HomeMy WebLinkAbout11/16/2007 S A K E R S F I E L D
CITY MANAGER'S OFFICE
MEMORANDUM
November 16, 2007
TO: Honorable Mayor and City Council
FROM: Alan Tandy, City Manager
SUBJECT: General Information
1. Human Resources will be moving to the Borton, Petrini and Conron building — probably
in January. Sometime in the spring the new Council Committee meeting rooms will also
be finished over there. In the near future we need to rename that building as well as the
building we currently occupy. The best idea we have come up with so far is to designate
the entire area bounded by Chester on the east, "H" on the west, 17th on the north and
16th on the south as "Bakersfield Municipal Government Center". Within this "Center"
would be "City Hall-North" (currently BPC), "City Hall-South" (present City Hall), "City
Hall-South Annex" (currently Public Works building) and "Police Headquarters".
2. It appears that the November 28th Council meeting will be a long one. Among other
things on the agenda are the return of the two Wal-Marts and at least two other
contested General Plan Amendments, along with a long consent calendar and several
other GPAs.
3. Attached is a copy of the New Fire Station Location Assessment report prepared by
Citygate Associates. It essentially confirms that the proposed station locations currently
identified by the Fire Department are appropriately sited and are appropriate for existing
response standards and the needs of residential growth areas. It also provides some
technical changes for better measurement and tracking of fire unit response times and
establishing more meaningful performance measures. The Fire Department can use
this information in discussing the location of new stations within the County pursuant to
the Joint Powers Agreement.
4. The new in-pavement lighted crosswalk warning lights on East Truxtun at the
Bakersfield Homeless Center are now operational. The technician from the supplier and
City staff will be observing the operation for the next few days in case minor adjustments
to the operation and/or timing of the lights are needed.
This is the first such device in use in the City. In-pavement lighted crosswalks have
been used on an experimental basis in some California cities for a few years. They
were recently fully approved for use in the State of California.
Honorable Mayor and City Council
November 16, 2007
Page 2
5. Enclosed is the Economic and Community Development Department Activity Report
from July 1, 2007 through November 15, 2007.
6. Recreation and Parks' Activity report for the month of October is enclosed.
7. The Streets Division work schedule for the week of November 19th is enclosed.
8. Responses to Council requests are enclosed, as follows:
Councilmember Benham
• Efforts to increase recycling in City Hall and other departments;
• Update on process of creating quiet zones;
Vice-Mayor Hanson
• Feasibility of providing notification of fireworks events; and,
Councilmember Sullivan
• Speeding on Sundale Avenue.
AT:rs:rk
cc: Department Heads
Pamela McCarthy, City Clerk
Roberta Gafford, Assistant City Clerk
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■ FOLSOM(SACRAMENTO), CA MANAGEMENT CONSULTANTS■
NEw FIRE STATION
LOCATION ASSESSMENT
FOR TIME
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November 9, 2007
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2250 East Bidwell St., Ste #100 W Folsom, CA 95630
(916) 458-5100 ■ Fax: (916) 983-2090 CI1YGfl1 flssWl ff ' K
NEW FIRE STATION LOCATION ASSESSMENT
EXECUTIVE SUMMARY
The City of Bakersfield retained Citygate Associates, LLC to conduct an assessment of planned
fire station sites in growing areas of the City. The focus of this review was on establishing and
verifying the appropriateness of near-term new fire station locations using the existing level of
service as adopted by the City Council, so as to best plan future fire station locations.
In brief,-City staff has identified six new fire station locations in the western and eastern growth
areas that were to be evaluated for adequacy. These sites are in the Capital Improvement Budget
planning process and some are in discussion for developer funding contributions.
Overall, Citygate finds the six sites, as reviewed, meet the City's needs, and are thoughtfully
planned to make good use of the road network for response time coverage. As such, staff should
pursue all six sites to closure. Bringing the stations on line is dependent on available revenue
and growth per each sub-area. In this report, Citygate has offered some national best practice
perspectives to City staff on what could trigger the need for a planned fire station to be on line as
the City and County Fire Department partners work jointly on the timing of additional fire
stations.
POLICY CHOICES FRAMEWORK
As a reminder, Bakersfield must understand there are no federal or state regulations directing the
level of fire service response times and outcomes. Thus, communities have the level of fire
services that they can afford, which is not always what they would desire. The body of
regulations on the fire service provides that ifire services are provided at all they must be done
so with the safety of the firefighters and citizens in mind. Given this situation, agencies are
challenged to design fire services in an era of fiscal constraints that challenge their ability to
properly staff, train, and equip a safe and effective fire/medical response force.
Bakersfield has a positive and somewhat unique situation in which it shares the locating of
additional fire stations with the County Fire Department under a Joint Powers Agreement. In this
partnership Bakersfield can continue to site additional fire resources as it has historically done
(maintain the status quo). To assist with this task the City leadership may consider and use some
additional criteria to prioritize the order and timing of additional resources.
In brief, Citygate finds that the challenge of providing fire services in the City of Bakersfield is
similar to that found in all California communities: providing an adequate level of fire services
within the context of limited fiscal resources, competing needs, and growing populations.
Bakersfield has not been immune from the "perfect storm" of consequences of over ten years of
the state's taking of local revenues, just as federal and state safety regulations increased the
complexity and employer cost burdens on fire departments.
While this report can provide a framework for the discussion of fire services for Bakersfield,
neither this report nor the Citygate consulting team can make the final decisions or cost out in
detail every possible alternative. Once final fire station location choices are given policy
New Fire Station Location Assessment—page 1 =a 04101 uc
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approval, staff can conduct any final costing and fiscal analysis on a per-station project and/or
fiscal year basis.
BAKERSFIELD PROJECT APPROACH AND RESEARCH METHODS
Citygate used several tools to gather, understand, and model information about the City and Fire
Department for this study. We started by making a large document request to the Department to
gain background information on costs, current and prior service levels, the history of service
level decisions and what other prior studies, if any,had to say.
In a subsequent site visit, Citygate team members followed up on this information by conducting
focused interviews of fire management team members and other appropriate City staff. We
reviewed demographic information about the City,proposed developments, and managed growth
projections. As we collected and understood information about the City and Department,
Citygate obtained electronic map and response data from which to model current and projected
fire services deployment.
Once Citygate gained an understanding of the Department service area with its fire, rescue, and
EMS risks,the Citygate team developed a model of fire services for the new areas that was tested
against the mapping and prior response data to ensure an appropriate fit.
In order to make this research and planning effort sustainable into the future and to best leverage
the costs of this project, the Department had already chosen to purchase the response mapping
and statistical analysis software tools used by Citygate Associates. This will enable specific
planning over a multi-year period as the City Council makes (and can fund) its fire services
policy choices. The results of this technical work were separately provided to the Department as
an extensive set of maps and response statistics analysis to give staff in-depth detail to assist in
the on-going planning efforts.
The Bakersfield Fire Department can and does use "closest unit" automatic and mutual aid from
the Kern County Fire Department and beyond if necessary. This mutual aid response helps
Bakersfield with incident workload when Bakersfield units are already committed or are not the
closest unit. Bakersfield accesses mutual aid units through its dispatch relationship with the
Kern County Fire Department.
This occurs for engines, ladder trucks and battalion chiefs. The technical aspects of this study
did not obtain data from the Kern County Fire Department, and this study was not commissioned
to study the in-depth relationship between the two departments as managed by their Joint Powers
Authority (JPA). Given the close working relationship, the two departments will have to
continue to plan together the locating of resources, especially ladder trucks and battalion chiefs
that cover larger response areas than do fire engines in neighborhood fire stations.
BAKERSFIELD FIRE DEPARTMENT OPERATIONAL AREA BACKGROUND INFORMATION
The City of Bakersfield has an approximate area of 205 square miles. The 2006 population
within the City was approximately 303,000 residents. The resident population count also does
not account for the people driving on Highway 99 and other major east/west road sections, which
the Bakersfield Fire Department is responsible for serving. There is also an out-migration of
WKM 1K
New Fire Station Location Assessment—page 2 („ R il
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residents during the workweek and some in-migration of employees to Bakersfield area
businesses.
The City jointly provides fire protection in the metropolitan Bakersfield area with the County of
Kern. There is a joint powers agreement (JPA) between the two agencies where the closest fire
station is the first responder. Therefore, the Bakersfield Fire Department (BFD) protects areas
within the incorporated City limits as well as some unincorporated areas. Likewise, the Kern
County Fire Department (KCFD) protects unincorporated areas and some areas within the City
of Bakersfield depending on the location of the station. Both agencies provide supplemental fire
response coverage to the other entity within the Metropolitan area in accordance with the JPA.
Nine out of twelve KCFD stations within the JPA provide coverage for City residents and
businesses, while ten out of thirteen BFD stations provide coverage for residents and businesses
in unincorporated areas within metropolitan Bakersfield. The total population served by the two
agencies is currently 481,000 and is estimated to grow to 519,000 at maximum build out of the
2010 General Plan. The JPA also designates station locations; includes guidelines and
agreements for funding,joint operations, training, and dispatch functions between the agencies.
Procedures for locating new stations and relocation of stations are also included in the JPA.
Decisions regarding the placement of new stations will need to be made within the context of the
JPA and in coordination with Kern County.
According to information from the City's Planning Department in the summer of 2006, the City
had pending development applications that could generate approximately 33,900 lots on 12,938
acres Citywide. The estimated future population of the City could reach 400,000. These figures
are for the existing and very near-term City limits, not all possibilities in the City's Sphere of
Influence. In the joint operational area with future growth and the in-migration of visitors and
employees, the Bakersfield and Kern County Fire Departments are, or will be, responsible
everyday for the needs of almost 481,000 to 519,000 people. People having medical problems or
causing fires primarily drive calls for service. The Departments also serve a"mobile"population
as mentioned on the highways and recreation areas.
Bakersfield is in an area that is subject to a variety of fires. While there is not a large wildland
fire problem, there are open areas that contain grasses and mid-density fuels. The hilly terrain in
many areas outside of the City core and the generally difficult road system in many of the
neighborhoods make wildland fires a threat for conflagration should a fire escape the building of
origin or the ignition occur outside. In many areas, due to the density of building development,
there is always the risk of conflagration should fire escape the building of origin.
NEWER LEGAL CHANGES AND CHALLENGES TO THE PROVISION OF FIRE SERVICES
In addition to the Constitutional and State Government Code restrictions on local government
finance, there have been new state and federal safety laws, regulations, national fire service
deployment recommended practices and court cases that limit or provide guidance to cities in
determining their staffing levels, training, and methods of operation. Two of these are given an
abbreviated overview below:
1. 1999 OSHA Staffing Policies – Federal OSHA (Occupational Safety and Health
Administration) applied confined space safety regulations for work inside tanks
and underground spaces to America's firefighters. This requires in atmospheres
New Fire Station Location Assessment—page 3 =9 VKM K
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that are "IDLH" (Immediately Dangerous to Life and Health) that there be teams
of two inside and two outside in constant communication, and with the outside
pair equipped and ready to rescue the inside pair. This situation occurs in
building fires where the fire and smoke conditions are serious enough to require
the wearing of self-contained breathing apparatus (SCBA). This is commonly
called the "2-in/2-out" policy. This policy requires that firefighters enter serious
building fires in teams of two, while two more firefighters are outside and
immediately ready to rescue them should trouble arise.
While one of the outside "two-out"personnel can also be the incident commander
(typically a chief officer) or fire apparatus operator, this person must be fully
suited-up in protective clothing, have a breathing apparatus donned except for the
face piece, meet all physical requirements to enter IDLH atmospheres and thus be
ready to immediately help with the rescue of interior firefighters in trouble.
2. May 2001 National Staffing Guidelines – The National Fire Protection
Association(NFPA) Standard on Career Fire Service Deployment was issued five
years ago. It is advisory to local governments, and as such only offers additional
suggestions to local officials on the planning of fire services. NFPA 1710
recommends four-person fire crew staffing, arriving on one or two apparatus as a
"company." The initial attack crew should arrive at the emergency within four
minutes travel time, 90 percent of the time, and the total effective response force
(first alarm assignment) shall arrive within eight minutes travel time, 90 percent
of the time.
GENERAL FIRE DEPLOYMENT BACKGROUND INFORMATION
Fire department deployment, simply stated, is about the speed and weight of the attack. Speed
calls for first-due, all risk intervention units (engines, trucks and ambulance companies)
strategically located across a department. These units are tasked with controlling everyday
average emergencies without the incident escalating to second alarm or greater size, which then
unnecessarily depletes the department's resources as multiple requests for service occur. Weight
is about multiple-unit response for significant emergencies like a room and contents structure
fire, a multiple-patient incident, a vehicle accident with extrication required, or a complex rescue
incident. In these situations, departments must assemble enough firefighters in a reasonable
period in order to control the emergency safely without it escalating to greater alarms.
The Commission on Fire Accreditation International recommends a systems approach known as
"Standards of Response Coverage"to evaluate deployment as part of the self-assessment process
of a fire agency. This approach uses risk and community expectations on outcomes to assist
elected officials in making informed decisions on fire and EMS deployment levels. Citygate has
adopted this methodology as a comprehensive tool to evaluate fire station location. Depending
on the needs of the study,the depth of the components can vary.
Such a systems approach to deployment, rather than a one-size-fits-all prescriptive formula,
allows for local determination of the level of deployment to meet the risks presented in each
community. In this comprehensive approach, each agency can match local need (risks and
expectations) with the costs of various levels of service. In an informed public policy debate, a
New Fire Station Location Assessment—page 4 (WA S.uc
111 1 W1140 i....1 S
city council "purchases" the fire, rescue, and EMS service levels (insurance) the community
needs and can afford.
Small fires and medical emergencies require a single- or two-unit response (engine and
ambulance) with a quick response time. Larger incidents require more crews. In either case, if
the crews arrive too late or the total personnel sent to the emergency are too few for the
emergency type, they are drawn into a losing and more dangerous battle. The art of fire crew
deployment is to spread crews out across a community for quick response to keep emergencies
small with positive outcomes, without spreading the stations so far apart that they cannot mass
together quickly enough to be effective in major emergencies.
Given the need for crews to be stationed throughout a community for prompt response instead of
all crews responding from a central fire station, communities such as Bakersfield are faced with
neighborhood equity of response issues. When one or more areas grow beyond the reasonable
travel distance of the nearest fire station, the choices available to the elected officials could be to
add more neighborhood fire stations, or consider other alternatives from modifying the level of
service to taking different approaches in delivering fire services.
WHAT IS EXPECTED OF THE BAKERSFIELD FIRE DEPARTMENT?
The community, if asked, would probably expect that fires be confined to the room or nearby
area of fire origin and those medical patients salvageable upon arrival have their injuries
stabilized and be transported to the appropriate care location. Thus, the challenge faced by the
Department is to maintain an equitable level of fire service deployment across the entire City
area as demand for services grows and traffic congestion increases, slowing response times.
The Insurance Services Office (ISO) Fire Department Grading Schedule would like to see fire
stations spaced 1.5 miles apart, which given travel speeds on surface streets, is a 3- to 4-minute
travel time. The newer National Fire Protection Association (NFPA) guideline 1710 on fire
services deployment, suggests a 4-minute travel time for the initial fire apparatus response and 8
minutes maximum for the follow-on units.
Bakersfield has adopted a formal response time goal for its fire services in its General Plan.
General Plan Chapter #8 requires ".79 firefighters per 1,000 population" and a response time
goal of.
"Fire Stations within the City have been positioned to meet an emergency
response time of 6 minutes or less 90 percent of the time for the first arriving
unit."
More importantly within the Standards of Response Coverage Process,positive outcomes are the
goal, and from that crew size and response time can be calculated to allow efficient fire station
spacing. Emergency medical incidents have situations with the most severe time constraint. In a
heart attack that stops the heart, a trauma that causes severe blood loss, or in a respiratory
emergency, the brain can only live 8 to 10 minutes maximum without oxygen. Not only heart
attacks, but also other events can cause oxygen deprivation to the brain. Heart attacks make up a
small percentage; drowning, choking, trauma constrictions, or other similar events have the same
effect on the brain and the same time constraints. In a building fire, a small incipient fire can
grow to involve the entire room in an 8- to 10-minute time frame. If fire service response is to
achieve positive outcomes in severe EMS situations and incipient fire situations, all the crews
New Fire Station Location Assessment—page 5
lII d FFl Et1(1 St YItIS
must arrive, size-up the situation and deploy effective measures before brain death occurs or the
fire leaves the room of origin.
Given that the emergency started before or as it was noticed and continues to escalate through
the steps of calling 911, dispatch notification of the crews, their response and equipment set-up
once on scene, there are three "clocks"that fire and emergency medical crews must work against
to achieve successful outcomes:
1. The time it takes an incipient room fire to fully engulf a room, thus substantially
damaging the building and most probably injuring or killing occupants.
2. When the heart stops in a heart attack, the brain starts to die from lack of oxygen
in 4 to 6 minutes and brain damage becomes irreversible at about the 10-minute
point.
3. In a trauma patient, severe blood loss and organ damage becomes so great after
the first hour that survival is difficult if not impossible. The goal of trauma
medicine is to stabilize the patient in the field and get them to the trauma surgeon
inside of one hour.
Somewhat coincidently, in all three situations above, the first responder emergency crew must
arrive on-scene within 5 to 7 minutes of the 911-phone call to have a chance at a successful
resolution. Further, the follow-on (additional) crews for serious emergencies must arrive within
the 8-to 11-minute point.
The three event timelines above start with the emergency happening. It is important to note the
fire or medical emergency continues to deteriorate from the time of inception, not the time the
fire engine actually starts to drive the response route. It is hoped that the emergency is noticed
immediately and the 911 system is activated. This step of awareness–calling 911 and giving the
dispatcher accurate information – takes, in the best of circumstances, 1 minute. Then crew
notification and travel take additional minutes. Once arrived, the crew must walk to the patient
or emergency, size-up the problem and deploy their skills and tools. Even in easy to access
situations, this step can take 2 or more minutes. It is considerably longer up long driveways,
apartment buildings with limited access, multi-storied office complexes or shopping center
buildings such as those found in parts of the City.
Current best practice nationally, as well as now in Bakersfield, is to measure percent completion
of a goal (i.e. 90 percent of responses) instead of an average measure. This is because the
measure of average just identifies the central or middle point of response time performance for
all calls for service in the data set. From an average statement, it is impossible to know how
many incidents had response times that were considerably over the average or just over. For
example, if a department had an average response time of 5 minutes for 5,000 calls for service, it
cannot be determined how many calls past the average point of 5 minutes were answered in the
6th minute or way out at 10 minutes. This is a significant issue if hundreds or thousands of calls
are answered much beyond the average point.
Thus, from the time of 911 receiving the call, an effective deployment system is beginning to
manage the problem within 7 to 8 minutes total reflex time. This is right at the point that brain
death is becoming irreversible and the fire has grown to the point to leave the room of origin and
become very serious. Yes, sometimes the emergency is too severe even before the fire
New Fire Station Location Assessment—page 6 c�Wilt,,uc
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department is called in for the responding crew to reverse; however, given an appropriate
response time policy, and if the system is well designed, then only issues like bad weather, poor
traffic conditions or a significant number of multiple emergencies will slow the response system.
Consequently, a properly designed system will give the citizen the hope of a positive outcome
for their tax dollar expenditure.
The City's current goal for a first-due response unit is in the range to deliver acceptable
outcomes if all parts of the system perform as designed and are available to respond.
Finding#1: The City's fire deployment measure should be expanded to include
the begin time measure definition, plus risk and outcome
expectations. A second measure should be constructed to define
multiple-unit response coverage. Accomplishing this will meet the
best practice recommendations of the Commission on Fire
Accreditation International and enhance the ability to determine
when additional fire stations should be operational.
Staffing in the Bakersfield Fire Department
Below is the typical minimum unit and staffing assignment on emergencies in the Bakersfield
Fire Department currently:
Bakersfield City Units and Staffing Daily Plan
Extended Per Unit IF
13 Engines @ 3 Firefighters/day 39
4 Specialty Squads @ 1 Firefighters 4
3 Ladder trucks @ 4 Firefighters/day 12
Subtotal firefighters: 55
2 Battalion Chiefs @ 1 Per day for command 2
Total 24/hr Personnel: -57
In the greater metro area, the Kern County Fire Department staffs in or near the City/County
JPA:
Per Unit
Extended
12 Engines @ 3 Firefighters/day 36
2 Ladder trucks @ 3 Firefighters/day 6
Subtotal firefighters: 42
2 Battalion Chiefs @ 1 Per day for command 2
Total 24/hr Personnel: -44
New Fire Station Location Assessment—page 7 �.K
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Thus, currently in the metropolitan area,there is a total of 101 suppression personnel on-duty per
day. In addition to the above resources, there is also coordinated dispatching of the closest,
available resources between the two departments.
National norms indicate that 14 or so firefighters, plus an incident commander, are needed at
significant building fires, if the expected outcome is to contain the fire to the room of origin and
to be able to simultaneously and safely perform critical tasks. The reason for this is that the
clock is still running on the problem after arrival, and too few firefighters on-scene will mean the
fire can still grow faster than the efforts to contain it. Chief officers also need to arrive at the
scene in a timely manner in order to intervene and provide the necessary leadership to this
organization.
The City itself operates with enough firefighters per day to field three alarms of firefighters to
buildings fires. In addition, the Kern County resources can and do supplement this. However,
this count assumes all the personnel are available and can be committed to one or more serious
building fires. While minor emergency medical calls take one engine plus an ambulance to
cover, there are also multiple medical calls at peak hours of the day, and the entire staffing force
is not always available. Given the low occurrence of buildings fires in the City, and the strong
mutual aid unit support from the Kern County Fire Department, Bakersfield can typically field
enough firefighters at serious fires.
The issue going forward for Bakersfield is to provide an equitable first-due unit (fire engine)
response to each developing neighborhood and then to space multiple stations such that the
growing areas also can mass enough units tighter in a timely manner on serious fires.
PROPOSED STATION LOCATION CONFIGURATIONS
The Bakersfield Fire Department is served today by thirteen fire stations and an additional six
are in the planning process. In brief, there are two geographic perspectives to fire station
deployment:
♦ Distribution – the spreading out or spacing of first-due fire units to stop routine
emergencies.
♦ Concentration – the clustering of fire stations close enough together so that
building fires can receive enough resources from multiple fire stations quickly
enough. This is known as the Effective Response Force or commonly the "First
Alarm Assignment" – the collection of a sufficient number of firefighters on-
scene, delivered within the concentration time goal to stop the escalation of the
problem.
To analyze first-due fire unit travel time coverage for this study, Citygate used a geographic
mapping tool from the Omega Group of San Diego called FireViewTm that as a primary tool uses
an ESRI Mapping Corporation program called Network Analyst that can measure travel distance
over the street network. The following fire station sites currently under consideration or
development by the City and the Kern County Fire Department via the JPA were reviewed:
New Fire Station Location Assessment—page 8 cmr�MKIARs,uc
Hil t f\F/f W 5t M,
Stat D' Location • Status or •
City 2 Future Station Paladino 1000 yrds
y east of Morning Dr, Land Acquired by City
Future Station: 4100 ft north of Land Dedicated to City
City 16 McCallister Ranch Panama & 11,500ft by Developer
Development West of Buena Vista
City 17 or Future Station 9400 Rosedale Hwy Under Negotiation
County 65
City 18 or Future Station:
County 68 Rosdale Ranch Allen & Under Negotiation
Development Kratzmy er
Future Station: Old River&Taft
City 19 Old River Ranch City owned Land
Development Hwy(Vicinity)
County 53 Taft Hwy, at 1-5 To be determined To be relocated when
City 19 is opened
20 Future Station Chase& To be determined
Miramonte Dr
These sites will continue to be planned for under joint discussion with the Kern County Fire
Department as observed in the Joint Powers Agreement process.
Attached Map Exhibit A displays the existing and planned fire station locations. Existing City
fire stations are labeled as red truck symbols, lettered by a `B" and their station number.
Relevant and existing County fire stations are labeled as blue truck symbols, lettered by a "CO"
and their station number. Proposed City stations are shown as grey truck symbols and the letter
"P" for proposed, followed by a station number. Also identified are the current City limits, the
area of the City/County fire response JPA area and all significant pending annexations to the
City as identified by the City Planning and Geographic Mapping departments.
This map makes it apparent that the City is expanding in several directions at once. Three major
quadrants have planned stations. In the northeast two are planned (12 and 20), in the southwest
three (14 underway, 16 and 19 planned) are planned, and in the northwest, two stations (17 and
18) are planned. Some of these stations, such as City Station 18, have to be coordinated with
County stations plans in the JPA area. It also can be seen that the new stations have been
planned to integrate first-due unit coverage into proposed annexation areas.
Finding#2: Overall, each of the currently planned fire stations is necessary,
will serve a significant area, and is appropriately sited. The
additional stations also will connect effectively to the existing
station system, and as such, extend the "weight" of attack (first
alarm) for serious fires to the growing areas. The station placement
plan is appropriate for the existing City fire response standards and
the needs of what are primarily residential development growth
areas.
tr'5
New Fire Station Location Assessment—page 9 ci rasQc`ns,uc
il!!eF6ltf Stnitil
Actual construction of new housing units will of course closely follow the local and national
economy on housing financing and as such it is impractical today to estimate when any one area
will substantially build out. To assist planning when stations should be on line, Citygate has
suggested to City staff that they use a multi-part needs assessment to prioritize the opening of
stations as revenue growth permits.
As was stated in the beginning of this study, there are no national or state requirements for a
minimum level of fire services, other than to provide them safely if done at all. Two sources do
exist offering advice to local elected officials in making fire service additional station decisions:
(1) the National Fire Protection Association Standard 1710 on Career Fire Services Deployment;
and(2)the Commission on Fire Accreditation's Standards of Response Cover Process.
However, it must be understood that the local agencies have the full policy control of where and
when to add fire stations in the Bakersfield metropolitan area; this is a joint city/county process
under the terms of the existing JPA. As such, the partners in Bakersfield can continue their
current methods of joint planning. If they desire to add to the planning effort some additional
criteria, the Commission on Fire Accreditation, in its 4th Edition Standards of Response Cover
Manual, recommends the use of this trigger points table for when to consider additional fire
stations:
Response Choices Distance . . inventory
Maintain status All risks WITHIN Agency current level 100 percent in Existing
quo" 1.5 miles of service or the City and JPA inventory and
NFPA infill
recommendation of a
First-due Co. is
within 4 minutes
travel time, 90
percent of the time
Temporary Risks 1.5 to 3.0 First-due Co. More than 10 New area has 25
facilities and miles from exceeds 4 minutes percent of calls percent of same
minimal staffing existing station travel time 10 are in adjacent risk distribution
percent of the time, area as initial area
but never exceeds 8
minutes
Permanent Risk locations First-due Co. More than 20-25 New area has 35
station needed exceeding four exceeds 4 minutes percent of calls percent of same
miles from the travel time, 20-25 are in outlying risk distribution
station percent of the time; area as in initial area
some calls more of coverage
than 8 minutes
Permanent Outlying risk First-due Co. More than 30 New area has 50
station essential locations exceeds 4 minutes percent of calls percent of same
exceeding five travel time, 30 are in outlying risk distribution
miles from the percent of the time; area as in initial area
first station some calls less than
10 minutes
* Current Bakersfield response time standard is 6 minutes 90%of the time. This includes a 4-minute travel time
plus 2 minutes reflex time which includes dispatch and turnout time.
New Fire Station Location Assessment—page 10 (ffV9 WIRE u<
In Bakersfield's situation, the status quo is to continue to do what it desires under the JPA
framework. When the need is being perceived for another station, the City or County could
begin planning using the table from the second row down as it deems necessary. Typically, fire
stations are added when more than one of the above trigger points has been exceeded and the
policy makers have the funding and need to add an additional resource. Another factor that
could be considered is when the population of a given area reaches suburban density, which is
typically considered to be between 500 and 1,000 people per square mile.
The furthest out areas of Bakersfield, such as those with light zoning density and/or are still
mostly farm land or open space would not yet cross the trigger points for an additional station.
However, these areas have to be watched and planned for fire services if and when development
and the resultant calls for service increase significantly.
Overall, each year City staff can review the deployment factors in the table above,the population
density per square mile in different areas, specific developer information on actual building
permit pulls, emergency call-for-service growth in new areas,plus the revenue growth to pay for
firefighter staffing and then make new fire station priority recommendations to the City Council
each year as part of the operating and capital improvement budget process.
INTEGRATED RECOMMENDATIONS
Based on Citygate's above findings and the national best practices outlined in this study,
Citygate makes the following recommendations regarding fire station and crew deployment:
Recommendation#1: The City and County within the JPA should proceed with
the planned additional fire stations, opening them as the
need is generated per the suggested trigger points table,
local area population density, emergency calls, and when
the ability to fund station construction, equipment and
firefighter staffing exists.
Recommendation #2: The City should adopt revised performance measures to
direct fire station planning as the City possibly develops
past the need for only six more fire stations. The measures
should take into account a dispatch processing time of 1
minute and a realistic crew turnout time of 2 minutes, and
should be designed to deliver outcomes that will save
patients medically salvageable upon arrival and to keep
small, but serious, fires from becoming greater alarm
fires. Citygate recommends these measures be:
Distribution of Fire Stations: To treat and transport
medical patients and control small fires, the first-due unit
should arrive within 7 minutes, 90 percent of the time
from the receipt of the 911 call. This equates to 4-minute
drive time spacing for single units.
1
New Fire Station Location Assessment—page 11 � r acns,uc
ll i WIM0 StM1lt11
Effective Response Force: To confine fires near the room
of origin and to treat up to 5 medical patients at once, a
multiple-unit response of at least 15 personnel should
arrive within 11 minutes from the time of 911-call receipt,
90 percent of the time. This equates to 8-minute drive
time spacing for multiple units.
New Fire Station Location Assessment—page 12 am M�ns.ac
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BA K E R S F I E L D
Economic and Community Development Department
M E M O R A N D U M
/.// November 1 , 2007
TO: Alan Tandy, City Manag 'r,. Y
FROM: Donna Kunz, Economic Development Director
SUBJECT: Economic and Community Development Department Activity Report from
July 1 , 2007 throu h November 15, 2007
CAPITAL IMPROVEMENT PROJECTS
1. Fire Station #5 Construction Proiect
Funds of $4,781,340 (Southeast tax increment - $991 ,540; CDBG funds - $1 ,762,861
FY04-05 and 05-06; State Supplemental Law Enforcement Safety grant - $426,939; and a
Section 108 Loan - $1 ,600,000) were budgeted for acquisition, design and construction of
a new Fire Station No. 5 to be located at 102 East White Lane. Property management
completed site acquisition in December 2004. The design of the project is complete and
City Council awarded the construction contract on January 17, 2007. Project is under
construction with completion expected by January 2008.
2. Baker Street Streetscape Improvement Project(Phase ll)
A HUD Special Economic Development Initiative (EDI) grant of $277,760 was awarded to
the City for use towards the Baker Street Corridor, streetscape improvement project.
Project funding also includes $716,000 in CDBG funds.
The streetscape improvements have been completed along Baker Street, from Truxtun
Avenue to the south and Jackson Street to the north. The streetscape includes the
installation of trees, tree grates, automatic irrigation, lights with banners, and trashcans.
Reconstruction of the railroad crossing and installation of curbs, gutters, sidewalks and
streetlights between Sumner and Jackson streets is also complete.
3. 19th Street and Eve Street Streetscape Improvement Proiect
Funds for$644,000 are budgeted for streetscape improvements on 19th Street from "H"to
Eye streets and on Eye Street between 18th and 19th streets. Construction was delayed
due to area drainage problems that have been resolved. City staff has completed the
design for the 19th and Eye Street intersection. Staff anticipates having the project ready
for construction bid in Winter 2007.
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4. _Central Park Restroom Construction Protect
CDBG funds of $243,170 (FY 06-07) are available for the design and construction of
restroom facilities to replace the existing deteriorated restrooms at Central Park located at
21s' and "R" streets. Project design will be part of the overall Mill Creek Linear Park
Project. The design and construction of the new restroom was tentatively scheduled to
start winter of 2007. This project is scheduled for cancellation and the funds will be
reprogrammed for the 34th Street Streetscape Project that is currently underway.
5. Street Reconstruction Project— Wards 1 & 2
Funds for $944,000 (FY06/07) are budgeted for street reconstruction and sidewalk
installation on the following areas: Alta Vista Drive to Baker Street and from Flower to
Highway 178; East Truxtun to California Avenue and Union Avenue to Williams Street; and
Lotus Lane between Casa Loma and Bradshaw. The Purchasing Division secured bids for
the annual street materials and curb, gutter and sidewalk contract. Public Works has
issued a Notice to Proceed to the contractor. Public Works staff will monitor the street
reconstruction projects. Also, an additional $96,925 was added to this activity via a Council
amendment to FY 2006-07 Action Plan that was approved last Fall. The revised budget is
approximately $1 ,040,925.
6. 34th Street Streetscape — Phase I
Funds for$185,000 (FY06/07 CDBG funds) were budgeted for streetscape improvements
on 34th Street from Union Avenue to "Q" Street. An amendment for an additional $300,000
(FY07/08 CDBG funds) is scheduled for Council approval November 28, 2007 in addition to
the $243,000 reprogrammed from the Central Park Restroom Project. Streetscape
elements include the installation of trees, shrubs, automatic irrigation, lights, and to feature
design elements. A construction start date of winter 2007 is anticipated. Maintenance
district formation is in progress.
7. Bakersfield Homeless Campus — Pedestrian Crossing
Funds of$40,000 (FY07/08 CDBG funds) were budgeted for construction of the pedestrian
crossing street improvement. The new crosswalk on East Truxtun Avenue between Beale
Avenue and Collins Way will be lighted to benefit accessibility of the Bakersfield Homeless
Center pedestrian clients to the center. Construction is now in progress.
8. Lowell Park Restroom Construction Project
CDBG funds of $350,000 (FY 07-08) are available for design and construction of the
restroom facilities to replace the existing deteriorated restrooms at Lowell Park located at
4'h and "P" streets. NEPA review is underway. Project bid package will be completed by
early 2008. The Recreation and Parks Department which is the lead department, is
preparing the bid package.
NON-PROFIT/PUBLIC FACILITY PUBLIC SERVICE PROJECTS
The following various non-profit organizations are being financially assisted to improve the
level of service for operating their public facilities.
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1. Bakersfield Senior Center
On September 27, 2006, City Council approved an agreement with the Bakersfield
Senior Center (BSC) for $50,000 (FY06-07 CDBG funds). BSC continues to use the
funding to maintain its current level of services to seniors in southeast and central
Bakersfield. The on going services provided at 530 4'h Street include: noon time meals,
recreational activities, physical fitness activities, senior advocacy, human services
referrals, and transportation for clients. BSC has expended 100% of the funding. Staff is
in the process of drafting an agreement for $65,000 for FY 07/08 CDBG funding for
Council approval in November.
2. Bakersfield Homeless Center
Agreement #06-320 with Bakersfield Homeless Center (BHC) was approved for
Emergency Shelter Grant (ESG) funds for $60,880 by the City Council on October 25,
2006. The approved FY 06/07 funds are being used for operation and maintenance which
includes staff costs, postage, telephone, utilities, insurance, and equipment rental. To
date, BHC has used $34,936.98 of the funding or approximately 57%. The agreement for
FY 2007-08 ESG funding is scheduled for Council consideration on November 28, 2007.
3. Bakersfield Rescue Mission
Agreement#07-383 with Bakersfield Rescue Mission (BRM)was approved for Emergency
Shelter Grant (ESG) funds for $61 ,880 by the City Council on November 7, 2007. The
approved FY 07/08 funds are to be used for operation and maintenance along with
essential services.
4. Alliance Against Family Violence and Sexual Assault
Agreement #06-321 with Alliance Against Family Violence (AAFV) was approved for
Emergency Shelter Grant (ESG) funds for $15,185 by the City Council on October 25,
2006. The approved FY 06/07 funds will be used for operation and maintenance. Alliance
has expended 100% of the funding. Staff is in the process of drafting an agreement for
$15,200 for FY 07/08 ESG funding for Council approval in November.
5. Ebony Counseling Center
In September 2006, the Council approved an Action Plan amendment for $25,000 in
Community Development Block Grant funds for Ebony Counseling to re-roof their
commercial building located at 1301 California Avenue. The agreement was executed in
May 2007. Preparation of the roof bid package is underway. Ebony is expected to begin
construction by no later than this fall with completion by winter.
6. Bakersfield Senior Center Roof Rehabilitation
In May 2006, the City Council approved the FY 2006-07 Action Plan which included
$48,000 in Community Development Block Grant funding to rehabilitate the walkway roofs at
Bakersfield Senior Center located at 530 4th Street. An amendment increasing the budget to
$100,000 was approved last September. Staff is currently working with the Bakersfield Senior
Center in preparing an agreement. The roof rehabilitation agreement between the City and
Bakersfield Senior Center is expected to be brought back to the City Council for consideration in
late 2007.
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7. Bakersfield Police Activities League Re-Roof Proiect
The City Council approved the 2006-07 City of Bakersfield Action Plan in May of 2006,
which allocated $41 ,000 in Community Development Block Grant funds for the Bakersfield
Police Activities League to construct a free-standing 1 ,600 sq.ft. metal building to store
equipment used in sports programs at their youth center. However, since matching funds
for the storage building did not materialize, PAL requested to use the CDBG funds instead
to re-roof their commercial roof at 301 E. 4th Street. Currently the re-roof job is out to bid
and BPAL is expected to award a roof contract to a licensed contractor by the end of the
year with completion by early next year.
HOUSING, ECONOMIC AND NEIGHBORHOOD REVITALIZATION PROJECTS
The following private and non-profit organizations are being assisted by staff to acquire,
develop or improve their housing and neighborhood/commercial facilities.
1. Southeast Bakersfield Infill Housing Project
The City was awarded a $500,000 CaIHFA loan to build affordable housing on scattered
lots in southeast Bakersfield. The RDA assumed all rights and obligations of the loan on
February 26, 2003. Round four of the infill housing project began fall of 2006. Key round
four changes included: increasing the loan amount from $100K to $150K; providing down
payment assistance in the form of the lot value; and increasing the project area boundary
to include the entire Southeast Redevelopment Project area. These changes are
necessary due to rising construction and lot costs. The agreement time frame will be in
place for two years and the contractor will be obligated to complete at least four homes
within the two-year period. To date a total of seventeen new homes have been
constructed. When the program was first initiated lots were available in the price range of
$7,000 to $10,000. Currently this range has increased to$65,000 to$90,000. The Agency
will be using 7 of the purchased tax defaulted properties to sell to a contractor for
construction of the affordable homes.
Hybrid Construction began construction in January 2007 on 334 Clifton Street. The project
has been completed and sold to a low income resident. Hybrid is currently constructing
another affordable home at 226 East 6th Street. The foundation and framing have been
completed. The anticipated completion date is February 2008.
2. Bakersfield College Foundation CASA Program
The Redevelopment Agency approved the donation of three residential lots to Bakersfield
College Foundation (BCF) to build infill affordable homes in the Southeast. Bakersfield
College (BC) was awarded approximately $500,000 in HUD 2004 funding under the
Hispanic Serving Institutions Assisting Communities (HSIAC) program. This grant will be
used to fund the Construction Alliance for Student Achievement (CASA) project.
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The CASA program is participating in the Southeast Bakersfield Infill Housing Project.
Bakersfield College Foundation (BCF) took title to the three lots located at 339 Brown, 124
Hayes and 301 Owens Streets in November, 2005. BCF is eligible to receive an infill
housing construction loan from the RDA, CaIHFA funds for up to $100,000. The 1St home
located at 339 Brown Street has been completed and sold to a low-income family.
BCF has collaborated with Bakersfield College, Lennar Homes of California, and other
agencies to train students in the construction trades. The CASA program will enhance job
opportunities among low-income residents while assuring developers and construction
firms have an adequate skilled labor pool to meet market demands for affordable housing.
This activity will address the demand for skilled craftsmen/women in the construction field,
and provide job training skills among minority populations within older impoverished
neighborhoods of Bakersfield. Bakersfield College has 10 students currently enrolled in its
CASA program.
3. Southeast Neighborhood Revitalization Proiect— (SE)
Staff has developed a three year comprehensive targeted neighborhood revitalization
program. This program includes the addition of one dedicated Code Enforcement position,
partial clerical support, equipment and supplies to provide various code enforcement
activities such as removal of junk cars and the demolition of substandard structures. The
program focuses on a five block area bounded by Brook Street to the south, Hale Street to
the east, E. Planz Road to the north and Cottonwood Road to the west. The area is a
blighted tract with 110 structures consisting of wood frame, new and older mobile home
units (28), and deficient wood frame single family homes. Thirty eight (38) vacant lots are
scattered throughout the neighborhood with various amounts of debris, abandoned
vehicles and substandard structures. Addressing deficient commercial structures along
Cottonwood Road are not included is the plan at this time.
Additional housing programs are currently under development for low income residents not
exceeding 120% of the area median income which will include a targeted owner-occupied
housing rehabilitation loan program up to $40,000 per unit. The assistance will be in the
form of a no interest deferred loan for 15 years. In addition, qualifying homeowners
occupying substandard homes with clear title to their property may be eligible for down
payment assistance up to $35,000 to purchase or construct a new home on their existing
lot or purchase a manufactured home. Loan terms will be based on standard down
payment assistance requirements. A front porch grant program is also available to improve
the appearance of the exterior of a residence. The maximum project cost cannot exceed
$5,000. This program requires a matching contribution of 10%of the total project cost from
the applicant. This program will be funded with Southeast Tax Increment funds.
4. Home Accessibility(HA) Grant Program
The contract which was put into place in November of 2006 to provide services for the
Home Accessibility Grant Program for FY 06-07 was in the amount of $50,000 for the
benefit of the community's low-income households. To date, twenty-three physically
challenged households have been provided improvements such as wheelchair ramps,
handicap toilets and grab bars with 79.6% of the funding used or $39,813. In addition,
another five applications are in various stages of approval pending their respective
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responses to various documentation requests. An agreement for FY 2007-08 funding was
approved by Council on October 10, 2007.
5. LINC Housinq — West Columbus Apartments
An agreement with LINC Housing, Corporation (LINC) was approved for $500,000 in
HOME CHDO funds to assist in the acquisition and construction of 50 units of multi-family
housing. The funds will be used for the acquisition of the property and pre-development
costs for the proposed townhouse style units. The project property is located at 500 West
Columbus Avenue. Future rents will be subject to federal, HOME restricted rent schedules.
The total project cost is approximately$15 million and is proposed to be financed using various
funding sources. The review appraisal has been completed and LINC has contacted the City
and requested additional funding assistance of $2 million to complete the project. City staff
reviewed the revised proforma statements provided by LINC and determined there were
insufficient HOME funds available to provide the additional $2 million dollar funding request.
City staff met with LINC and recommended LINC sale the property to reimburse the city
$500,000 in HOME CHDO funds. LINC is in the process of listing the property with a local
commercial real estate broker to comply with the city's reimbursement request. Staff is waiting
to hear from LINC when the property will be sold.
6. Habitat for Humanity
An agreement was executed that allows Habitat to utilize a total of$100,000 in CHDO HOME
funds to build affordable single family homes. These homes are then sold to families whose
income is between 30% and 50% of the area's median income. The selected Habitat family
and volunteers provide the needed sweat equity labor to construct the homes. In addition to
assisting with acquisition costs, the loan to Habitat assists in paying for such construction
costs as school fees, building permits, appraisal fees and construction supervision. Habitat
has completed the purchase, construction, and sale of a single family home located at 334
Haley Street, and has purchased its 2nd lot located at 801 Oregon Street. Habitat has split
the lot on Oregon Street into two lots. The new addresses are 1315 King Street and 1319
King Street. Habitat has selected the two potential families to own the homes. Habitat has
begun construction of both the lots and has an anticipated completion date of June, 2008.
7. _Tax Defaulted Properties
Each year the County of Kern compiles a list of real properties for which property taxes
have not been paid for a minimum of five years. Pursuant to the County selling these
properties at auction, the City or Bakersfield Redevelopment Agency can object to the sale
of the properties and purchase them for future public use. EDCD staff has been
successful in gaining the right to purchase 22 properties over the past few years. The next
tax sale will be held in December of 2007.
8. The Parkview Cottages Housing Project
The City was awarded a$1.2 million HELP loan which was used to acquire a portion of the
old foundry site located at 21 st and "R" streets. The project consists of three phases, and
74 single-family housing units, ranging from 1,280 to 1,820 square feet. Each unit will be
two stories and have a two/three car garage. The estimated total project cost is $10.4
million of which $1.4 in HOME and $970,000 in RDA funds have been set aside for the
City's Down Payment Assistance program. Twenty-six homes are under various stages of
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construction. Home buyers currently occupy 26 units and two units are models. The
anticipated completion date for the entire project is June 2008.
9. Fair Housing
Quarterly statistics compiled from reporting data collected from July through September 30,
2007 indicates approximately 203 calls on the fair housing hotline. There were nine (9)
substantial service calls that dealt with fair housing issues. There were three (3)
complaints filed this quarter. The complaints are currently under review by the Department
of Employment and Housing and staff. The fair housing discrimination complaints and
inquiries to the Fair Housing Hotline breakdown as follows: Race- 57%, Familial Status —
0%, Disability — 29%, religion — 0% and other is — 14%.
10. Baker Street Revitalization Project(Old Town Kern Mixed Use Project)
The site has been assembled and demolition has been completed. The Planning Commission
has approved the general plan amendment and zone change for the project. Staff has
negotiated the deal points with the developer and the DDA has been approved by the RDA and
City Council. The project should be under construction by Fall 2007 starting with the
grading. It will include 30 for sale town homes, 54 for sale loft/condominium units and
50,000 square feet of new commercial space. The developer has been talking to several
grocery operators and a possible pharmacy as key anchors. Project location is along
Baker Street between Lake and Kentucky streets. A ground breaking ceremony is
planned for mid-December, 2007
Estimated total project value is about $35 million. The City has utilized multiple funding
sources for land acquisition, construction, relocation and demolition including a$1 ,000,000
Section 108 loan, $250,000 Brownfields Economic Development Initiative (BEDI),
$1 ,635,000 HOME, $741 ,102 tax increment, $1 ,124,243 CDBG and state loan funds.
11. Community Family Center Ramp Construction
Community Family Center (CFC) is requesting CDBG funding assistance for a ramp to a
modular building owned by Praise Tabernacle Church to accommodate 34'h Street
Collaborative meetings and other community service organizations. CFC's original estimate to
construct the ramp and overhead cover was$10,000. Staff was able to allocate savings from a
completed project for this activity through an amendment to the City's FY04-05 Action Plan.
The proposed project site was inspected by the Building Department and additional building
code concerns were identified and needed to be addressed in order for the project to proceed.
As various staff changes occurred, the proposed project was deferred for a couple of years until
an acceptable alternative was determined. A meeting with the Building Department and
reinspection of the project site resulted in an alternative solution. The project cost estimate was
increased to$25,000 through an amendment to the City's FY07-08 Action Plan to purchase a
pre-engineered handicap ramp, construct wheelchair access and make revisions to the parking
area to provide code approved handicap parking. Staff anticipates the completion of this
project by November 15, 2007.
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12. Mill Creek Linear Park Proiect
Mill Creek Linear Park is a conceptual design of a 1.5 mile stretch of agricultural canal
which is being transformed into a major recreational linear park with a "natural creek" and
pedestrian corridor that will travel through the heart of downtown Bakersfield along the
Kern Island Canal from Golden State to California Avenues. The over all theme of the
project is focused on the late 1800's era with a historic flavor to include replicas of a
covered bridge and mill house. Some of the design elements currently being considered
for the project including various textures and colors of concrete, decorative safety fencing
and lighting, a walking path and bike path, public art, street furnishings, exercise stations,
landscaping, creation of a pond in Central Park and a new pedestrian plaza at the 17th
Street and "R" Street intersection.
The Master Plan and detailed cost estimates for fully implementing the project have been
finalized. Dick Meyer, Civil Engineer is performing the Civil & Hydrology Engineering for the
park and canal development components of the project.
With the approval of the City Council and Redevelopment Agency, staff prepared and
submitted a final loan application to the State of California Infrastructure Bank to provide
$10 million in financing for the project. If received, this financing will bring the total budget
for the project to approximately $12.7 million which will cover the segments between
Golden State Avenue and 18th Street and from Truxtun to California adjacent to the South
Millcreek Mixed use Project. For budget purposes, the Plaza portion of the project is
unfunded at this time. Staff anticipates significant savings on the project by doing the
majority of the work "in-house" and will explore grant opportunities in 2008 from the State
Parks Department which could be applied to the Plaza portion if received.
Construction will begin mid-November with the anticipated completion of Phase I in April,
2008. This initial phase includes the Central Park improvements and the street crossings
on 21 st Street and 18th Street.
13. Bakersfield Redevelopment Areas Cleanup Effort (BRACE) and CalReUse
Marketinq Effort
Coordinated marketing efforts are being developed to promote our two environmental
programs: the BRACE revolving loan fund and the CalReUse loan program. CaIREUse
can fund the assessment costs (whether a property is contaminated and, if so, the extent
of such contamination) while the BRACE program can fund the cost of clean up. We are
working to develop a coordinated marketing program that would efficiently target property
owners of possibly contaminated properties, as well as consultants who may be in
contact with such property owners. Our goal is to return contaminated, or possibly
contaminated, properties to viable economic use. To identify such properties, we are
working with Fire Prevention Services. Both loan programs target Bakersfield's three
redevelopment areas.
14. SW Bakersfield Chardonnav Tract Down Payment Assistance Program
Council approved a resolution in mid 2005 authorizing the application for $1 ,560,000 in
State grant funds and participation in the Building Equity and Growth in Neighborhoods
(BEGIN) Program to secure funding from the California Department of Housing and
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Community Development (HCD). These funds will be used to provide mortgage assistance
to 52 low income first-time homebuyer families interested in purchasing a home within
Tract Map 6170 which is a 260 lot residential development near Ridgeview High School
(between Ryzona Dr. alignment and McKee Rd.). The Matthews Company, which owns
the land, will develop 208 market rate homes. The development received a density bonus
provision under Chapter Fifteen of the BMC (Section 15.79), and 20% of the total lots (52)
are required to be constructed for lower income households with continued affordability for
thirty years.
The regulatory relief measures approved were modification of density and zoning
standards. The density bonus lots of Tract Map 6170 will be purchased by Self-Help
Enterprises (SHE) in phased clusters and they have agreed to be the affordable housing
developer for the 52 lots that will be receiving the BEGIN down payment assistance. The
down payment assistance will be a 30 year (silent second) loan (deferred) at 1% simple
interest up to $30,000. Construction of about dozen units started August of 2007. It is
anticipated that unspent BEGIN funds will be recaptured by the State in August 2008,
which is the program deadline for this project.
15. Park Real Apartment Rehabilitation — KAH
Kern Affordable Housing, Inc. (KAH) is a non-profit 501 (c)(3) charitable organization
sponsored by the Housing Authority of the County of Kern. Their purpose is to develop,
acquire, operate and maintain affordable housing through programs that are not available
to the Housing Authority itself. KAH qualified to be a community housing development
organization (CHDO) last fiscal year. An agreement was signed with the City of Bakersfield
last June that grants to KAH approximately $300,000 in HOME CHDO funds for the
rehabilitation on one of its converted HUD Section 236 projects. The project is known as
the Park Real Apartments and they are located at 414 Real Road. KAH purchased the
project property in 1991 to keep it as affordable housing units as it was in danger of
converting to market rate. There are a total of 16 units in the Project, eight one bedroom
units and eight two bedroom units. They are currently occupied by low-income families
whose incomes are below 60% of the area median for family size.
The $300,000 (FY02-03, $80,034; FY03-04, $191 ,487; and FY04-05, $28,479) in CHDO
funds will be used exclusively for rehabilitation costs including: water heater replacement;
painting; bathroom fixture replacement; kitchen fixture replacement; roof replacement;
fence repairs and installation; flooring replacement; termite work; and other City approved
rehabilitation items. KAH requested and was granted an extension to complete the project.
A Notice to Proceed for the work at Park Real Apartments was issued on June 22, 2007.
All modifications and improvements were completed by October 15, 2007. Staff is waiting
to receive the notice of project completion from KAH.
16. Mill Creek South
The Mill Creek South Mixed-Use Project is a commercial and residential plan that will be
approximately 10 acres and include a minimum of 80 units of affordable town home style
high rise rental units, 35 market rate urban style upscale condominiums, and 65,000 sq. ft.
of commercial space for retail, restaurants, community events, and neighborhood services.
The proposed project is located in the Southeast Redevelopment Project Area, alongside
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the southern tip of Mill Creek. The restaurants in the planned retail development will have
outdoor patio seating overlooking Mill Creek, a 1 .5 mile stretch of agriculture canal which is
being redeveloped into a major recreational amenity with a white water look and will travel
through the heart of downtown Bakersfield. The planned 60 million, 10 acre mixed-use
project will replace a contaminated metal recycling business and auto repair and body
shop. In addition, it will replace a dilapidated empty warehouse and a predominantly
vacant commercial dilapidated building with several abandoned partial structures.
Environmental studies for traffic, noise, air quality, and a phase II environmental site
assessment were completed in May 2007. An Environmental Assessment on the project
was prepared on June 1 , 2007, and issued to responsible agencies for public review and
comment until June 25, 2007. The Notice of No Significant Impact and Notice of Intent to
Request Release of Funds have been processed. In September 2007, the Bakersfield
Redevelopment Agency(Agency) received a$3,750,000 Section 108 Loan and a$750,000
Brownfield Economic Development Initiative Grant to assist with land acquisition. In
addition, the Agency received a $1 ,000,000 CaIHFA Residential Development Loan for
property acquisition and $2,000,000 for construction costs. The CaIHFA loan is at 3%
simple interest and is to be repaid in 5 years. Staff is currently negotiating to acquire the
remaining three properties to complete the 10 acre project site. Staff anticipates
completion of the project site assembly phase in the spring of 2008.
In addition, a Request for Statements of Qualifications and Development Proposal for the
Mill Creek South Mixed-Use Redevelopment Project was issued to over 70 nationally and
regional qualified developers on January 31 , 2007. The developer proposals were due
back to staff on May 15, 2007. Staff extended the deadline for proposals until July 15,
2007 to allow additional time for developers to perform due diligence on the project. Three
(3) responsible proposals were received. Staff is currently evaluating the proposals and
assembling a multidisciplinary evaluation panel. Developer interviews are scheduled for
the last week in November 2007. Staff anticipates selecting a developer to enter into
exclusive negotiations in December 2007.
17, Village Park Senior Housing
The Housing Authority of the County of Kern (HACK) received $2 million in HOME New
Construction monies from the City of Bakersfield for the construction of affordable senior
housing. The proposed project is the development of 60 units of senior housing in the
Downtown Redevelopment Project Area, at the corner of 24th and R Streets. The project
will consist of a total of 60 units (56 one-bedroom units and 4 two-bedroom units), and will
be rented to persons at or below 60% of the area median income. The funds will be used
for the construction of the senior housing units as HACK already owns the project property.
The total cost for the project is approximately $12 million and will be built adjacent to the
Park Place Senior Housing Project, 80 units of senior housing. The City's assistance will
be in the form of a loan - 3% simple interest (residual receipts loan rate) over a 55 year
period. The remainder of funds for the senior housing project will come from various other
state and private funding sources.
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The development agreement was approved and executed by City Council on June 21 ,
2006. HACK applied for tax credits for the bulk of the construction funding in July 2006.
Their first round application was unsuccessful. A second round in early 2007 also proved
unsuccessful for HACK. Council approved an amendment in June to increase the budget
from $1 .5 million to $2 million in HOME funds to increase their chances of a tax credit
award. HACK re-applied for tax credits in July 2007 (third and final round), and received a
verbal response they were successful. Housing project design is underway and
construction is expected to begin by early to mid 2008.
18. 'King Square Family Apartments (CRDC)
KSA Partners received $850,000 in HOME funds to construct a 72-unit family apartment
complex at 1601 Lotus Lane. This is a low-income housing tax credit project. The Developer
expects to receive $9.3 ± million in tax credit funding, $2.3 ± million in private long term
financing, and $1.5 ± million deferred developer's fee in addition to the $850,000 in HOME
funding.
A Council action approving the HOME project agreement with KSA Partners occurred
February 7, 2007. Construction started in March of 2007 and is expected to be
completed by early 2008.
19. McDonald Way Sewer Connection Project
FY 2005-06 CDBG funds for $450,000 are being utilized to construct sewer lines for the
McDonald Way neighborhood. Low-income families in the area may qualify for CDBG
assistance to connect to the sewer, once it is completed. It is anticipated that this grant
amount can be as much as $20,000/connection for eligible applicants. The grant will only
be available to low income homeowner occupants. This program will be phased over two
fiscal years and will end on or about January 1 , 2009.
A construction contract was awarded in May 2007 to HIPS Mechanical for septic tank
abandonment and hook-ups. Staff has been receiving applications from qualified residents
and the first abandonments and hook-ups were completed this fall. Program ends
December 2008.
20. Lowell Place Senior Apartments Security Fencing
The Council approved an Amendment on November 29, 2006 of CDBG funding to allow for
a project to provide security fencing for the front of the Lowell Place Senior Apartments
(also known as Retirement Housing Foundation and Bakersfield Senior Center, Inc.)
located at 500 R Street due to inability to use remaining funding under the HOME Program
regulations and the lapse of time of the request.
At this time staff is awaiting a meeting with the principal property/project managers to
review the processes required for the project completion and the proposed agreement for
the use of the funding. It is anticipated the agreement will be scheduled for the January
16`h, 2008 City Council Meeting.
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21. Graffiti Removal Program - Citywide -
The City Council approved the Action Plan for FY 07-08 which included CDBG funding for
the Graffiti Removal Program for $200,000. The use of this program funding allows the
Public Works General Services Department to facilitate to removal of graffiti from public
right(s)-of-way; commercial and/or industrial public and private property; multifamily and
single family residential property located within the City of Bakersfield. The benefit for this
program is to the low/mod areas of the City primarily benefiting Wards 1 , 2, 3, 6 & 7. In
addition, the removal of graffiti is also the discouragement of additional graffiti within the
community. This program is on-going.
22. G_reenfield Housing Project
On July 16, 2006, the City Council approved an agreement with Greenfield Housing, L.P.
for $300,000 in HOME CHDO funds to construct affordable housing units for low-income
families within a new 8-acre subdivision tract south of Fairview Road at the future Outback
Drive. Greenfield Housing is a 35-unit rental project that will include a community room.
Total project cost will be about $12,000,000. The project is 100% complete with a ribbon
cutting occurring on October 24, 2007.
23. Quantico/Madison Affordable Housing Project
An amendment to the Action Plan FY 2007-08 was approved last fall by Council for
$350,000 for the Madison Place Apartments at 1885 Madison. The apartments are owned
and operated by Mercy Housing. The funds will be used for exterior renovation, on—site
improvements and tenant based rental assistance. A federal NEPA review is underway. A
project agreement is also being prepared and is expected to go before the council by early
2008.
24. Casa Loma Park— Wet Play Area Project
Improvements to include wet playground equipment consisting of a circulation pump,
filtration system, and concrete base for a county-owned park located within the City. The
Council approved an amendment activity to the FY 2007-08 Action Plan in the amount of
$375,000 last fall. The County's Park and Recreation Department will construct the
improvements and own and operate them upon completion. Preparation of a project
agreement between the City and County is underway. Construction is expected to start by
early 2008.
25. Bakersfield Association of Retarded Citizens
CDBG funds of$300,000 (FY 07-08) are available for a social entrepreneurial non-profit to
acquire, construct, or rehabilitate a commercial/industrial training facility for a special
economic development activity. The proposed multi-million $ project is to be located at the
Bakersfield Association of Retarded Citizens (BARC) training facility on 2240 South Union
Avenue it will be a 30,800 ± sq. ft., pre-fabricated steel frame metal building with about
40,000 sq.ft. asphalt paving to be used as a: 1) recycling facility, or 2) internet order facility,
or a 3) pallet manufacturing facility. The County also has about $300,000 of CDBG funds
earmarked for this activity. A minimum of 40 jobs to be created with the total ($600,000)
HUD assistance with at least 22 positions or 51% of the jobs to be created earmarked for
low income job seeking residents. NEPA review is underway with completion expected by
the end of the year. Additionally, the project agreement between the City, County and the
SMEBBIPS\EDCD Activity Reports\1st Quarter Update 2007-08.doc
12
non-profit is underway. EDCD staff is working with the County for preparing the three party
project agreement for Council and Board approval by early 2008. BARC will be the lead
agency for this activity.
S:\DEBBIE'S\EDCD Activity Reports\1st Quarter Update 2007-08.doc
13
B A K E R S F I E L D
Department of Recreation and Parks
Date: November 8, 2007
To: Alan andy, City Manager
From: Dianne Hoover, Director of Recreation & Parks
Subject: October Monthly Report
ADMINISTRATION:
• Becky Jamison has announced her resignation due to accepting a
job with the Community College District. We wish her well, and staff
is in the process of filling the position.
• Recreation and Parks was well represented at the Business Expo
this year. The booth was shared by EDCD and IT, and over 1,000
people stopped by during the event.
• Submitted two CDBG requests: Lowell Park Playground and Central
Park Restroom replacement.
• Submitted two award nominations with the California Park and
Recreation Society: the Maxicom video and the Good Neighbor
Festival.
• Several improvements were made to the San Miguel Commemorative
Grove/Manor Street bike parking area including: improved signage,
lane striping, better camera placement, and bollard replacement.
• Free concerts at the Bright House Amphitheatre included the Grass
Roots and John Corbett Band. Those attending received special
attention and had a great time.
• The first Fall Festival at the Park at River Walk was very successful
and all the food and craft vendors were pleased. In addition,
recreation staff kept the kids busy with a haunted maze, storybook
land, costume contests, interactive dance video tent, and various
stage entertainment.
• Staff assisted the Fire Station #1 celebration by delivering and
picking up the big screen, bleachers, stages and the popcorn
machine.
"We create a quality community through people, parks and programs"
PARKS
• Parks division won the Western Regional video competition
sponsored by Rain Bird.
• Staff removed all useable items from Central Park, including storage
items in preparation for the Mill Creek project.
• The Youth community garden was completed and dedicated at
Martin Luther King Park.
• Several small projects are nearing completion such as Beach Park
well site, Wayside Park netting, irrigation at Stockdale/Jenkins and
installation of park signs.
• Irrigation, new plants and turf were installed at Las Palmas
subdivision.
• Approximately $3,275.00 was spent to repair vandalism in parks and
streetscapes this month.
• Over 1,245 shrubs were planted along with 29 three.
• Volunteers planted 100 trees as part of the Mayor's initiative to Keep
Bakersfield Beautiful on Highway 99.
• Several employees received promotions, certifications and additional
training in October.
AQUATICS:
• McMurtrey attendance continues to show increases in attendance
over the same time last year by 80%. Total attendance in October
2007 was 2,316; in 2006 it was 1,284.
• The 100 Mile club continues to grow, which shows in our monthly
attendance. The 334 members have swum a total of 18,595 miles.
ATHLETICS;
• Fall softball has 108 teams with approximately 2,900 players and
spectators in our parks each week.
• Flag Football had four teams for a six week season at Silver Creek
Park.
• The Cross Country Invitational Meet held at Yokuts Park on
Saturday, October 6 had 307 participants, which is a 32% increase
over last year. The races are divided into several age groups and
lengths for maximum participation.
• A Family Fun Run/Walk was held to kick-off the Fall Festival on
October 27th. This was in conjunction with a series of walk/runs to be
held throughout the year to encourage families to participate in
healthy activities. Participants included all ages, including strollers
and dog walkers for a total of 63 participants.
• Pee Wee sports continued at Jastro Park and introduced 3 to 5 year
olds to basketball, t-ball and soccer.
• Adaptive Ice skating continues once a month at the Ice Sports
Center.
"We create a quality community through people, parks and programs"
• Staff also continues community outreach programs with groups
such as Terrio-Fitness, Get Moving Kern, Kern County Disc Golf
Club, Southern San Joaquin Municipal Athletic Association, and
CPRS District XV.
DR. MARTIN LUTHER KING JR. CENTER
• The Good Neighbor Festival was a huge success with over 800
participants for the day. Vendor booths, train rides, pony rides,
bounce house and entertainment kept the crowds coming. Hidden
Heroes were honored by the community, and the Southeast
Neighborhood Partnership planned the event.
• The Community Garden opened during the Good Neighbor Festival
by planting the first flowers after the ribbon was cut by
Councilmember Carson.
• Plans are underway for a Professional Development conference
sponsored by our department and CPRS, to be held at MLK Center.
SILVER CREEK COMMUNITY CENTER
• The After School program has about 30 kids each week for the theme
of "Being Healthy Can be Fun."
• Youth from both community centers are preparing for a track and
field competition within the city.
• Silver Creek continues to be a popular destination for rentals and
park reservations.
• Silver Creek staff participated in the "Lights On" after school
program sponsored by the Greenfield School District. Over 2000
people attended.
"We create a quality community through people, parks and programs"
Page 1 of 2
STREETS DIVISION — WORK SCHEDULE
WEEK OF NOVEMBER 19 — NOVEMBER 23, 2007
Resurfacing/Reconstructing streets in the followinq areas:
Resurfacing streets in the area California Avenue & 4th Street, Union Avenue &
King Street.
Reconstructing streets in the area between Gosford Road and So. Laurelglen,
south of Westwold Drive.
Preparing streets for reconstruction in the area south of Ming Avenue, east of
Ashe Road.
Miscellaneous Streets Division projects:
Working on the curb and gutter installation project in the area between Baker
Street & Williams Street, E. Truxtun Avenue & California Avenue.
(CDBG FUNDED PROJECT).
Working on the Mill Creek project at Central Park.
Working on the Fire Station #5 project.
Working on the Aera Park project.
CADOCUM E-1\RKI RKW-1\LOCALS-1\Temp\XPg rpwise\Week of November 19_2007_Work Schedule.doc
Page 2 of 2
STREET SWEEPING SCHEDULE
Monday, November 19 2007
Between Panama Lane and McKee Road, Stine Road to 99 Highway.
Between McKee Road to Panama Road, Stine Road to Wible Road.
Tuesday, November 20, 2007
Between Wilson Road and Stine Road, Ming Avenue to White Lane.
Between District Boulevard and Panama Lane, Gosford Road to Ashe Road.
Ashe Road and Stine Road; Panama Lane, north to the railroad tracks.
Cul-de-sac between Manley Court and Chris Court, north of Angela Way.
Wednesday, November 21, 2007
Between White Lane and Panama Lane, Buena Vista Road to Old River Road.
Between Old River Road and Gosford Road, White Lane to Pacheco Road.
Between College Avenue and Willis Avenue, Morning Drive to Park Drive.
Thursday, November 22, 2007
HOLIDAY. NO STREET SWEEPING
Friday, November 23, 2007
HOLIDAY. NO STREET SWEEPING.
CADOCUME-1\RKIRKW-1\LOCALS-1\Temp\XPgrpwise\Week of November 19-2007-Work Schedule.doc
rY
S A K E R S F I E L D Pe;' ✓ 2�Q�
CITY OF BAKERSFIELD
PUBLIC WORKS DEPARTMENT
MEMORANDUM
TO: Alan Tandy, City Manager
FROM: Raul Rojas, Public Works Director
DATE: November 13, 2007
SUBJECT: CITY HALL RECYCLING EFFORTS
Referral No. 1848
COUNCILMEMBER BENHAM REQUESTED STAFF INCREASE RECYCLING EFFORTS
IN CITY HALL AND OTHER DEPARTMENTS, PARTICULARLY RECREATION AND
PARKS.
Existing recycling efforts in City Hall and other City buildings are mainly to recycle
paper, which is the most common discarded material. Designated paper recycling
containers are located in most departments' office areas. Custodial crews also recycle
paper as they empty waste baskets. Most lunch areas have receptacles for recycling
bottles and cans. Staff is adding more blue recycling receptacles at any City offices
where they are absent.
In addition, staff is arranging a pilot project to provide recycling opportunities in City
Parks. The pilot program will use blue "recycling" dome lids with round holes to retrofit
some of the regular trash cans in a few of the parks. The recyclables will be collected
along with the regular trash by the park maintenance crews.
G:\GROUPDAT\Referrals\2007\11-07\Ref#1848 Recycling.doc
.00000010101�1100-"'r
B A K E R S F I E L D
CITY OF BAKERSFIELD
PUBLIC WORKS DEPARTMENT °e0
MEMORANDUM 0�
TO: Alan Tandy, City Manager
FROM: Raul Rojas, Public Works Director
DATE: November 16, 2007
SUBJECT: EXPEDITE QUIET ZONE PROCESS
Referral No. 1849
ADDRESSING THE TRAIN WHISTLE NOISE AND URGENTLY TAKE STEPS TO
HASTEN THE PROCESS OF CREATING QUIET ZONES. (PREPARE STATUS
REPORT ON WORK, TIME FRAMES, AND EXPEDITE NECESSARY PAPERWORK.)
Public Works staff has prepared updates to the Federal Railroad Association Crossing
Inventory Forms for each of the proposed crossings within the Quiet Zone corridor. The
City Attorney's Office submitted the Notice of Continuation form for Quiet Zones and
updated Crossing Inventory forms on November 9, 2007 to the Federal Railroad
Association. Comments to the Notice of Continuation by the reviewing agencies are
due by December 31, 2007. Once comments are received, staff will begin responding
to comments. Staff will submit the Notice of Intent for Quiet Zones immediately after
addressing all comments received on or before December 31, 2007. The filing deadline
for the Notice of Intent is February 24, 2008.
Immediately after receiving comments from the Notice of Intent, staff will begin work on
the Detailed Plan. The deadline for submittal of the Detailed Plan is June 24, 2008.
G:\GROUPDAT\Refetrals\2007\11-07\Ref#1849 Quiet Zone.doc
B A K E R S F1 E L D
FIRE DEPARTMENT f
M E M O R A N D U M
DATE: November 15, 2007
TO: Alan Tandy, City Manager
FROM: Ron Fraze, Fire Chief ;
SUBJECT: Notification to Residents of Fireworks Events
Council Referral #001850
VICE-MAYOR HANSON REQUESTED STAFF EXPLORE THE FEASIBILITY OF
PROVIDING NOTIFICATION TO RESIDENTS OR PLACING INFORMATION ON THE
CITY'S WEB SITE OF FIREWORKS EVENTS AFFECTING NEIGHBORHOODS.
We have researched the possibility of notifying the community of fireworks events that
take place on dates other than July 4th. I believe that this can be accomplished by
placing information on the City Website and by utilizing our "Reverse 911" system.
Our "Reverse 911" computer program can telephone a prerecorded message to
residents in a designated geographical area notifying them of the fireworks event. This
message will allow citizens time to address concerns regarding their pets and will let
them know the event has been properly permitted.
o�aF�RK o5'
BAKERSFIELD POLICE
MEMORANDUM
It
C�J IF O'P%
TO: ALAN TANDY, CITY MANAGER
FROM: W. R. RECTOR, CHIEF OF POLICE VJ(
DATE: November 15, 2007
SUBJECT: Speeding on Sundale Avenue
Council Referral No. 1844 (Ward 6)
Council Member Sullivan requested staff address the problem of speeding on Sundale
Avenue.
Council Member Sullivan's concern was referred to the Traffic Division for enforcement. Officers
provided extra enforcement efforts in the area during the first week of November during various hours
of the day. A total of three citations were issued; two for speeding, and one for a miscellaneous
violation. The SMART trailer has been utilized in the area to remind citizens of their speed, and officers
will continue to provide additional enforcement as time permits.