
TO: Raul Rojas, Public Works Director ~
FROM: Derrill Whitten, Civil Engineer III ~'~
DATE: December 13, 2001
SUBJECT: Status of PG&E work for pipeline relocation at Stadium Site
Following is the status of PG&E work done on the Multi-Purpose Stadium Project:
Around July, 2001 the City gave PG&E a deposit of $24,500 to begin engineering and estimating
for the relocation of the high pressure gas line. To date, PG&E has spent $10,048.61 in these
efforts. The remaining balance is $14,451..39. PG&E is on hold so no further work will proceed
without City authorization. Staff will continue to place a hold on this work until told otherwise.
Regarding the pressure control valves and the $80,000 that the City Council authorized for this in
September, none of these funds have been expended.
Staff is prepared to request that PG&E refund the remaining balance of the City funds they hold
on deposit. Please advise as to when this should occur.
C:\TEMP\MI 2100 I.wpd
0~'0 / 0
DEPARTMENT OF RECREATION AND PARKS
DATE: December 6, 2001
TO: Alan Tandy, City Manager ~
FROM: Stan Ford, Director Of Recreation and Parks
SUBJECT: Monthly Report for November
Attached are the summary activity reports from each division for November.
Please let me know if there are any questions.
CITY OF BAKERSFIELD
Recreation
gcPar
PARKS DIVISION
NOVEMBER 2001, MONTHLY REPORT
CAMPUS PARK SOUTH TOT LOT
As mentioned last month, Campus Park South tot lot playground equipment was removed due to
condition of equipment. Installation of a new composite (multi-component) playground toy and
swing set were completed in early November. In addition, new playground sand was installed to
ensure safety surfacing criteria was achieved. Area res!dents l~..ve made several positive comments
regarding their new equipment. '~"'
OUR FIRST TOPIARY
On November 28, 2001, our first effort in adding topiary to a city park came to fi'uition. Jastro Park,
with its high traffic visibility and many features which lend itself to year around use, was selected
to host this unique project.
Topiary, a form of landscape art, creates sculptures from growing plant material. In this case, the
plant material is Hollywood Juniper which is carefully "trained" to follow a metal frame which
provides an outline of the desired shape. By tying the growing juniper leader to the frame, the plant
is allowed to grow and fill in with greenery. The greenery is then diligently pruned to create the final
shape.
Our topiary is of two young girls, one flying a kite and the other skipping mpc. When complete the
child forms will be 5 feet tall. Although the shape of each girl is recognizable, it is expected to take
another 18-24 months for plant material to fill in the entire shape.
PROPOSITION 40
Movement is underway to gather support for Proposition 40, The California Clean Water, Clean Air,
Safe Neighborhood Parks and Coastal Protection Act of 2002 which will appear on the March 5,
2002, California ballot. On November. 14, 2001, Recreation and Parks staff participated in a
information session in Los Angeles.
Reasons cited for support of the proposition include renewing support of existing parks and need
for additional parks due to continued urban population growth. This effort recognizes the
recreational, social and cultural centers parks afford our state's communities, while also providing
important venues for youth enrichment and safety; community identity; protection of natural,
cultural, and historic sites, parkland and open space.
Upon successful passage of the $2.6 billion bond measure, Bakersfield is expected to receive
$1 million for park related projects.
WAYSIDE'TENNIS COURTS
The second half of our tennis court surfacing project was completed at Wayside Park. Both courts
were resurfaced with an acrylic material which should provide approximately 7 years of play. Both
courts were provided a new dark green playing surface with a red brick colored out of bounds area.
We hope to be able to continue resurfacing tennis courts throughout the park system. In each
location we have done so, we have also seen a rejuvenated interest in the game of tennis.
TREE PLANTING CONTINUES ....
Taking advantage of an unusually mild fall season, we continue working with schools in providing
information describing the importance of creating and supporting an urban forest. A total of 60 trees
were planted between, Horace Mann, Hart, Stockdale, Fairfax elementary, and Actis Jr. High school.
We respond to teachers request for tree planting opportunities with information for students
culminating with the hands on experience of planting a tree. Students then have an oppommity to
watch a tree grow as they grow.
WHITE LANE MEDIAN IMPROVEMENTS
28) 24" boxed trees and 84) shrubs were planted within White Lane median island between Wible
and McKee Roads. This is the latest median island improvement project completed in conjunction
with efforts of Streets and Parks Divisions. Literally thousands of commuters each day travel this
busy corridor. Recent improvements will only improve with age as the trees grow and create a
thriving canopy cover for area residents to enjoy.
n Abe - Tern November 2001 wp ...... ·
CITY OF IAKERSFIEL~
l ecre i n
gcPar
November 2001 Monthly Report
Silver Creek Community Center
After School Programs
Keep Bakersfield Beautiful Program
Leisure Classes
Submitted by: Terri Elison, Recreation Supervisor
Colleen Cashmore, Recreation Specialist
Amanda Greene, Program Coordinator
Bakersfield B.E.S.T. After School Proflram
The football season came to an exciting end on November 17th when Greenfield's top team
Kendrick played Casa Loma, Bakersfield City School's top team. Casa Loma came out on top
of this close game. Each of the division winners received a pizza party and all participants
received either a certificate or 1st, 2nd, or 3r" place ribbon.
Basketball season will start right after Christmas break in January. The teams are already
practicing and looking forward to the games.
Greenfield Union School District
Highlights of th® activities at the various sites includbd science projects on "Dancing Raisins"
and "How Rain Is Made"; stories and activities from our Tree Trust Grant curriculum using
whimsical characters called "Treetures"; McKee made special America flag magnets out of
toothpicks and gave them to teachers and parents; several arts and crafts projects celebrating
Thanksgiving were made including some edible crafts and Indian headbands, and lots of
outdoor games, cheerleading, and football.
Silver Creek After School Program
Highlights of the activities included putting on a Thanksgiving play with Indians and Pilgrims;
creating art projects like play dough masks, and Thanksgiving banners; and outdoor games.
Keep America Beautiful Pro¢~ram
The Keep Bakersfield Beautiful Committee has been busy with several projects this month.
The committee, in conjunction with the Recreation and Parks Department, planted trees at
.................................................................A en Abe - Terr~ Novemb..e..[ ~).J :~! .... . ....................................................................................................................................................................... Page 2 il
Horace Mann, Stockdale, Actis Jr. High, and Fairfax Schools. There were over 290 children
involved with these tree plantings. The committee members also volunteered on Saturday,
November 17th and planted trees and shrubs in the downtown area.
In addition, the Waste in Place environmental curriculum, sponsored by Keep America.
Beautiful, was presented to 14 elementary school classes. Approximately three hundred
children at Frank West, Stella Hills, and Fairfax schools attended this presentation which
focuses on litter prevention, recycling, and beautification.
ATTENDANCE FIGURES
Average Daily Attendance Monthly Attendance
Greenfield Union School District ~:.
Fairview ............................................................. 118 , 2586
Kendrick ............................................................ 160 3516
McKee .......................................................... ; .... 226 ' 4969
Palla ............... : ........... - .................................. L...265 5829
Plantation ..................................................... ;~... 151 3319
Planz ................................................................. 134 2938
Silver Creek After School Profiram ................ 7 151
(4-days only Mon. - Thurs)
TOTAL ATTENDANCE AFTER SCHOOL PROGRAMS ....... 23,308
Silver Creek Rentals ................................................... $723.00
The Silver Creek multi-purpose room and or pavilion was rented 3 times during the m~=th of
November. The center was rented for a company party, birthday party, and bridal shower. Total
attendance was 450.
Classes at Silver Creek
# Registered Total Attendance
Ballet & Gym (6-11) 8 32
Ballet & Gym (recital) no class no class
Ballet & Gym'(3-5) 17 68
Calligraphy Workshop 2 2
Cheerleading (5th-9th) 3 9
Cheerleading (2nd-4th) 6 18
Cheerleading (4yrs - 1") 4 12
Chess 6 24
Clogging 22 88
Dance & Gym (4-5) 8 32
Dance & Gym (2-3) 4 16
Dog Obedience 11 11 (Last class of 8 week series)
German No class no class
Jazzercise 6 120
Karate 37 296
Kardio-Kick 3 24
Latin Dance (Beg & Int.) 16 64
Spanish 9 36
Tennis (Child-Beg) 8 64
Tennis (Adults) 6 48
Tennis (Child-lnt) 7 56
..... : ..................................................................................................................................................................................................... Page 3 ~
~ii~n Abe - Terr November 2001 .wpd ............................................................................................................................................................................................................................. :'
Tumbling &Gymnastics No class No Class
Upholstery No class No Class
TOTAL 183 1020
Classes at Other Facilities
# Registered Total Attendance
Siemon Park
Tennis (Child) No Class No Class
Tennis (Adult) No class No class
All Star DanCe Studio
Ballet & Gym (2 % -4) No Class. No Class
Ballet & Gym (2 % -4) 5 20
Ballet & Gym (4-5) No Class No Class
Ballet & Gym (4-5) No Class No Class
TOTAL 5 20
*We had no classes this month in Pressed Flower Workshop, Scrapbooking, Cycling 1,
and Watercolor. :
Keep Bakersfield Beautiful Program
Total Attendance
Waste In Place Presentations 300 children / 14 teachers
Tree Plantings 290 children
26 teachers/volunteers
KBB Downtown Beatification 9 volunteers
TOTAL 639
Attendance Silver Creek Center:
Rentals ......................................... 450 Registrations Taken: 203
After School Program ................... 151 # of Guests Served: 158
Classes ....................................... 1,020
TOTAL .................... 1,621
NOVEMBER 2001 MONTHLY REPORT
Submitted by: Henry Shipes, Recreation Supervisor
Susan Roussel, Program Coordinator
After School,Sports:
Flag football concluded during the month of November with
pizza parties for each team winning divisional play. Casa Loma
School was the winner of Bakersfield City School Division.
Kendrick School was the winner of Greenfield's Field Division and
Palla School was the winner of Green Division. Kendrick won the
overall Greenfield league by defeating Palla. Casa Loma and
Kendrick played for the City Championship on Saturday,
November 17th, with Casa Loma winning 26 to 12. All participants
in the program receive a certificate.
After School Program ( City School District):
Average Daily Attendance Monthly Attendance
Sequoia - 23 510
Stella Hills - 72 1587
Casa Loma - 93 2054
Total 188 4151
~llen e - november mon report 2001.w.wpd Page 1
CITY eF JAKEP, SFIELJ
ltecreati n
November 2001 Monthl Re ort
Dr. Martin Luther King, Jr. Community Center
Submitted by: Linda McVicker, Recreation Supervisor
Dr. Martin Luther King Community Center
The Center was rented once this month. K.C.E.O.C. held its Thanksgivings party for pre-school
£amilies on November 21 st. Approximately 80 people attended the party. Recreation Staff used
the facility four times this month for training. EDCD used the facility for it regular monthly
meeting. The gym floor was resurfaced this month so the indoor basketball gym was closed for
two weeks.
Activity Monthly Attendance Registered Participants
Morning Fitness 330 *
Afternoon Fitness Room Combined *
Game Room 503 *
After-School Program 300 12
Gym 626 (gym closed 2weeks) *
,Children's Dance Troupe 240 60
Saturday Tennis 42 32
Aerobics 160 25
Sunday Adult Basketball '24(gym closed 2weeks) *
I nternet 198 (server down 4 days)
Karate(children) 23 52
Karate (adult) 22 28
Cheerleading 118 25
2,586 234
* Drop in program
(Registration not required)
DR. MARTIN LUTHER KING JR. CENTER - RENTALS
DATE AGENCY ATTENDANCE
November 1st Dean Jones - CPRS o 10
November 84 Henry Shipes - Sports training 12
November 94 Henry Shipes - Sports training 10
Novemberl34 Henry Shipes - Sports training ~ 20
November 154 Charles Webb - EDCD 13
November 194 Holly Larson - Aquatics training 10
November 21't KCEOC Pre-School 80
Monthly Attendance of all programs including rentals .................. 2,741
(Participants may attend several activities each day)
Monthly Attendance of each participant entering center ................1,931
Lowell Neighborhood Community Center
The Lowell Neighborhood Community Center had 769 participants this month. Activities
included homework assistance, arts and cratl projects, sports, games, drama, singing and special
events. The computer room and cheerleading class are both very popular with the participants.
CITY OF BAKEI~SFIEI.D
Recreation
Parlcs
November 2001 Monthly Report
Adult and Youth Sports
Mobile Recreation
Submitted by: Dean Jones, Supervisor I
Adult sports
Softball ~
The fall softball season is finally coming to a close the league was scheduled to end November 29.
We rescheduled several games due to rain during the last two weeks. We have a total of 35 mens
and 25 co-recreational teams, 912 adults participating. There are eleven leagues all but four have
been decided, will we conclude the first week in December.
Youth sports
Basketball
We have extended the youth basketball registration from November 30, to Decemberl4, in hopes
of drawing enough in each age group to offer all three divisions, we require a minimum ot'25 in
each group to offer that division.
Football
We hosted the Southern San Joaquin Municipal Athletic Association boy's C division tournament
at Yokuts park on Saturday. We had four teams participate, the Porterville bandits won the
tournament and will represent our association at the federation tournament in Lomita Ca. on
December 8'h.
Mobile Recreation
The mobile program has literally taken recreation to the front door of' many youngsters who might
not otherwise be able to participate in an after school program. As indicated by the growth in
attendance there is a great need in each community we serve.
Attendance:
Centennial 117
Grissom 231
Jefferson 226
Siemon 47
Wayside 137
Wilson 121
Windsor 87
DEPARTMENT OF RECREATION AND PARKS
DATE: .December 14, 2001
TO: Alan Tandy, City Manager
FROM: Allen Abe, Assistant Director, Recreation and Parks
SUBJECT: Ralph's Grocery at Stockdale/California - Removal of Trees
Ralph's is putting in a gas station at their store location and will be removing 30 trees
for that construction as a condition of development. The trees being removed are
approximately 8-10 feet tall and will grow to a height of 20 feet.
The developer will replace the above trees with 32 trees (24" box) of the Coast
Redwood and London Plane species. The size of these trees when planted will be
8 -10 feet tall and will grow to a height of 60 feet. This will meet the 30% canopy
standard under the old ordinance because this agreement was approved prior to the
new canopy ordinance. The 30 trees being removed are going to be donated to our
Keep Bakersfield Beautiful (KBB) program and will be planted at various local schools
as part of KBB's education program. The first school to receive these trees will be
Quailwood Elementary School. The tree planting will be held on December 18, 2001 at
9:00 a.m. These trees will be a special dedication to our city law enforcement and fire.
City police and fire representatives will be on hand to receive this memorial. Jim
Eggert and Paul Graham have been involved in this project.
BAKERSFIELD POLICE
MEMORANDUM
December 12, 2001
To: Alan Tandy, City Manager
Honorable Mayor Hall and Council Members
From: Eric W. Matlock, Chief of Police/~
Subject: Crime Statistics for the First Nine Months of 2001
The State of California Criminal Justice Statics Center will soon be releasing the
preliminary report, "Crime as Reported by Selected California Agencies, January
through September." This report compares preliminary counts of crimes for the first nine
months of 2001 with those of the same period in 2000.
The California Crime Index which does not include the categories of larceny/theft and
arson indicates a total reduction of 10.2%. The FBI Crime Index, however, does
include larceny/theft and arson, and it reflects a 2.9% decrease. The, most significant
reductions are in the area of burglary and auto theft which reflect decreases of 17.2%
and 13.7% respectively.
I have attached a copy of the preliminary report which lists all categories of crimes
reported. Please feel free to call me if you have questions.
EWM/vrf
Attachment: "Crime 'as Reported for Selected California Agencies"
~0 CRIME AS REPORTED FOR SELECTED CALIFORNIA AGENCIES
~ danua,-~ Ihrough September, 2.000 amJ 2001
= By Number artd Perc~t
~ January - C~;me Index C.~me I~lex Fmclbla ~ravated Mot~ Larcer~-
~' Ba~d 2~ ~,~ 3~ 516 16 18 ~ 278 2~8 1,7~ 8~ 4,~4 105
Pol~ ~e~t 2~1 7,~ 2,~ 615 18 26 ~0 ~t 2~5 1,~ ~1 4,~ 19;
%~ -2.9 · -10~ J 19~ 12.7 ~.7 -16.0 -17.2 -t3.7 0.I 87.6
~e C~ ~ M~y ~ ~ D~ ~ eot ~ ~ ~ ~ ~se ~r ~, es ~ ~ ~e ~ ~ ~ R~e, ~1 be~ 1 ~.
~o ~ ~ ~e ~ ~ ~m~ c~ ~ w~ ~ bI ~ ~g ~: ~ O~ ~ ~ ~b~ ~e ~ ~ (d~ - ~), ~ ~ ~i~
MEMORANDUM t a ,
December 12, 2001
TO: Alan Tandy, City Manager (~,-,utz
FROM: Gene Bogart, Water Resources M
SUBJECT: Status of the Kern River Expressway Mitigation Ponds
Flom Core and myself met with Hal Crossley (Manager - Rosedale Rio Bravo W.S.D.) on
Wednesday, December 5th to share information on the proposed recharge areas that would replace the
existing recharge ponds needed to construct the Kern River expressway. I had a follow-up meeting with
Hal on Tuesday, December 11 th after he had a chance to talk with some of his staff and directors.
Since downsizing the project, the estimated pond area needed for construction has been reduced
from the original 25 acres to between 12 and 15 acres total. Depending on the final alignment,
replacement property north of the expressway and east of Allen Road would be replaced on a 1:1 basis.
Property located south of the expressway and east of Allen Road would be replaced on a 3:1 ratio, or
three "wetted" acres for each acre removed from service. This means approximately 35 to 45 acres will
be needed to replace the existing recharge ponds. The original project required 55 acres.
After discussion, Hal Crossley remains supportive of the project as long as existing conditions
outlined in the July 20, 2000 Rosedale RBWSD Position Paper were maintained in proportion to the final
project. To keep the project viable, he suggest the following:
1) It's OK to reduce the recharge pond area in proportion to the reduced road right-of-
way, as long as the mitigation ponds remain east of the existing Allen Road ponds.
2) The shape of the ponds can vary, but should stay contiguous to the original Rosedale
channel.
3) It would be helpful to create linear ponds parallel to the channel to allow for future
water lines and/or recreational easements from the Allen Road pond area back to the
headgate and Cross-Valley-Canal.
SUBJECT: Status of the Kem River Expressway
Mitigation Ponds
Page 2
I told Hal we would pass this information on and let him know when we had a preliminary
alignment and Allen Road intersection layout completed. In the meantime, we will stay in touch as the
project progresses.
GB:sr
cc: Raul Rojas
Flom Core
Jack LaRochelle
S :2001MEM OS\KRExpresswayPonds
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B A K E R S F I E L D
CITY MANAGER'S OFFICE
MEMORANDUM
December 14, 2001
TO: Alan Tandy, City Manager
FROM: John W. Stinso~,~s~sistant City Manager
SUBJECT: Vision 2020 - Status Report of Strategies and Actions for the City of
Bakersfield
Attached is a copy of the Vision 2020 - Status Report and Actions for the City of
Bakersfield through December 2001. This report contains the status and activities
related to Vision 2020 strategies which involved the City of Bakersfield. The current
status is shown in italics following each strategy which related to the City of
Bakersfield. This information was provided by city staff and departments
participating in vision 2020 activities and vision forces. As you can see much has
been accomplished and many strategies are in the process of being implemented by
the City consistent with the goals of Vision 2020. This information is being provided
to the City Council for their information and will also be submitted to Vision 2020 to
assist them in tracking the progress of the Vision 2020 process.
cc. Honorable Mayor and Members of the City Council
All Department Heads
County of Kern
Vision 2020 Committee
VISION 2020 ACTION PLAN
STATUS REPORT OF STRATEGIES AND ACTIONS
for the City of Bakersfield
Economic Development
Greater Bakersfield is...
a community with a well-balanced economic base that provides diverse and stable
employment opportunities with private and public sectors working together to enhance
economic vitality. We are a community that provides entry level and vocational opportunities
while developing our workforce to meet the changing needs of a dynamic economy. Our
business-friendly community embraces well-planned economic growth and encourages a
broad range of high quality employment and entrepreneurial opportunities.
Strategy #1 - Expand telecommunications and other infrastructures to support new and
existing industries.
[~ Identify infrastructure needs for high tech/communications and technology cluster
groups/CSUB-Business School. Lead Organization: Mayor's Regional
Technology Council Time Frame; 2001
Q Develop and implement a technology pi'an for Greater Bakersfield to include public and
private wiring grids, digital access, technology support structures, building codes,
etc. Lead Organization: Mayor's Technology Council Time Frame: 2001
Current Status:
Economic Development staff worked with County staff to hire a consultant, and worked
closely with County staff and this consultant, to coordinate community workshops to assess
the status of Kern County's readiness for high-tech and telecommunications-based
businesses; set one year goals for progress; and identify action items for consideration.
These workshops were held April 30 and May 1 and, from those, a Phase One report was
prepared, lYorking groups from Education, Business, Real Estate, and Telecommunications
met for Phase Il planning sessions on October 8 and 9. Each group formed multiple "task
teams" to draft conceptual plans for presentation to each working group during the
subsequent round of Phase II meetings on November 6 and 7. Phase III will include a plan
to improve local telecommunications infrastructure based upon needs identified during an
inventory currently underway by City and County staff. City and County staff are working
with telecommunications providers and city governments to map existing infrastructure
throughout Kern County (both incorporated and unincorporated areas). This information
will be used by KEDC and City staff to market the availability of these services in areas of
greatest availability. '
December 13, 2001 1
City of Bakersfield Strategies and Actions
Phase l was fundedjointly by City and County. Phases lI and lII are funded by a grant from
the State of California pursuant to an application by New Valley Connections (of the Great
Valley Center).
The steering committee was originally viewed as being the Regional Technology Council.
However, there is some discussion about changing this in favor of KEDC forming a unique
group of high tech business representatives to serve as the High Tech Cluster Group, in
addition to the Steering Committee.
Strategy #2 - Attract new types of businesses consistent with our Vision.
Complete a cluster industry analysis specific to Greater Bakersfield; identify new
industries to target and a marketing strategy for their attraction/growth. Lead
Organization: City Economic Development Time Frame: 2002
Develop Cluster Task Forces to identify and recommend incentives necessary to attract
investment capital in those sectors. Lead Organization: City Economic
Development Time Frame: 2002
Target growth companies that meet clean air requirements, and create sustainable
employment in jobs paying higher wages. Lead Organization: City, County to
develop specific incentives to attract companies meeting these criteria. Time
Frame: 2001
Ensure the development of a regional technology group with public and private
membership. Lead Organization: Mayor's Regional Technology Council Time
Frame: 2001
Current Status:
The Natelson Report identified 9 industry clusters that could be targeted for
expansion/attraction activities. The City is working with the County and KEDC who is now
the lead agency for this strategy.
Strategy #3 - Build on existing economic base: Agriculture (for example; applied
technology, value-added agriculture, Genetic technology) and Energy (for example:
natural gas, micro-energy generating).
Form a Joint Economic Commission (Cluster Group Task Force) to review existing
industries identified as industries to build upon, and create synergy with other
horizontal or vertical groups to support the building on the strength of these
industries via incorporation and use of technology. Lead Organization: City
Economic Development Time Frame: 2001
December 13, 2001 2
City of Bakersfield Strategies and Actions
Current Status:
The City is working with KEDC who is now the lead agency for this strategy. KEDC is
currently researching the value added agricultural industry cluster to pursue industries that
will capitalize on the existing industry base.
Strategy #4 - Create a post-graduate Research and Development partnership with
industry and universities.
~1 Develop a high level task force to discuss focusing research and postgraduate programs
on adding value to existing industries such as high tech agriculture to create an
alignment and a competitive advantage similar to that found in Silicon Valley-
Stanford and Sacramento-UC Davis. Lead Organization: High Tech Cluster Group,
City Economic Development, Workforce Investment Board (WFIB) Time Frame:
2001
Current Status:
The City is working with High Tech Cluster Group who is the lead agency for this strategy.
Strategy #5 - Encourage and provide business development and entrepreneurial
opportunities.
~1 Create business development and entrepreneurial initiatives centered in the industry
cluster groups to be formed. Lead Organization: City Economic Development,
WFIB Time Frame: 2001
Current Status:
The City is working with the Weill Institute Small Business Development Center to
accomplish this strategy.
Strategy #11 - Develop a Fast-track process for establishing a business, in Greater
Bakersfield.
~1 Develop permit information in a consistent format between City and County. Use
existing business model for City and County to establish a simplified and timely
business application process Lead Organization: City, County Time Frame: 2001
~l Provide business permitting information, application, and permitting capabilities as a
part of a common web portal. Lead Organization: Governmental consortium on
technology Time Frame: 2001.
Current Status:
Permitting processes are not currently consistent between City and County; a common
permit application process does not exist due to various technical differences and
December 13,2001 3
City of Bakersfield Strategies and Actions
requirements between the two organizations. On-line permitting is a goal of the City
Development Services Division. Computer modules have been purchased and are being
installed which will allow the public to apply for certain building permits on-line. The
system should be operational in February and further expansion of on-line processing will
be pursued when it is feasible.
County, City, Superintendent of Schools, and KernCOG went on-line with a common web
portal (www. kerngov, neO on August 17, 2001. Information and on-line service applications
will be added as they are developed. Dr. Donovan Ropp of CSUB is assisting by conducting
a survey ofpotentialportal users to determine whichpublic entity services would be best
received if provided by this medium.
Strategy #12 - Develop and implement a plan to develop statistics measuring the
economy and other relevant data for Greater Bakersfield.
Lead Organization: KernCOG, CSUB Time Frame: 2001
Status: The statistical measurement committee has met twice. Economic Development staff
is on this committee and has worked with other committee members to determine which sets
of data are needed and the best sources, to obtain and maintain the data over time.
Committee members identified which of the recommended data sets they produce or
otherwise have access to for the County as a whole, Metro Bakersfield, City of Bakersfield,
and other communities.
December 13, 2001 4
" City of Bakersfield Strategies and Actions
Quality of Life
Greater Bakersfield is...
symbolic of the "American dream" with a family-friendly environment and affordable
housing for all. We are an inclusive, culturally diverse, and tolerant community that
welcomes and celebrates all people. Our community is forward-looking, friendly, safe and
clean with esthetically pleasing physical surroundings that provide recreation and other
family-oriented activities. Our community attracts and supports businesses and organizations
because of our clean, healthy air and many diverse offerings of arts and culture for the
enjoyment of all. We are a community that takes pride in our museums, theaters, and live
musical entertainment. We maximize the use of trees, greenbelts, and water throughout the
community, through the extensive use of walking and bike paths, neighborhood parks, and
landscaped transportation corridors. And, we have maximized the river through the use of
water elements that serve as cultural and recreational resources. Our youth are actively
engaged in the development of our community. Our community serves as a model for
quality, affordable childcare. We value and provide oppommities for our senior citizens.
Strategy 02 - Encourage the use of alternative fuel and low or zero emission vehicles
in Greater Bakersfield. Include in General Plan.
Expand the use of alternative fuel and low or zero emission vehicles in Bakersfield for
· public and private use to achieve 10% usage. Lead Organization: Projeet Clean Air,
supported by Chamber of Commerce, Board of Trade, advertising agencies, media,
Clean Cities Coalition. City and County should develop a coordinated agreement.
Time Frame: 2001 (start) Funding: $500,000 from federal funding
Create the private and public infrastmcfure necessary to support alternative fuel vehicles.
Lead Organization: City, County, fuel providers, Clean Cities Coalition, Kern
Council of Governments (KernCOG) Time Frame: Implement plan January 2001
to January 2003. Funding: $800,000-$1,000,000/CNG station, $40,000/EEV station
Create ordinance to encourage City, County, school districts and other public agencies
to use alternative fuel vehicles. Lead Organization: City, County Government,
transit companies Time Frame: 2001
Current Status:
The City is continuing it's efforts to convert City vehicles to alternative;fuel technology. 25
vehicles were converted during 2001. The City is constructing a LCNG fueling station to
facilitate fueling of City vehicles.
Strategy #3 - Reduce emissions from mobile sources by improving traffic flow.
Encourage more fight-turn lanes. Lead Organization: KernCOG, CalTrans, City,
December 13, 2001 5
City of Bakersfield Strategies and Actions
County planning Time Frame: On-going Funding: New streets-developer funded;
existing streets--CMAQ (Congestion Management Air Quality)
[] Encourage beltway freeway to get cars offthe "stop and go" surface streets; investigate
"systems" approach. Lead Organization: Kern COG - Time Frame: 2001
Current Status:
The City currently has standards which are designed to reduce emissions such as requiring
more right turn lanes to enhance safety and improve traffic flow. Both the City and County
recently completed a study by U.R.S. Griener to study a systems approach to major roads
and freeways in Metropolitan Bakersfield. Both the City and County adopted alternate (gl5
from this report as the preferred plan for future roads and freeways.
Strategy g4 - Reduce air pollution associated with agriculture activities.
[] Create buffer zone between city and farmland. Lead Organization: City, County
planning commissions Time Frame: 2001
Current Status:
The City does not have any jurisdiction over air pollution associated with agricultural
activities. The creation of buffer zones would have to be addressed as part of the 2010plan
update.
Strategy 115 - Increase tree shade canopy to 30% and the number of trees in Greater
Bakersfield from 1 million to 3 million by 2020
[] Create a Master Plan for Greater Bakersfield for greenbelts, water elements, and
landscape corridors (connectors). Lead Organization: City, County, Tree
Foundation, Ad Hoc Tree Advisory Committee, Kern River Parkway Foundation
Time Frame: 2002 Funding: $10,000 to develop the plan
[~ Review and revise commercial and residential development specifications for landscape
requirements. Lead Organization: Ad Hoe Tree Advisory Committee, City, County
Time Frame: 2002
Current Status:
The City has adopted a revised Tree Ordinance for commercial areas which would result in
an increase in the tree canopy to 40% and increase the size and number of trees planted.
The newly created Tree Advisory Committee is reviewing additional ordinance changes to
improve the maintenance and number of trees.
Strategy #6 - Create 20 major tree-covered corridors that connect to and include the
Kern River Parkway, safe bike paths, and GET bus routes by 2020.
December 13, 2001 6
City of Bakersfield Strategies and Actions
[] Create Ad Hoc Tree Advisory Committee to develop seamless tree ordinances in Greater
Bakersfield to ensure a healthy, vibrant, sustainable, urban forest Lead
Organization: City, County and Planning Commissions Time Frame: 2001
[] Update the tree ordinance for Greater Bakersfield. Include incentives for developers to
exceed minimum number of trees as well as specify species to minimize air pollution
and maximize shade canopy Lead Organization: City, County, Planning
Commission, Tree Foundation, Ad Hoc Tree Advisory Committee Time Frame:
2002
[] Create a healthy, vibrant, sustainable urban forest through maintaining and .replacing
current trees. Encourage City, County and adjacent property owners to plant and
maintain trees in existing tree wells and planting strips. Lead Organization: City,
County, Tree Foundation, Ad Hoc Tree Advisory Committee, developers Time
Frame: 2002
[] Create plan to ensure that all parking lots are 50% shaded at maturity by selecting,
planting, and maintaining large canopy shade trees within and surrounding parking
lots through the tree ordinance. Plan will help mitigate "heat island effect." Lead
Organization: City, County, Tree-Foundation, ad-hoc Tree Advisory Committee
Time Frame: 2002
[] Encourage use of reflective roofing materials and/or consider roof gardens on parking
structures to help mitigate "heat island effect." Lead Organization: City, County,
Tree Foundation, Ad Hoc Tree Committee, property owners, clean air groups Time
Frame: 2002 ~'
[] Finish Chester Ave. greenbelt from 24~ Street north to Kern River Bridge Lead
Organizntion: City, County, Superintendent of Schools, North Bakersfield
Recreation and Park District Time Frnme: 2003
Create landscaped gateways, freeways and arterial roads. Increase freeway and entry
point landscape standards. Lead Organization: Set up aprogram with Cal Trans and
Chamber of Commerce, City Time Frame: Action plan to be addressed within 2002-
2005
Implement public landscaping projects such as roundabouts and streetscapes; consider
a metropolitan-wide maintenance district or privatize maintenance; develop joint,
city-county standards for the metropolitan area with d~fined urban and suburban
zones. Leverage grant monies for privately lead beautification projects Lead
Organization: City, County Time Frame: Action plan to be addressed within 2-5
years
December 13, 2001 7
City of Bakersfield Strategies and Actions
Cl Incorporate more water venues, fountains, and/or trees in parks; adopt standards to
require trees; encourage use of water through policies; incorporate art requirements
in buildings Lead Organization: City, County Time Frame: Within 2-5 years
Current Status:
The Tree Advisory Committee has been created with representatives from the City, County,
Superintendent of Schools and North BakersfieM Recreation and Park District. The update
of the Tree Ordinance for commercial industrial and multi-family property/developments has
been completed. The City is working to expand the downtown streetscape project to include
19a Street. The Urban Development Committee is reviewingpossible enforcementprovisions
to ensure the maintenance and viability of trees that have been planted. The City has hired
a new Urban Forester who is working with the various groups on tree ordinance changes.
The City has budgeted $1,045,000 over the past two fiscal years for landscaped median
island improvements of existing asphalt medians incorporating a new more attractive
median island standard throughout the City.
The City has set aside funds in the 2001-02 budget to complete the design of landscaped
medians adjacent to the Kern County Museum on Chester Avenue. Construction funding of
approximately $2 78, 000 is being included in the proposed 2002-03 City CDBG Action Plan
by City staff.
The City is constructing two large landscaped entry signs located on Highway 99, at the
northern and southern boundaries of the city.
Strategy #7 - Leverage Proposition 12 and 13 funding to create a greenbelt corridor
along the Kern River with a bike path from Lake Ming to Buena Vista Lake.
~ Complete a landscaped bike path from Lake Ming to Enos Lane by 2002. Create a
landscaped bike path from Enos Lane to Buena Vista Lake by 2006. Create a master
landscaping plan for the Kern River Corridor. Develop a green, landscaped river
shoreline along the Kern River at Beach Park that includes recreational uses. Lead
Organization: Kern River Parkway Foundation, City, County, Tree Foundation,
Kern County Water Association, The Bakersfield Californian
Current Status:
The City is using funds from proposition 12 and 13 to enhance and extend the bike path
along the Kern River. Also being planned is the construction of the Bellvue River Weir,
which will provide a pedestrian and bike path crossing from the new 30 acre park site
connecting to the 40 acre open space/recharge area. The City has entered into
arrangements with the County Parks to extend the existing bike path from CALM to Lake
Ming. Several shoreline tree projects are being planned for restoration of tree corridors
located between Chester and Golden State Avenue; and another project from Cal State
BakersfieM to the new 30 acre park site along the south shoreline of the Kern River. It is
December 13, 2001 8
City of Bakersfield Strategies and Actions
anticipated these tree planting projects will be completed during 2002.
Strategy #8 - Provide additional recreational and other activities along the Kern River.
~1 Improve fiver use for recreation with barbecues, chess tables, ere in parks along the river.
Lead Organization: City Time Frame: 2003 Funding: Prop. 12 and 13
[~ Landscape Kern River Parkway for safety including lighting, call boxes, and bike
patrols. Lead Organization: City Public Works, Telephone Companies, Bakersfield
Police Department Time Frame: 2003 Funding: Prop. 12 and 13, Bakersfield Police
Dept., company sponsorships
[3 Provide seasonal art exhibits and sales along the river; increase frequency with time as
popularity of the event grows. Lead Organization: Arts Council of Kern,
Bakersfield Art Association, gallery owners, City Time Frame: 2001
[3 Provide easier public access to the Kern River bottom at Beach Park by creating
entrances to safe areas of the river. Lead Organization: City Time Frame: 2003
Current Status:
The city is planning a new 30 acre Park at Buena Vista Road and Stockdale Highway
adjacent to the Kern River. The park will include an aqua theater with an adjacent lake.
There is an additional lake near Stockdale highway. On the north side of the Kern River at
this location is an additional 40 acre open space/recharge area with the possibility of having
playing fields such as soccer, etc. This area will also serve as a trail head for equestrian
activities. The City Recreation and Parks department has implemented several programs
which provide concerts in parks adjacent to the River, including the "Rockin 'By The River"
and the "River Front Jazz" series of events which have been very successful and well
attended.
Strategy #9 - Keep water in the Kern River year-round through Beach Park.
[3 Support Governor's $23 million Kern River Restoration project to keep water in Kern
River through Beach Park. Lead Organization: City, County, Kern County Water
Agency, County Time Frame: 2001
~ Center high density and retail/restaurant development along the river and downtown
canals/riverwalks Lead Organization: City, Redevelopment Agency, Water
Districts Time Frame: As downtown develops to 2002
Current Status:
The City has entered into arrangements with Kern County Water ,4gency to drill new water
wells and provide new canal facilities which will allow Kern River water to be recharged
December 13, 2001 9
City of Bakersfield Strategies and Actions
in the Kern River Parkway below Chester Avenue during the recreation season. The length
of the recreation season flows is dependent on available water supplies. Minimum flows will
be available during the June and July summer months.
Strategy #10 - Develop a cultural/museum master plan incorporating the museums, a
new performing arts center and Metro Park.
Cl Establish a dynamic, public/private, multi-cultural Citizen Arts Advisory Committee to
carry out and lobby for arts, cultural and parks projects with a full-time, paid fund-
raising coordinator. Lead Organization: Citizens Arts Advisory Committee
appointed by City Council and Board of Supervisors with public and private sector
members who only serve a one year term. Would report to the Inter-Government
Relations Committee. Time Frame: 2001 Funding: The committee will deliver a
master plan and a funding plan by December 2001.
~ Form a public/private partnership to develop an integrated master plan for development
for arts, museum, cultural and other resources. Provide a visualization of the
cultural/museum master plan to develop public support for a bond to implement the
master museum/entertainment plan. The funds are to be shared among those groups
participating in the plan development. Lead Organization: Citizen Arts Advisory
Committee Time Frame: 2004
[~ Design and build a Performing Arts Center to encourage cultural activity. Coordinate
with the long-range plan of the Bakersfield Symphony Orchestra to build a 1,500-
seat concert hall. Provide incentives to make it happen. Create a theatre district.
Provide free parking. Lead Organization: Collaboration of Citizens Arts Advisory
Committee, City, DBA, Bakersfield Museum of Art, Arts Council, Supt. of Schools,
Symphony Associates Time Frame: 2010
Current Status:
The County has completed the master plan for the Metropolitan Recreation Center and is
developing implementation strategies with the Museum Authority. The Downtown Charrette
produced several design ideas and identified opportunities for the use of theaters and
performing arts centers throughout the downtown. Specifically the creation of a theater
district was proposed. These ideas will be further developed as specific improvement
projects are pursued.
Strategy #11 - Ensure that 20 cultural activities and exhibits are located throughout
our community and represent our diverse community segments.
~ Celebrate cultural diversity in parks by installing murals, landscaping, sculptures and
other lasting displays. Lead Organization: NOR Recreation District, City Parks
Department (form a foundation to support the effort), Leadership Bakersfield Time
Frame: Complete plan by fall 2001,"complete effort by 2005 Funding: Community
December 13, 2001 1 0
City of Bakersfield Strategies and Actions
Foundation; groups or individuals can sponsor pieces of art. Estimated cost is
$30,000 per park with art to be placed in 10 parks throughout Greater Bakersfield.
Set up an endowment for maintenance and seek state and federal funds for public art.
Current Status:
City Recreation and Parks is conducting several activities promoting cultural diversity
including a Kwanzaa celebration at the Martin Luter King Center, classes on how to speak
Spanish and German, classes in Latin Dance, and Karate,.
Strategy #13 - Assure broad-based recreation programs in all neighborhoods of
Greater Bakersfield.
~ Establish a recreation master plan based on the North of River Recreation District model
for use in all neighborhoods. Lead Organization: City, County park districts. Time
Frame: 2002
Strengthen existing recreation districts through development of foundations and
increased public awareness of parks. City Council should direct a needs assessment
specific to each ward. Stimulate civic action by bringing neighborhoods together for'
mutual purposes Lead Organization: City, Parks and Recreation District Time
Frame: 2001
Develop incentives for water park developers to encourage attractive development in
Metro Park/downtown Lead Organization: City, County, Supt. of Schools Time
Frame: 2002
Create a partnership between Golden Empire Transit (GET) and city parks to transport
children to parks during the summer. Lead Organization: GET, Kern Regional
transit, schools, Boys & Girls Club, City, County Time Frame: 2002
Create neighborhood parks on vacant land and add restrooms to all parks Lead
Organization: Public/private partnerships, City, neighborhood associations, Keep
Bakersfield Beautiful Foundation Time Frame: 2005
Increase volunteer leadership for recreation programs, including high school students.
Lead Organization: City Council, Parks and Recreation District Time
Frame: 2001
Current Status:
The City has recently completed a Recreation and Parks Master Plan. The City recently
implemented and has expanded it's mobile recreation program which provides trailers that
can transport recreation program materials to various park or school sites throughout the
city. The City also purchased a mobile stage so concerts and other performing arts activities
December 13, 2001 11
City of Bakersfield Strategies and Actions
can be conducted throughout the city.
Strategy #14--Coordinate regular, on-going schedule of community-wide events at area
parks, schools, etc. (cultural fairs, recreational fairs, job fairs, fishing derbies, etc.)
~ Focus on youth activities to be sponsored by community based organizations. Lead
Organization: Community-based organizations such as Clayton Alliance, Kaiser
Permanente, United Way, Kern County Network for Children, Chamber of
Commerce, Kern Co. Board of Trade, City, County parks and recreation depts. Time
Frame: 2002
Work with the Chamber of Commerce and Board of Trade to develop a master list of all
events and activities for youth to be published in local newspapers and magazines
and posted on appropriate web-sites. Lead Organization: Chamber of Commerce,
Kern Co. Board of Trade, City, County parks and recreation depts. Time Frame:
2002
Current Status:
The City Recreation and Parks Department conducts a wide variety of scheduled youth
recreation events throughout the community. These range from after school recreation and
sports programs, arts and crafts, aquatics, etc. The department prepares informational
brochures which are sent to city residents to inform them of various activities available. The
Recreation and Parks department also has an extensive web site that provides information
on the departments activities. The City recently implemented and has expanded the mobile
recreation program which provides trailers that can transport recreation program materials
to various park or school sites throughout the city.
Strategy #17 - Structure home building regulations to perpetuate our current
affordable housing.
~1 Develop incentives to offset costs of quality of life programs and encourage quality of
life behaviors for builders. Lead Organization: City, County Time Frame: 2005
Current Status:
The City has programs provided by the Economic and Community Development Department
which encourage affordable new housing construction and rehabilition focused on in-fill and
targeted areas within the city. The City also has a fast trackprogram for the prompt review
and approval of housing plans.
Strategy #18 - Provide consistent safety and law enforcement throughout Greater
Bakersfield.
December 13, 2001 12
City of Bakersfield Strategies and Actions
~ Utilize joint powers agreements and consistent enforcement of ordinances for policing
incorporated and unincorporated areas. Lead Organization: Bakersfield Police
Department (BPD), Kern County Sheriff (KCSO) Time Frame: 2010
I21 Develop a plan to integrate BPD and KCSO data and voice communication capability.
Lead Organization: BPD, KCSO, City Public Works, City and County MIS
departments, County Communications Dept. Time Frame: 2003 Funding:
$3,500,000 to $5,000,000; State and Federal grants should be pursued
~ Design an effective model of"community policing" in all neighborhoods within Greater
Bakersfield (unify and expand). Lead Organization: BPD, KCSO, City/County,
CBOs (community based organizations) and collaboratives Time Frame: One year
and on-going to June 2010
~ Conduct public awareness campaign ofcommunitypolicing. Lead Organization: BPD,
KCSO, Media Time Frame: 2001
[~ Conduct a written needs survey to define residents' specific safety concerns and establish
metrics to measure progress in improving community safety. Lead Organization:
BPD, KCSO, City, County Time Frame: 2010
~ Develop safer community spaces by ensuring all streets, parks, shopping centers and
other public spaces are clean, well lit and landscaped Lead Organization: City,
County, CBOs, collaboratives Time Frame: 2001 and on-going
Current Status:
The City Police Department has implemented community oriented policing throughout the
city and has recently modified its command structure holding lieutenants responsible for
certain geographic areas of the city. "
The department has obtained grants and is upgrading computer aided dispatch and records
management systems. The implementation of mobile data computers which provide
enhanced data and records management capabilities to replace existing mobile data
terminals is also being pursued. Strategies to more fully integrate Police and Sheriffs
communications systems are being developed. Technical equipment capabilities and system
capacity issues must be resolved to achieve this objective. The City Police Department has
also completed a study evaluating the use of police substations as part of its community
oriented policing strategy..4 plan to fund and implement the recommendations in the plan
will be presented with the upcoming annual budget.
Strategy #19 - Attack root causes of crime in Greater Bakersfield.
Cl Coordinate interagency efforts to look beneath immediate problems and consider
underlying causes or risk factors for crime and develop and implement crime
December 13, 2001 ~ 13
City of Bakersfield Strategies and Actions
mitigation plans. Consider economic factors such as education, unemployment,
housing, nutrition; social factors such as inequality, lack of family support, access to
services; family structure factors such as parental inadequacy, conflict, criminal
behavior and family violence. Lead Organization: City, County, Probation
Department, Mental Health Department, Superintendent of Schools, Youth
Development Coalition, Boys & Girls Club, Civil Air Pa~ol, Police Activities
League (PAL), Friendship House, Kern Chiefs Association Time Frame: 2001
Current Status:
The City Police Department participates in numerous multi-jurisdictional task forces
including, the High Intensity Drug Trafficing Area (HIDTA) task force, and the Kern
narcotics enforcement task force. The City created the special enforcement unit which
focuses on gang activity, over the last 2 year gang shootings have decreased over 60%. The
department has also been an active participant in the ad hoc committee on violent crime,
weapons, and community relations formed by the City Council which is working with other
agencies and the community to identify and address solutions to serious crimes. A survey
was completed by the Police Department using Neighborhood Watch groups. Survey
techniques will be further applied by the area commanders in order to better evaluate police
services.
Strategy #20 - Continuously improve the cleanliness of Greater Bakersfield.
~1 Adopt universal curbside household recycling, keeping costs reasonable for residents and
'business owners Lead Organization: City, County Time Frame: 2005
O Conduct free monthly or quarterly bulky item pick-up throughout Greater Bakersfield
Lead Organization: City, County Time Frame: 2001
Current Status:
The city has established a regular quarterly bulky item drop-off program. The Solid Waste
division is implementing a pilotprogram in conjunction with the private refuse haulers for
curbside recycling beginning Apri12002. If successful the program could be expanded city-
wide.
Strategy #21 - Increase inclusiveness by encouraging members of minority
communities to serve on civic boards and commissions.
~1 Create an inclusive, diverse Citizen Advisory Committee Lead Organization: City,
County Time Frame: 2001
Current Status:
The City Clerk responded to a survey request regarding the gender and ethnic composition
of City Boards and Commissions appointed by the City. While gender identification is easy,
ethnic identification is not and as such is not easy to document. All citizens are encouraged
December 13, 2001 14
City of Bakersfield Strategies and Actions
to apply to serve on Boards and Commissions appointed by the City. Applications are
available from the City Clerk and on the City's web site. All openings are advertised in the
local newspaper. The City does not request the applicant's gender nor ethnic background.
Strategy #29- Promote and support youth councils throughout the community
[] Coordinate, strengthen and expand youth advisory councils; hold and expand youth
policy conferences where youth develop goals, strategies, and action plans and are
responsible for making action steps happen Lead Organization: City, County
Time Frame: 2002-2004
Current Status:
The Mayor has a very active Youth Advisory Council which has a representative from each
of the area high schools. They have monthly meetings with the Mayor to learn about local
government and they participate in community projects. The Mayor is also actively involved
in Teen Government Day which provides high school students an opportunity to learn about
city government and services by shadowing the City Council, city managers and department
heads. There is also a Youth Development Coalition which consists of government officials,
local business owners, law enforcement professionals and educators which has a mission
to work with non-profits to provide support for those activities which serve the needs of at
risk youth.
December 13, 2001 15
City of Bakersfield Strategies and Actions
Downtown: The Heart of the City
Downtown Bakersfield is...
an inspiring magnet for those who live, work or play there and is truly the "heart of the city".
It is architecturally pleasing, with an emphasis on the use of water that provides an attractive
backdrop for public art and sculptures, concerts, and other cultural activities. The safe
atmosphere stimulates a thriving day and night center of activity including business, retail,
government, entertainment, and residential uses. Downtown boasts a collection of
neighborhoods, each with its own unique aspects. It is a place that captures our rich
historical heritage.
Strategy #1 - Encourage mixed use development that includes a diverse mixture of
housing through residential zoning changes.
Change zoning and ordinances to create mixed use developments that further encourage
use of incentives, and processes which respect the unique context of development in
downtown. Lead Organization: City, County, Commission/Redevelopment
Authority Time Frame: September 2001
Create demand for infill development Uging incentives by connecting existing facilities
with greenbelts and publicizing the lower costs that come when the infrastructure is
already in place. Lead Organization: City, County, State, KEDC, private
developers, current building owners Time Frame: On-going, goal of significant in-
fill by 2010 Funding: Federal funding for incentive for pollution reduction through
trip reductions, increase local sales tax
Identify uses consistent with downtown character and provide for consistent zoning with
uses. Lead Organization: City Time Frame: 2001
Encourage business uses downtown. Lead Organization: Downtown Business
Association, City Planning Commission/Redevelopment Authority Time Frame:
2010
Create energetic, mixed-use downtown with abundant after-work activities. Lead
Organization: City of Bakersfield supported by DBA, Theatre groups Time
Frame: 2001 and ongoing
Q Develop a marketing plan with DBA and Association of Realtors. Lead Organization:
City of Bakersfield, Association of Realtors, Downtown Business Association. Time
Frame: 2002-2005
December 13, 2001 16
City of Bakersfield Strategies and Actions
Current Status:
The current city zoning for the downtown area permits mixed uses such as residential,
educational, or commercial. ,4 recently announced example of a planned mixed use project
is the residential use on the top floors of the J. C. Penney commercial building by Cal State
Bakersfield. In addition to the residential area there will be educational and retail uses of
this building.
Strategy #2 - Encourage the Charrette process to develop design concepts for the
Downtown area and get it translated along with this Vision into an official downtown
plan.
CI Ensure that funding is available for completion of this process. Encourage active
participation by community representatives in the process. Ensure that goals of
Vision 2020 are incorporated and that the outcomes of the Charrette process become
Vision 2020 action items. Lead Organization: City, Vision 2020 Time Frame:
2001
Current Status:
The Downtown Charrette was conducted in May and the Vision 2020 policies are being
incorporated into the General Plan update. A Charrette implementation plan has been
drafted andprogress is being made towards several concepts presented in the Charrette such
as the~hmending of the General Plan to provide for the expansion of Central Park and efforts
to enhance the Wall Street ,4lley.
Strategy #3 - Develop parks of various sizes to provide green space for walking,
relaxing/sitting, jogging, biking, and picnicking. Provide a pedestrian friendly
atmosphere by linking the parks by historic trolleys, a river walk, or water taxis on a
canal system.
[~ Change zoning and ordinances to encourage development of parks. Provide incentives
to developers and/or property owners to develop parks. Lead Organization: City of
Bakersfield, supported by Downtown Business Association, Tree Foundation, Arts
Council. Time Frame: 2002-2003
Current Status:
The Downtown Charrette was conducted in May and the Vision 2020 policies are being
incorporated into the General Plan update. The Charrette produced several design ideas
and identified opportunities for the use of Parks, green space and water elements throughout
the downtown. These ideas will be further developed as specific improvement projects are
pursued. City staff is currently working with property owners on 19tn Street to expand the
streetscape in that area.
December 13, 2001 17
City of Bakersfield Strategies and Actions
Strategy #4 - Provide free and accessible parking to include strategically placed large
parking structures, open 24 hours to provide overlapping uses; island parking; park
& ride perimeter parking; as well as more creative ways to integrate parking
downtown.
Create half day or hourly rates which are affordable and encourage use of parking
structures; encourage downtown merchants to provide validation for parking
structures; develop ways to provide consolidated structures; establish a parking
authority; implement recognizable and consistent signage on parking; adopt
ordinances for parking signs .(public vs. private); develop and launch a Public
Relations campaign; develop joint use agreements, Parking Authorities, trolley/bus
transportation; implement ordinance changes as needed. Provide incentives to
developers that are tied to parking issues. Lead Organization: City, Downtown
Business Association and Property owners, Golden Empire Transit (GET). Time
Frame: 2001-2002
Current Status:
City staff is evaluating parking needs in the downtown and opportunities for parking
improvements. The existing City owned parking structure is currently underutilized. Staff
is working with the parking structure operator tp enhance the marketing of this resource to
improve parking availability in the downtown. An analysis of establishing a parking
authority has been completed.
Strategy #5 - Expand the downtown street light design and streetscape design, and
incorporate benches, garbage cans, tables and chairs.
O Expand program to sidewalk areas instead of center area. Pursue funding for expanded
areas. Encourage expansion of the design to include additional areas Encourage
businesses to include awnings and consistent signage to complement the theme. Lead
Organization: City of Bakersfield Time Frame: 2002-2005
Current Status:
City staff has applied for funds to expand the downtown streetscape. Meetings have taken
place with property owners on Wall Street and 19~ Street to incorporate benches, garbage
cans, tables and chairs in the alley. Additional expansion will be pursued as funding
becomes available.
Strategy #6 - Develop a River Street to become a center for community activities and
outdoor enjoyment.
~1 Develop strategies to make downtown canals more accessible and attractive through
innovative design while maintaining functionality and public safety. Lead
Organization: City Council, Water Districts, Developers, Insurance Companies
December 13, 2001 18
City of Bakersfield Strategies and Actions
Time Frame: 2003 Funding: Water Districts
~ Locate art shows or other cultural events at or near waterways. Lead Organization:
Bakersfield Museum of Art, Arts Council of Kern, Parks & Recreation, Symphony,
Citizen Advisory Committee Time Frame: 2002
~ Tie scenic waterways and senior living areas with safe walkways for seniors and the
community at large. Lead Organization: City, County Planning Time Frame: 2010
~1 Develop a "River Street" plan. Lead Organization: City Time Frame: 2002-2005
Current Status:
The Charrette produced several design ideas and identified opportunities for the use of
water elements throughout the downtown. Specifically the use of water elements such as a
diverted canal or lake were proposed. These ideas will be further developed as specific
improvement projects are pursued.
Strategy #7- Encourage the use of various water elements - fountains, pools, and ponds
. to enhance the parks, town squares, etc. Ensure the "system" is in place.
~ Enact changes in ordinance; provide incentives to developers; establish an Arts
Commission to oversee design. Lead Organization: City Time Frame: 2002-2005
Current Status:
The Charrette produced several design ideas and identified opportunities for the use of
water elements throughout the downtown. Specifically the enhancement and expansion of
Central Park to include additional water elements such as a small lake and creative use of
existing canal resources was proposed. These ideas will be further developed as specific
improvement projects are pursued.
Strategy #8 - Encourage private courtyards and landscaped spaces that provide
opportunities for formal and informal leisure use and activities. (e.g. the alley/court at
the Superintendent of Schools Office)
~ Enact ordinance changes; provide incentives to developers; Lead Organization: City
Time Frame: 2002 and on-going
Current Status:
The Charrette produced a creative enhancement for Wall Street Alley on both sides of
Chester. City staff is already in the design stages, and has been meeting with property
owners on the west side of Chester Avenue. A portion of the necessary funding has been set
aside, while the difference is in the process of being identified.
December 13, 2001 19
City of Bakersfield Strategies and Actions
Strategy #9 - Encourage the use of trees and flowers, lighting, street furniture, art
signage, flags. Use surface material that enriches the paving options on our streets,
sidewalks, and curbing.
~ Encourage collaboration of Downtown Business Association, Tree Foundation, Arts
Council, and City Government. Lead Organization: DBA, Tree Foundation, Arts
Council. Time Frame: 2002 and on-going
Current Status:
The Charrette produced several design ideas and identified opportunities for the use of trees
flowers, landscaping, street furniture, banners, etc. throughout the downtown. These will
be further developed as specific improvement projects are pursued. Preliminary design
plans have been developed to incorporate these design elements for Wall Street Alley, 19tn
Street between H and Eye streets, the intersection of l 9~h and Eye, and Eye St. from 18tn to
I gth streets.
Strategy #10 - Recognize historic buildings, site and neighborhoods.
~ Obtain Historic designation on City, State of Federal registers.
~1 Provide incentives to developers and property owners to preserve and enhance historic
structures.
[~ Provide history of historic buildings/sites to be placed in a visible area. Lead
Organization: Kern County Historical Society, Kern County Museum Time Frame:
On-going
Current Status:
The City Historic Preservation Commission promotes the Bakersfield Register of Historic
Places designation program. Informational packages have been sent to property owners of
historic structures for potential placement on the local register.
Strategy #11 - Develop permanent historic displays that depict the history of our
Community.
~ Place outside kiosks along pedestrian walkways, in parks, and other "districts." Lead
Organization: Kern County Historical Society, Kern County Museum, City Historic
Preservation Commission Time Frame: 2002-2003
Current Status:
Three kiosks which provide a history of Chester Avenue are located downtown.
December 13, 2001 20
City of Bakersfield Strategies and Actions
Strategy #12 - Develop historic walking and trolley tours.
~] Publicize tha availability of brochures for self-guided walking tours..
~l Work with Visitors and Convention Bureau to provide docents for group tours. Lead
Organization: Kern County Historical Society, Kern County Museum, Convention and
Visitors Bureau Time Frame: 2002
Current Status:
The Historic Preservation Commission has three downtown and one Old Town Kern
walking tours available. The Commission provides docents to conduct these tours.
December 13, 2001 21
City of Bakersfield Strategies and Actions
Community Planning
Greater Bakersfield is...
a community with a clear set of development and land use policies that encourage in-fill
development, while discouraging urban sprawl and leapfrog development into prime
agricultural lands. Our community encourages a high level of cooperation between agencies
leading to utilization of the most efficient and cost effective services. Our community
maintains its small town characteristics while encouraging well-planned growth. We value
distinct neighborhoods and pursue preserving the character of those neighborhoods. We
actively seek to revitalize blighted areas. Our community is visually pleasing and is a place
where all residents take pride in their neighborhoods.
Strategy #1 -Provide consistent urban services within del'meal metropolitan area.
~1 Encourage City and County to agree on and work together to develop consistent urban
services. Utilize Joint Powers Agreement to avoid inconsistent services including,
but not limited to, the following areas: Development; public safety departments; and
recreation. This joint program between the City and County is to provide consistent
services and to build upon the jointly agreed 2010 plan. Establish a joint City and
County task force to identify inconsistencies and concentrate efforts to be consistent.
Develop ordinances jointly between the City and County. Revise 2010 General Plan
to include policy and goal sections that encourage consistent urban services.
Encourage annexations of county islands into the City Develop a Public Relations
campaign to educate and inform the public regarding the inconsistencies and the need
for consistency. Discourage annexation that creates "islands". Lead Organization:
City, County Time Frame: 2001-2002
Current Status:
The City and County staff regularly meet to discuss those items and projects that impact
each jurisdiction and try to resolve issues in a positive manner where potential conflicts may
exist. City and County staff's have an excellent relationship in this regard and many issues
are resolved quickly.
Strategy 02 - Provide property owners with incentives to create in fill or redevelopment.
~1 Develop ordinances that modify fees or set a fee structure for in fill development.
Develop ordinances that allow thc use of development agreements as incentives for
in-fill. Create ordinances that would modify or lower fees, taxes and parking
requirements. Create ordinances that would expedite the approval process. Update
the related policies in the 2010 plan. Reduce time delays for development in the
downtown area through programs for expedited environmental planning review and
traffic studies. Lead Organization: City, County Time Frame: 2001-2002
December 13, 2001 22
City of Bakersfield Strategies and Actions
Current Status:
In August 1999, two new redevelopment project areas were established for Old Town Kern-
Pioneer and Southeast Bakersfield Areas. City staffhas worked with the owner of the former
Chaparral Motel property to demolish and develop a 40-unit apartment complex and a
30,000 square foot retail commercial project on the 5.2 acre site. After being awarded
$500,000 from the California Housing Finance Agency's Housing Enabled by Local
Partnerships, City staff has contracted with 4 local developers to construct 10 single family
dwellings in FY 2002/03 as part of the Lakeview In-ftll housing program. As many as 30
additional units could be constructed in future years using this program.
The City assisted the owner of the southwest corner of Union and California avenues to
demolish the Bakersfield lnn restaurant. Through HUD ' s Economic Development lncentive
program, the City has been approved to receive $490,000 for the Baker Street Corridor
Project, which will revitalize the district by renovating the sidewalks and streets with
streetscape improvements.
TEAM Bakersfield is the result of the City's commitment to exceptional customer service.
Team Bakersfield provides a single point of contact to various City departments for any
dealings with the City. TEAM Bakersfield specializes in providing a coordinated permit
process and speedy responses to business inquiries from various city departments.
Strategy #3 Require non-contiguous development to provide all necessary
infrastructure or provide economic disincentives through variable fees.
~1 Create ordinances supporting the strategy. Encourage a joint power agreement between
the City and County. Update the policies in the 2010 plan. Lead Organization: City,
County Time Frame: 2001-2002
current Status:
The 2010policies encourages contiguous development and requires that development bear
the burden of the provision of services due to their extension. IAFCO also is required to
identify and evaluate the'provision of public service by the City but is not required to
evaluate those provided by the County.
Strategy #4 - Encourage the City and County to work together on land use and
development issues to provide a combined vision on what growth is acceptable or
desired.
Encourage a joint power agreement between the City and County. Update the related
policies in the 2010 plan. Lead Organization: City, County Time Frame: 2001-
2002
Adopt agreements for shared services and shared tax revenues. Lead Organization:
City, County Time Frame: Ongoing action plan
December 13, 2001 23
City of Bakersfield Strategies and Actions
Current Status:
The 2010 Plan update initial draft has been completed to include pertinent Vision 2020
policies. The plan has been forwarded to the consultant to prepare the required
environmental documents for further public review and comment. The City and County
currently have a tax sharing agreement in place.
Strategy #5 - Implement a point system that requires certain criteria be met in order
to develop additional agricultural land.
~ Develop a point system that employs ratios, factoring in the available land, growth and
population, before permitting new area to be developed. The further away from the
existing infrastructure, the higher the fees. This provides an incentive for tying into
the existing infrastructure. Adopt policies in the 2010 general plan. Lead
Organization: City, County Time Frame: 2001-2002
Current Status:
The City Council in its goal setting process indicated it was supportive of efforts to develop
strategies to reduce consumption of prime agricultural land for urban development. They
did not wish to limit the strategies to be considered to the one presented in the 2020 Vision
report, strategy #6. The 2010 Plan update should include pertinent Vision 2020 policies
regarding strategies for preservation of agricultural land.
Strategy #6 - Develop policies for specific incentives for residential in-ffil in blighted
areas.
~ Implement a point system that provides incentives for infill. Consider bonus density in
ordinances. Implement ordinances and adopt policies in the 2010 general
plan/housing element. Use redevelopment mechanisms to identify blighted areas
Adopt differential pricing on fees. Lead Organization: City, County Time Frame:
2001-2002
Current Status:
City staffhas met to develop a pr#gram for neighborhood preservation in areas where new
in-fill housing. After being awarded $500,000 from the California Housing Finance
/igency's Housing Enabled by Local Partnerships, City staff has contracted with 4 local
developers to construct 10 single family dwellings in FY2002/03 as part of the Lakeview In-
ftll housing program. ~Is many as 30 additional units could be constructed in future years
using this program.
Strategy 07 -Streamline and provide incentives for first time homebuyer's in blighted
areas.
~ Work with City program to reduce the red tape. Possibilities include requiring one
December 13, 2001 24
City of Bakersfield Strategies and Actions
inspection stating all items that need to be completed up front. Provide assistance to
first time homebuyers in completing the HUD and Community Development
Department process. Adapt program to make it more customer service friendly. Lead
Organization: City, HUD, and Community Development Department Time Frame:
2002
Current Status:
City staff amended the ]st Time Home buyers Assistance Program to allow for up to $1 O, 000
of down payment and closing cost financial assistance for home buyers participation in the
Lakeview in-fill housing program.
Strategy//8 - Create stricter code enforcement to help maintain neighborhoods and
increase visual standards.
Work with neighborhood collaboratives. Identify resources to guide the property owner
through the assistance programs when they cannot afford to do the repairs. Encourage
cooperation of City and County and Environmental Health Services on Code
enforcement. Empower City and County staffto notify each other of code violations.
Establish a process where homeowners who cannot correct code violations can
voluntarily have those violations corrected by the city or county at no or reduced
cost. Encourage scheduled curbside pickup of bulky items. Expand liens to other
properties in order to' provide incentives for property owners to clean up. Implement
a Public Relations program to educate neighborhoods Lead Organization: City,
County Time Frame: by 2002.
Current Status:
City staff has met to develop a program for neighborhood preservation in areas where new
in-fill housing is promoted by the City's housing programs. City and County staff regularly
confer with each other regarding metropolitan code enforcement issues. The Neighborhood
Watch Program includes stafffrom Public Works, Development Services, Code Enforcement
in addition to public safety personnel to provide residents with assistance and information
regarding City services of interest to the neighborhood.
Strategy 09 - Involve youth in re-developing blighted neighborhoods
Identify targeted neighborhoods, programs, and resources involving youth Lead
Organization: Community Based Organizations, supported by City, County and
private providers Time Frame: 2002 and on-going
Current Status:
City staff works with neighborhood collaboratives where feasible to involve youth
participation in improving blighted neighborhoods. The City assisted several local non-
profit agencies with applications for Youth BuiM Grants sponsored by HUD.
December 13, 2001 25
City of Bakersfield Strategies and Actions
Strategy 010 - Provide f'mancial or other incentives for urban areas in the County to
be annexed into the City.
~ Use Block Grant Funds; Modify fees or hook up fees; Eliminate special districts upon
annexation Lead Organlzation: LAFCO, City, County Time Frame: 2001-2002
Current Status:
The City evaluates each proposed annexation to identify various programs and funding
sources which may assist with improving the proposed annexation areas up to current city
standards. Depending on the ability to provide services and types of services currently
provided, districts may be eliminated in cases where it is feasible.
Strategy #11 - Retrofit existing neighborhoods to be more pedestrian friendly and
provide for pedestrian friendly thoroughfares in new developments.
[~ Develop a program, identify funding requirements and grant sources; Reduce street size
standards; Lower speed limit on residential streets; Implement traffic calming
devices; Adopt ordinances for offstreet parking Lead Organization: City, County
Time Frame: 2003-2005.
Current Status:
The City has implemented several traffic calming strategies including speed humps / traffic
undulations and mid-intersection median planters. We also minimize the number of 4-way
intersections within neighborhoods, and long straight street alignments on local streets
which couM promote speeding.
Strategy #12 - Adopt incentives for improving utilization of existing problem
commercial areas
~ Identify areas for commercial redevelopment, including spot areas; Adopt policies in
support of the strategy; Update the 2010 plan; Implement ordinances that provide
incentives such as tax increases rebates or modification of fees. Lead Organization:
City, County Time Frame: 2002-2005
Current Status:
In August 1999, two new redevelopment project areas were established for Old Town Kern-
Pioneer and Southeast Bakersfield areas. Redevelopment, under the California Community
Redevelopment Law, provides the necessary stimulus to reverse deteriorating trends, remedy
blight, and create a new image for many communities using tax increment financing. The
City's Enterprise Zone designation was extended five more years to stimulate investment and
increase employment in the Zone area. The Southeast Metropolitan Bakersfield Enterprise
Zone consists of approximately four square miles. The Enterprise Zone offers unique state
income tax benefits in addition to other incentives for job-creating businesses. These benefits
include: Hiring Tax Credits - Firms can earn $29,234 or more in state tax credits for each
December 13, 2001 26
City of Bakersfield Strategies and Actions
qualified employee hired; Sales Tax Credits - Companies can earn sales tax credits on
purchases of manufacturing equipment; Expense Deduction - Up-front expensing of certain
depreciable property is allowed; Net Operating Loss Carryover - Up to 100% of a
company's net operating loss can be carried over up to 15years; Lenders'Benefits -Lenders
pay no state taxes on net interest earned on loans to Enterprise Zone businesses; Credit
Carryover- Unused state tax credits can be applied to future tax years. City staffhas worked
with the owner of the former Chaparral Motel property to demolish and develop a 40-unit
apartment complex and a 30, 000 square foot retail commercial project on the 5.2 acre site.
After being awarded $500,000 from the California Housing Finance Agency's Housing
Enabled by Local Partnerships, City staffhas contracted with 4 local developers to construct
10 single family dwellings in FY 2002/03 as part of the Lakeview In-fill housing program.
As many as 30 additional units could be constructed in future years using this program. The
City has demolished the vacant substandard commercial building located at the northwest
corner of Kentucky and Baker streets.
Strategy 013 - Provide incentives for reuse of commercial zones
Adopt ordinances to modify fees; Provide pedestrian access Lead Organization: City,
County Time Frame: 2002-2005
Current Status:
As noted elsewhere in this section, the City provides a variety of incentives such as
redevelopment tax increment financing, enterprise zone tax credits and technical assistance
depending on the nature and location of specific projects.
Strategy 014 - Use Pocket redevelopment
Identify problem areas and set up programs for development of the pocket areas. Lead
Organization: City, County Time Frame: 2002-2005
Current Status:
City staff has identified smaller "pocket" areas which would lend themselves to more
focused revitalization efforts. Examples would include College Center on Columbus Street
and the former Montgomery Ward Center on F Street.
Strategy #15 - Redevelop individual city blocks
Use mixed use to get funding from housing fund; Use of transit villages to obtain
additional funds. Place them near Amtrak or Get stations and they will qualify as
"transit oriented developments". Lead-Organization: Kern COG and City Time
Frame: 2002-2005
December 13, 2001 27
City of Bakersfield Strategies and Actions
Current Status:
The City, working with the Housing Authority of the County ofKern, utilized Redevelopment
Agency funds and HUD funds to help finance the construction of 80 senior units at the Park
Place Senior Apartments. The City assisted Capital Vision Equities with the development
of a 180 unit senior housing project at California Avenue and 'N" Street in the Southeast
Bakersfield Project Area. City staff has worked with the owner of the former Chaparral
Motel property to demolish and develop a 40~unit apartment complex and a 30, 000 square
foot retail commercial project on the 5.2 acre site. After being awarded $500, O00 from the
California Housing Finance Agency ' s Housing Enabled by Local Partnerships, City staff has
contracted with 4 local developers to construct 10 single family dwellings in FY2002/03 as
part of the Lakeview In-fill housing program. As many as 30 additional units could be
constructed in future years using this program.
December 13, 2001 28
City of Bakersfield Strategies and Actions
Transportation
Greater Bakersfield is...
A community that is proud of its efficient, environmentally friendly transportation system
that serves all areas of the community. As an international gateway with a modem airport,
our community is connected to major cities in California through a high-speed rail system.
Strategy #1 - Create additional revenue sources to increase priority for state and
federal transportation funding.
Create additional revenue source to become a self-help community in order to qualify at
a higher level. Lead Organization: Kern Transportation Foundation and Kern COG
Time Frame: 2001-2020
Current Status:
The City continues to cooperate with all efforts to secure more transportation funding for
or community.
Strategy #2 - Increase pedestrian pathways and bike routes
Include provisions for pathways and bike routes for developing areas in the 2010 general
plan update Adopt and implement policies to retrofit existing areas Lead
Organization: City, County Time Frame: 2001-2002
Current Status:
The City is currently expanding the bike path along the Kern River from Enos Lane to
Stockdale Highway and from Fair. fax to CALM. The existing Kern River bike path is being
repaved and widened through state recreation and park bond funds. Staff continues to look
for opportunities to expand and improve our bikeway facilities through various means
including when roads are resurfaced and re-striped, when roads are newly constructed, and
when in the course of regular maintenance bikeway striping can be installed.
Strategy #3 - Encourage completion of route 58.
Update the 2010 plan. Design policies to implement strategy. Lead Organization:
KERNCOG, City, County, Kern Transportation Foundation, Cal Trans and the
Chamber of Commerce Time Frame: 2010-2020
Current Status:
Both the City and County recently completed a study by U.R.S. Griener to study a systems
approach to major roads and freeways in Metropolitan Bakersfield. BotKthe City and
County adopted alternate #15from this report as the preferred plan for future roads and
freeways.
December 13, 2001 29
City of Bakersfield Strategies and Actions
Strategy #4 - Recognize the link between land use and transportation.
~ Modify fees within three blocks of GET station, etc. Provide for more compact
developments, less sprawl and higher density developments. Encourage annexation
for consistent, well-planned projects/development. Develop incentives for higher
density development around transportation areas. Create a policy in the 2010 update.
Lead Organization: City, County Time Frame: Within 1-2 years.
Current Status:
The 2010 Plan update initial draft has been completed to include pertinent Vision 2020
policies. The City has recognized the link between land use and transportation by
participating in the relocation and construction of the new~4mtrak station which is adjacent
to the downtown and nearby entertainment venues, hotels and public buildings. The City
Council has recommended that the proposed high speed rail station be located downtown
due to its proximity to major governmental, entertainment, educational and business
facilities.
Strategy #5 - Encourage joint metropolitan transit policies/goal consensus between
City, County and the public
[~ Update the 2010 plan. Enact a joint Agreement between the City and County Lead
Organization: MTIS, supported by the City, County Time Frame: 2001-2002
Current Status:
The 2010 Plan update initial draft has been completed to include pertinent Vision 2020
policies. The plan has been forwarded to the consultant to prepare the required
environmental documents for further public review and comment.
Strategy #6 - Expand the public transportation system
[3 Obtain additional operations funding, Become a "self help" county for higher state and
federal transportation funding. Lead Organization: Golden Empire Transit, Kern
COG, City, County Time Frame: 2001-2010
Current Status:
The City continues to work with the Kern Transportation Foundation and other groups who
are interested in obtaining additional funding for local transportation needs.
Strategy #8 - Obtain community consensus on the location for the high-speed rail
station in Greater Bakersfield.
Leverage the work of the Kern Transportation Foundation which is creating a broad
concern list for proposed sites. Adopt a location for the high speed rail station Lead
December 13, 2001 30
City of Bakersfield Strategies and Actions
Organization: Kern COG, Cal Trans, CTC, High Speed Rail Authority
Current Status:
The City Council and the Board of Supervisors will be conducting a joint meeting in early
2002 to discuss the best location for the High Speed Rail station in Bakersfield. The City
Council has recommended that the proposed high speed rail station be located downtown
due to its proximity to major governmental, entertainment, educational and business
facilities.
December 13, 2001 31
City of Bakersfield Strategies and Actions
IMAGE--"How We See Ourselves"
Greater Bakersfield is...
a community that has a positive perception of itself. Our community is seen as a destination
place for business and tourism based on its reputation. We are perceived as a thriving
metropolitan area with a small town atmosphere and big city amenities. We are a community
known for its friendliness, family-oriented atmosphere and diversity.
Strategy gl - Create a process and structure to ensure focus and completion of
activities in a collaborative fashion to measurably improve the image of Greater
Bakersfield among internal (residents) and targeted external audiences.
Cl Develop Image Vision Force into a collaborative partnership group to address image
issues facing Greater Bakersfield. This will include securing commitment of current
members and recruiting additional members. Lead Organization: County of Kern,
Bakersfield Convention and Visitors Bureau, Kern County Superintendent of
Schools, Greater Bakersfield Vision 2020 Image Vision Force Time Frame:
June 1, 2001
Current Status:
The City is a participant in the Image Vision Force.
Strategy #2 - Identify funding needs and capture potential sources of funding to carry
out goals.
~ Secure funding from partners (where available) as well as other identified sources. Lead
Organization: Collaborative Partnership Group established in step 1 Time Frame:
Completed by June 1, 2001
~ Involve the help ora grant writer/editor to review funding solicitation documents. Lead
Organization: Collaborative Partnership Group established in step 1, specifically
KCSOS Time Frame: June 1, 2001
Current Status:
The City Economic and Community Development Department has identified $5,000 of
economic development marketing funds available for this marketing research project.
Strategy #3 - Hire a marketing/public relations agency to conduct baseline research.
~1 Conduct research that will reveal the perceptions and attitudes about Greater Bakersfield
among residents. Lead Organization: Collaborative Partnership Group to hire
marketing/public relations agency; marketing/public relations agency to conduct
baseline research Time Frame: Research completed by December 1,2001
December 13, 2001 32
City of Bakersfield Strategies and Actions
Research will reveal the perceptions of Greater Bakersfield among business decision-
makers and travelers. Lead Organization: Collaborative Partnership Group to hire
marketing/public relations agency; marketing/public relations agency to conduct
baseline research Time Frame: Research completed by December 1, 2001
Current Status:
This activity is currently being completed by the Vision Force.
Strategy #4 - Launch an internal and external marketing campaign based on the data
gathered in the baseline research phase and the tactics and messages proposed by the
Vision 2020 Image Vision Force.
Focus the marketing campaign on creating the image for Bakersfield envisioned by
residents who participated in the Vision 2020 process. Lead Organization:
Marketing/public relations agency under the direction of the Collaborative
Partnership Group Time Frame: Campaign proposal approved by February l, 2002
Implement the campaign to include the following tactics: Internal campaign; Fast facts
publication; Reward residents and local businesses for promoting Greater
Bakersfield; Radio advertising and feature stories; TV advertising and feature stories;
Print advertising and feature stories; Partnering with collaboratives, non-profits,
businesses and other organizations promoting Greater Bakersfield; Highway signage;
Publish positive statistics about the community; Create Bakersfield-enhancing
quality of life indicators and use them to promote the community; External
campaign; Pitch stories to publications throughout California; Primary portal website
with information on Bakersfield; Presentations and displays at county fairs and state
conventions. Lead Organization: Marketing/public relations agency under the
direction of the Collaborative Partnership Group Time Frame: 3-year campaign to
~ commence March 1, 2002
Current Status:
This activity will occur subsequent to the research phase.
Strategy #5 - Monitor and evaluate the effectiveness of the marketing campaign
Evaluate the effectiveness of the internal and external campaigns by conducting post
campaign research and comparing the results with the baseline data. Lead
Organization: Marketing/public relations agency to provide measurement for
evaluation by Collaborative Partnership Group Time Frame: Quarterly and annual
progress reports will be made by the marketing/public relations agency to the
Collaborative Partnership Group ~
Current Status:
This activity will occur subsequent to the research and marketing phase.
December 13, 2001 33
City of Bakersfield Strategies and Actions
~~ '~ · BAKERSFIELD POLICE
~. ~, ~'TJ,..~MEMORANDUM '
TO: ALAN TANDY, CITY MANAGER
FROM: ERIC W. MATLOCK, CHIEF OF POLICE~__~.
DATE: December 12, 2001
SUBJECT: Bio-Sphere Chat Line
Council Referral No. WF 0019070/001 (Ward 3)
ICouncil Member Maggard requests that the police department make sure that Bio-
Sphere Chat Line is abiding by all laws regarding that type of business.
In response to Council Member Maggard's request, staff was assigned to investigate
the operation of the Bio Sphere Chat Line. The attached memorandum by Captain Neil
Mahan summarizes our most recent investigation. Please contact me if you have any
questions. ~'
EWM/vrf
attachment: Memorandum "Bio-Sphere Chat Line - Council Referral WF 0019070,"by Captain Neil Mahan
BEC I2 2001
BAKERSFIELD POLICE
MEMORANDUM
To: Eric M. Matlock, Chief of Police
From: Captain Neil Mahan, Investigations Division
Date: December 7, 2001
Subject: Bio-Sphere Chat Line - Council Referral #WF0019070
BIO-SPHERE was a fi'ee chat line intended for adult (18 and over) participants that operated in the
Bakersfield area from early 2001 through November 2001. The company discontinued its local service
after the fatal automobile accident on Seventh Standard Road in which four youths were killed. The
chat line was extremely popular with young adults and teens. Callers place a call to a local telephone
number which is not reported on the callers phone bill and enter a chat room or private chat room.
The parent company, CALCHAT, based in Eureka, California bought local numbers and used computers
to facilitate the chat rooms. BIO-SPHERE apparently did provide warnings that callers must be 18 years
or older to use the service. BIO-SPHERE's intent was to develop a loyal user group and later sell
advertising for the service. There are similar chat services in other California jurisdictions.
The Police Department was aware of BIO-SPHERE's existence prior to June 2~01, however, there were
no reports or evidence of criminal activity. The Department has investigated eight cases in which the
victim and suspect met through the chat room. In six of those cases arrests have been made, in one the
suspect's identity is unknown, and the other there is insufficient evidence. Victims ranged in age from
12-20 and suspects from 17-41.
Our research thus far indicates phone chat rooms are much like the INTERNET with minimal regulation.
We have conferred with the Kern County District Attorney's Office, the State Attorney General's Office,
and five other technology units of other agencies. None of the other jurisdictions have experienced the
problems associated with sexual assaults that we have. There are other phone chat rooms that are
advertised locally, however, they each charge fees. We have no cases involving the fee charging phone
chat lines.
THE POLICE DEPARTMENT'S RESPONSES:
A Detective from the Juvenile/Sex Crimes Unit has been assigned to monitor all local phone chat lines.
Crime Prevention has included messages in its presentations to Bakersfield youth that warn and caution
both adults and youths of the potential dangers of phone chat rooms. We are continuing our research
into regulation, or seeming lack of regulation of these businesses. We are exploring some of the
investigative tools that can be used in INTERNET child pornography and the applicability to free phone
chat lines. The best response is parental oversight, our Crime Prevention unit will continue that
message.