CITY OF BAKERSFIELD
Principal Property Taxpayers
Current Year and Nine Years Ago
2014 2023
Taxpayer
Taxable
Assessed Value Rank
Percentage of
Total Taxable
Assessed
Value
Taxable
Assessed Value Rank
Percentage of
Total Taxable
Assessed
Value
Nestle Dreyers Ice Cream Company 196,422,345 2 0.86% 208,503,231 1 0.56% Chevron USA Inc. 201,845,664 1 0.89% 181,806,711 2 0.49% Valley Plaza Mall LP 125,013,540 3 0.55% 145,383,608 3 0.39% Caifornia Water Service Company 83,735,182 5 0.37% 138,286,312 4 0.37% Castle & Cooke CA Inc. 76,768,870 6 0.34% 129,883,331 5 0.35% Walmart Stores Inc/Sam's 90,072,683 4 0.40% 121,965,088 6 0.33% Dignity Health - -% 96,221,071 7 0.26%
DS Properties LP - -% 92,404,743 8 0.25%
Bolthouse Land Company LLC - -% 69,351,380 9 0.19%
GSF Springs Investors LP 67,967,343 8 0.30% 66,069,089 10 0.18% LSREF2 Tractor REO LLC 70,087,573 7 0.31% - -%
Donahue Schriber Realty Group 63,594,316 9 0.28% - -%
Brighthouse Networks LLC 51,434,680 10 0.33% - -%
Total taxable assessed value of
ten (10) largest taxpayers 1,026,942,196 4.63% 1,249,874,564 3.37 % Total taxable assessed value of other taxpayers 21,757,719,634 -% 35,668,503,227 - % Total taxable assessed value of all taxpayers 22,784,661,830 4.63% 36,918,377,791 3.37 % Note:
Related parties grouped together on the original source document (County's list of assessed valuations) are included in the total assessed valuation amount for each taxpayer cited. Unitary and operating nonunitary are excluded as valuation by parcel is no longer available. Secured values only reported.
Source: HDL Coren & Cone, Kern County Assessor 2020-21 Combined Tax Rolls 169
CITY OF BAKERSFIELD
Assessed Value and Estimated Actual Value of Taxable Property Last Ten Fiscal Years
Amounts expressed in thousands
Fiscal
Year Secured Less:
Ended
June 30
Residential
Property
Commercial
Property Other Unsecured
Tax Exempt
Real Property
2014 $ 15,592,995 $ 4,010,392 $ 3,575,805 $ 791,531 $ 1,186,061 2015 17,297,625 4,111,192 3,607,361 819,306 1,230,972
2016 18,495,838 4,238,653 3,749,127 835,424 1,321,877
2017 19,571,365 4,497,923 3,971,042 801,607 1,414,164
2018 20,569,686 4,650,981 4,085,221 767,598 1,451,354
2019 21,611,991 4,826,400 4,206,028 769,171 1,492,778
2020 22,729,432 4,968,389 4,339,072 794,111 1,577,783
2021 23,987,795 5,145,836 4,432,049 805,480 1,645,117
2022 25,334,257 5,244,832 4,468,139 818,232 1,658,484
2023 27,378,429 5,538,516 4,742,249 867,539 1,608,355
(1) In 1978 the voters of the State of California passed Proposition 13 which limited taxes to a total maximum rate of 1% based upon the assessed value of the property being taxed. Each year, the assessed value of property may be increased by an "inflation factor" (limited to a maximum of 2%). With few exceptions, property is only reassessed as a result of new construction activity or at the time it is sold to a new owner. At that point, the property is reassessed based upon the added value of the construction or at the purchase price (market value) or economic value of the property sold. The assessed valuation data shown above represents the only data currently available with respect to the actual market value of taxable property and is subject to the limitations described above.
Source: HDL Coren & Cone, Kern County Assessor 2022-23 Combined Tax Rolls. 170
Total Taxable Total
Estimated
Actual
Assessed
Value
Direct
Rate
Taxable
Value (1)
22,784,662 0.1619 Unavailable
24,604,512 0.1623 Unavailable
25,997,165 0.1616 Unavailable
27,427,773 0.1613 Unavailable
28,622,132 0.1609 Unavailable
29,920,812 0.1607 Unavailable
31,253,221 0.1604 Unavailable
32,726,043 0.1647 Unavailable
34,206,976 0.1641 Unavailable
36,918,378 0.1639 Unavailable
171
CITY OF BAKERSFIELD
Property Tax Rates
Direct and Overlapping Governments
Last Ten Fiscal Years
2014 2015 2016 2017
Basic County-Wide Levy (1) 1.0000 1.0000 1.0000 1.0000
Overlapping Debt
Bakersfield Refund 1989C & D - - - -
Bakersfield School 0.0360 0.0186 0.0339 0.0204
Beardsley School 0.0486 0.0406 0.0480 0.0723
Edison School Bond 0.0687 0.0678 0.0716 0.0706
Fairfax School 0.0607 0.0692 0.0712 0.0631
Fruitvale School Bonds 0.0678 0.0595 0.0591 0.0516
Greenfield School 0.0843 0.0544 0.0445 0.0438
Kern Community College District 0.0126 0.0105 0.0136 0.0132 Kern County Water Agency 0.0569 0.0525 0.0537 0.0585
Kern High School District 0.0392 0.0361 0.0324 0.0260
Lakeside School 0.0283 0.0254 0.0267 0.0236
Lamont School 0.0681 0.0630 0.0657 0.0681
Norris School 0.0500 0.0489 0.0498 0.0565
Panama Buena Vista School 0.0194 0.0294 0.0330 0.0243
Rio Bravo-Greeley 0.0769 0.0649 0.0581 0.0629
Standard Bond - 0.0208 0.0219 0.0403
Standard Bond 2006A 0.0152 0.0110 0.0140 -
Vineland School 07-A 0.0418 0.0431 0.0456 0.0441
Total Direct & Overlapping Tax Rates (2) 1.7745 1.7157 1.7428 1.7393 City Share of 1% Levy (3) 0.1839 0.1839 0.1839 0.1839
Total Direct Rate (4) 0.1619 0.1623 0.1616 0.1613
(1) In 1978 the voters of the State of California passed Proposition 13 which set the property tax rate at a 1.00% fixed amount.
This 1.00% is shared by all taxing agencies for which the subject property resides within. In addition to the 1.00% fixed amount, property owners are charged taxes as a percentage of assessed property values for the payment of any voter approved bonds.
(2) Overlapping rates are those of local and county governments that apply to property owners within the City. Not all overlapping rates apply to all City property owners.
(3) City's share of 1.00% levy is based on the City's share of the general fund tax rate area with the largest net taxable value within the City. Educational Revenue Augmentation Fund (ERAF) general fund tax shifts are not included in tax ratio figures. The effective City rate after ERAF is 9.9%. (4) Total Direct Rate is the weighted average of all individual direct rates applied by the City of Bakersfield.
Source: HDL Coren & Cone (Kern County Auditor-Controller's Office) 172
2018 2019 2020 2021 2022 2023
1.0000 1.0000 1.0000 1.0000 1.0000 1.0000
- - 0.0020 - -
0.0522 0.0449 0.0379 0.0466 0.0386 0.0348
0.0638 0.0671 0.0659 0.0559 0.0647 0.0480
0.0755 0.0738 0.0644 0.0640 0.0690 0.0619
0.1075 0.1009 0.0743 0.0754 0.0819 0.0806
0.0534 0.0731 0.0525 0.0454 0.0503 0.0445
0.0419 0.0398 0.0678 0.0683 0.0764 0.0812
0.0363 0.0337 0.0330 0.0339 0.0386 0.0312
0.0785 0.0707 0.0812 0.0791 0.0791 0.0768
0.0533 0.0512 0.0532 0.0485 0.0417 0.0439
0.0264 0.0242 0.0250 0.0300 0.0300 0.0223
0.0682 0.0639 0.0659 0.0655 0.0641 0.0618
0.0579 0.0373 0.0391 0.0378 0.0521 0.0399
0.0224 0.0288 0.0558 0.0521 0.0512 0.0475
0.0687 0.0517 0.0720 0.0636 0.0703 0.0535
0.0770 0.0602 0.0663 0.0617 0.0807 0.0634
- - - - - -
0.0453 0.0238 0.0437 0.0274 0.0316 0.0301
1.9283 1.8451 1.9000 1.8552 1.9203 1.8214
0.0184 0.1839 0.1839 0.1839 0.1839 0.1839
0.1609 0.1607 0.1604 0.1647 0.1641 0.1639
173
CITY OF BAKERSFIELD
Property Tax Levies and Collections
Last Ten Fiscal Years (1)
Collected within the
Fiscal Year of the Levy Total Collections to Date
Fiscal Year
Ended
June 30
Tax Levied
for the
Fiscal Year Amount
Percentage
of Levy
Collections
in Subsequent
Years (2) Amount
Percentage
of Levy (3)
2014 $39,887,750 $ 39,344,783 98.64% $ 375,679 $ 39,720,462 99.58% 2015 42,153,405 41,301,939 97.98% 166,794 41,468,733 98.38% 2016 44,309,063 43,455,549 98.07% 254,923 43,710,472 98.65% 2017 47,433,693 46,803,045 98.67% 4,914 46,807,959 98.68% 2018 47,385,467 46,768,741 98.70% 345,147 47,113,888 99.43% 2019 49,577,578 48,864,996 98.56% 696,193 49,561,189 99.97% 2020 47,854,714 49,634,163 103.72% 119,111 49,753,274 103.97% 2021 55,963,993 55,106,304 98.47% 633,958 55,740,262 99.60% 2022 57,429,550 56,309,428 98.05% 888,270 57,197,698 99.60% 2023 61,652,588 60,603,853 98.30% 505,413 61,109,266 99.12% Notes:
(1) Excludes Redevelopment property tax increment.
(2) Delinquent tax collections do not include interest or penalties. (3) Total collections to date may exceed 100% of annual levy. Delinquent tax collections are recorded in the current levy year as the County of Kern does not give detail as to the levy year for delinquent tax collections. This was confirmed with the County of Kern in 2014.
Source: City Finance Department
174
CITY OF BAKERSFIELD
Direct and Overlapping Sales Tax Rates
Last Ten Fiscal Years
Year
State of
California
Total
Rate
2014 7.25 % 7.25 %
2015 7.25 % 7.25 %
2016 7.25 % 7.25 %
2017 7.25 % 7.25 %
2018 7.25 % 7.25 %
2019 7.25 % 8.25 %
2020 7.25 % 8.25 %
2021 7.25 % 8.25 %
2022 7.25 % 8.25 %
2023 7.25 % 8.25 %
Note: The City's sales tax rate may be changed with voter approval.
Source: California Department of Tax and Fee Administration 175
CITY OF BAKERSFIELD
Taxable Sales By Category Market Groups
Last Ten Calendar Years
(in thousands of dollars)
2013 2014 2015 2016 2017
Apparel Stores $ 266,054 $ 268,897 $ 275,099 $ 281,878 $ 287,232 General Merchandise 903,975 902,944 907,685 893,331 917,083 Food Stores 159,943 172,326 164,207 158,627 158,343
Eating and Drinking Places 610,825 656,379 701,627 724,843 767,018 Building Materials 506,395 544,666 553,276 564,361 581,131 Auto Dealers and Supplies 1,220,899 1,315,912 1,355,170 1,346,606 1,431,179 Service Stations 542,816 528,591 455,773 409,770 460,705 Other Retail Stores 789,548 841,272 816,507 786,449 783,220 All Other Outlets 1,895,186 1,938,339 1,558,102 1,467,580 1,588,600 Total $ 6,895,641 $ 7,169,326 $ 6,787,446 $ 6,633,445 $ 6,974,511 Source: State Board of Equalization, California Department of Taxes and Fees Administration, State Controller's Office, The HdL Companies Due to confidentiality issues, the names of the ten largest revenue payers are not available. The categories presented are intended to provide alternative information regarding the sources of the City's revenue. 176
2018 2019 2020 2021 2022
$ 302,599 $ 308,328 $ 242,398 $ 392,748 $ 359,429
950,000 963,148 956,554 1,138,471 1,203,850
165,416 171,118 198,136 205,484 221,840
802,252 847,033 755,367 1,032,165 1,097,528
630,907 636,725 733,067 800,456 843,459
1,436,629 1,479,028 1,540,188 1,975,894 1,945,615
530,371 539,165 433,906 620,017 754,195
789,365 773,010 746,515 930,124 905,566
1,679,685 1,837,407 2,052,473 2,262,334 2,732,924
$ 7,287,224 $ 7,554,962 $ 7,658,604 $ 9,357,693 $ 10,064,406 177
CITY OF BAKERSFIELD
Ratio of General Bonded Debt Outstanding
Last Ten Fiscal Years
Fiscal
Year
General
Obligations
Bonds
Net
Bonded Debt Total
Ratio of Net
Bonded Debt to
Assessed
Value
Population
(1)
Total
Debt
Per
Capita
2014 $ - $ - $ - - % 367,315 $-
2015 - - - - 365,504 0.00
2016 - - - - 379,110 0.00
2017 - - - - 383,512 0.00
2018 - - - - 386,839 0.00
2019 - - - - 389,211 0.00
2020 - - - - 392,756 0.00
2021 - - - - 397,392 0.00
2022 - - - - 408,865 0.00
2023 $ - $ - $ - - 411,109 0.00
Notes:
Includes all long-term general obligation bonded debt.
(1) State Department of Finance
Source: City Finance Department
178
179
CITY OF BAKERSFIELD
Ratio of Outstanding Debt by Type
Last Ten Fiscal Years
Governmental Activities Business-Type Activities
Revenue Bonds Notes
Certificates of
Participation
Total
Governmental
Activities (3) Revenue Bonds Bonds
2014 $ - $ 4,150,049 $ 20,640,000 $ 24,790,049 $ 200,236,254 $ - 2015 - 3,932,118 18,460,000 22,392,118 190,545,190 -
2016 - 3,442,290 16,175,000 19,617,290 187,377,613 -
2017 - 2,938,462 13,785,000 16,723,462 174,647,913 -
2018 - 2,584,240 11,275,000 13,859,240 166,998,212 -
2019 - 6,111,476 8,635,000 14,746,476 160,129,574 -
2020 - 4,883,798 5,875,000 10,758,798 138,826,333 -
2021 - 3,995,063 3,000,000 6,995,063 129,974,556 -
2022 - 3,547,669 - 3,547,669 120,697,778 -
2023 - 2,348,224 - 2,348,224 111,096,000 -
Notes:
Details regarding the City's outstanding debt can be found in the notes to the basic financial statements. (1) U.S. Department of Commerce Bureau of Economic Analysis. As available, figures and estimates should be used for general purposes only. Estimates are revised periodically to include data that may not have been available at the time. Personal income was used for the base of this calculation. Details can be found in the Demographic and Economic Statistics.
(2) State Department of Finance. Estimates are revised periodically to include data that may not have been available at the time. Population was used for the base of this calculation. Details can be found in the Demographic and Economic Statistics. (3) Total Governmental Activities and Total Primary Government totals do not include Compensated Absences. (4) As restated.
Source: City Finance Department
180
Business-Type Activities
Deferred
Bond
Premium Notes
Contracts/
Loans
Capital
Leases (4)
Total
Business-Type
Activities
Total Primary
Government
Percentage
of Personal
Income (1)
(4)
Per
Capita (2)
(4)
$ - $ 5,264,884 $ - $ 20,664,937 $ 226,166,075 $ 250,956,124 3.11 % $683 - 4,512,759 246,131 20,135,757 215,439,837 237,831,955 2.89 % 651 - 3,760,631 292,503 19,091,567 210,522,314 230,139,604 2.70 % 607 - 3,008,504 319,400 18,730,478 196,706,295 213,429,757 2.45 % 557 - 2,256,378 368,746 18,315,293 187,938,629 201,797,869 2.25 % 522 - 1,504,252 314,215 17,671,298 179,619,339 194,365,815 2.08 % 499 - 752,127 355,737 17,000,597 156,934,794 167,693,592 1.70 % 427 - 3,000,000 352,970 16,304,875 149,632,401 156,627,464 1.53 % 394 - 2,719,697 326,262 - 123,743,737 127,291,406 1.23 % 311 - 2,435,190 335,448 67,692 113,934,330 116,282,554 1.01 % 285 181
CITY OF BAKERSFIELD
Direct and Overlapping Debt (1)
As of June 30, 2023
2022 - 22 Assessed Valuation $ 36,911,199,722
Adjusted Assessed Valuation $ 36,911,199,722
Debt
Outstanding (2)
Estimated
Percentage
Applicable (3)
Estimated Share
of Overlapping
Debt
Overlapping Tax and Assessment Debt
Kern Community College District Safety
Repair and Improvement District $ 88,698,557 34.346 $ 30,464,406 Kern Community College District School
Facilities Improvement District No. 1 329,853,183 34.140 112,611,877 Kern High School District 322,876,209 53.344 172,235,085 Bakersfield City School District 128,626,619 71.365 91,794,387 Beardsley School District 19,821,040 19.958 3,955,883
Edison School District 6,694,465 0.055 3,682
Fairfax School District 8,215,014 28.454 2,337,500
Fruitvale School District 33,097,205 75.444 24,969,855
Greenfield Union School District 46,373,406 86.103 39,928,894 Lakeside Union School District 17,844,044 46.514 8,299,979 Lamont School District 1,293,153 0.016 207
Norris School District 32,974,305 57.748 19,042,002
Panama-Buena Vista Union School District 130,975,000 97.255 127,379,736 Rio Bravo-Greeley Union School District 8,162,621 7.798 636,521 Standard School District 46,375,000 0.755 350,131
Vineland School District 3,431,856 0.0003 10
California Statewide Community Development Authority-Community Facilities District No. 2015-02 9,915,000 100.000 9,915,000 Greenfield Union School District CFD No. 1 3,389,840 100.000 3,389,840 Greenfield Union School District CFD No. 2 960,000 100.000 960,000 Greenfield Union School District CFD No. 4 8,045,000 100.000 8,045,000 Greenfield Union School District CFD No. 2005-3 1,850,890 100.000 1,850,890 RNR School Financing Authority Community Facilities District No. 92-1 114,210,000 74.334 84,896,861 California Statewide Community Development Authority- Assessment District No. 2020-01 1,488,000 100.000 1,488,000
California Statewide Community Development Authority- Assessment District No. 2022-01 824,000 100.000 824,000
California Statewide Community Development Authority- Assessment District No. 2022-02 1,135,000 100.000 1,135,000
City of Bakersfield 1915 Act Bonds 9,273,224 100.000 9,273,224 Overlapping Tax and Assessment Debt $ 1,376,402,631 $ 755,787,970 Overlapping General Fund Debt
Kern County General Fund Obligations $ 104,963,511 33.336 $ 34,990,636 Kern County Pension Obligations 94,617,067 33.360 31,541,545 Certificates of Participation:
Kern County Board of Education 31,330,000 33.336 10,444,169 Kern County Community College District 23,000,000 30.771 7,077,330 Kern County Community College District Benefit 73,200,000 30.771 22,524,372 Fairfax School District General Fund Obligations 1,849,180 28.454 526,166 Bakersfield City School District General Fund Obligations 2,209,166 71.365 1,576,571 Panama-Buena Vista Union School District General Fund Obligations 49,975,000 97.255 48,603,186 Rosedale Union School District General Fund Obligations 9,550,000 55.584 5,308,272 Overlapping Tax Increment Debt (Successor Agency) 1,730,000 100.000 1,730,000 Overlapping General Fund Debt $ 392,423,924 $ 164,322,247 Total Overlapping Debt $ 1,768,826,555 $ 920,110,217
Direct Debt
City of Bakersfield
Long-term notes payable $ 2,348,224
Total Direct and Overlapping Debt $ 922,458,441
Notes:
(1) Excluded from this schedule are: (a) all bonds which are not general obligation bonds of the City and (b) general obligation bonds issued for water utility purposes which are payable from Water Fund revenues.
(2) Direct debt is reported net of debt service monies available. Overlapping debt is reported at gross values. (3) Percentage of overlapping agency's assessed valuation located within boundaries of the City.
Source: California Municipal Statistics, Inc. and City Finance Department 182
CITY OF BAKERSFIELD
Computation of Legal Debt Margin
June 30, 2023
Legislation does not mandate a debt limit for the City of Bakersfield. 183
CITY OF BAKERSFIELD
Pledged - Revenue Coverage
Last Ten Fiscal Years
Wastewater Revenue Bonds
Fiscal
Sewer Charges
and Other
Less:
Operating
Net
Available Debt Service (3)
Year Revenue (1) Expenses (2) Revenue Principal Interest 2013-2014 $ 39,610,854 $ 14,265,421 $ 25,345,433 $ 3,260,000 (7) $ 9,959,591 1.92 2014-2015(5) 40,386,623 14,195,887 26,190,736 4,360,000 (7) 8,744,990 2.00 2015-2016 39,111,557 14,765,141 24,346,416 5,475,000 (7) 3,694,732 2.66 2016-2017 39,078,787 14,796,170 24,282,617 6,055,000 (7) 6,557,105 1.93 2017-2018 42,356,491 17,519,378 24,837,113 5,975,000 6,270,503 2.03 2018- 2019(8) 43,043,488 17,062,586 25,980,902 5,525,000 6,344,225 2.19 2019-2020(8) 42,531,887 18,800,960 23,730,927 17,948,753 2,849,736 1.14 2020-2021(9) 45,430,671 16,266,552 29,164,119 7,245,000 4,841,040 2.41 2021-2022 39,891,258 16,353,050 23,538,208 7,670,000 4,458,627 1.94 2022-2023 43,719,490 20,314,066 23,405,424 7,995,000 4,062,172 1.94 Notes:
Details regarding the City's outstanding debt can be found in the notes to the basic financial statements.
Operating expenses do not include interest or depreciation expenses. (1) Includes amounts for connection fees, interest funded in bond issue and principal portion of lease revenues. (2) Does not include the General Obligation Bonds reported in Enterprise Funds. Operating expenses exclude depreciation expense. (3) Issued Sewer Revenue Bonds, Series 2007A and 2007B in August of 2007. (4) Minimum coverage requirement on the Wastewater Revenue bonds is 1.25. (5) Previous report included arbitrage expenses. Revenue has been corrected. (6) In addition to the normal debt service amount referenced above, there was a partial bond call of $18,730,000 approved by the City Council to reduce the principal balance of the 2007B bond down to $25 million. Sewer revenue bonds 2007B were refunded in January 2012 (Series 2012A) to change the liquidity provider from Dexia to JP Morgan Chase.
(7) In addition to the normal debt service referenced above, City Council approved partial bond calls of $5 million each year to reduce the principal balance of Sewer Revenue Bonds Series 2012A.
(8) Partial refunding of Sewer Revenue Bonds Series 2007A in July 2015 (Series 2015A). (9) Corrected Operating Expenses Amount entered previously entered incorrectly.
Source: City Finance Department
184
CITY OF BAKERSFIELD
Demographic and Economic Statistics
Last Ten Fiscal Years
Fiscal Year Population (1)
Personal
Income (2)
(millions)
Per Capita
Personal
Income (2)
Median
Age (3)
Education Level
as a % of
Population having
Formal Schooling
(3) (4)
Elementary
School
Enrollment
Estimated
Unemployment
Rate (%) (5)
2013-2014 367,315 $ 8,074 $ 21,980 30.0 78.2 24,012 7.90% 2014-2015 365,504 8,228 22,512 30.1 78.5 24,232 9.30%
2015-2016 379,110 8,532 22,505 30.2 79.7 24,267 9.10%
2016-2017 383,512 8,713 22,718 30.4 79.6 24,299 9.20%
2017-2018 386,839 8,965 23,175 30.4 79.6 26,513 7.80%
2018-2019 389,211 9,333 23,980 30.5 80.0 26,491 5.50%
2019-2020 392,756 9,890 25,180 30.7 80.4 26,590 5.30%
2020-2021(6) 397,392 10,227 25,734 30.8 80.1 - 11.20%
2021-2022 408,865 10,374 25,372 31.0 81.4 N/A 8.00%
2022-2023 408,373 11,499 28,157 31.3 81.5 N/A 4.80%
Notes:
(1) State Department of Finance. Estimates are revised periodically to include data that may not have been available at the time. (2) U.S. Department of Commerce Bureau of Economic Analysis. As available, figures and estimates should be used for general purposes only. Estimates are revised periodically to include data that may not have been available at the time. Information is for Bakersfield Metropolitan area. Effective 2008-2009 information now includes Delano area.
(3) U.S. Census Bureau estimates as available for Bakersfield Metropolitan area. (4) This column shows the percent of the City population 25 years and older who are high school graduates or higher. (5) State of California Employment Development Department (Data shown is for Kern County). (6) Elementary School Enrollment numbers for 2017-18 restated due to new data collection techniques by the Department of Education. 185
CITY OF BAKERSFIELD
Principal Employers (1)
Current Year and Nine Years Ago
2014 2023
Employer Employees Rank
Percent
of Total City
Employment Employees Rank
Percent
of Total City
Employment
County of Kern (1) 7,811 4.70 % 7,923 1 4.64 %
Kern High School District (1) 3,888 4,921 2 2.88 %
Bakersfield City School District 3,203 4,137 32.42 - %
San Joaquin Community Hospital 2,039 - 4 - %
WM Bolthouse Farms 1,937 2,601 5 1.52 %
Panama-Buena Vista Union School
District 2,038 3,040 6 1.78 %
Chevron Corp 1,873 2,400 7 1.41 %
Nabors Completion & Production
Service 1,700 - 8 - %
Bakersfield Memorial Hospital 1,650 1,994 9 1.17 %
City of Bakersfield 1,455 1,553 10 0.91 %
Others 138,506 142,131 83.26 %
Total 166,100 100.00 % 170,700 97.57 %
(1) Not all employees are employed within the Bakersfield City Limits.
Source: City Finance Department.
Total number of employed persons in Bakersfield provided by EDD Labor Force Data.
Note: Only current data is available.
186
CITY OF BAKERSFIELD
Full-time Equivalent City Government Employees by Function Last Ten Fiscal Years
2014 2015 2016 2017 2018 2019
Function
Governmental activities:
General government 119 126 123 123 124 143
Public safety
Police
Officers 394 404 404 407 407 450
Civilians 143 148 148 148 151 176
Fire
Firefighters and officers 177 177 177 177 177 184
Civilians 22 22 22 22 23 23
Public works 254 248 244 243 247 261
Community services 150 150 146 146 148 163
Community development 63 65 63 63 63 -
Development services - - - - - 79
Economic/Community dev. - - - - - -
Business-type activities:
Wastewater treatment 59 59 59 59 61 62
Refuse collection 107 107 107 108 109 111
River & Agricultural Water (1) 28 28 28 29 29 30
General aviation - - - - - -
Offstreet parking - - - - - -
Total 1,516 1,534 1,521 1,525 1,539 1,682
(1) Departmental name change in FY2018-19 from Domestic & Agricultural Water to River & Agricultural Water.
Source: City Finance Department
187
2020 2021 2022 2023
159 158 181 172
479 501 502 531
193 216 229 205
200 199 199 199
25 25 33 32
293 277 305 305
175 180 203 203
- - - -
92 125 104 110
- - 30 29
64 62 49 50
112 115 122 122
32 32 32 36
- - - -
- - - -
1,824 1,890 1,989 1,994
188
CITY OF BAKERSFIELD
Property Value, Construction and Bank Deposits (1)
Last Ten Calendar Years
Commercial
Construction
Residential
Construction
Other
Construction
No. of
Units Value
No. of
Units Value Value
2013 69 $ 15,710 1,336 $ 312,569 $ 157,024
2014 89 56,320 1,435 389,715 203,722
2015 70 49,806 1,391 384,819 377,510
2016 115 63,714 1,387 370,956 338,559
2017 59 61,034 1,132 332,652 312,316
2018 93 83,187 1,089 321,454 278,079
2019 111 48,155 1,421 400,718 321,560
2020 64 47,473 1,632 526,899 348,540
2021 43 34,698 1,130 349,562 418,846
2022 70 42,426 1,164 356,363 420,354
Notes:
(1) Property value and bank deposits reported in thousands. (2) Federal Deposit Insurance Corporation
(3) Construction units and values are based on a 12 month calendar year. June 30, 2023 data reflects the 2022 calendar year.
Source: City Finance Department
189
Total
Construction
No. of
Units Value
Bank
Deposits (2)
1,405 $ 485,303 $ 6,069,764
1,524 649,757 6,421,302
1,461 812,135 3,759,961
1,502 773,229 7,141,426
1,191 706,002 7,515,635
1,182 682,720 7,702,403
1,532 770,433 8,675,464
1,696 922,912 9,960,173
1,173 803,106 10,379,883
1,234 819,143 10,298,664
190
CITY OF BAKERSFIELD
Operating Indicators by Function
Last Ten Fiscal Years
Fiscal Year
2014 2015 2016 2017
Function
Public safety - Police
Physical arrests 37,246 24,254 19,965 13,008
Parking violations 10,499 6,183 4,083 3,843
Traffic violations 15,065 24,154 26,934 24,190
Public safety - Fire
Number of calls answered 32,898 35,117 35,747 38,823
Inspections 4,195 4,978 5,684 6,859
Public works
Street resurfacing (lane miles) 116 119 79 70
Refuse collection
Refuse collected (tons/day) 110,125 102,500 102,800 103,100 Recyclables collected (tons/day) 55,500 78,500 79,100 79,500 Recreation & parks
Athletic field permits issued 9,625 9,046 8,054 7,788
Community center,
aquatics/sports admissions 502,994 527,617 553,831 518,432 River & Agricultural water (1)
New connections 1,123 1,033 945 968
Water main breaks 4 5 4 4
Average daily consumption 39,712 34,973 29,812 33,378
(thousands of gallons)
Wastewater treatment
Average daily sewage treatment 30.0 MGD 29.9 MGD 28.7 MGD 29.0 MGD (millions of gallons)
(1) Departmental name change in FY2018-19 from Domestic & Agricultural Water to River & Agricultural Water.
Source: City Finance Department
191
Fiscal Year
2018 2019 2020 2021 2022 2023
9,502 9,895 8,569 7,190 8,859 9,620
2,238 10,438 14,207 7,297 18,053 11,958
16,548 24,739 21,879 23,679 18,080 28,772
40,945 42,027 44,560 49,465 50,625 50,022
5,649 8,712 8,330 4,694 7,401 11,972
75 115 90 100 130 90
102,200 175,081 177,885 220,259 223,469 -
82,700 87,680 89,786 66,956 62,253 -
8,224 7,046 4,589 794 2,088 3,571
534,959 542,580 431,568 81,245 255,498 335,429
500 755 714 675 1,124 769
3 2 3 5 2 -
36,128 35,588 40,173 48,247 40,976 36,177
29.6 MGD 28.9 MGD 29.1 MGD 29.4 MGD 29.9 MGD 29.2 MGD
192
CITY OF BAKERSFIELD
Capital Asset Statistics by Function
Last Ten Fiscal Years
Fiscal Year
2014 2015 2016 2017
Function
Land (1)
Area 150.18 150.18 150.97 151.10
Public safety
Police stations/substations 3 3 3 3
Fire stations 14 14 14 14
Refuse collection
Collection trucks 57 57 57 57
Public works
Streets (miles) (2) 1,441 1,441 1,553 1,596
Streetlights 16,388 16,486 16,781 17,042
Traffic signals 410 419 420 426
Recreation & parks
Parks acreage 623 769 769 776
Parks 59 59 59 59
Swimming pools 4 4 4 4
Community centers 3 3 3 3
River & Agricultural Water (3)
Water mains (miles) (2) 505 515 525 535
Fire hydrants (2) 10,723 10,853 11,117 11,130
Wastewater treatment
Sanitary sewers (miles) 1,063 1,072 1,076 1,077
Storm sewers (miles) 265 268 269 270
Maximum daily treatment capacity 57 MGD 57 MGD 57 MGD 57 MGD (millions of gallons)
Notes:
(1) Reported in square miles.
(2) Corrected numbers for all years up to and including FY2011-12 with more accurate information provided. (3) Departmental name change in FY2018-19 from Domestic & Agricultural water to River & Agricultural water.
Source: City Finance Department
193
Fiscal Year
2018 2019 2020 2021 2022 2023
151.10 151.14 151.15 151.15 151.64 -
3 3 3 3 2 2
14 14 14 14 14 14
57 67 74 66 71 -
1,505 1,506 1,517 1,537 1,492 -
18,632 18,635 18,639 19,095 19,850 19,595
428 431 433 440 447 -
810 810 828 662 662 662
59 59 61 61 61 61
4 4 4 4 4 4
3 3 3 3 3 3
589 592 608 615 620 626
11,396 11,467 11,697 11,814 11,966 12,096
1,077 1,086 1,090 1,099 1,107 -
270 274 276 280 284 -
57 MGD 57 MGD 57 MGD 57 MGD 57 MGD 57 MGD
194
CITY OF BAKERSFIELD
Schedule of Insurance in Force
June 30, 2023
Excess Workers' Compensation Statutory Limit with a $500,000 self-insured retention.
Excess Liability $ 55,000,000 Limit with a $1,000,000 self-insured retention.
Combination Crime $ 5,000,000 Coverage limit, $25,000 deductible.
Airport Operations $ 10,000,000 Coverage limit.
Aircraft $ 10,000,000 Coverage limit.
Cyber Liability $ 25,000,000 Aggregate limit $50,000 self-insured retention Fiduciary Liability $ 5,000,000
Physical Loss:
All Risk Property and Boiler $ 600,000,000
Coverage on buildings and contents subject to $5,000 for boiler and machinery deductible.
Machinery
Machinery
Auto-Physical Damage
Coverage for vehicles/equipment values up to $250,000
subject to a $15,000 deductible and vehicles/equipment
values about $250,000 subject to a $100,000 deductible
Life and Medical:
Life and Accident $ 2,000
Supervisory & Management employees. Each employee
(basic coverage) and additional insurance equal to annual salary to nearest $1,000.
$ 12,000 Safety employees, each employee (basic coverage). $ 30,000 Miscellaneous employees, each employee (basic coverage).
Medical and Dental Basic coverage plus (no lifetime maximum) extended benefits of 90% after $750
deductible for medical (Blue Shield)
or Group dental ($50 deductible for United Concordia).
PRISM
Source: Liability and Physical Loss coverage is provided by the City's Risk Management.
Department. Life and Medical coverage is provided by the City's Human Resource Department. 195
Insurance Company Policy Number
Expiration
Date Annual Premium
PRISM PRISMPE22 EWC-04 07/01/2023 $ 1,759,987
ACCEL ACC2122BAK71 07/01/2023 5,909,161
National Union Fire ACIP14249761 07/01/2023 18,477
Pik West AAPN14413352002 07/01/2023 4,732
Pik West AACN10687846002 07/01/2023 8,385
Hudson SFD3121120504 10/01/2023 12,510
CSAC PROPERTY2023 03/31/2023 797,860
PRISM PRISMPR23-24 03/31/2024 991,027
PRISM B0180FN2233951 06/30/2023 60,591
Voya Financial 0067794-4 12/31/2022
$3.00 per thousand dollar of salary, management
& supervisory $2,000 plus annual salary
maximum benefit $100,000.
Voya Financial 0067794-9 12/31/2022
Safety-$27.30 each permanent employee for
$12,000 coverage.
Voya Financial 0067794-9 12/31/2022
Blue/White Collar Units: $68.38 each permanent
employee for $30,000 coverage.
Blue Shield PPO Health W0054380 12/31/2022 Bi-weekly rate range from $136.17 Blue Shield HMO Health W0054380 to $891.53 per employee for medical Blue Shield Trio Health W0054380 based upon individual's plan coverage and Kaiser Permanente
HMO 132733-1003 plan combination and $9.58 to $62.70
Kaiser Permanente
DHMO 132733-0010 dental. $1.06 to $2.74 for vision
Kaiser Permanente
DHMO 132733-0014 HMO, $1.57 to $4.08 for PPO.
United Concordia
DPPO Dental 920318-000 12/31/2022
United Concordia
DHMO Dental 920318-001
Medical Eye Service
HMO Vision 16269 12/31/2022
Medical Eye Service
PPO Vision 16270
196
197
To the Honorable Mayor and
Members of the City Council
City of Bakersfield
Bakersfield, California
In planning and performing our audit of the financial statements of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the City of Bakersfield (the City) as of and for the year ended June 30, 2023, in accordance with auditing standards generally accepted in the United States of America, we considered the City’s system of internal control over financial reporting (internal control) as a basis for designing audit procedures that are appropriate in the circumstances for the purpose of expressing our opinions on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the City’s internal control. Accordingly, we do not express an opinion on the effectiveness of the City’s internal control.
Our consideration of internal control was for the limited purpose described in the preceding paragraph and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies and, therefore, material weaknesses or significant deficiencies may exist that were not identified. However, during our audit, we became aware of another matter that is an opportunity for strengthening internal controls and operating efficiencies. The recommendation is listed in this report summarize our comments and suggestions regarding this matter.
A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies in internal control, such that there is a reasonable possibility that a material misstatement of the entity’s financial statements will not be prevented, or detected and corrected, on a timely basis. We did not identify any deficiencies in internal control that we consider to be material weaknesses.
However, during our audit, we became aware of certain matters that are opportunities for strengthening internal controls and operating efficiencies. The recommendations listed in this report summarize our comments and suggestions regarding these matters.
We will review the status of these comments during our next audit engagement. We have already discussed these comments and suggestions with various personnels of the City, and we will be pleased to discuss these matters in further detail at your convenience, to perform any additional study of these matters, or to assist you in implementing the recommendations.
Current Year Agreed Upon Condition and Response
Condition – Ineffective Financial Closing and Reporting Process During audit procedures performed, we noted there was an ineffective operation of the financial closing and reporting process, resulting in untimely financial statements preparation and delays in finalizing the Annual Comprehensive Financial Report for the fiscal year ended June 30, 2023. These delays created challenges in developing and executing timely audit procedures and results.
Recommendation
We recommend the City implement a more structured closing process with comprehensive year-end close checklists, assigned duties, and adhere to strict due dates. Implementing processes to close the City’s financial records prior to the start of the audit will allow audit procedures and risk assessment procedures to be appropriately developed, and audit work completed in a timely manner.
Management Response and Planned Correction
The City agrees with the recommendation. There are a number of mitigating circumstances that the Finance Department has had to work through and is still working through. Loss of experienced staff, an ongoing implementation project for a new Enterprise Resouce Planning (ERP) software, and deficient training processes all have played a factor in the delays from FY 2022 to today. The department has reordered priorities to focus on annual reporting needs, putting the ERP secondary to anything related to the financial close and the completion of the next year’s financial statements. In addition, training regimens have been initiated to build stronger capacity for staff, specifically with regards to governmental accounting and reporting requirements.
********
This communication is intended solely for the information and use of management, the City Council, and others within the City, and is not intended to be and should not be used by anyone other than these specified parties.
BROWN ARMSTRONG
ACCOUNTANCY CORPORATION
Bakersfield, California
December 26, 2024
REQUIRED COMMUNICATION IN ACCORDANCE
WITH PROFESSIONAL STANDARDS (SAS 114)
To the Budget and Finance Committee,
Honorable Mayor, and
Members of the City Council
City of Bakersfield
Bakersfield, California
We have audited the financial statements of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the City of Bakersfield (the City) for the year ended June 30, 2023. Professional standards require that we provide you with information about our responsibilities under auditing standards generally accepted in the United States of America, Government Auditing Standards, and the Uniform Guidance, as well as certain information related to the planned scope and timing of our audit. We have communicated such information in our letter to you dated April 9, 2024. Professional standards also require that we communicate to you the following information related to our audit.
Significant Audit Matters
Qualitative Aspects of Accounting Practices
Management is responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by the City are described in Note 1 to the financial statements. During the year ended June 30, 2023, the City adopted the provisions of Governmental Accounting Standards Board (GASB) Statement No. 91, Conduit Debt Obligations; GASB Statement No. 94, Public-Private Partnerships and Availability Payment Arrangements; and GASB Statement No. 96, Subscription Based Information Technology Arrangements. We noted no transactions entered into by the City during the year for which there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period.
Accounting estimates are an integral part of the financial statements prepared by management and are based on management’s knowledge and experience about past and current events and assumptions about future events. Certain accounting estimates are particularly sensitive because of their significance to the financial statements and because of the possibility that future events affecting them may differ significantly from those expected. The most sensitive estimates affecting the City’s financial statements were:
Management’s estimates in establishing allowances for accounts receivable, estimated date of collection to comply with the period of availability for certain revenues, estimated net pension liability and related pension expense and deferred inflows of resources and outflows of resources, establishing the net other post-employment benefits (OPEB) liability and related OPEB expense and deferred inflows of resources and outflows of resources, management’s estimate over selfinsurance claims liabilities, management estimates for the determination of fair value of investments, and the estimated useful lives of capital assets, which are derived by various methods as detailed in the notes, and management’s estimate of the incremental borrowing rate as the discount rate for leases and the lease term. We evaluated the key factors and assumptions used to develop these estimates in determining that they are reasonable in relation to the financial statements taken as a whole.
Certain financial statement disclosures are particularly sensitive because of their significance to financial statement users. The most sensitive disclosures affecting the financial statements were:
• Note 2 - Cash and Investments
• Note 5 - Capital Assets
• Note 12 - Pledged Revenues
• Note 13 - Deferred Inflows of Resources
• Note 16 - Employment Retirement Benefits
• Note 17 - Other Post-Employment Benefits (OPEB)
• Note 19 - Risk Management
• Note 20 - Commitments and Contingencies
• Note 23 - Prior Period Adjustments
The financial statement disclosures are neutral, consistent, and clear.
Difficulties Encountered in Performing the Audit
The completion of our audit was delayed because the Annual Comprehensive Financial Report (ACFR) and certain supporting documentation were not available for our review within the anticipated timeline needed to complete the audit timely.
Corrected and Uncorrected Misstatements
Professional standards require us to accumulate all known and likely misstatements identified during the audit, other than those that are clearly trivial, and communicate them to the appropriate level of management. The attached schedule summarizes uncorrected misstatements of the financial statements.
Management has determined that their effects are immaterial, both individually and in the aggregate, to the financial statements taken as a whole. The uncorrected misstatements or the matters underlying them could potentially cause future period financial statements to be materially misstated, even though, in our judgment, such uncorrected misstatements are immaterial to the financial statements under audit.
Disagreements with Management
For purposes of this letter, a disagreement with management is a financial accounting, reporting, or auditing matter, whether or not resolved to our satisfaction, that could be significant to the financial statements or the auditor’s report. We are pleased to report that no such disagreements arose during the course of our audit.
Management Representations
We have requested certain representations from management that are included in the management representation letter dated December 26, 2024.
Management Consultations with Other Independent Accountants In some cases, management may decide to consult with other accountants about auditing and accounting matters, similar to obtaining a “second opinion” on certain situations. If a consultation involves application of an accounting principle to the City’s financial statements or a determination of the type of auditor’s opinion that may be expressed on those statements, our professional standards require the consulting accountant to check with us to determine that the consultant has all the relevant facts. To our knowledge, there were no such consultations with other accountants.
Other Audit Findings or Issues
We generally discuss a variety of matters, including the application of accounting principles and auditing standards, with management each year prior to retention as the City’s auditors. However, these discussions occurred in the normal course of our professional relationship and our responses were not a condition to our retention.
Other Matters
We applied certain limited procedures to Management’s Discussion and Analysis, the Budgetary Comparison Schedules for the General Fund and Major Special Revenue Funds, the City’s Retirement Plans’ Schedules of Changes in the Net Pension Liability and Related Ratios, the Schedules of Pension Contributions, the Other Post-Employment Benefit (OPEB) Plan - Schedule of Changes in the City’s Net OPEB Liability and Related Ratios, and the Schedule of OPEB Contributions, which are required supplementary information (RSI) that supplement the basic financial statements. Our procedures consisted of inquiries of management regarding the methods of preparing the information and comparing the information for consistency with management’s responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We did not audit the RSI and do not express an opinion or provide any assurance on the RSI.
We were engaged to report on the Schedule of Expenditures of Federal Awards, Combining and Individual Major and Nonmajor Fund Financial Statements, Schedule of Long-Term Debt Recorded in the Private Purpose Trust Fund, and Other Supplementary Information, which accompany the financial statements but are not RSI. With respect to this supplementary information, we made certain inquiries of management and evaluated the form, content, and methods of preparing the information to determine that the information complies with accounting principles generally accepted in the United States of America, the method of preparing it has not changed from the prior period, and the information is appropriate and complete in relation to our audit of the financial statements. We compared and reconciled the supplementary information to the underlying accounting records used to prepare the financial statements or to the financial statements themselves.
We were not engaged to report on the Introductory and Statistical Sections, which accompany the financial statements but are not RSI. Such information has not been subjected to the auditing procedures applied in the audit of the basic financial statements, and accordingly, we do not express an opinion or provide any assurance on it.
Restriction on Use
This information is intended solely for the information and use of the Budget and Finance Committee, Honorable Mayor, City Council, and management of the City of Bakersfield and is not intended to be, and should not be, used by anyone other than these specified parties.
BROWN ARMSTRONG
ACCOUNTANCY CORPORATION
Bakersfield, California
December 26, 2024
City of Bakersfield
Uncorrected Misstatements
June 30, 2023
Account Description Debit Credit
OPEB Contributions 1,241,992
Deferred Outflows - Contributions Subsequent to the Measurement Date 1,241,992 Total 1,241,992 1,241,992
Uncorrected Journal Entrie JE # 1
To adjust PY ending equity to agree to CY beginning balances
Mechanics Bank Arena, Theater, Convention Center,
Valley Children’s Ice Center of Bakersfield
and Dignity Health Amphitheatre
Consolidated Financial Statements
June 30, 2023
C O N T E N T S
Page(s)
Independent Auditors’ Report 1 - 2
Management’s Discussion and Analysis (Required Supplementary Information) 3 - 6 Consolidated Financial Statements
Consolidated statement of net position 7
Consolidated statement of revenues, expenses and change in net position 8 Consolidated statement of cash flows 9 - 10
Notes to consolidated financial statements 11 - 18
Supplementary Information
Consolidated schedule of operating expenses 19
Independent Auditors’ Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards 20 - 21
• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. • Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Facilities' internal control. Accordingly, no such opinion is expressed.
• Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of the combined financial statements. • Conclude whether, in our judgment, there are conditions or events, considered in the aggregate, that raise substantial doubt about the Mechanics Bank Arena, Theater, Convention Center, Valley Children's Ice Center of Bakersfield and Dignity Health Amphitheatre's ability to continue as a going concern for a reasonable period of time.
We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit, significant audit findings, and certain internal control-related matters that we identified during the audit.
Required Supplementary Information
Accounting principles generally accepted in the United States of America require that the management's discussion and analysis and budgetary comparison information on pages 3 through 6. Such information is the responsibility of management and, required by the Governmental Accounting Standards Board, who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic, or historical context. We have applied certain limited procedures to the required supplementary information in accordance with auditing standards generally accepted in the United States of America, which consisted of inquiries of management about the methods of preparing the information and comparing the information for consistency with management's responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We do not express an opinion or provide any assurance on the information because the limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance.
Supplementary Information
Our audits were conducted for the purpose of forming an opinion on th.e combined financial statements that collectively comprise the Facility's basic financial statements. The supplementary information on page 19 is presented for purposes of additional analysis and is not a required part of the basic financial statements. Such information is the responsibility of management and were derived from and relates directly to the underlying accounting and other records used to prepare the basic financial statements. The information has been subjected to the auditing procedures applied in the audits of the basic financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the basic financial statements or to the basic financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the schedule is fairly stated, in all material respects, in relation to the basic financial statements as a whole.
Other Reporting Required by Government Auditing Standards In accordance with Government Auditing Standards, we have also issued our report dated March 24, 2024, on our consideration of the Facility's internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements and other matters. The purpose of that report is solely to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the Facility's internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering Facility's internal control over financial reporting and compliance.
BARBICH HOOPER KING
DILL HOFFMAN, LLP
Bakersfield, California
March 24, 2024
- 2 -
Mechanics Bank Arena, Theater, Convention Center,
Valley Children’s Ice Center of Bakersfield
and Dignity Health Amphitheatre
Management’s Discussion and Analysis
- 3 -
JULY 2022 TO JUNE 2023
MECHANICS BANK ARENA, THEATER, CONVENTION CENTER, VALLEY CHILDREN’S
ICE CENTER OF BAKERSFIELD AND DIGNITY HEALTH AMPHITHEATRE MANAGEMENT
DISCUSSION AND ANALYSIS
This section of Mechanics Bank Arena, Theater, Convention Center, Valley Children’s Ice Center of Bakersfield and Dignity Health Amphitheatre’s (the Facilities) annual financial report presents our discussion and analysis of the Facilities’ financial performance during the fiscal year ended June 30, 2023. Please read it in conjunction with the Facilities’ consolidated financial statements, which follow this section.
FINANCIAL HIGHLIGHTS
In the 2022/2023 fiscal year, the total net position of the facilities increased $1.1 million, revenues increased $1.7 million, and total assets increased $5.7 million in comparison to prior year.
OVERVIEW OF THE FINANCIAL STATEMENTS
The annual report includes this management’s discussion and analysis, the independent auditors' report and the basic consolidated financial statements of the Facilities.
REQUIRED FINANCIAL STATEMENTS
The financial statements of the Facilities report information using accounting methods similar to those used by private sector companies. These statements offer short and long term financial information about its activities. The Statement of Net Position includes all of the Facilities’ assets and liabilities and provides information about the nature and amounts of investments in resources (assets) and the obligations to the Facilities’ creditors (liabilities). It also provides the basis for evaluating the Facilities’ capital structure as well as assessing the liquidity and financial flexibility of the Facilities.
All of the current year’s revenues and expenses are accounted for in the Statement of Revenues, Expenses and Change in Net Position. This statement measures the success of the Facilities’ operations over the past year and can be used to determine whether the Facilities has successfully recovered all its costs through its user fees and other charges, profitability and credit worthiness.
The final required financial statement is the Statement of Cash Flows. This statement reports cash receipts, cash payments, and net changes in cash resulting from operations, investing, and financing activities and provides answers to such questions as where did cash come from, what was cash used for, and what was the change in the cash balance during the reporting period.
Mechanics Bank Arena, Theater, Convention Center,
Valley Children’s Ice Center of Bakersfield
and Dignity Health Amphitheatre
Management’s Discussion and Analysis
- 4 -
FINANCIAL ANALYSIS OF THE FACILITIES
One of the most important questions asked about the Facilities’ finances is, “Are the Facilities as a whole better off or worse off as a result of this year’s activities?” The Statement of Net Position, and the Statement of Revenues, Expenses and Changes in Net Position report information about the Facilities’ activities in a way that will help answer this question. These two statements report the net position of the Facilities and the changes in net position. One can think of the Facilities’ net position - the difference between assets and liabilities - as one way to measure financial health or financial position. Over time, increases or decreases in the Facilities’ net position is one indicator of whether its financial health is improving or deteriorating. However, one will need to consider other non-financial factors such as changes in economic conditions, population growth, and new or changed government legislation.
Below is a summary of the Consolidated Statements of Net Position, Table A-1:
Dollar Percentage
2023 2022 Change Change
Current assets 10,958,301 $ 5,636,548 $ 5,321,753 $ 94% Total assets 10,958,301 $ 5,636,548 $ 5,321,753 $ 94%
Current liabilities 9,282,535 $ 5,087,820 $ 4,194,715 $ 82% Other liabilities 250,000 250,000 - 0%
Total liabilities 9,532,535 5,337,820 4,194,715 79%
Unrestricted 1,425,766 298,728 1,127,038 377%
Total net position 1,425,766 298,728 1,127,038 377%
$ 5,636,548 10,958,301 $ 5,321,753 $ 94%
Table A-1
Condensed Consolidated Statements of Net Position
Assets increased approx. $5.3M dollars. The increase in current assets can be attributed increased cash received for ticket sales and receivables collected. The $4.1 million increase in liabilities can be attributed to an extremely busy event calendar, highly popular artist lineups resulting in increased advanced ticket sales, suite sales and deferred suite license and sponsorship revenues.
Mechanics Bank Arena, Theater, Convention Center,
Valley Children’s Ice Center of Bakersfield
and Dignity Health Amphitheatre
Management’s Discussion and Analysis
- 5 -
Dollar Percentage
2023 2022 Change Change
Operating revenues 11,231,318 $ 9,488,442 $ 1,742,876 $ 18% Less direct event expenses 5,079,981 5,014,781 65,200 1% Gross profit 6,151,337 4,473,661 1,677,676 38%
Operating expenses 5,059,536 4,176,250 883,286 21%
Operating increase 1,091,801 297,411 794,390 267%
Nonoperating income 35,237 1,317 33,920 2576%
Change in net position 1,127,038 298,728 828,310 277%
Net position, beginning of year 298,728 - 298,728 0%
Net position, end of year 1,425,766 $ 298,728 $ 1,127,038 $ 377% Table A-2
Condensed Consolidated Statements of Revenues, Expenses and Changes in Net Position The current fiscal year operations resulted in the facilities recognizing $1.1M in operating income for the current year. There was a minimal increase for direct event expenses as we continue to monitor event staffing cost ($65k). Operating expenses increased by $883k in the current year due to overall increases in utility cost, salaries and wages, and general liability insurance. Revenues increased $1.7M for suite and parking revenues, but most notable are facility rents, reimbursables, concessions commissions and facility fees.
Mechanics Bank Arena, Theater, Convention Center,
Valley Children’s Ice Center of Bakersfield
and Dignity Health Amphitheatre
Management’s Discussion and Analysis
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Over (Under) Percentage
Actual Budget Budget of Budget
Operating revenues 11,231,318 $ 9,178,749 $ 2,052,569 $ 22% Less direct event expenses 5,079,981 4,483,518 596,463 13% Gross profit 6,151,337 4,695,231 1,456,106 31%
Operating expenses 5,059,536 5,024,497 35,039 1%
Operating income 1,091,801 (329,266) 1,421,067 -432%
Nonoperating income 35,237 40,000 (4,763) -12%
Change in net position 1,127,038 $ (289,266) $ 1,416,304 $ -490% Year Ended June 30, 2023
Table A-3
Change in Net Position, Actual to Budget
Gross operating revenues for the year were more than budgeted. Increases are attributed to the building being 100% functional for the year. Revenues increase can be found in suites and sponsorships, rent, parking, facility fees, and concessions. Rate increase for rent, parking and facility fees are contributing factors of revenue improvements. A strong concert line up and improved attendance help boost commissions on concessions for the year, making history for the Arena.
CONTACTING MECHANICS BANK ARENA
This financial report is designed to provide a general overview of the finances and accountability of Mechanics Bank Arena, Theater, Convention Center, Valley Children’s Ice Center of Bakersfield and Dignity Health Amphitheatre. If you have questions about this report contact Mechanics Bank Arena, Theater, Convention Center, Valley Children’s Ice Center of Bakersfield and Dignity Health Amphitheatre, 1001 Truxtun Avenue, Bakersfield, California 93301, Attention Finance Manager. - 7 -
ASSETS
Current Assets
Cash $ 10,368,311
Accounts receivable 543,697
Prepaid expenses 46,293
10,958,301
Capital Assets, at cost 18,896
Less accumulated depreciation 18,896
-
$ 10,958,301
LIABILITIES AND NET POSITION
Current Liabilities
Accounts payable, trade 177,916 $
Accounts payable, AEG Management, net 369,937
Accrued expenses 481,754
Deferred revenues 7,243,470
Advance from the City of Bakersfield 1,009,458
9,282,535
Other Liabilities 250,000
Net Position
Unrestricted 1,425,766
$ 10,958,301
See Notes to Consolidated Financial Statements.
Mechanics Bank Arena, Theater, Convention Center,
June 30, 2023
Consolidated Statement of Net Position
and Dignity Health Amphitheatre
Valley Children's Ice Center of Bakersfield
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Mechanics Bank Arena, Theater, Convention Center,
Valley Children's Ice Center of Bakersfield
and Dignity Health Amphitheatre
Consolidated Statement of Revenues, Expenses and Change in Net Position For the Year Ended June 30, 2023
Net revenues:
Facilities rent 2,209,693 $
Recovered event expenses 2,085,637
Suites 1,294,044
Concession commissions 1,747,023
Signage and advertising 861,110
Ticketing fees 1,046,646
Facility fees 723,751
Parking 446,805
Ice Sports Center, other revenue 154,790
Ice Sports Center, general admissions 545,466
Merchandise 89,842
Other income 26,511
11,231,318
Direct event expenses:
Event labor 2,714,517
Other direct event expenses 2,365,464
5,079,981
Gross profit 6,151,337
Operating expenses 5,059,536
Operating income 1,091,801
Nonoperating income (expense):
Interest income 119,982
Other income, net 234,406
Management incentive fee (319,151)
35,237
Change in net position 1,127,038
Net position, beginning of year 298,728
Net position, end of year $ 1,425,766
See Notes to Consolidated Financial Statements.
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Mechanics Bank Arena, Theater, Convention Center,
Valley Children's Ice Center of Bakersfield
and Dignity Health Amphitheatre
Consolidated Statement of Cash Flows
For the Year Ended June 30, 2023
Cash flows from operating activities:
Cash received from customers 8,405,923 $
Cash received from contracts for services 6,210,947
Cash payments to suppliers for goods and services (4,205,412) Cash payments to employees for services (5,003,156)
Net cash provided by operating activities 5,408,302
Cash flows from investing activities:
Interest income 119,980
Net increase in cash and cash equivalents 5,528,282
Cash and cash equivalents, beginning of year 4,840,029
Cash and cash equivalents, end of year $ 10,368,311
See Notes to Consolidated Financial Statements.
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Reconciliation of operating income to net cash provided by operating activities:
Operating income 1,091,801 $
Adjustments to reconcile operating income to net
cash provided by operating activities:
Other income 234,406
Management incentive fee (319,151)
Changes in operating assets and liabilities:
Accounts receivable 216,241
Net receivable from the City of Bakersfield (501,745)
Prepaid expenses (9,711)
Accounts payable, trade 787,735
Accounts payable, AEG Management, net 179,998
Accrued expenses 56,380
Deferred revenues 3,672,348
Net cash provided by operating activities 5 $ ,408,302
Mechanics Bank Arena, Theater, Convention Center,
Valley Children’s Ice Center of Bakersfield
and Dignity Health Amphitheatre
Notes to Consolidated Financial Statements
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Note 1. Nature of Business and Significant Accounting Policies Nature of business:
The City of Bakersfield (the City) owns the Mechanics Bank Arena, Theater, Convention Center, Valley Children’s Ice Center of Bakersfield and Dignity Health Amphitheatre (the Facilities). The Mechanics Bank Arena was built by the City and began operations in October 1998. It is the only building of its kind in the Bakersfield area.
In December 2003, the City opened the Valley Children’s Ice Center of Bakersfield (Ice Center). The Ice Center is used for public skating, hockey leagues, figure skating, and other community events.
In February 2007, the City opened the Dignity Health Amphitheatre (the Amphitheatre), an outdoor theatre located in Bakersfield.
The activities of the Arena, Theater, Convention Center, Ice Center and Amphitheatre (the Facilities) are recorded in a special revenue fund of the City’s accounting records. The City owns all the assets of the Facilities, and accordingly, all amounts related to the operation of the Facilities belong to the City. The management company operating the Facilities has a fiduciary responsibility under the management agreement to maintain and operate the Facilities in the best interests of the City and the community.
In an agreement dated March 20, 2013, the City contracted with AEG Management Bakersfield, LLC and AEG Facilities, LLC to begin overseeing the operation and management of the Facilities for a term of ten years, expiring on June 30, 2023. On mutual agreement between both parties, the agreement was extended through June 30, 2028.
In October 2019, AEG Facilities, LLC and SMG merged and are now ASM Global (ASM), a division of AEG Corporate.
ASM was hired by the City for its expertise in the management, operation and marketing of public assembly facilities.
Principles of consolidation:
The consolidated financial statements of the Facilities include the accounts of the Mechanics Bank Arena, Theater, Convention Center, Valley Children’s Ice Center of Bakersfield and Dignity Health Amphitheatre after elimination of all significant intercompany accounts and transactions.
Basis of accounting:
The Facilities’ basic consolidated financial statements are presented on the full accrual basis of accounting and conform to accounting principles generally accepted in the United States of America. The Facilities utilize accrual basis accounting in which revenues are Notes to Consolidated Financial Statements
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recognized when earned and expenses are recorded when a liability is incurred or economic assets are used. Proprietary funds distinguish operating revenues and expenses from nonoperating items. Operating revenues and expenses generally result from providing services and producing and delivering goods in connection with a proprietary fund’s principal ongoing operations. Revenues and expenses not meeting this definition are reported as nonoperating.
Revenue recognition:
Suite contracts
Revenues from suites are recognized over the contract period per the contract terms.
Contracts are billed throughout the year. The suite payments are recorded as deferred revenue until earned and are recognized over the contract period.
Naming rights, signage and advertising contracts
Revenues from naming rights, signage and advertising contracts are recognized over the contract period per the contract terms. Contracts are billed according to the contract terms. Payments are recorded as deferred revenue until earned and recognized over the contract period.
Ticket sales
The Facilities, through its contract with Outbox AXS, LLC, sells tickets to events as an agent of the event holder at the on-site box office location and through the telephone and internet. All proceeds from the sale of tickets belong to the event holder. The ticket sales are recorded as deferred revenue when sold. After the event has occurred, settlement with the event holder takes place. The net of total ticket sales less event expenses such as facility rent and reimbursement of direct event expenses is then paid to or received from the event holder. The event ticket proceeds are removed from the deferred revenue account in the month the event occurred.
The Facilities earn a ticketing fee on the sale of event tickets that take place through the telephone and internet. Revenues from these fees are recorded as deferred revenue at the time of sale and are recognized in the month the event occurred.
Event revenues
Revenues from the Facilities’ events such as facilities rent, direct event expense reimbursements, concession commissions, parking and merchandise are recognized in the month the event occurred.
Net position:
The Facilities utilize a net position presentation in accordance with GASB Statement 34, Basic Financial Statements - and Management’s Discussion and Analysis - for State and Local Governments, as amended by GASB 63, Financial Reporting of Deferred Outflows of Resources, Deferred Inflows of Resources, and Net Position.
Notes to Consolidated Financial Statements
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Net position is categorized as invested in capital assets, net of related debt, restricted components of net position and unrestricted components of net position. These categories are defined as follows:
Invested in capital assets, net of related debt - This component of net position consists of capital assets, including restricted capital assets, net of accumulated depreciation and reduced by the outstanding balances of any bonds, mortgages, notes, or other borrowings that are attributable to the acquisition, construction, or improvement of those assets. If there are significant unspent related debt proceeds at year-end, the portion of the debt attributable to the unspent proceeds are not included in the calculation of invested in capital assets, net of related debt. Rather, that portion of the debt is included in the same net position component as the unspent proceeds.
Restricted components of net position - This component of net position consists of restricted assets reduced by liabilities and deferred inflows of resources related to those assets. Generally, a liability relates to restricted assets if the asset results from a resource flow that also results in the recognition of a liability or if the liability will be liquidated with the restricted assets reported.
Unrestricted components of net position - This component of net position is the net amount of assets, deferred outflows of resources, liabilities, and deferred inflows of resources that are not included in the determination of net investment in capital assets or the restricted component of net position.
Use of estimates:
The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosures of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates.
Cash and cash equivalents:
For purposes of reporting cash flows, the Facilities considers highly liquid investments with an original maturity of three months or less when purchased to be cash equivalents. Cash and cash equivalents also include cash on hand and amounts deposited with banks.
Notes to Consolidated Financial Statements
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Custodial credit risk:
The California Government Code and the Facilities’ investment policy do not contain legal or policy requirements that would limit the exposure to custodial credit risk for deposits and investments, other than the following provision for deposits: The California Government Code requires that a financial institution secure deposits made by state or local governmental units by pledging securities in an undivided collateral pool held by a depository regulated under state law (unless so waived by the governmental unit).
The market value of the pledged securities in the collateral pool must equal at least 110% of the total amount deposited by the public agencies. California law also allows financial institutions to secure the Facilities’ deposits by pledging first trust deed mortgage notes having a value of 150% of the secured public deposits.
Cash funds deposited with various banks and savings and loans are covered by Federal depository insurance up to $250,000. As of June 30, 2023, the Facilities has cash deposited with banks in excess of the related insurance coverage.
Concentration of credit risk:
Credit is extended, in the form of accounts receivable, to customers located primarily in the County of Kern, California.
Accounts receivable:
Accounts receivable are stated at the amount management expects to collect from outstanding balances. Management provides for probable uncollectible amounts through a charge to earnings and a credit to valuation allowance based on its assessments of the current status of individual accounts. Balances that are still outstanding after management has used reasonable collection efforts are written off through a charge to the valuation allowance and a credit to accounts receivable. Based on management’s assessment of the credit history with customers having outstanding balances and current relationships with them, they have concluded that an allowance for doubtful accounts is not necessary as of June 30, 2023.
Capital assets:
The Facilities’ capital assets are recorded at cost. Depreciation is computed using the straight line method over estimated useful lives of 3 - 10 years.
Maintenance and repairs of capital assets are charged to operations and major improvements are capitalized. Upon retirement, sale or other disposition of capital assets, the cost and accumulated depreciation are eliminated from the accounts and gain or loss is included in the consolidated statement of revenues and expenses.
Notes to Consolidated Financial Statements
- 15 -
Recently adopted accounting changes:
The District adopted GASB 87, “Leases”, as of July 1, 2022, which requires lessees to recognize on the balance sheet right-of-use assets and lease liabilities for leases previously classified as operating leases under the previous authoritative standards and provides enhanced disclosures surrounding the leasing arrangements. The adoption of the new lease standard resulted in no changes as of July 1, 2022.
Note 2. Cash and Cash Equivalents
Cash and cash equivalents as of June 30, 2023 consisted of the following:
Petty cash 600 $
Cash on hand 36,308
Checking accounts 536,495
Savings account 9,794,908
$ 10,368,311
Note 3. Advance from City of Bakersfield
During the normal course of business, the City pays expenses that are allocated to the operation of the Facilities. These expenses include payroll and related expenses for the City employees and equipment rent. The amount of the advance fluctuates throughout the year depending on allocated monthly expenses and additional cash flow needs. The advance is an intercompany account that is eliminated in the consolidation for the preparation of the City's financial statements. The amount allocated by the City to the Facilities for the year ended June 30, 2023 was $1,009,458.
Note 4. Deferred Revenue
Deferred revenue at June 30, 2023 consists of the following:
Suite contracts 794,008 $
Naming rights 267,434
Sponsorship agreements 286,963
Ticket sale and rebates 5,696,933
Event deposits 198,132
$ 7,243,470
Notes to Consolidated Financial Statements
- 16 -
Note 5. Administrative Services Agreements
ASM provides administrative services to the City for the Facilities. Compensation for these services is a base fee of $400,000 for the first year, paid in equal monthly installments. The base fee will be adjusted annually (up or down) by the Consumer Price Index, but in no event will any increase or decrease exceed three percent. For the year ended June 30, 2023, ASM received $489,452 in total management fees from the City for the three respective facilities.
In addition to the base fee, ASM receives an incentive equal to a percentage of the difference between the actual net operating profit or net operating loss for each facility and a benchmark. ASM receives an incentive of: 1) 25% of the difference between the actual net operating profit and a $332,575 loss realized by the Arena, Theater and Convention Center; 2) 50% of the difference between the actual net operating profit (loss) and a $20,785 loss realized by the Ice Center and 3) 50% of the difference between the actual net operating profit (loss) and a $62,358 loss realized by the Amphitheater. By agreement the incentive fee was $319,151 for the year ended June 30, 2023.
The management agreement also includes a net loss guarantee where if the net operating loss in any given fiscal year for all of the Facilities taken in the aggregate exceeds a base amount of $415,718, ASM will reimburse the Facilities in the amount the net operating loss exceeds $415,718. The Facilities generated a net operating profit in the current year, as such no reimbursement was necessary in the current year.
Per the management agreement, ASM made a one-time contribution of $250,000, from its own monies, to an event development account and was to be utilized for future events. In the event of early termination, ASM is authorized to withdraw any amounts remaining in the event development account as of the date of the early termination. The Facilities used the contribution during the year ended June 30, 2021. During the year ended June 30, 2022, ASM agreed to restore this reserve by taking a charge against current operations. This amount may be used upon mutual consent of the City and ASM.
Note 6. Commitments
The Facilities have entered into various long-term contracts and leases. At June 30, 2023, outstanding commitments consist of the following:
Naming rights:
The City and ASM have entered into licensing and naming rights agreements with Mechanics Bank, Valley Children’s Healthcare (VCH), and Dignity Health for the exclusive naming rights of the Facilities. The agreements call for the City and ASM to use reasonable efforts to identify the Arena as the “Mechanics Bank Arena, Theater, Convention Center”, the Ice Center as the “Valley Children’s Ice Center of Bakersfield” and the Amphitheatre as the “Dignity Health Amphitheatre” in all official documents, press releases, advertising, announcements, answering of telephones, as well as all promotion and print material produced or disseminated by or for the account of the Facilities.
Notes to Consolidated Financial Statements
- 17 -
During the year ended June 30, 2023, total revenue earned from these agreements amounted to $447,000. The naming rights for the Arena terminate in January, 2025, naming rights for the Ice Center terminate in May, 2028, and naming rights for the Amphitheatre terminate in December, 2027,
Ticket sales:
The City and ASM have entered into a licensed user agreement with Outbox AXS, LLC (AXS), a related party to ASM through common ownership, to be the exclusive provider for ticket sales for any event presented at the Facilities. Under the agreement, AXS has the authority to act as an agent for the Facilities for ticket sales to the general public by any and all means including telephone and internet. AXS earns fees from the ticket sales such as inside ticket charges, customer convenience charges, credit card charges, handling charges and ticket sale royalties. AXS collects these fees as tickets are sold and the net amount is remitted to the Facilities weekly. This agreement began in July 2015 and is effective through the date which the ASM management agreement expires.
ARAMARK
The Facilities is currently operating under a contract with ARAMARK to operate concession and catering services for the Arena, Theater and Convention Center (the Facilities), effective through June 30, 2023. On mutual agreement between both parties, the term was extended one five-year period to June 30, 2028.
The Facilities is entitled to receive 35% of the first $500,000 in gross concession receipts and 40% of receipts in excess of $500,000 but less than $2,000,000 and 45% of any amount exceeding $2,000,000 annually. For the year ended June 30, 2023, the Facilities received $1,747,023 in gross concession and catering receipts from ARAMARK.
Hockey lease:
The City and ASM have entered into a lease agreement, which has been assigned to KG Oilers Corporation, for exclusive use of the Facilities for East Coast Hockey League (ECHL) games. KG Oilers Corporation has agreed to pay $3,500 for each preseason home game played, $6,525 for each regular season home game played and $1,525 for each post season home game played. The fees will be subject to change at two-year intervals beginning on February 1, 2016. The change in payment will be based on the changes in the Consumer Price Index. During the year ended June 30, 2023, fees under this agreement were $4,271 for each preseason home game, $7,962 for each regular season home game and $1,860 for each post season home game played. The Hockey lease was renewed through 2027.
The KG Oiler Corp. (Tenant) receives $5,370 per luxury suite leased by the Arena or $145,000 if all twenty-seven suites are leased. In addition to the suite payment, on suite leases sold or renewed after the effective date, an advertising and promotional inventory package will be included that will be provided by the Tenant as part of each new sale or renewal of a suite lease.
Notes to Consolidated Financial Statements
- 18 -
The suite lease pricing will be adjusted to incorporate the fair market value of the advertising and promotional inventory, which will be estimated to be 10% of the new suite lease price. Tenant will receive the entire amount of the portion of the advertising and promotional inventory package for each new sale or renewal of the suite lease after the effective date. In no case will Tenant receive a sum less than $6,500 when combining the suite lease payment and suite advertising package payment for each suite lease sold or renewed after the effective date.
The $6,500 threshold will be subject to change at two-year intervals beginning February 1, 2016. The change in payment is to be based on the changes in the Consumer Price Index.
Fees are to remain unchanged. For the year ended June 30, 2023, KG Oiler Corp. received $157,398 for the suites leased.
Concession and catering services:
The City and ASM has entered into an agreement with Keith Barnes dba KB Concessions to provide concession and catering services for the Ice Center. The Facilities will receive 15% of gross concession receipts received from non-vending machine sales and 10% of gross concession receipts received from vending machine sales throughout the term of the new contract. This agreement is effective through September 6, 2021, with renewal currently in progress with the City. For the year ended June 30, 2023, the Facilities received $8,333 in concession commissions from KB Concessions.
Note 7. Insurance
The Facility has insurance coverage for general liability, auto, crime and workers’ compensation. The general liability insurance has no retention level per occurrence with the maximum amount of coverage being $3,000,000. Workers compensation insurance has no retention level per occurrence with the combined maximum amount of coverage being $1,000,000. The auto liability insurance has no retention level per accident with the maximum amount of coverage being $1,000,000. The crime insurance has a $1,000,000 retention level with the maximum amount of coverage being $5,000,000. The Facility also has an umbrella policy, which has no retention level and with a maximum amount of coverage of $25,000,000. All buildings are covered under the City’s insurance as the City owns all structures within the Facilities.
Note 8. Subsequent Events
The Facilities has evaluated events and transactions subsequent to June 30, 2023, through the date of the independent auditor’s report, noting no significant events that require disclosure in the consolidated financial statements.
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Mechanics Bank Arena, Theater, Convention Center,
Valley Children's Ice Center of Bakersfield
and Dignity Health Amphitheatre
Consolidated Schedule of Operating Expenses
For the Year Ended June 30, 2023
Utilities 1,311,397 $
Salaries and wages 1,274,893
Management fees 489,452
Employee benefits 446,018
Program expenses 346,482
Insurance 225,508
Equipment rental 199,388
Supplies 175,565
Payroll taxes 153,985
Computer expenses 153,851
Professional fees 53,473
Bank fees 45,699
Miscellaneous 44,008
Office supplies 22,198
Meals and entertainment 20,474
Dues and subscriptions 19,019
Telephone 18,054
Security 16,428
Training 13,849
Repairs and maintenance 10,457
Marketing 6,991
Travel 5,834
Postage 4,829
Uniforms 1,684
$ 5,059,536
CITY OF BAKERSFIELD, CALIFORNIA
SINGLE AUDIT REPORTS
FOR THE YEAR ENDED JUNE 30, 2023
CITY OF BAKERSFIELD, CALIFORNIA
SINGLE AUDIT REPORTS
FOR THE YEAR ENDED JUNE 30, 2023
TABLE OF CONTENTS
Page
Independent Auditor’s Report on Internal Control Over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards ................................. 1 Independent Auditor’s Report on Compliance for Each Major Federal Program and on Internal Control over Compliance Required by the Uniform Guidance ................................ 3 Schedule of Expenditures of Federal Awards .................................................................................... 6 Notes to Schedule of Expenditures of Federal Awards ..................................................................... 7 Schedule of Findings and Questioned Costs ..................................................................................... 13 1 INDEPENDENT AUDITOR’S REPORT ON INTERNAL CONTROL OVER
FINANCIAL REPORTING AND ON COMPLIANCE AND OTHER MATTERS
BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN
ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS
To the Honorable Mayor and
Members of the City Council
City of Bakersfield, California
We have audited, in accordance with the auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States, the financial statements of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the City of Bakersfield, California (the City), as of and for the year ended June 30, 2023, and the related notes to the financial statements, which collectively comprise the City’s basic financial statements, and have issued our report thereon dated December 26, 2024.
Report on Internal Control Over Financial Reporting
In planning and performing our audit of the financial statements, we considered the City’s internal control over financial reporting (internal control) as a basis for designing audit procedures that are appropriate in the circumstances for the purpose of expressing our opinions on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the City’s internal control. Accordingly, we do not express an opinion on the effectiveness of the City’s internal control.
A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control, such that there is a reasonable possibility that a material misstatement of the City’s financial statements will not be prevented, or detected and corrected on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance.
Our consideration of internal control was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies. Given these limitations, during our audit we did not identify any deficiencies in internal control that we consider to be material weaknesses. However, material weaknesses or significant deficiencies may exist that were not identified. 2 Report on Compliance and Other Matters
As part of obtaining reasonable assurance about whether the City’s financial statements are free from material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements, noncompliance with which could have a direct and material effect on the financial statements. However, providing an opinion on compliance with those provisions was not an objective of our audit and, accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards.
Purpose of this Report
The purpose of this report is solely to describe the scope of our testing of internal control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the City’s internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the City’s internal control and compliance. Accordingly, this report is not suitable for any other purpose.
BROWN ARMSTRONG
ACCOUNTANCY CORPORATION
Bakersfield, California
December 26, 2024
3 INDEPENDENT AUDITOR’S REPORT ON COMPLIANCE FOR
EACH MAJOR FEDERAL PROGRAM AND ON INTERNAL CONTROL
OVER COMPLIANCE REQUIRED BY THE UNIFORM GUIDANCE
To the Honorable Mayor and
Members of the City Council
City of Bakersfield, California
Report on Compliance for Each Major Federal Program
Opinion on Each Major Federal Program
We have audited the City of Bakersfield’s (the City) compliance with the types of compliance requirements identified as subject to audit in the U.S. Office of Management and Budget (OMB) Compliance Supplement that could have a direct and material effect on each of the City’s major federal programs for the year ended June 30, 2023. The City’s major federal programs are identified in the summary of auditor’s results section of the accompanying schedule of findings and questioned costs.
In our opinion, the City complied, in all material respects, with the types of compliance requirements referred to above that could have a direct and material effect on each of its major federal programs identified in the summary of auditor’s results section of the accompanying schedule of findings and questioned costs for the year ended June 30, 2023.
Basis for Opinion on Each Major Federal Program
We conducted our audit of compliance in accordance with auditing standards generally accepted in the United States of America; the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States; and the audit requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance). Our responsibilities under those standards and the Uniform Guidance are further described in the Auditor’s Responsibilities for the Audit of Compliance section of our report.
We are required to be independent of the City and to meet our other ethical responsibilities, in accordance with relevant ethical requirements relating to our audit. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion on compliance for each major federal program. Our audit does not provide a legal determination of the City’s compliance with the compliance requirements referred to above.
Responsibilities of Management for Compliance
Management is responsible for compliance with the requirements referred to above and for the design, implementation, and maintenance of effective internal control over compliance with the requirements of laws, statutes, regulations, rules, and provisions of contracts or grant agreements applicable to the City’s federal programs.
4 Auditor’s Responsibilities for the Audit of Compliance Our objectives are to obtain reasonable assurance about whether material noncompliance with the compliance requirements referred to above occurred, whether due to fraud or error, and express an opinion on the City’s compliance based on our audit. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with auditing standards generally accepted in the United States of America, Government Auditing Standards, and the Uniform Guidance will always detect material noncompliance when it exists. The risk of not detecting material noncompliance resulting from fraud is higher than for that resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Noncompliance with the compliance requirements referred to above is considered material if there is a substantial likelihood that, individually or in the aggregate, it would influence the judgment made by a reasonable user of the report on compliance about the City’s compliance with the requirements of each major federal program as a whole.
In performing an audit in accordance with auditing standards generally accepted in the United States of America, Government Auditing Standards, and the Uniform Guidance, we:
• Exercise professional judgment and maintain professional skepticism throughout the audit. • Identify and assess the risks of material noncompliance, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the City’s compliance with the compliance requirements referred to above and performing such other procedures as we considered necessary in the circumstances.
• Obtain an understanding of the City’s internal control over compliance relevant to the audit in order to design audit procedures that are appropriate in the circumstances and to test and report on internal control over compliance in accordance with the Uniform Guidance, but not for the purpose of expressing an opinion on the effectiveness of the City’s internal control over compliance. Accordingly, no such opinion is expressed.
We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and any significant deficiencies and material weaknesses in internal control over compliance that we identified during the audit.
Report on Internal Control over Compliance
A deficiency in internal control over compliance exists when the design or operation of a control over compliance does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, noncompliance with a type of compliance requirement of a federal program on a timely basis. A material weakness in internal control over compliance is a deficiency, or a combination of deficiencies, in internal control over compliance, such that there is a reasonable possibility that material noncompliance with a type of compliance requirement of a federal program will not be prevented, or detected and corrected, on a timely basis. A significant deficiency in internal control over compliance is a deficiency, or a combination of deficiencies, in internal control over compliance with a type of compliance requirement of a federal program that is less severe than a material weakness in internal control over compliance, yet important enough to merit attention by those charged with governance.
Our consideration of internal control over compliance was for the limited purpose described in the Auditor’s Responsibilities for the Audit of Compliance section above and was not designed to identify all deficiencies in internal control over compliance that might be material weaknesses or significant deficiencies in internal control over compliance. Given these limitations, during our audit we did not identify any deficiencies in internal control over compliance that we consider to be material weaknesses, as defined above. However, material weaknesses or significant deficiencies in internal control over compliance may exist that were not identified.
Our audit was not designed for the purpose of expressing an opinion on the effectiveness of internal control over compliance. Accordingly, no such opinion is expressed. 5 The purpose of this report on internal control over compliance is solely to describe the scope of our testing of internal control over compliance and the results of that testing based on the requirements of the Uniform Guidance. Accordingly, this report is not suitable for any other purpose.
Report on Schedule of Expenditures of Federal Awards Required by the Uniform Guidance We have audited the financial statements of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the City, as of and for the year ended June 30, 2023, and the related notes to the financial statements, which collectively comprise the City’s basic financial statements. We issued our report thereon dated December 26, 2024, which contained unmodified opinions on those financial statements. Our audit was conducted for the purpose of forming opinions on the financial statements that collectively comprise the basic financial statements. The accompanying schedule of expenditures of federal awards is presented for purposes of additional analysis as required by the Uniform Guidance and is not a required part of the basic financial statements.
Such information is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the basic financial statements. The information has been subjected to the auditing procedures applied in the audit of the financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the basic financial statements or to the basic financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the schedule of expenditures of federal awards is fairly stated in all material respects in relation to the basic financial statements as a whole.
BROWN ARMSTRONG
ACCOUNTANCY CORPORATION
Bakersfield, California
December 26, 2024
The accompanying notes are an integral part of this schedule. 6 CITY OF BAKERSFIELD, CALIFORNIA
SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS
FOR THE YEAR ENDED JUNE 30, 2023
Federal Grantor/ Assistance Pass-Through
Pass-Through Grantor/ Listing Grant Identifying Passed Through Federal Program Title Number Number to Subrecipients Expenditures U.S. Department of Housing and Urban Development:
Direct Programs:
Community Development Block Grants - Entitlement Grants 14.218 N/A- $ 9,838,457 $ Emergency Shelter Grant Program 14.231 N/A - 1,651,211
Housing Opportunities for Persons with AIDS 14.241 N/A - 919,303 Home Investment Partnerships Program 14.239 N/A - 194,424 Total U.S. Department of Housing and Urban Development 12,603,395 - U.S. Department of Justice:
Direct Program:
Public Safety Partnership and Community Policing 16.922 N/A - 225,689 Total U.S. Department of Justice 225,689 -
U.S. Department of Transportation:
Direct Program:
Airport Improvement Program 21.106 N/A - 230,603
Passed through California Office of Traffic Safety:
State and Community Highway Safety 20.600 PT1478 - 394,544 Passed through California Department of Transportation:
Highway Planning and Construction Grants:
Surface Transportation Program 20.205 STPL-5109 - 4,955,980 Transportation Equity Act 20.205 HTP2IL-5109; PRNS-5109; and NCIIP-5109 - 14,610,022
State Highway Operation and Protection Program (SHOPP) 20.205 ACNHP-P099(591) - 1,806 Highway Bridge Replacement 20.205 BRLSZD-5109 (046) - 622,450 Congestion Mitigation and Air Quality Program 20.205 CML-5109 - 1,061,549 Subtotal - Highway Planning and Construction Grants 21,251,807 - Total U.S. Department of Transportation 21,876,954 -
U.S. Department of Treasury
Direct Programs:
Equitable Sharing Program 21.016 N/A - 1,660
COVID-19: Coronavirus State and Local Fiscal Recovery Funds 21.027 N/A 6,573,694 30,075,531 Total U.S. Department of Treasury 30,077,191 6,573,694
U.S. Department of Homeland Security:
Passed through California Emergency Management Agency:
Disaster Grants - Public Assistance FEMA-4305-DR-CA;
97.036 Cal OES ID:087-91052 - 547,200
Total U.S. Department of Homeland Security 547,200 -
Total Expenditures of Federal Awards, Excluding Beginning Loan Balances 6,573,694 $ 65,330,429 $ U.S. Department of Housing and Urban Development:
Direct Programs:
Community Development Block Grants - Entitlement Grants 14.218 N/A- $ 10,756 $ Home Investment Partnerships Program 14.239 N/A - 16,637,084 Total Beginning Federal Loan Balances with Continuing Compliance Requirements - 16,647,840 Total Expenditures of Federal Awards, Including Beginning Loan Balances 6,573,694 $ 81,978,269 $ Beginning Federal Loan Balances with Continuing Compliance Requirements 7 CITY OF BAKERSFIELD, CALIFORNIA
NOTES TO SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS
FOR THE YEAR ENDED JUNE 30, 2023
NOTE 1 – GENERAL
The accompanying Schedule of Expenditures of Federal Awards (SEFA) presents the activity of all Federal Financial Assistance programs of the City of Bakersfield, California (the City). As defined in Note 1 of the Notes to the City’s basic financial statements, those financial statements and the accompanying SEFA present the City and its component units, if any, entities for which the City is considered to be financially accountable. Blended component units, although legally separate entities, are, in substance, part of the City’s operations and so data from these units are combined with data of the City. Discretely presented component units, on the other hand, are reported in a separate column in the combined financial statements of the City to emphasize that they are legally separate from the City. Each blended and discretely presented component unit has a June 30 year-end. The City’s Annual Comprehensive Financial Report (ACFR) may be obtained at the Finance Department.
Federal financial assistance received directly from Federal agencies as well as Federal financial assistance passed through other government agencies are included on the SEFA.
NOTE 2 – BASIS OF ACCOUNTING
The accompanying SEFA is presented using the accrual basis of accounting, which is described in Note 1 of the Notes to the City’s basic financial statements.
NOTE 3 – RELATIONSHIP TO FEDERAL FINANCIAL REPORTS
Amounts reported in the accompanying schedule on pages 9-12 agree with the amounts reported in the related periodic Federal financial reports.
NOTE 4 – INDIRECT COST RATE
The City has elected not to use the 10% de minimis indirect cost rate allowed under the Uniform Guidance.
NOTE 5 – LOANS WITH CONTINUING COMPLIANCE REQUIREMENTS
Outstanding federally-funded program loans with a continuing compliance requirements had the following balances and activities for the year ended June 30, 2023:
Assistance Balance Balance
Listing Number Program Title June 30, 2022 Increase Decrease June 30, 2023
14.218 Community Development Block
Grants/Entitlement Grants $ - 10,756 $ - $ 10,756 $
14.239 Home Investment Partnerships Program - 16,723,309 86,225 16,637,084 Total $ - 16,734,065 $ 86,225 $ 16,647,840 $
8 NOTE 6 – AMOUNT PROVIDED TO SUBRECIPIENTS The City has provided federal awards to various organizations. The amounts provided to subrecipients are summarized as follows:
Assistance Amount
FEDERAL GRANTOR OR Listing Contract or Provided to
Pass-Through Grantor Federal Program Number Subrecipient Program Number Subrecipients United States Department of Treasury
Coronavirus State and Local Fiscal Recovery Funds 21.027 Housing Authority of Kern County 2021-041 6,019,983 $ United States Department of Treasury
Coronavirus State and Local Fiscal Recovery Funds 21.027 Habitat for Humanity 2023-006 37,348 United States Department of Treasury
Coronavirus State and Local Fiscal Recovery Funds 21.027 Radio Sandwich 2022-246 55,000 United States Department of Treasury
Coronavirus State and Local Fiscal Recovery Funds 21.027 San Joaquin Hospital 2022-189 205,500 United States Department of Treasury
Coronavirus State and Local Fiscal Recovery Funds 21.027 Boys and Girls Club 2022-245 80,000 United States Department of Treasury
Coronavirus State and Local Fiscal Recovery Funds 21.027 Guthrie's Alley Cat ED22-050 11,030 United States Department of Treasury
Coronavirus State and Local Fiscal Recovery Funds 21.027 San Joaquin Tractor 2022-273 38,000 United States Department of Treasury
Coronavirus State and Local Fiscal Recovery Funds 21.027 My Spot Downtown Grill ED23- 005 25,000 United States Department of Treasury
Coronavirus State and Local Fiscal Recovery Funds 21.027 Oleander and Palm ED23-010 5,000 United States Department of Treasury
Coronavirus State and Local Fiscal Recovery Funds 21.027 El Alamo Properties ED23-003 23,500 United States Department of Treasury
Coronavirus State and Local Fiscal Recovery Funds 21.027 Downtown Business Assoc 2022-244 38,333 United States Department of Treasury
Coronavirus State and Local Fiscal Recovery Funds 21.027 Garrisons 2022-210 35,000 $ 6,573,694
9 NOTE 7 – RECONCILIATION TO BASIC FINANCIAL STATEMENTSThe following is a reconciliation of the amounts listed in the SEFA to the City’s basic financial statements:
U.S. Department of Housing and
Urban Development
Community Housing
Development Emergency Opportunities for Home Airport State and Highway Block Grants Shelter Persons Investment Improvement Community Planning and - Entitlement Grants Grant with AIDS Partnerships Program Highway Safety Construction Federal Financial Assistance Recognized $ 1,651,211 5,390,260 $ 919,303 $ 194,424 $ 230,603 $ 394,544 $ 21,251,807 $ Total 5,390,260 $ 1,651,211 $ 919,303 $ 194,424 $ 230,603 $ 394,544 $ 21,251,807 $ Reimbursable Disbursement/Expenditure $ 1,651,211 9,838,457 $ 919,303 $ 194,424 $ 230,603 $ 394,544 $ 21,251,807 $ Total Reimbursable Disbursement/Expenditure $ 1,651,211 9,838,457 $ 919,303 $ 194,424 $ 230,603 $ 394,544 $ 21,251,807 $ Unpaid Billings as of June 30, 2023 - $ - $ - $ - $ - $ - $ (5,689,299) $ Due from State/Local Governments - - - - - - -
Accrued Revenue June 30, 2023 1,233,896 390,769 180,296 - - - 5,689,299 Due from Other Governmental Agencies 1,233,896 $ 390,769 $ 180,296 $ - $ - $ - $ - $ (Continued)
U.S. Department of Transportation
Federal Grantor/Program Title
10 NOTE 7 – RECONCILIATION TO BASIC FINANCIAL STATEMENTS (Continued) U.S. Department of U.S. Department
Disaster Equitable Coronavirus Equitable
Grants Public Sharing State & Local Fiscal Sharing
Assistance Program Recovery Fund Program
Federal Financial Assistance Recognized $ 1,660 547,200 $ 30,075,531 $ 225,689 $ Total 547,200 $ 1,660 $ 30,075,531 $ 225,689 $
Reimbursable Disbursement/Expenditure $ 1,660 547,200 $ 30,075,531 $ 225,689 $ Total Reimbursable Disbursement/Expenditure $ 1,660 547,200 $ 30,075,531 $ 225,689 $ Unpaid Billings as of June 30, 2023 - $ - $ - $ - $
Due from State/Local Governments - - - -
Accrued Revenue June 30, 2023 - - - -
Due from Other Governmental Agencies - $ - $ - $ - $
Homeland Security
Federal Grantor/Program Title
U.S. Department of Treasury of Justice
11 NOTE 7 – RECONCILIATION TO BASIC FINANCIAL STATEMENTS (Continued) The following is a reconciliation of the variances between Expenditures and Federal Financial Assistance recognized:
Community Housing
Development Emergency Opportunities for Home Airport State and Highway Block Grants Shelter Persons Investment Improvement Community Planning and - Entitlement Grants Grant with AIDS Partnerships Program Highway Safety Construction Federal Financial Assistance Recognized $ 1,651,211 5,390,260 $ 919,303 $ 194,424 $ 230,603 $ 394,544 $ 21,251,807 $ Total 5,390,260 $ 1,651,211 $ 919,303 $ 194,424 $ 230,603 $ 394,544 $ 21,251,807 $ Total Disbursement/Expenditure 9,838,457 $ 1,651,211 $ 919,303 $ 194,424 $ 230,603 $ 394,544 $ 21,251,807 $ Variance of Revenues Recognized Over/(Under) Expenditures (4,448,197) - - - - - - Program Income Used (4,448,197) - - - - - -
Total - $ - $ - $ - $ - $ - $ - $
(Continued)
Urban Development U.S. Department of Transportation
Federal Grantor/Program Title
U.S. Department of Housing and
12 NOTE 7 – RECONCILIATION TO BASIC FINANCIAL STATEMENTS (Continued) U.S. Department of U.S. Department
Disaster Equitable Coronavirus Equitable
Grants Public Sharing State & Local Fiscal Sharing
Assistance Program Recovery Fund Program
Federal Financial Assistance Recognized $ 1,660 547,200 $ 30,075,531 $ 225,689 $ Total 547,200 $ 1,660 $ 30,075,531 $ 225,689 $
Total Disbursement/Expenditure 547,200 $ 1,660 $ 30,075,531 $ 225,689 $ Variance of Revenues Recognized Over/(Under) Expenditures - - - -Program Income Used - - - - Total - $ - $ - $ - $
Homeland Security U.S. Department of Treasury of Justice Federal Grantor/Program Title
13 CITY OF BAKERSFIELD, CALIFORNIA
SCHEDULE OF FINDINGS AND QUESTIONED COSTS
JUNE 30, 2023
SECTION I – SUMMARY OF AUDITOR’S RESULTS
Financial Statements:
Type of auditor's report issued Unmodified
Internal control over financial reporting:
• Material weakness(es) identified? yes x no
• Significant deficiencies identified
not considered to be material weaknesses? yes x no
Noncompliance material to financial statements noted? yes x no
Federal Awards:
Internal control over major programs:
• Material weakness(es) identified? yes x no
• Significant deficiencies identified
not considered to be material weaknesses? yes x no
Type of auditor's report issued on compliance for
major programs: Unmodified
Any audit findings disclosed that are required to be
reported in accordance with the Uniform Guidance, under 2 CFR §200.516? yes x no
Identification of major programs:
Assistance Listing
Number(s) Name of Federal Program or Cluster
14.218
14.239
21.027
Community Development Block Grants - Entitlement Grants Home Investment Partnerships Program
COVID-19: Coronavirus State and Local Fiscal Recovery Funds Dollar threshold used to distinguish between Type A
and Type B programs: $2,459,348
Auditee qualified as low-risk auditee? yes x no
SECTION II – FINDINGS RELATING TO FINANCIAL STATEMENTS REQUIRED UNDER
GENERALLY ACCEPTED GOVERNMENT AUDITING STANDARDS (GAGAS) None.
14 SECTION III – FINDINGS AND QUESTIONED COSTS – MAJOR FEDERAL AWARD PROGRAMS AUDIT
None.
SECTION IV – STATUS OF PRIOR YEAR FINDINGS AND QUESTIONED COSTS No findings in prior year
CITY OF BAKERSFIELD
MEASURE N
AGREED-UPON PROCEDURES
FOR THE FISCAL YEAR ENDED
JUNE 30, 2023
CITY OF BAKERSFIELD
MEASURE N
AGREED-UPON PROCEDURES
FOR THE FISCAL YEAR ENDED JUNE 30, 2023
TABLE OF CONTENTS
Page
Independent Accountant’s Report on Applying Agreed-Upon Procedures ........................................ 1 Schedule of Revenues and Expenditures .......................................................................................... 3 1 INDEPENDENT ACCOUNTANT’S REPORT ON
APPLYING AGREED-UPON PROCEDURES
The City of Bakersfield
Bakersfield, California
We have performed the procedures enumerated below related to the City of Bakersfield’s (City) compliance with the guidelines stated in Resolution No. 089-18 regarding Measure N for the fiscal year ended June 30, 2023. The City’s management is responsible for its compliance with those specified requirements. The City has agreed to and acknowledged that the procedures performed are appropriate to meet the intended purpose of Measure N compliance requirements as stated in Resolution No. 089-18. This report may not be suitable for any other purpose. The procedures performed may not address all the items of interest to a user of this report and may not meet the needs of all users of this report and, as such, users are responsible for determining whether the procedures performed are appropriate for their purposes.
Our procedures and results are as follows:
1. Obtain a general understanding and perform a walk-through over the Measure N/Public Safety and Vital Services (PSVS) revenue collection and expenditure disbursement process.
Result: We performed a walk-through over the Measure N/Public Safety and Vital Services (PSVS) revenue collection and disbursement process by interviewing staff and documenting the process.
We found no exceptions as a result of the procedures performed.
2. Identify the Measure N/PSVS tax revenue sub-fund under the General Fund, including fund name, account code, etc.
Result: The City utilizes three funds under the General Fund for the recording of the Measure N funds. We identified sub-fund 014, which tracks the Measure N one (1) percentage increase of sales tax revenue. We found no exceptions as a result of the procedures performed.
3. Obtain each Quarterly Statement of Tax Distribution for the fiscal year ended June 30, 2023, for the Measure N/PSVS revenue and reconcile to the revenue reported in the general ledger. In addition, verify that the revenue was recorded in the correct sub-fund.
Result: We obtained each Quarterly Statement of Tax Distribution for the fiscal year ended June 30, 2023, for the Measure N/PSVS revenue and reconciled it to the revenue reported in the general ledger. In addition, we were able to verify that the revenue was recorded in the correct sub-fund.
We found no exceptions as a result of the procedures performed. 2 4. Obtain the Measure N/PSVS expenditure report under the sub-fund and select samples of disbursements for testing.
Result: We obtained the expenditures report under the sub-fund 014 and the sub-fund 312 that are used to record Measure N/PSVS expenditures and selected a sample of 40 payroll and 40 nonpayroll expenditures. We found one exception during the payroll expenditures testing. For one out of the 40 payroll samples selected the City was not able to locate the employee’s time sheet in the Executime system. No other exceptions were noted as a result of the procedures performed.
5. Test sampled Measure N/PSVS expenditure items to make sure they are in compliance with Measure N requirements.
Result: We tested the 40 payroll and 40 nonpayroll expenditures selected as noted in procedure 4 and tested to ensure they were in compliance with the Measure N requirements. We found one exception during the payroll expenditures testing. For one out of the 40 payroll samples selected the City was not able to locate the employee’s time sheet in the Executime system. No other exceptions were noted as a result of the procedures performed.
6. Produce a schedule of revenues and expenditures for the Measure N/PSVS sub-fund.
Result: The schedule is attached to this report. We found no exceptions as a result of the procedures performed.
We were engaged by the City to perform this agreed-upon procedures engagement and conducted our engagement in accordance with attestation standards established by the American Institute of Certified Public Accountants. We were not engaged to, and did not, conduct an examination or review, the objective of which would be the expression of an opinion or conclusion, respectively, on the City’s compliance with the specified requirements in Resolution No. 089-18 regarding Measure N. Accordingly, we do not express such an opinion. Had we performed additional procedures, other matters might have come to our attention that would have been reported to you.
We are required to be independent of the City and to meet our other ethical responsibilities, in accordance with the relevant ethical requirements related to our agreed-upon procedures engagement.
This report is intended solely for the information and use of the City and is not intended to be, and should not be, used by anyone other than this specified party.
BROWN ARMSTRONG
ACCOUNTANCY CORPORATION
Bakersfield, California
January 22, 2025
This schedule is prepared using the modified accrual basis of accounting. 3 CITY OF BAKERSFIELD
MEASURE N
SCHEDULE OF REVENUES AND EXPENDITURES
FOR THE FISCAL YEAR ENDED JUNE 30, 2023
REVENUES:
Sales and Use Taxes 103,075,348 $
Charges for Services 13,878
Interest Income 1,885,621
Other Income 209,749
Total revenues 105,184,596
EXPENDITURES:
General Government 3,821,354
Public Safety - Police and Fire 38,409,365
Public Works 3,293,463
Recreation and parks 4,069,762
Development Services 4,729,346
Capital Outlay 22,595,855
Total Expenditures 76,919,145
OTHER FINANCING SOURCES (USES):
Transfers In 33,184,462
Transfers Out (46,418,775)
Total Other Financing Sources (Uses) (13,234,313) $
ADMINISTRATIVE REPORT
MEETING DATE: February 12, 2025 AGENDA CATEGORY: Successor Agency TO: Honorable Mayor and City Council
FROM: Randy McKeegan, Finance Director
DATE: January 31, 2025
SUBJECT: Receive and file Successor Agency payments from January 10, 2025, to January 30, 2025, in the amount of $167,354.40.
[Document Description]
RECOMMENDATION:
Staff recommends report be received and filed.
BACKGROUND:
The City administers payment of Successor Agency enforceable obligation payments as authorized by the State Department of Finance (DOF) to further the dissolution of the former Bakersfield Redevelopment Agency. The Successor Agency has a Recognized Obligation Payment Schedule (ROPS) approved by both the Bakersfield Oversight Board and the DOF. All payments of the Successor Agency must be on this approved listing in order to be valid and authorized payments of the Successor Agency.
A check register is provided which summarizes the transactions processed during the above referenced period. Additional details are provided below for each transaction.
Check #9998363 to THE BANK OF NEW YORK MELLON for $ $31,879.05 for fees for Debt service payments for Ibank, HUD, and Tax Allocation Bonds.
Check #9998365 to U S BANK TRUST NA for $ $48,706.25 for fees for Debt service payments for Ibank, HUD, and Tax Allocation Bonds.
Check #999836 to U S BANK CR:US BANK TRUST NA for $ $86,769.10 for fees for Debt service payments for Ibank, HUD, and Tax Allocation Bonds.
FISCAL IMPACT:
$167,354.40
COUNCIL GOAL:
Innovative and Efficient City Government
ATTACHMENTS:
Oracle SA Admin Check Register 2.12.25
1/31/2025 AP - CHECK REGISTER - SUCCESSOR AGENCY
FROM
01/10/2025 - 01/30/2025
PAGE 1
Payment
Number Fund Vendor Name Check Date Check Total
9998363 2710 THE BANK OF NEW YORK MELLON Jan 16, 2025 $31,879.05 9998365 2710 U S BANK TRUST NA Jan 16, 2025 $48,706.25
9998366 2810 U S BANK CR:US BANK TRUST NA Jan 23, 2025 $86,769.10 0 $167,354.40
E-Payables
Number
Vendor
Number Vendor Name E-Payable Date
E-Payables
Amount
0.00 0 $0.00
0 $167,354.40
Disbursement Total
S:\Accounting\LACEY\ADMIN-COUNCIL\2025\
ADMINISTRATIVE REPORT
MEETING DATE: February 12, 2025 AGENDA CATEGORY: Consent - PSVS TO: Honorable Mayor and City Council
FROM: Darin Budak, Recreation and Parks Director
DATE: January 28, 2025
SUBJECT: Agreement with Shan Shan Sheng DBA East West Fine Arts ($600,000.00) for public art sculpture at Central Park.
(Ward 2)
RECOMMENDATION:
Staff recommends approval of the agreement.
BACKGROUND:
As part of the Public Arts Initiative (Initiative), an advisory group was established to identify key areas where public art could positively impact the surrounding community. To support the development of an arts district, specific locations within the downtown area were selected for projects funded by the Initiative. Central Park, located at 600 19th Street, was chosen as the site for a major art installation due to its shared space with the Bakersfield Museum of Art. This location will serve as a focal point for the East Art District.
The advisory group, with the assistance of MIG Inc. (Consultant), an authorized public art consulting and project management firm, conducted a competitive selection process. Out of six architectural proposals, the advisory group selected San Francisco-based artist Shan Shan Sheng, DBA East West Fine Arts (Artist), for the project.
The proposed art installation, titled California Poppies, will be a sculpture erected in Central Park.
Designed as a multipurpose installation, the sculpture will combine aesthetic appeal with functional elements, including shade and an integrated lighting system. The lighting component will be adjustable in color, allowing for customization to support future programming and events in the park.
Staff recommends approval of an agreement with Shan Shan Sheng, DBA East West Fine Arts, for the design, fabrication, and installation of California Poppies at Central Park, at a cost not to exceed $600,000.
FISCAL IMPACT: The project is funded by Public Services and Vital Services Measure within the Capital Improvement Program. There is sufficient funding for this project and no additional funds are required.
COUNCIL GOAL:
Community Character & Quality of Life
ATTACHMENTS:
Agreement
AGREEMENT NO. ___________
ARTIST AGREEMENT FOR PUBLIC ART SCULPTURE AT CENTRAL PARK This ARTIST AGREEMENT FOR PUBLIC ART SCULPTURE (“Agreement”) is made and entered into on _______________________, by and between the CITY OF BAKERSFIELD, a municipal corporation (referred to herein as “CITY”), and SHAN SHAN SHENG DBA EAST WEST FINE ART STUDIO, a Sole Proprietor, doing business in California (referred to herein as “ARTIST”).
R E C I T A L S
WHEREAS, ARTIST represents that ARTIST is experienced, well qualified and a specialist in the field of design, creation, and installation of a public art sculpture; and
WHEREAS, CITY desires the creation and installation of a public art sculpture for Central Park at Mill Creek located at 600 19th Street; and WHEREAS, CITY utilized the services of MIG Inc. as an authorized public project art consulting and project management in making the selection of ARTIST.
NOW, THEREFORE, incorporating the foregoing recitals herein, CITY and ARTIST mutually agree as follows:
1. SCOPE OF WORK. In exchange for the Compensation (defined below), ARTIST shall perform the following: The ARTIST will design, fabricate, and install a public art sculpture(“Sculpture") of Central Park at Mill Creek located at 600 19th Street, Bakersfield CA. The Sculpture will be titled and reflect “California Poppies” and will be intended to enhance the community's cultural landscape as depicted in Exhibit A.
The Sculpture is expected to be approximately 30 ft H x 45 ft L x 30 ft W and constructed from approximately 30 pieces of glass and mirror polished stainless steel structure. The overhead glass Sculpture features a sunprotective coating within the glass lamination. ARTIST will be responsible for the integrated lighting within the Sculpture, while ground lighting will be funded through the CITY. ARTIST will be responsible for the following:
• Concept Development: Develop a comprehensive design proposal that includes sketches, materials, dimensions, and installation methods. • Fabrication: Fabricate the Sculpture using high-quality, durable materials suitable for outdoor display.
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
• Installation: Install the Sculpture securely at the designated site, ensuring it meets all safety standards and aesthetic expectations. • Documentation: Provide documentation throughout the process, including progress photos and reports, to keep the CITY informed.
The Sculpture shall include all items and procedures necessary to properly complete the task ARTIST has been hired to perform, whether specifically included in the Sculpture or not.
2. COMPENSATION/PAYMENT PROCEDURE. Subject to the conditions of this section, CITY will pay ARTIST as follows for performing the Scope of Work (“Compensation”): The total compensation for the creation and installation of Sculpture is a not to exceed amount of $600,000.00. The payment will be structured as follows:
2.1 Initial Payment: 15% of the total fee ($90,000.00) will be paid upon the execution of the contract and approval of the design proposal. An additional 15% of the total fee ($90,000.00) will be paid upon the delivery of design drawings and a permit set with a structural engineer’s stamp. This payment is intended to cover initial costs such as materials and labor.
2.2 Fabrication Payments: 40% of the total fee ($240,000.00) will be paid in two installments during the fabrication phase in the following manner:
2.2.1 First Fabrication Payment: 20% ($120,000.00) will be paid upon documentation of 50% completion of the fabrication.
Documentation must include progress photos and relevant details demonstrating that half of the Sculpture fabrication is complete.
2.2.2 Second Fabrication Payment: 20% ($120,000.00) will be paid upon documentation of 100% completion of the fabrication.
Documentation must include progress photos and relevant details demonstrating that the fabrication is fully complete. These payments will be contingent upon the CITY’s review and
approval of the documentation provided by the ARTIST at each stage.
2.3 Final Payment: The remaining 30% ($180,000.00) will be split as follows:
10% ($60,000.00) will be paid when the artwork arrives at the installation site, provided it meets the agreed specifications and conditions.
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
20% ($120,000.00) will be paid after the CITY conducts a final inspection and issues a letter of acceptance, confirming that the Sculpture has been installed according to the agreed specifications. The final inspection will be conducted within ten (10) days after the ARTIST notifies the CITY that installation is complete.
CITY will pay ARTIST within 30 days after ARTIST submits an itemized invoice for the portions of the Scope of Work completed and that invoice is approved by CITY. The Compensation will be the total amount paid to ARTIST for performing the Scope of Work and includes, but is not limited to, all out-of-pocket costs and taxes. CITY will pay no other compensation to ARTIST. In no case will CITY compensate ARTIST more than $600,000.00 for performing the Scope of Work.
3. TERM. Unless terminated sooner, as set forth herein, this Agreement shall terminate on February 28, 2026.
4. TERMINATION. Either party may terminate this Agreement after giving the other party written notice, as provided herein, ten days before the termination is effective.
5. COMPLIANCE WITH ALL LAWS. ARTIST shall, at ARTIST’s sole cost, comply with all of the requirements of Municipal, State, and Federal authorities now in force, or which may hereafter be in force, pertaining to this Agreement, and shall faithfully observe in all activities relating to or growing out of this Agreement all Municipal ordinances and State and Federal statutes, rules or regulations, and permitting requirements now in force or which may hereafter be in force including, without limitation, obtaining a CITY of Bakersfield business tax certificate (Bakersfield Municipal Code Chapter
5.02) where required.
6. INDEPENDENT CONTRACTOR. This Agreement calls for ARTIST’s performance of the Scope of Work as an independent contractor. ARTIST is not an agent or employee of the CITY for any purpose and is not entitled to any of the benefits provided by CITY to its employees. This Agreement shall not be construed as forming a partnership or any other association with ARTIST other than that of an independent contractor.
7. DIRECTION. ARTIST retains the right to control or direct the manner in which the services described herein are performed.
8. EQUIPMENT. ARTIST will supply all equipment, tools, materials and supplies necessary to perform the services under this Agreement.
9. STARTING SCOPE OF WORK. ARTIST shall not begin Scope of Work until Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
authorized to do so in writing by CITY. No Scope of Work will be authorized before the date first written above.
10. KEY PERSONNEL. ARTIST shall name all key personnel to be assigned to perform the Scope of Work. All key personnel shall be properly licensed and have the experience to perform the Scope of Work called for under this Agreement. ARTIST shall provide background for each of the key personnel including, without limitation, resumes and Scope of Work experience performing Scope of Work similar to the Scope of Work. CITY reserves the right to approve key personnel. Once the key personnel are approved, ARTIST shall not change such personnel without CITY’s written approval.
11. INCLUDED DOCUMENTS. Any bid documents, including, without limitation, special provisions and standard specifications and any Request for Proposals, Request for Qualifications and responses thereto relating to this Agreement are incorporated by reference as though fully set forth herein.
12. LICENSES. ARTIST shall, at its sole cost and expense, keep in effect or obtain at all times during the term of this Agreement any licenses, permits and approvals which are legally required for ARTIST to practice its profession and perform the Scope of Work. If ARTIST is a corporation, at least one officer or key employee shall hold the required licenses or professional degrees. If ARTIST is a partnership, at least one partner shall hold the required licensees or professional degrees.
13. COPYRIGHT AND INTELLECTUAL PROPERTY.
13.1 Ownership and Copyright: The ARTIST shall retain all copyright, trademark, and other intellectual property rights in and to the Sculpture as provided under the U.S. Copyright Act and other applicable laws.
However, the CITY shall be granted a license as described below.
13.2 License to the CITY for Reproduction and Display: The ARTIST grants to the CITY, its agents, and representatives an irrevocable, perpetual, royaltyfree, non-exclusive license to use, display, reproduce, and distribute images of the Work for any non-commercial purpose. This includes, but is not limited to, the following:
13.2.1 Use of the Sculpture’s image in promotional materials, brochures, and CITY reports.
13.2.2 Reproduction in media coverage and educational materials.
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
13.2.3 Digital reproductions of the Sculpture for the CITY’s website or other online platforms.
13.3 The CITY’s use of such images shall credit the ARTIST as the creator of the Sculpture wherever possible
14. MORAL RIGHTS AND WAIVERS.
14.1 Waiver of Rights Under California Art Preservation Act (CAPA) and Visual ARTISTs Rights Act (VARA): The ARTIST acknowledges the CITY’s right to move, alter, or remove the Sculpture, if necessary, for reasons such as public safety, maintenance, or urban development. In the event of such actions, the ARTIST waives any and all rights under the California Art Preservation Act (CAPA) and the federal Visual ARTISTs Rights Act (VARA), including any rights related to the integrity of the Sculpture, provided that:
14.1.1 The CITY shall make reasonable efforts to notify and consult with the ARTIST before any alteration, relocation, or removal occurs.
14.1.2 If relocation or modification is required, the CITY will make reasonable efforts to preserve the Artistic integrity of the Sculpture.
14.2 Rights of Attribution: The CITY shall make reasonable efforts to credit the ARTIST in any public display or reproduction of the Sculpture. However, failure to provide such credit shall not be deemed a breach of this Agreement.
15. WARRANTY.
15.1 Warranty of Originality: The ARTIST warrants that the Sculpture is an original creation and does not infringe upon the intellectual property rights of any third party. The ARTIST agrees to indemnify and hold harmless the CITY from any claims of infringement that may arise in connection with the Sculpture.
15.2 Warranty of Workmanship:
The ARTIST guarantees that the Sculpture will be constructed of high-quality materials and workmanship, suitable for outdoor display in the specified location for a period of [twenty years]. Should the Sculpture exhibit defects in workmanship or materials within this period, the ARTIST agrees to repair or replace the Sculpture at no additional cost to the CITY, unless such damage is due to natural disasters, vandalism, or other external forces beyond the ARTIST’s control.
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
16. MAINTENANCE AND CONSERVATION.
16.1 Responsibility for Maintenance: The CITY shall be responsible for the routine maintenance and conservation of the Sculpture. The CITY agrees to maintain the Sculpture in good condition and will consult with the ARTIST regarding any significant conservation efforts.
16.2 Notification of Conservation Needs: In the event that the Sculpture requires repairs or conservation efforts that exceed routine maintenance, the CITY agrees to notify the ARTIST and, if feasible, to allow the ARTIST the opportunity to perform or supervise such Sculpture, at terms to be mutually agreed upon. The CITY reserves the right to commission the Sculpture to a third party if the ARTIST is unavailable or unwilling to undertake the repairs.
17. INSTALLATION, RELOCATION, REMOVAL, AND SAFETY.
17.1 Installation: The City of Bakersfield shall be responsible for providing the foundational support, including the construction of a pier or other necessary structural elements, to ensure the stability and safety of the piece. This includes engineering and constructing the foundation to meet all required load specifications, building codes, and design standards. The City shall also coordinate with the artist or project consultant to ensure compatibility with the piece’s design and installation requirements.
Additionally, any necessary exterior lighting to enhance visibility and safety around the piece shall be included as part of the foundational support responsibilities. However, the ARTIST shall be responsible for all other costs associated with the installation of the Sculpture, including transportation, labor, materials, and any equipment required to complete the installation.
The CITY and the ARTIST shall coordinate closely to ensure a smooth installation process.
17.2 Relocation: If the CITY deems it necessary to relocate the Sculpture, it shall notify the ARTIST in writing and make reasonable efforts to consult with the ARTIST about the relocation. The CITY shall bear all costs related to the relocation unless otherwise agreed upon.
17.3 Removal: The CITY reserves the right to remove the Sculpture permanently if it becomes impractical to maintain or if significant alterations to the location render the Sculpture incompatible with its surroundings. The CITY will notify the ARTIST in advance of such removal and will provide an opportunity for the ARTIST to reclaim the Sculpture at their own expense.
17.4 Safety Warranty: The ARTIST warrants that the Sculpture and the Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
materials used therein are not currently known to be harmful to public health and safety, and that the Sculpture will not contain any features or cause any effects which pose a danger to those viewing or in the vicinity of the Sculpture. The ARTIST agrees to cooperate in making or permitting adjustments to the Sculpture, if necessary, to eliminate any hazards that become apparent within seven (7) years of the date that the Sculpture is finally accepted by the CITY.
18. TRANSFER OF TITLE AND COPYRIGHT REGISTRATION.
18.1 Final Inspection and Acceptance: The transfer of title to the Sculpture shall occur after the CITY conducts a final inspection of the installed Sculpture and issues a letter of acceptance to the ARTIST, confirming that the Sculpture meets all specifications and requirements under the Agreement. The CITY shall provide the ARTIST with this letter within thirty (30) days following the completion of the final inspection.
18.2 Transfer of Title: Upon receipt of the letter of acceptance, the ARTIST agrees to transfer the title of the physical Sculpture to the CITY. This transfer shall not include any intellectual property rights or copyrights, which the ARTIST retains unless otherwise specified in this Agreement. The ARTIST agrees to sign any necessary documentation to effectuate the transfer of title to the CITY.
18.3 Copyright Registration: The ARTIST shall register the Sculpture with the U.S. Copyright Office within thirty (30) days of the CITY's acceptance of the Sculpture. The ARTIST will provide a copy of the copyright registration certificate to the CITY as proof of copyright ownership.
19. STANDARD OF PERFORMANCE. The Sculpture shall be performed in conformity with all legal requirements and industry standards observed by a specialist of ARTIST’s profession in California.
19.1 Inspection and Final Approval. Upon completion of the installation, the CITY will conduct a final inspection to verify that the Sculpture meets all specifications and standards. If the Sculpture meets the requirements, the CITY will provide a written letter of acceptance. The ARTIST agrees to address any issues noted during the inspection at their own expense, provided these issues arise within one year of installation.
19.2 Safety and Quality Assurance: The ARTIST guarantees that the Sculpture will be installed in a manner that ensures public safety. The ARTIST warrants that the Sculpture will not pose any hazards to the public and agrees to address any risks discovered within two years of completion. The Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
ARTIST will be responsible to address issues like material defects or structural problem that arise due to installation at their own expense.
19.3 Maintenance and Conservation: The ARTIST will provide a maintenance guide upon completion, outlining recommended care and upkeep procedures to preserve the Sculpture’s condition over time.
19.4 Delays and Financial Implications: In the event that the installation of the Sculpture is delayed due to the fault of the ARTIST, the following provisions shall apply:
19.4.1 Notification of Delay: The ARTIST shall notify the CITY in writing of any anticipated delays in installation as soon as they become known. Such notification must include the reason for the delay and an updated timeline for completion.
19.4.2 Financial Implications: If the installation is delayed due to the ARTIST's failure to meet agreed-upon deadlines, the CITY reserves the right to impose financial penalties. The penalties may include, but are not limited to, the following:
19.4.2.1 A deduction of two percentage (2%) from the final payment for each week (or part thereof) that the installation is delayed beyond the agreed-upon completion date, up to a maximum of ten percentage (10%) of the total contract
amount.
19.4.2.2 The CITY may also seek to recover any additional costs incurred due to the delay, including but not limited to, costs related to project management, administrative
expenses, or hiring a replacement ARTIST to complete the project.
19.4.3 Exceptions: The ARTIST shall not be held liable for delays caused by circumstances beyond their control, including but not limited to acts of God, severe weather conditions, or delays in the delivery of materials. In such cases, the ARTIST must notify the CITY promptly and provide documentation supporting the reason for the delay.
19.5 Art Concept and Integrity: The Artist
agrees that the Final Design and completed artwork shall adhere substantially to the Sculpture submitted and approved by the City. Any material changes to the Sculpture, including but not limited to dimensions, materials, themes, or significant visual or structural elements, must receive Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
prior written consent from the City. Deviations made without such consent may result in termination of the Agreement and forfeiture of compensation.
Material changes are defined as alterations that significantly impact the aesthetic, thematic, or structural integrity of the approved Sculpture. The Artist shall submit a formal written request for any proposed changes, including visual representations or revised plans, for the City's consideration. 20 OWNERSHIP AND RIGHTS: Upon final acceptance by the CITY and payment in full, the ARTIST will transfer ownership of the Sculpture to the CITY. The ARTIST retains the copyright to the Sculpture and grants the CITY a nonexclusive, royalty-free license to use images of the Sculpture for noncommercial purposes, including promotional and educational activities. 21 SB 854 COMPLIANCE. To the extent Labor Code Section 1771.1 applies to this Agreement, an ARTIST or sub ARTIST shall not be qualified to bid on, be listed in a bid proposal, be subject to the requirements of Section 4104 of the Public Contract Code, or engage in the performance of any contract for public Scope of Work, as defined in this chapter, unless currently registered and qualified to perform public Scope of Work pursuant to Section 1725.5. It is not a violation of Labor Code Section 1771.1 for an unregistered ARTIST to submit a bid that is authorized by Section 7029.1 of the Business and Professions Code or by Section 10164 or 20103.5 of the Public Contract Code, provided the ARTIST is registered to perform public Scope of Work pursuant to Section 1725.5 at the time the contract is awarded. The prime ARTIST is required to post job site notices in compliance with Title 8 California Code of Regulations Section 16451. This project is subject to compliance monitoring and enforcement by the Department of Industrial Relations.
22 NO WAIVER OF DEFAULT. The failure of any party to enforce against another party any provision of this Agreement shall not constitute a waiver of that party's right to enforce such a provision at a later time and shall not serve to vary the terms of this Agreement.
23 INSURANCE AND SECURITY.
23.1 Types and Limits of Insurance. In addition to any other insurance or security required under this Agreement, ARTIST must procure and maintain, for the duration of this Agreement, the types and limits of insurance below ("Basic Insurance Requirements").
23.1.1 Automobile liability insurance, providing coverage for owned, non-owned, and hired autos on an occurrence basis for bodily injury, including death, of one or more persons, property damage, and Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
personal injury, with limits of not less than $1,000,000 per occurrence.
23.1.2 Commercial general liability insurance, unless otherwise approved by CITY’s Risk Manager, providing coverage on an occurrence basis for bodily injury, including death, of one or more persons, property damage, and personal injury, with limits of not less than $1,000,000 per occurrence. The policy must:
23.1.2.1 Provide contractual liability coverage for the terms of this Agreement;
23.1.2.2 Provide products and completed operations
coverage;
23.1.2.3 Provide premises, operations, and mobile
equipment coverage; and
23.1.2.4 Contain an additional insured endorsement in
favor of CITY and its mayor, council, officers, agents, employees, and designated volunteers.
23.1.3 Workers' compensation insurance with limits of not less than $1,000,000 per occurrence. In accordance with the provisions of Labor Code Section 3700, every ARTIST will be required to secure the payment of compensation to his employees. Pursuant to Labor Code Section 1861, ARTIST must submit to CITY the following certification before beginning any Scope of Work on the Improvements:
I am aware of the provisions of Section 3700 of the
Labor Code which require every employer to be
insured against liability for worker’s compensation or
to undertake self-insurance in accordance with the
provisions of that code, and I will comply with such
provisions before commencing the performance of
the Scope of Work of this contract.
By executing this Agreement, ARTIST is submitting the certification required above.
The policy must contain a waiver of subrogation in favor of CITY and its mayor, council, officers, agents, employees, and designated volunteers.
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23.2 General Provisions Applying to All Insurance Types.
23.2.1 All policies required of ARTIST must be written on a first-dollar coverage basis or contain a deductible provision. Subject to CITY’s advance approval, ARTIST may utilize a self-insured retention in any or all of the policies provided, but the policy or policies may not contain language, whether added by endorsement or contained in the policy conditions, that prohibits satisfaction of any self-insured provision or requirement by anyone other than the named insured or by any means including other insurance or which is intended to defeat the intent or protection of an additional insured.
23.2.2 All policies required of ARTIST must be primary insurance as to CITY and its mayor, council, officers, agents, employees, or designated volunteers and any insurance or self-insurance maintained by CITY and its mayor, council, officers, agents, employees, and designated volunteers must be excess of ARTIST’s insurance and must not contribute with it.
23.2.3 The insurance required above, except for workers’ compensation insurance, must be placed with insurers with a Best’s rating as approved by CITY’s Risk Manager, but in no event less than A-: VII. Any deductibles, self-insured retentions, or insurance in lesser amounts, or lack of certain types of insurance otherwise required by this Agreement, or insurance rated below Best’s A-: VII, must be declared prior to execution of this Agreement and approved by CITY in writing.
23.2.4 The insurance required in this section must be maintained until the Scope of Work is satisfactorily completed as evidenced by CITY’s written acceptance. All policies must provide that there will be continuing liability thereon, notwithstanding any recovery on any policy.
23.2.5 Full compensation for all premiums which the ARTIST is required to pay to satisfy the Basic Insurance Requirements shall be considered as included in the prices paid for the performance of the Scope of Work, and no additional allowance will be made therefor or for additional premiums which may be required by extensions of the policies of insurance.
23.2.6 It is further understood and agreed by ARTIST that its liability to CITY will not in any way be limited to or affected by the amount of insurance obtained and carried by ARTIST in connection with this Agreement.
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23.2.7 Unless otherwise approved by CITY, if any part of the Scope of Work is subcontracted, the Basic Insurance Requirements must be provided by, or on behalf of, all subcontractors even if CITY has approved lesser insurance requirements for ARTIST, and all subcontractors must agree in writing to be bound by the provisions of this section.
24 THIRD PARTY CLAIMS. In the case of public works contracts, CITY will timely notify ARTIST of third-party claims relating to this Agreement. CITY shall be allowed to recover from ARTIST, and ARTIST shall pay on demand, all costs of notification.
25 INDEMNITY. ARTIST shall indemnify, defend, and hold harmless CITY and CITY’s officers, agents and employees against any and all liability, claims, actions, causes of action or demands whatsoever against them, or any of them, before administrative or judicial tribunals of any kind whatsoever, arising out of, connected with, or caused by ARTIST or ARTIST’s employees, agents, independent ARTISTs, companies, or subcontractors in the performance of, or in any way arising from, the terms and provisions of this Agreement whether or not caused in part by a party indemnified hereunder, except for CITY’s sole active negligence or willful misconduct. 26 ASSIGNMENT. Neither this Agreement nor any rights, interests, duties, liabilities, obligations or responsibilities arising out of, concerning or related in any way to this Agreement (including, but not limited to, accounts, actions, causes of action, claims, damages, demands, liabilities, losses, obligations, or reckonings of any kind or nature whatsoever, for compensatory or exemplary and punitive damages, or declaratory, equitable or injunctive relief, whether based on contract, equity, tort or other theories of recovery provided for by the common or statutory law) may be assigned or transferred by any party. Any such assignment is prohibited and shall be unenforceable and otherwise null and void without the need for further action by the non-assigning party or parties. 27 ACCOUNTING RECORDS. ARTIST shall maintain accurate accounting records and other written documentation pertaining to all costs incurred in performance of this Agreement. Such records and documentation shall be kept at ARTIST's office during the term of this Agreement, and for a period of three years from the date of the final payment hereunder and made available to CITY representatives upon request at any time during regular business hours.
28 BINDING EFFECT. The rights and obligations of this Agreement shall inure to Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
the benefit of, and be binding upon, the parties to the Agreement and their heirs, administrators, executors, personal representatives, successors and assigns.
29 CORPORATE AUTHORITY. Each individual signing this Agreement on behalf of entities represents and warrants that they are, respectively, duly authorized to sign on behalf of the entities and to bind the entities fully to each and all of the obligations set forth in this Agreement. 30 COUNTERPARTS. This Agreement may be executed in any number of counterparts, each of which shall be considered as an original and be effective as such.
31 EXECUTION. This Agreement is effective upon execution. It is the product of negotiation, and all parties are equally responsible for authorship of this Agreement. Section 1654 of the California Civil Code shall not apply to the interpretation of this Agreement.
32 EXHIBITS. In the event of a conflict between the terms, conditions or specifications set forth in this Agreement and those in exhibits attached hereto, the terms, conditions, or specifications set forth in this Agreement shall prevail. All exhibits to which reference is made in this Agreement are deemed incorporated in this Agreement, whether or not actually attached.
33 FURTHER ASSURANCES. Each party shall execute and deliver such papers, documents, and instruments, and perform such acts as are necessary or appropriate, to implement the terms of this Agreement and the intent of the parties to this Agreement.
34 GOVERNING LAW. The laws of the State of California will govern the validity of this Agreement and its interpretation and performance. Any litigation arising in any way from this Agreement shall be brought in Kern County, California.
35 INTERPRETATION. Whenever the context so requires, the masculine gender includes the feminine and neuter, and the singular number includes the plural.
36 MERGER AND MODIFICATION. This Agreement sets forth the entire agreement between the parties and supersedes all other oral or written representations. This Agreement may be modified only in a writing approved by the CITY Council and signed by all the parties. 37 NON-INTEREST. No CITY officer or employee shall hold any interest in this Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
Agreement (California Government Code section 1090).
38 NOTICES. All notices relative to this Agreement shall be given in writing and shall be personally served or sent by certified or registered mail and be effective upon actual personal service or depositing in the United States mail. The parties shall be addressed as follows, or at any other address designated by notice:
CITY: CITY OF BAKERSFIELD
CITY HALL
1600 Truxtun Avenue
Bakersfield, California 93301
ARTIST: SHAN SHAN SHENG
DBA EAST WEST FINE ART STUDIO
1661 TENNESSEE STREET
SUITE #2l
SAN FRANCISCO, CA 94107
(415)-601-9777
39 RESOURCE ALLOCATION. All CITY obligations under the terms of this Agreement are subject to the appropriation and allocation of resources by the CITY Council.
40 TITLE TO DOCUMENTS. All documents, plans, and drawings, maps, photographs, and other papers, or copies thereof prepared by ARTIST pursuant to the terms of this Agreement, shall, upon preparation, become CITY property.
41 TAX NUMBERS.
ARTIST’s Federal Tax ID Number 94-3381487
ARTIST is a corporation? Yes No X (Please check one.)
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed as of the date first written above.
[Signatures on next page]
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
"CITY" “ARTIST”
CITY OF BAKERSFIELD SHAN SHAN SHENG
DBA EAST WEST FINE ART STUDIO
By: ________________________________ By: ________________________________
KAREN GOH
Mayor Print Name:
Title:
APPROVED AS TO CONTENT:
RECREATION AND PARKS DEPARTMENT
By: _______________________________
DARIN BUDAK
RECREATION AND PARKS DIRECTOR
APPROVED AS TO FORM:
VIRGINIA GENNARO
CITY Attorney
By: ___________________________
VIRIDIANA GALLARDO-KING
Deputy CITY Attorney II
Insurance: ____________
COUNTERSIGNED:
By: _______________________________
RANDY MCKEEGAN
Finance Director
Attachment: Exhibit A: California Poppies Concept
VGK/pt
S:\PARKS\Agrs\24-25\Shanshanshengpublicart-Central Park.Agr.Docx Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 Shan Shan Sheng
artist /DBA East West west Fine Art Studio
California Poppies
Bakersfield Public Art proposal
Shan Shan Sheng
Q&A
Exhibit A
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 California Poppies
Bakersfield Public Art proposal
Shan Shan Sheng
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 Theme and Intent
● California Poppies is a vibrant, luminous, and joyful public artwork for Bakersfield.
● The sculpture is an homage to a natural icon of the California landscape, appearing as a sign of positivity, growth and renewal. ● California Poppies is a coolly elegant sculpture, topped by a canopy of exuberant and energetic color.
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 Morning
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 Dusk
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 Evening Evening
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 ● The sculpture consisted approximately 30 pieces of glass range from 10-5 ft, Each piece are unique shapes. Along with mirror polished stainless steel structure.
● Dimension: 30 ft H x 45 ft L x 30 ft W
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 California Poppies is a bright, sky bound form, drawing our eye and our experience upward.
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 ● The artwork is immersive, creating a satisfying contrast between color and material, glowing from sunrise to sunset, powered by the sun. California Poppies is a luminous and captivating artwork by day or night.
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 ● During the night, California Poppies will be suffused with a subtle spectrum of colored lights, that plays as a sequence to illuminate the sculpture for visitors.
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 ● California Poppies is proposed as a refreshing icon celebrating Bakersfield California, with a symbol that is both universal and elevated the natural beauty and ecology of the landscape.
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 Each glass flower is suffused with sunlight during the day, soaring above an elongated base.
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 As an artwork that produces energy, California Poppies is an innovative, sustainable monument.
The sculpture’s glow is uniquely powered by direct sunlight by day, and stored sun energy by night.
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
1. Will the sculpture provide shade?
The overhead glass sculpture features a sun-protective coating within the glass lamination, e:ectively reducing sun rays and heat transmission for a cooler and more comfortable environment. The overhead glass sculpture will the incorporate SGG Cool-Lite ST hard coating is reducing UV transmittance and solar transmittance (see the attached technical drawing for specifications)
2. How will the sculpture be cleaned, specifically the glass portions? Short Cleaning Instructions for Art Glass
The art glass can be cleaned like any other glass using gentle methods. Use water, a mild glass cleaner, and a soft cloth or rubber squeegee. Always clean when the glass is cool and avoid direct sunlight or heat sources.
Ensure tools are in good condition and apply cleaning agents evenly across the surface. For.
High-pressure cleaning or steam cleaning may be used for more di:icult cleaning, but rinse thoroughly and finish with the regular cleaning process.
3. Will the glass intensify heat below?
The open design of the outdoor sculpture, featuring air ventilation beneath the glass panels and a sun-protective coating, reflects thoughtful measures aimed at reducing heat buildup underneath.
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
4. Is any additional lighting needed, other than what is built in? Yes, additional lighting is anticipated, specifically floor lights shining upwards to enhance the visual impact. These lights would be shown on the location plan during the design development phase of the project. A similar lighting approach was successfully used in the past project “Obelisk” for Jacksonville University in Florida, which can serve as a visual reference. This type of lighting will highlight the installation, creating a dynamic and engaging visual experience.
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
5. Do you require the full budget for this piece?
Yes, the full budget is required for this piece. The sculptural project is designed to have a significant visual impact, serving as a placemaking art installation that enhances its surroundings. To achieve this vision, all aspects of the proposal, including materials, construction, and lighting, are crucial. A detailed estimate for the project can be found on the second to last page of the presentation, ensuring a comprehensive overview of the costs involved.
6. The Advisory Group would like to see a version with a solid cylinder but exposed branches at the top, somewhat like a tree. Is this possible? Yes, this is possible. Alternatives, such as a version with a solid cylinder and exposed branches at the top resembling a tree, can be investigated during the design development phase.
Past project as reference image
7. What is the electrical plan in the foundation—does it require multiple connections or one central conduit? How will the sculpture connect to that electrical source? A diagram would be helpful.
The electrical plan requires one major conduit from the power source to the sculpture location, with a preliminary estimate of a 2” conduit. From there, a junction box will distribute power to various points within the sculpture using ½” conduits. Additionally, we Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 may require a separate distribution system for data connections, which would include a ¾” main conduit and ½” distribution lines. A detailed electrical diagram will be provided during the Design Development phase to ensure clarity and proper implementation.
Diagram of a past project for reference
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
8. How will the lighting be controlled? Would the park and recreation team have access to control the lights?
The lighting will be controlled from an accessible central point, and the park and recreation team will have full access to the control panel. The general plan includes activating the lights using three methods 1. twilight sensor, 2.a timer setting, 3. Manual operation to ensure e:icient and automated light system.
9. How will the lighting be adjusted for events and seasonal holidays? The lighting can be adjusted for both color and brightness, allowing flexibility for events and seasonal holidays. We will provide two “seasonal presets” to simplify adjustments for such occasions. The park and recreation team will have full control over the lighting system to implement these changes as needed.
Lighting Demo of previous project reference
https://vimeo.com/1010988596/d11f8:8bb?share=copy
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 WLTR005
THE HARTFORD
BUSINESS SERVICE CENTER
3600 WISEMAN BLVD
SAN ANTONIO TX 78251 December 19, 2024
City of Bakersfield City Hall
ATTN: Risk Management
1600 TRUXTUN AVE
BAKERSFIELD CA 93301-5141
Account Information:
Policy Holder Details : SHAN SHAN SHENG D/B/A EASTWEST FINE ARTS Contact Us
Need Help?
Chat online or call us at
(866) 467-8730.
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Enclosed please find a Certificate Of Insurance for the above referenced Policyholder. Please contact us if you have any questions or concerns.
Sincerely,
Your Hartford Service Team
Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21
CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY)
12/19/2024
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER.
THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATIONIS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).
PRODUCER
HUB INTERNATIONAL INS SERVICES INC
57556092
The Hartford Business Service Center
3600 Wiseman Blvd
San Antonio, TX 78251
CONTACT
NAME:
PHONE
(A/C, No, Ext):
(866) 467-8730 FAX
(A/C, No):
E-MAIL
ADDRESS:
INSURER(S) AFFORDING COVERAGE NAIC#
INSURED
SHAN SHAN SHENG D/B/A EAST-WEST FINE ARTS
1661 TENNESSEE ST STE 2L
SAN FRANCISCO CA 94107-3582
INSURER A : Hartford Underwriters Insurance Company 30104 INSURER B :
INSURER C :
INSURER D :
INSURER E :
INSURER F :
COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED.NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
INSR
LTR
TYPE OF INSURANCE ADDL
INSR
SUBR
WVD
POLICY NUMBER POLICY EFF
(MM/DD/YYYY)
POLICY EXP
(MM/DD/Y YYY)
LIMITS
A
COMMERCIAL GENERAL LIABILITY
X 57 SBM AW9FX3 10/10/2024 10/10/2025
EACH OCCURRENCE $1,000,000
CLAIMS-MADE X OCCUR DAMAGE TO RENTED
PREMISES (Ea occurrence)
$1,000,000
X General Liability MED EXP (Any one person) $10,000
PERSONAL & ADV INJURY $1,000,000
GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $2,000,000 X POLICY PROJECT
LOC PRODUCTS - COMP/OP AGG $2,000,000
OTHER:
A
AUTOMOBILE LIABILITY
57 SBM AW9FX3 10/10/2024 10/10/2025
COMBINED SINGLE LIMIT
(Ea accident)
$1,000,000
ANY AUTO BODILY INJURY (Per person)
ALL OWNED
AUTOS
SCHEDULED
AUTOS BODILY INJURY (Per accident)
X
HIRED
AUTOS X
NON-OWNED
AUTOS
PROPERTY DAMAGE
(Per accident)
UMBRELLA LIAB
EXCESS LIAB
OCCUR
CLAIMSMADE
EACH OCCURRENCE
AGGREGATE
DED RETENTION $
WORKERS COMPENSATION
AND EMPLOYERS' LIABILITY
ANY
PROPRIETOR/PARTNER/EXECUTIVE
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(Mandatory in NH)
If yes, describe under
DESCRIPTION OF OPERATIONS below
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PER
STATUTE
OTHER
Y/N E.L. EACH ACCIDENT
E.L. DISEASE -EA EMPLOYEE
E.L. DISEASE - POLICY LIMIT
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) Those usual to the Insured's Operations. The Business Liability Coverage Part includes a Blanket Additional Insured By Contract Endorsement, Form SL 30 32.
CERTIFICATE HOLDER CANCELLATION
City of Bakersfield City Hall
ATTN: Risk Management
1600 TRUXTUN AVE
BAKERSFIELD CA 93301-5141
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED
BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.
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ACORD 25 (2016/03) The ACORD name and logo are registered marks of ACORD Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 Docusign Envelope ID: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 Certificate Of Completion
Envelope Id: 7415CE12-BC88-4F2E-8CAB-F2185B58BB21 Status: Completed Subject: Complete with Docusign: ShanShanShengPublicArt-Central Park.Agr_Final.pdf Source Envelope:
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Status: Original
1/22/2025 2:12:08 PM
Holder: City Clerk's Office
[email protected]
Location: DocuSign
Security Appliance Status: Connected Pool: StateLocal
Storage Appliance Status: Connected Pool: City of Bakersfield Location: DocuSign Signer Events Signature Timestamp
Darin Budak
[email protected]
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Signature Adoption: Pre-selected Style
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Sent: 1/22/2025 2:17:40 PM
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Electronic Record and Signature Disclosure:
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ID: 01d698b6-f5fb-414b-956e-40fe3bf3fa68
Jena Covey
[email protected]
RISK MANAGER
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Sent: 1/22/2025 2:17:41 PM
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ID: 6a8330f7-be31-47e6-a5ea-62f05bdcb7f4
Shan Shan Sheng
[email protected]
artist /DBA East West west Fine Art Studio
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Using IP Address: 69.181.158.43
Sent: 1/22/2025 2:17:40 PM
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ID: 14634087-c327-4b2b-9520-0236ea7555f5
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ADMINISTRATIVE REPORT
MEETING DATE: February 12, 2025 AGENDA CATEGORY: Consent Calendar Public Hearings TO: Honorable Mayor and City Council
FROM: Jennifer M. Byers, Economic and Community Development Director DATE: January 27, 2025
SUBJECT: Tax Equity and Fiscal Responsibility Act Hearing on Behalf of the Housing Authority of the County of Kern (Ward 3).
1. Conduct a public hearing as required by Section 147(f) of the Internal Revenue Code of 1986 to receive comments relating to the plan of finance for the issuance by the Housing Authority of Kern of Multifamily Housing Revenue Bonds in an amount not to exceed $12,000,000 of the Authority’s Revenue Bonds (Bonds) for the purpose of financing rental housing projects.
2. Adopt Resolution approving the plan of finance for the issuance by the Housing Authority of Kern of Multifamily Housing Revenue Bonds in an amount not to exceed $12,000,000 for the construction of a 51-unit affordable housing complex located on APN: 132-010-29 in Bakersfield California and certain other matters relating thereto.
3. Indemnification Agreement between the City of Bakersfield (City) and the Housing Authority of the County of Kern.
RECOMMENDATION:
Staff recommends Council conduct a public hearing, adopt the resolution and approve the Indemnification Agreement.
BACKGROUND:
The City of Bakersfield received a request from the Housing Authority of the County of Kern (Housing Authority) to conduct a public hearing, as required by the Internal Revenue Code, in order to issue, pursuant to a plan of finance, of one or more series of its tax-exempt bonds, notes, or other evidence of indebtedness in an amount not to exceed $12,000,0000 (the “Bonds”) for the benefit of the Borrower pursuant to Chapter 5 of Division 7 of Title 1 of the Government Code of the State (commencing with Section 6500) (the “Act”), the proceeds of which will be used to make a loan to a to-be-formed limited partnership with Golden Empire Affordable Housing, Inc to facilitate the construction, installation and equipping of 51 unit affordable rental housing known as Niles Street Apartments, to be located on APN:
132-010-29, a site on the north side of Niles Street approximately 800 feet east of Valencia Drive within the City of Bakersfield, California (the “Project”).
The Bonds will be tax-exempt private activity bonds for the purposes of the Internal Revenue Code and, as such, require the approval of the elected body of the governmental entity having jurisdiction over the location where the project to be financed is located. The City will not be under any obligation to repay the Bonds.
In order for the Housing Authority to issue the Bonds, the City must conduct a public hearing allowing members of the public to comment on the proposed Project, and approve the Housing Authority’s issuance of the Bonds. Although the Housing Authority (not the City) will be the issuer of the Bonds for the Project, the financing cannot proceed without the City approving the issuance of the Bonds.
The Housing Authority will issue the Bonds for the benefit of the Project. No financial obligations are placed on the City for the costs of the Project or the repayment of the Bonds.
There is no direct or indirect financial impact to the City of Bakersfield as a result of this proposed financing. The Bonds are payable solely out of the revenues derived by the Borrower from the Project.
FISCAL IMPACT:
No Fiscal Impact
COUNCIL GOAL:
Safety and Resilience
ATTACHMENTS:
1. Resolution
2. Indemnification Agreement
Resolution (City and Housing Authority) Niles Street (TEFRA)
RESOLUTION NO. ____________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BAKERSFIELD
APPROVING A PLAN OF FINANCE FOR THE ISSUANCE BY THE HOUSING
AUTHORITY OF THE COUNTY OF KERN OF MULTIFAMILY HOUSING
REVENUE BONDS IN AN AMOUNT NOT TO EXCEED $12 MILLION FOR THE CONSTRUCTION OF A 51-UNIT AFFORDABLE HOUSING COMPLEX
LOCATED ON APN: 132-010-29 IN BAKERSFIELD, CALIFORNIA.
WHEREAS, the Housing Authority of the County of Kern (the “Housing Authority”) is authorized pursuant to the provisions of Chapter 1 of Part 2 of Division 24 of the California Health and Safety Code to issue revenue bonds for the purpose of financing rental housing projects; and
WHEREAS, the Housing Authority proposes to undertake a plan of finance to issue its rental housing revenue bonds in one or more series from time to time in an aggregate principal amount not to exceed $12,000,000 outstanding at any one time (the “Housing Authority Bonds”) for the purpose of financing the development and construction of approximately 51 units of affordable rental housing known as Niles Street Apartments, to be located on APN: 132-010-29, a site on the north side of Niles Street, on an approximately 3.16 acre site between Valencia Drive and Cranesbill Avenue, approximately 800 feet east of Valencia Drive within the City of Bakersfield, California (the “Project”); and WHEREAS, proceeds of the Housing Authority Bonds are expected by the Housing Authority to be used to make a loan to Niles RAD LP, a California limited partnership, the initial owner of the Project, by which Kern Niles LLC, controlled by the Housing Authority, will be the Administrative General Partner, and GEAHI Niles LLC, controlled by Golden Empire Affordable Housing, Inc., will be the Managing General Partner, to finance the Project; and
WHEREAS, the Housing Authority Bonds will be qualified “private activity bonds” for purposes of the Internal Revenue Code of 1986, as amended (the “Code”); and
WHEREAS, pursuant to Section 147(f) of the Code, the proposed plan for the issuance of private activity bonds to finance the Project is required to be approved by the “applicable elected representative” of the governmental unit having jurisdiction over the area in which the facility financed by such bonds is to be located, after a public hearing held following reasonable public notice (collectively, the “TEFRA Actions”); and
Resolution (City and Housing Authority) Niles Street (TEFRA)
WHEREAS, the Project is located in the City of Bakersfield (the “City”) and the members of the City Council (this “City Council”) are the applicable elected representatives of the City; and
WHEREAS, there has been published, at least 7 days prior to the date hereof, in a newspaper of general circulation within the City, a notice that a public hearing regarding the plan for the proposed issuance of the Housing Authority Bonds would be held on the date hereof; and
WHEREAS, such public hearing was conducted on the date hereof by this City Council, at which time an opportunity was provided to interested parties to be heard with respect to the proposed plan for the issuance of the Housing Authority Bonds and financing of the Project; and
WHEREAS, the City shall not have any liability for the repayment of the Housing Authority Bonds or any responsibility for the Project; and WHEREAS, it is intended that this resolution shall constitute the approval of the proposed plan for the issuance of the Housing Authority Bonds required by Section 147(f) of the Code.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Bakersfield as follows:
1. The City Council finds and declares that the foregoing recitals are true and correct and are incorporated herein by reference.
2. Approval of Plan of Finance for the Issuance of Housing Authority Bonds.
This City Council hereby approves the proposed plan of finance for the issuance of the Housing Authority Bonds by the Housing Authority for the purposes of financing the Project. It is the purpose and intent of this City Council that this resolution constitutes approval of the proposed plan for the issuance of the Housing Authority Bonds for the purposes of Section 147(f) of the Code.
3. No City Liability for Authority Bonds. The issuance of the Housing Authority Bonds shall be subject to the approval by the Housing Authority of all financing documents relating thereto to which the Housing Authority is a party. The City shall have no responsibility or liability whatsoever with respect to the Housing Authority Bonds.
4. No City Responsibility for Project. The adoption of this resolution shall not obligate the City or any department thereof to:
Resolution (City and Housing Authority) Niles Street (TEFRA)
i. Provide any financing to construct the Project or any refinancing of the Project, as a result of the TEFRA Actions; ii. Approve any application or request for or take any other action in connection with any planning approval, permit, or other action necessary for the acquisition, construction, or operation of the Project;
iii. Make any contribution or advance any funds whatsoever to the Housing Authority; or
iv. Take any further action with respect to the Housing Authority, its issuance of the Housing Authority Bonds, or its acquisition, construction, or operation of the Project.
5. Effective Date. This resolution shall take effect immediately upon its passage.
I HEREBY CERTIFY that the foregoing Resolution was passed and adopted, by the Council of the City of Bakersfield at a regular meeting thereof held on ______________________________ by the following vote:
AYES: COUNCILMEMBER ARIAS, GONZALES, WEIR, SMITH, KOMAN, BASHIRTASH, KAUR NOES: COUNCILMEMBER _______________________________________________________________ ABSTAIN: COUNCILMEMBER _______________________________________________________________ ABSENT: COUNCILMEMBER ______________________________________________________________ _ ________________________________
JULIE DRIMAKIS, MMC
CITY CLERK and Ex Officio Clerk of
the Council of the City of Bakersfield
APPROVED: _________________
By: __________________________
KAREN GOH
Mayor
[Additional signatures next page]
Resolution (City and Housing Authority) Niles Street (TEFRA)
APPROVED AS TO FORM:
VIRGINIA GENNARO, CITY ATTORNEY
By: _________________________
JOSHUA H. RUDNICK
Deputy City Attorney II
JHR/vlg
S:\COUNCIL\Resos\24-25\HousingAuthority(Niles)-TEFRA.Reso.docx
ADMINISTRATIVE REPORT
MEETING DATE: February 12, 2025 AGENDA CATEGORY: Reports TO: Honorable Mayor and City Council
FROM: Greg Terry, Chief of Police
DATE: February 7, 2025
SUBJECT: A Public Safety Update and presentation will be provided by the Bakersfield Police Department Chief Greg Terry.
Public Safety Update regarding 2024 Traffic Collisions.
RECOMMENDATION:
Staff recommend the Council receive and file the report.
BACKGROUND:
FISCAL IMPACT:
COUNCIL GOAL:
Safety and Resilience
ATTACHMENTS:
ADMINISTRATIVE REPORT
MEETING DATE: February 12, 2025 AGENDA CATEGORY: Reports TO: Honorable Mayor and City Council
FROM: Jennifer M. Byers, Economic & Community Development Director DATE: January 29, 2025
SUBJECT: Update on the Making Downtown Bakersfield Vision Plan (Wards 2 and 3) A status update on the policy and physical implementation strategies in the Making Downtown Bakersfield Vision Plan.
RECOMMENDATION:
Staff recommends receive and file.
BACKGROUND:
In May 2018, the “Making Downtown Bakersfield” vision plan was completed after a series of public workshops, community meetings, and studies including an existing conditions report, market analysis and case studies to explore best practices. Community outreach meetings were held to determine what values should drive the planning process and the vision for Downtown: livability, connectivity and prosperity.
After learning more about the place and potential growth, the community got to work on the development blueprint and visioning what downtown could be in 30 years. Key takeaways included:
Improvements to the public realm, with concept ideas such as:
o Wall Street Pedestrian Paseo
o Multi-Use Trail under the High Speed Rail (HSR) viaduct o Garces Circle Pedestrian Plaza for direct pedestrian access to the HSR station Enhanced transit and improvements to support bike and pedestrian connectivity Consolidated and shared parking opportunities
HSR Station integration and access from all transportation modes A reinvestment framework broke up into three 10-year phased development strategies The purpose of the Vision Plan is to inspire future decisions and offer up best practices that will lay the groundwork for future development in Downtown Bakersfield through the next 10, 20, and 30 years. The first 10 years (2015-2025) focus on strengthening the historic core of Downtown and connecting it to the Mill Creek Entertainment District; The second 10 years (2025-2035) focuses on preparing Downtown to connect to and develop a new node of activity around the future HSR station; and, The third 10 years (2035-2045) focuses on responding to continued growth around the HSR station and spreading its benefits equitably across Downtown and its adjacent neighborhoods.
Staff will provide a presentation on the implementation and identified actions of the Making Downtown Bakersfield vision plan with progress updates on related projects inspired by the vision plan including the Downtown Element as part of the General Plan update, special studies and infrastructure projects.
Additionally, ECD is working with Kimley-Horn to develop a Vision Plan for Old Town Kern (OTK) that will identify strategies for catalyzing growth in the OTK neighborhood. This plan will build off the synergy and growth envisioned in the Making Downtown Bakersfield plan and is set to be completed by April 2025.
For more details the vision plan is attached to this report or can be downloaded online:
www.makingdowntownbakersfield.us
FISCAL IMPACT: None
COUNCIL GOAL:
Community Character & Quality of Life
ATTACHMENTS:
Making Downtown Bakersfield Vision Plan
MAKE
DOWNTOWN
HUM
DOWNTOWN BAKERSFIELD
HIGH-SPEED RAIL
STATION AREA PLAN
MAY 2018
vi vi
FOREWORD
Bakersfield started with a simple purpose in 1863, when founder Thomas Baker offered his “field” as a stopover for travelers trekking across the great State of California. Bakersfield became a transportation hub for entrepreneurs, explorers, and tourists alike, as they passed through the City to reach southern California, the Pacific Coast, the Mojave Desert, the San Francisco bay area and beyond. Bakersfield evolved into a dynamic city with a rich history rooted in agriculture, oil, industry, and connectivity.
Bakersfield’s location in the heart of California has continued to serve the City well. Over the last century, Bakersfield has grown to be the 9th largest city in the State and has become a premier place to lay down roots, raise a family, and establish a “home base” in the center of California. Bakersfield’s future is bright and local business owners, community leaders and residents are invested in continued growth.
In parallel with this local development, California voters also approved legislation to construct a statewide High Speed Rail System (HSR). If done right, HSR has the potential to connect California and provide economic benefits throughout the State. As with any major infrastructure program, the overall HSR system faces challenges and the future of HSR will continue to evolve at the State level.
Nevertheless, the very concept of High Speed Rail offers a unique opportunity for Bakersfield, due to the State’s selection of the community as a future “Station City.” This is important because it puts Bakersfield on the map, together with major cities like San Francisco, Los Angeles, San Jose and more. It also means that the State intends to build a HSR Station in Downtown Bakersfield, creating a stimulus for growth, revitalization, and new energy.
The Bakersfield HSR Station would also enhance Bakersfield’s presence as a major transportation hub and help make the first phase of the HSR System a success by completing a true “valley-to-valley” connection.
To maximize this potential, the City of Bakersfield kicked off the “Making Downtown Bakersfield” planning effort in 2015. In order to ensure this effort would have independent utility and provide real value to Bakersfield, the primary goal was to engage the community and develop an understanding of who Bakersfield is today, how Bakersfield wants to evolve, and where Bakersfield would like to be in the future.
Over the last two years, the City hosted public workshops and community meetings and developed the “Making Downtown Bakersfield” Vision Plan. This process revealed that Bakersfield residents want to see a Downtown that is vibrant, walkable, connected, safe, and desirable. The research also demonstrated that thoughtful place-making, accessibility, and sustainable planning practices can lead to tangible economic development, all while making Bakersfield “HSR ready.”
The purpose of this Vision Plan is to illustrate the Community’s vision for revitalization of Downtown Bakersfield and provide a blueprint for future decisions. Most importantly, this Vision Plan is intended to spark interest, inspire deeper conversations, and to show the City’s support for progress and investment in Downtown Bakersfield.
Together, we can make the Vision a reality!
Jacqui Kitchen, Community Development Director
City of Bakersfield – Community Development Department
vii vii
ix ix
DOWNTOWN BAKERSFIELD
HIGH-SPEED RAIL
STATION AREA PLAN
Chapter 1: The Place (Page 2)
1.1 The City of Bakersfield
1.2 High-Speed Rail
1.3 A Vision for the Future
1.4 Existing Conditions & Downtown
Infrastructure
-Sewer
-Stormwater
-Gas and Electricity
-Water
-Telecommunications
-Public Transportation
-Next Steps
1.5 Market Analysis
-Office Market Summary
-Multi-Family Residential Market
Summary
-Retail Market Summary
-Hotel Market Summary
1.6 Downtown Primed for Reinvestment
1.7 Case Studies
-HSR Case Studies
-Key Lessons for Bakersfield
-Unique Impacts of HSR
-Downtown Revitalization Case
Studies
Chapter 2: The Process (Page 24)
2.1 Community Outreach
2.2 Community Values
-Livability
-Connectivity
-Prosperity
2.3 Vision Statement
Chapter 3: The Vision (Page 30)
3.1 Development Blueprint
3.2 Creating the Ideal Public Realm - A
Green Loop around Downtown
3.3 Three Big Ideas
-Wall Street Pedestrian Paseo
-Golden State Connector (multi-
Use Trail)
-Garces Circle Pedestrian Plaza
3.4 Core Reinvestments
-Mass Transit Context
-Mass Transit Vision
-Mass Transit Implementation
Actions
-Bike Vision
-Bike Implementation Action
-Parking Context
-Parking Vision
-Parking Implementation Actions
3.5 HSR Integration
-Location of HSR Station
Footprint - Eastward vs.
Westward
-Option A - Eastward, Proximate
to Chester Avenue
-Option B - Westward, Proximate
to F Street
-Recommendation
Chapter 4:Phased Development Strategy (Page 66)
4.1 Reinvestment Framework
4.2 Implementation Strategy
4.3 Phase 1: Strengthen (Now-2025)
-Implementation Actions
4.4 Phase 2: prepare (2025-2035)
-Implementation Actions
4.5 Phase 3: Respond (2035-2045)
-Implementation Actions
4.6 Economic Development Plan (Now2025)
4.7 Economic Development Analysis
Appendix (Separate Document)
x x
Photo by David Seibold
1 1
THE PLACE
2 2
CHAPTER 1
THE PLACE
1.1 The City of Bakersfield
With a population of over 380,000, Bakersfield is the 9th largest City in California, and is one of the fastest growing cities in the United States. With a median home price of $235,000, Bakersfield is also the most affordable market in the State and the 38th most affordable in the Country .
The City of Bakersfield is also ideally located in the heart of California, placed in the booming Central Valley, which expects a population increase of nearly 3 million people by 2040. This geographical location means that Bakersfield residents are a mere 2 hours from the Pacific Ocean, the Sierra Nevada mountains, and many larger cities like Los Angeles. In fact, Bakersfield is within a four-hour drive of 90% of California’s population and 300 miles of 14% of the U.S. population. Bakersfield is already the ideal home base in an ever-connected world.
1.2 High-Speed Rail
The California High-Speed Rail Authority (Authority) is a State Agency charged with the planning, designing, building and eventual operation of the first high-speed rail (HSR) system in the nation. By 2029, HSR will run from San Francisco to the Los Angeles basin in under three hours at speeds over 200 miles per hour; and will eventually extend to Sacramento and San Diego, totaling 800 miles with up to 24 stations (Figure 1).
Bakersfield is located at the center of this state-wide system, and has been selected as one of the 24 Station Cities. This provides Bakersfield a serious competitive advantage as HSR connects the Central Valley to Silicon Valley and the San Francisco Bay region, solidifying Bakersfield’s centrality within the 800-mile system. At full build-out, HSR will transport an estimated 40.7 million people annually and connect all of the State’s major metropolitan areas, which represent the majority of the State’s $2.63 trillion of annual economic activity.
Completion of the California High-Speed Rail system will maximize on Bakersfield’s geographic location and position it to be the new center of California. This massive public investment puts Bakersfield in the middle of the sixth largest economy in the world; and presents a landmark opportunity to leverage Bakersfield’s many assets for an unprecedented amount of growth and economic development.
Construction of the Station will give Downtown Bakersfield an opportunity to redefine itself and build on past revitalization efforts. Bakersfield is already a prime location for conventions, corporate headquarters, entertainment, housing and more. The addition of HSR will further revitalize the urban core, expand economic opportunity and enhance the quality of life for the entire region. This opportunity requires careful Figure 1 (page 3):
Bakersfield as the Center of the
High Speed Rail System
3 3
Sacramento
San Francisco
Millbrae SFO
San Jose Diridon
Mi
25 50 100 150 200
Gilroy
Merced
Madera
Fresno
Kings Tulare
Palmdale
Burbank
Norwalk/Santa Fe Springs
Fullerton
Anaheim
San Diego
1 Los Angeles
Bakersfield
SF- Bk ~1h55min
Sc-Bk ~1h45min
Bk-LA ~1h
Bk-SD ~1h50min
Center of the System
Phase 1a (2025)
Phase 1b (2029)
Phase 2
Major Metropolitan Areas
4 4
Figure 2 (page 5):
Project Area
planning coordination and collaboration to optimize and implement sustainable and resilient growth in the historic core and beyond.
1.3 A Vision for the Future
In order to prepare for the future of Bakersfield with HSR, the community engaged in the process of “Making Downtown Bakersfield.” This effort is the result of contributions from the City of Bakersfield, HSR Authority, local stakeholders, many partner agencies, private developers, and the community at large. The purpose of the Vision Plan is to inspire future decisions and offer up best practices that will lay the groundwork for future development in Downtown Bakersfield through the next 10, 20, and 30 years and facilitate a path to achieve several key goals:
• Increase population and economic density in the urban core; • Support residential and commercial activity;
• Develop under-utilized or vacant properties;
• Connect existing activity and cultural centers;
• Create an efficient, reliable, and effective multi-modal transportation system; • Enhance sustainability, livability and a sense of place; and, • Secure funding for identified implementation actions.
When this Vision Process was initiated in 2015, the HSR Authority was considering two track alignments through the City of Bakersfield, one with a station location on Truxtun Avenue (Hybrid Alignment) and one with a station location at F Street (Locally Generated Alternative Alignment). Therefore, two potential HSR station locations were analyzed within the study area.
In May 2016, the HSR Authority Board of Directors identified the Locally Generated Alternative (LGA) as the “Preliminary Preferred Alternative.” Therefore, further development of the Vision focused on the F street location as the City’s preferred location for the HSR station, while accounting for the Truxtun location as the site of the existing Amtrak station with the possibility of future commuter rail service.
The Making Downtown Bakersfield Vision Plan envisions a connected historic core that links its many assets to one another, and eventually, to the HSR Station.
1.4 Existing Conditions & Downtown Infrastructure
To begin this process, an Existing Conditions Report was completed with an analysis of infrastructure, the real estate market, and case studies of peer HSR and Downtown communities. The Existing Conditions Report is based on the best available data collected from the City and other agencies. The report includes a synthesis of the information that formed a foundation for future development scenarios for Downtown, 5 5
Memorial
Hospital
CALIFORNIA AVE
TRUXTUN AVE
(PED)
(BIKE)
(TRANSIT)
Q ST
L STM STP ST
CHESTER
AVE
BERNARD ST
E 21ST ST
H ST
CHESTER AVE (TRANSIT)K ST (BICYCLE)L ST (AUTO)M ST (AUTO)
F ST F ST
99 FWY
178 W FWY
Q ST
A STD ST
GOLDEN STATE AVE
OAK ST
23RD ST
24TH ST
UNION AVE UNION AVE
WALL ST
18TH ST
17TH ST
21ST ST
Mercy
Hospital
San Joaquin
Hospital
Kern County
Museum
Kern River
Upland Park
Riverview
Park
Central
Park
Jastro
Park
Franklin
Elementary
School
Bakers eld
High School
Kelly F Blanton
Education Center
Garces Memorial
High School
Beach
Park
Yokutus
Park
Valley Oaks
Charter School
0.25 0.50 1
mile
Project Area
Multi-modal HSR Station at F Street
GET Transit Center
Multi-modal Amtrak (Future Commuter
Rail) Station at Truxtun
6 6
Figure 3 (page 7):
Physical Assets map matrix (full size
version of the maps can be found
in the Existing Conditions Report
located in Appendix VII):
1. Project Area
2. Building Footprints
3. Downtown Neighborhoods
4. Downtown Districts
5. Circulation
6. Transit Routes
7. Alleys
8. Open Space
9. Tree Canopy
10. Figure Ground
11. Community Facilities
12. Significant Buildings
13. Underutilized Parcels
14. Land Use
15. Zoning
16. Utilities
including various urban design, transportation, and economic development strategies.
The complete Existing Conditions Report can be found in the Appendix section of this Vision Plan document.
The process began with an Urban Design Analysis, which analyzed physical assets within the project area (Figure 2), including:
• Statewide Context - San Joaquin Valley;
• Regional Context- Kern County;
• Project Area - Study Area Definition (Aerial);
• Project Area - Study Area (Building Footprint);
• Downtown Neighborhoods;
• Circulation;
• Transit Routes;
• Alleys;
• Open Space;
• Tree Canopy;
• Figure Ground;
• Community Facilities;
• Underutilized Parcels;
• Significant Buildings;
• Land Use;
• Zoning; and,
• Utilities.
The analysis of the study area’s existing infrastructure is based on the most recent and best available data from a multitude of sources, including the City of Bakersfield, Pacific Gas & Electric, Cal Water, and AT&T and Spectrum.
The purpose of the analysis is to create an inventory of the existing municipal infrastructure which is the first step to understanding the future development capacity of Downtown Bakersfield. As the Vision Plan projects significant growth in the project area (see section 1.5: Market Analysis) the intensity and location of future development will inform where additional capacity may be needed.
The analysis documents the location and type of infrastructure within the project area and provides the foundation for future analysis of each infrastructure’s capacity, and the future creation of an Infrastructure Master Plan. Such a plan will require significant field testing, coordination of public and private utilities and public input, would outline key upgrades and other investments that will facilitate the short-, mid- and long-term implementation of the Vision Plan. As such, an Infrastructure Master Plan is listed as one of the top implementation priorities of this planning document.
The following pages provide a synopsis of each utility in Downtown Bakersfield:
7 7
MAP
n
d
cial
ath
CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
BERNARD ST
UNION AVE
E 21ST ST
H ST
34TH ST
F ST
CHESTER AVE
K ST L ST
M ST
18TH ST
GOLDEN STATE AVE
UNION
AVE 178 W FWY
14 CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
E 21ST ST
BERNARD ST
UNION AVE
H ST
34TH ST
F ST
18TH ST
CHESTER AVE
K ST L ST
M ST
GOLDEN STATE AVE
178 W FWY
18 CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
BERNARD ST
UNION AVE
E 21ST ST
H ST
34TH ST
F ST
18TH ST
CHESTER AVE
K ST L ST
M ST
GOLDEN STATE AVE
UNION
AVE 178 W FWY
22 MAP
y
CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
BERNARD ST
UNION AVE
E 21ST ST
H ST
34TH ST
F ST
18TH ST
CHESTER AVE
K ST L ST
M ST
GOLDEN STATE AVE
UNION
AVE 178 W FWY
26 Downtown Bakersfield
The study area, approximately 2.3 square miles (1472
acres), is generally bound by California Avenue to
the south, Union Avenue to the east, 38th Street to
the north and F Street to the west. The study area
only serves to frame issues and opportunities, and
is not meant to constrain this planning process. The
wind rose below shows the prevailing wind intensity
and direction in Downtown.
PROJECT AREA
STUDY AREA (FOOTPRINTS)
CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
F ST
BERNARD ST
UNION AVE
E 21ST ST
H ST
34TH ST
18TH ST
CHESTER AVE
K ST L ST
M ST
99 FWY
GOLDEN STATE AVE
UNION
AVE 178 W FWY Wind Rose
Resultant Vector
318 deg - 38%
NORTH
SOUTH
WEST EAST
3.4%
6.8%
10.2%
13.6%
17%
WIND SPEED
(Knots)
>= 22
17 - 21
11 - 17
7 - 11
4 - 7
1 - 4
Calms: 2.49%
15 Open Space
Study Area
1/2 Mile Walk Radius
HSR Station Locations
Kern County Canals
Railroads
Modal Integration
Downtown is the heart of the region’s transit
network. The buses operate on a hybrid fixed route
system, where routes primarily come into and
out of Downtown via the Golden Empire Transit
Center. The bus system, however, is not integrated
with the future F Street High-Speed Rail station
location or the existing bicycle pathways that
could support modal transfers and first/last mile
connections, respectively. The proposed Truxtun
HSR station location does connect with the
existing bus, bike and pedestrian system. Both
potential sites will need to be better integrated
regardless, as HSR will augment the modal
hierarchy in Downtown.
TRANSIT ROUTES
82 84
81 81
61 61
44 44
43 43
22 22
42 42
21 21
45 45
CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
BERNARD ST
UNION AVE
E 21ST ST
H ST
34TH ST
F ST
18TH ST
CHESTER AVE
K ST L ST
M ST
99 FWY
GOLDEN STATE AVE
UNION
AVE
178 W FWY
19 Transit Facilities
01 Bus Lines
Study Area
1/2 Mile Walk Radius
HSR Station Locations
Kern County Canals
Railroads
Open Space
Transit Center
Building Intensity
The intensity of buildings illustrated by the figure
ground show a concentration of what could be
described as Downtown Bakersfield’s “historic
core” at Chester Avenue and 18th and 19th Streets.
The intensity of buildings also shows the impacts
both the railroad and highway systems have had on
the historical development of Downtown. Where
railroads brought about swaths of industrial uses
across downtown, highways show a deterioration in
the compactness of the urban fabric as it attracts
less intensive automobile-oriented uses.
FIGURE GROUND
CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
BERNARD ST
UNION AVE E 21ST ST
H ST
34TH ST
F ST
18TH ST
CHESTER AVE
K ST L ST
M ST
99 FWY
GOLDEN STATE AVE
UNION
AVE 178 W FWY
23 Study Area
1/2 Mile Walk Radius
HSR Station Locations
Railroads
LAND USE
CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
BERNARD ST
UNION AVE
E 21ST ST
H ST
34TH ST
F ST
18TH ST
CHESTER AVE
K ST L ST
M ST
99 FWY
GOLDEN STATE AVE
UNION
AVE 178 W FWY
27 GC - General Commercial
HC - Highway Commercial
HI - Heavy Industrial
HMR - High Medium Density Residential
HR - High Density Residential
LI - Light Industrial
LMR - Low Medium Density Residential
LMR/LR - County Jurisdiction
LR - Low Density Residential
MC - Major Commercial
MUC - Mixed Use
OC - Office Commercial
OS - Open Space
OS-P - Parks and Recreation Facilities
P - Public Facilities
PS - Public and Private Schools
PT - Public Transportation Corridor
SI - Service industrial
Study Area
1/2 Mile Walk Radius
HSR Station Locations
Kern County Canals
Railroads
MAP
More than the CBD
Connecting adjacent neighborhoods to Downtown
will increase pedestrian and economic activity
by simultaneously reinforcing Downtown as the
Central Business District of the entire region and
making Downtown the locally serving commercial
node for these immediate, inner-ring communities.
These new connections will create new pathways
and gateways to Downtown, strengthening the
identity of the whole.
DOWNTOWN
NEIGHBORHOODS
CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
BERNARD ST
UNION AVE
E 21ST ST
H ST
34TH ST
F ST
18TH ST
CHESTER AVE
K ST L ST
M ST
99 FWY
GOLDEN STATE AVE
UNION
AVE
178 W FWY
Downtown Riviera Westchester
Homaker Park
Oildale
La Cresta
Altavista College
Heights
East
Bakerseld
Oleander
Sunset
Park
Stockdale
Lakeview
16 Study Area
1/2 Mile Walk Radius
HSR Station Locations
Railroads
Alternative Pathways
Downtown has a robust network of alleyways,
a remnant of the City’s historical development
patterns. These alleys primarily support city
services, but several have been converted to be
active alleys with shops and restaurants. Others
have been removed and closed to support the
circulation of large developments. Maintaining
the integrity of the alleyway network in order
to support future pathways across and through
Downtown would provide increased mobility, and
offer a cool, comfortable, and potentially more
interesting alternative to the street, leveraging
the shade from adjacent buildings during the hot
summer months.
ALLEYS
CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
BERNARD ST
UNION AVE
E 21ST ST
H ST
34TH ST
F ST
18TH ST
F ST
18TH ST
CHESTER AVE
K ST L ST
M ST
99 FWY
GOLDEN STATE AVE
UNION
AVE 178 W FWY
20 Alleys
Study Area
1/2 Mile Walk Radius
HSR Station Locations
Kern County Canals
Railroads
Open Space
1. Bakersfield City Hall
2. Bakersfield City Hall North
3. Bakersfield Community Development Department
4. Bakersfield Police Department
5. Bakersfield Fire Department
6. Beale Memorial Library
7. Rabobank Arena and Convention Center
8. San Joaquin Community Hospital Ice Center of
Bakersfield
9. McMurtrey Aquatic Center
10. Golden Empire Transit Center
11. Golden Empire Transit Headquarters
12. Buena Vista Museum of Natural History
13. Bakersfield Museum of Art
14. Kern County Superior Court
15. Kern County Assessor
16. Kern County Community Schools
17. Kern County Community College District
18. Kern County Child Support Services
19. Kern County Public Service Building
20. Kern County Museum
21. Bakersfield High School
22. Franklin Elementary School
23. Downtown Elementary
24. Stella Hills Elementary
25. Valley Oaks Charter School
26. Mercy Hospital
27. San Joaquin Community Hospital
28. Memorial Hospital
29. Department of Motor Vehicles
30. Bakersfield Amtrak
31. New Federal Courthouse
COMMUNITY FACILITIES
CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
BERNARD ST
UNION AVE
E 21ST ST
H ST
34TH ST
F ST
18TH ST
CHESTER AVE
K ST L ST
M ST
99 FWY
GOLDEN STATE AVE
UNION
AVE 178 W FWY
24 Community Facilities
Study Area
1/2 Mile Walk Radius
HSR Station Locations
Kern County Canals
Railroads
Open Space
Flexibility
Commercial is the predominant zone in the study
area and Downtown. This zone has no height limit,
an FAR of 2:1, and great flexibility of use types and
mixtures.
ZONING
CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
BERNARD ST
UNION AVE
E 21ST ST
H ST
34TH ST
F ST
18TH ST
CHESTER AVE
K ST L ST
M ST
99 FWY
GOLDEN STATE AVE
UNION
AVE 178 W FWY
28 P - Parking
OS - Open Space
HOSP - Hospital
M - Manufacturing
FP - Floodplain
C - Commercial
A - Agriculture
R - Residential
Study Area
1/2 Mile Walk Radius
HSR Station Locations
Kern County Canals
Railroads
Identity
These Districts, identified by the Downtown
Business Association plus all three Downtown
hospitals, illustrate the nascent identity of a
revitalized Downtown. Their concentration around
Chester Avenue and 18th Street denotes a “core”
and demonstrates the many definitions of what
constitutes “Downtown”. Growing, augmenting
and creating new Districts will further cultivate
the diversity of Downtown’s identity with its many
services, amenities and destinations.
DOWNTOWN DISTRICTS
Midtown
District OceDistrict
Government District
Arts
District
Mill Creek
District
Mill Creek Entertainment District
Kern River
District
CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
BERNARD ST
UNION AVE
E 21ST ST
H ST
34TH ST
F ST
18TH ST
Memorial
Hospital
San Joaquin Hospital
Mercy
Hospital
CHESTER AVE
K ST L ST
M ST
99 FWY
GOLDEN STATE AVE
UNION
AVE 178 W FWY
17 Study Area
1/2 Mile Walk Radius
HSR Station Locations
Kern County Canals
Railroads
Open Space
Livability
Downtown Bakersfield and its adjacent
neighborhoods have inconsistent tree canopy
coverage. Where the Westchester neighborhood
and historic Downtown (Chester and 19th Street
area) have good tree canopy coverage, most other
parts of the Study Area are spotty at best. A lack
of street trees creates an urban environment
that is hotter in the summer, colder in the winter,
and windier throughout the year. Street trees
are one of the easiest and cheapest sustainability
implementation actions as they improve air quality,
reduce the urban heat island effect, and mitigate
stormwater runoff.
TREE CANOPY
CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
BERNARD ST
UNION AVE
E 21ST ST
H ST
34TH ST
F ST
18TH ST
CHESTER AVE
K ST L ST
M ST
99 FWY
GOLDEN STATE AVE
UNION
AVE 178 W FWY
22 Tree Canopy
Study Area
1/2 Mile Walk Radius
HSR Station Locations
Kern County Canals
Railroads
Open Space
1. Jastro House (1875) – 1811 20th Street
2. Kern County Land Company (1893) – 1712 19th Street
3. Nile Theatre (1906/1938) – 1721 19th Street
4. Kern County Hall of Records (1908/1940) –
1655 Chester Avenue
5. Tegler Hotel (1914) – 1908 H Street
6. Hayden Building (1915) – 1622 19th Street
7. Standard Oil Building (1917/1921) – 1800 19th Street
8. Masonic Temple (1924) – 1920 18th Street
9. US Post Office (1925) – 1730 18th Street
10. Bakersfield Californian (1926/1936) – 1707 Eye Street
11. Padre Hotel (1928) – 1702 18th Street
12. New China Café (1928) – 801 18th Street
13. Haberfelde Building (1929) – 1706 Chester Avenue
14. Fox Theatre (1930) – 2001 H Street
15. Old Bank of America Building (1930) –
1931 Chester Avenue
16. First Baptist Church (1931) – 1200 Truxtun Avenue
17. Kress Building (1931) – 1401 19th Street
18. Sill Building (1939) – 1508 18th Street
19. Woolworth Building (1939) – 1400 19th Street
20. Davis House (1939) – 2914 West 21st Street
21. Bakersfield Fire Department (1939) – 2120 H Street
22. Kern County Superior Court (1959) 1415 Truxtun Ave.
23. Bank of American Financial Center (1973) –
1440 Truxtun Avenue
24. New Federal Courthouse (2012) - 510 19th Street
SIGNIFICANT BUILDINGS
CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
BERNARD ST
UNION AVE E 21ST ST
H ST
34TH ST
F ST
18TH ST
CHESTER AVE
K ST L ST
M ST
99 FWY
GOLDEN STATE AVE
UNION
AVE 178 W FWY
25 Significant Buildings
Study Area
1/2 Mile Walk Radius
HSR Station Locations
Railroads
Infrastructure Investment
Infrastructure easements primarily follow existing
road and alley right-of-ways in Downtown and
its surrounding neighborhoods. At both potential
station locations there is a gap in coverage as
adjacent uses were historically large industrial
parcels along the railroads. The infrastructure at
these sites will need to be addressed as more finegrained transit-oriented development is anticipated for the immediate station areas.
UTILITIES
CALIFORNIA AVE
TRUXTUN AVE
P ST
Q ST
M ST
CHESTER
AVE
21ST ST
23RD ST
24TH ST
BERNARD ST
UNION AVE
E 21ST ST
H ST
34TH ST
F ST
18TH ST
CHESTER AVE
K ST L ST
M ST
99 FWY
GOLDEN STATE AVE
UNION
AVE 178 W FWY
29 Stormwater Pipes
Sewer Pipes
Cleanouts
Electrical Lines
Electrical Pipelines
Manholes
Street Lights
Liftstations
Study Area
1/2 Mile Walk Radius
HSR Station Locations
Kern County Canals
Railroads
1 5
9 13
2 6
10 14
3 7
11 15
4 8
12 16
8 8
Sewer
The City of Bakersfield is responsible for the maintenance and operation of the City’s sewage and wastewater treatment system (see Figure 4). As a part of this planning process, the City has begun to analyze the sewer’s current capacity and performance.
The City is currently conducting flow tests for Downtown trunk lines. A final report of the performance of these trunk lines is ongoing and is planned to be completed in the near future. Bakersfield’s Sewage Treatment Plant #2 serves the Downtown Area, as well as a large portion of eastern Bakersfield, and it is currently at half capacity with an average 13.7 million of gallons per day (mgd) processed; Plant #2 has a maximum capacity of 25 mgd. At peak times, Plant #2 processes 20mgd.
Of particular note, the change of use and intensity of development in Downtown will have an impact on sewer capacity. The Vision Plan proposes significant residential development, and this use has a higher burden on the sewer and wastewater system than the current and historic land use patterns Downtown.
Stormwater
The City of Bakersfield maintains the City’s storm water system (see Figure 5), which is separate from the sewer system and predominantly drains into detention basins, canals and the Kern River.
As most of Downtown Bakersfield is already built-out, additional development should have minimal impact on impermeable surfaces and therefore storm water system.
Future developments will require a minimum 18-inch pipe into the existing main lines.
Low Impact Development design guidelines and other “green” building techniques that require the retention and infiltration of storm water on-site can further limit infrastructure upgrades to the storm water system. Green streetscape enhancements, coupled with tree plantings would also serve to increase the permeable surfaces, thereby reducing storm water runoff and increasing infiltration, further alleviating the pressure on Downtown’s storm water system.
Gas and Electricity
Pacific Gas and Electric is responsible for both the natural gas and electricity systems in Downtown Bakersfield. The major transmission lines run along the Kern River and its canals, connecting to substations before being transmitted by overhead and underground lines to individual properties. Most of these lines run along major corridors and in the historic core, through the alleyways (see Figure 6 and 7).
Regarding electricity, the California Utilities Commission’s Rule 26 provides $800,000 per year in perpetuity for the under-grounding or burying of overhead electricity lines in the City of Bakersfield. This money could be prioritized along key corridors in Downtown to support various beautification and place-making interventions. 9 9
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Figure 4:
Sewer
Figure 5:
Stormwater
Figure 6:
Electric Infrastructure - Power Lines
10 10
A major natural gas pipeline runs diagonally through Downtown adjacent to both the future HSR station site and the Amtrak station. It has been noted that any construction of the future HSR station will require the realignment of this pipeline.
Pacific Gas and Electric has reviewed the projected development in the project area, as well as the proposed location, intensity and diversity of uses as envisioned in this document (see Chapter 3: The Vision).They believe there is adequate capacity for both gas and electric systems, and that the purposed development could be accommodated with minimal investment. PG&E also stated this would need to be certified by additional and more in depth studies and field testing.
Water
Cal Water is responsible for the potable water system in Downtown. This infrastructure includes multiple main lines that run down the center of the public right-of-way, wells, pump stations, manholes, hydrants and several sampling stations (see Figure 8).
CalWater has stated additional comprehensive studies would be required to determine capacity.
Telecommunications
Both AT&T and Spectrum provide telecommunications infrastructure in Downtown Bakersfield (see Figure 9). The City owns an existing broadband network in Downtown, the Interconnect, which runs from Chester Avenue to Columbus Street to Beale Avenue to Truxtun Avenue. Originally built to unite the majority of traffic signals in Downtown, the Interconnect currently only uses 2 of its 4 ducts which could be leveraged for additional uses and/or public benefit in the future. AT&T and Spectrum has stated they can and will service for all future development.
Public Transportation
Downtown Bakersfield is serviced by the Golden Empire Transit (23,000 daily and
7.3 million annual riders), Kern County Regional Transit (513,000 annual riders), and Amtrak (over 1 million annual passengers on the San Joaquin line).
Next Steps
The City of Bakersfield maintains a monthly Utility Meeting, organized by the Department of Public Works, as a working group to coordinate infrastructure across the City. The Committee includes all the utilities mentioned above as well as the County of Kern. This Committee should guide the development of a future Infrastructure Master Plan process, including the investigation of potential means by which to pay for future infrastructure upgrades and expansions.
11 11
Figure 7:
Electric Infrastructure - Street Lights
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Figure 8:
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Figure 9:
Telecommunications
12 12
1.5 Market Analysis
A Market Analysis of the region and Downtown sub-market was developed as a part of the Existing Conditions Report (see Appendix III: Market Analysis). This study characterizes Bakersfield’s socio-economic & employment profile and real estate.
Office Market Summary
• Of the 13.3 million square feet (SF) of office in the City of Bakersfield, approximately 30% is located in the study area;
• The Bakersfield office market has higher rents and lower vacancy rates when compared to San Joaquin Valley as a whole;
• The study area, or Greater Downtown, is a large employment hub for Bakersfield, with primarily government and medical workers;
• There has been limited office construction in Downtown Bakersfield since 2000 and, with contractions in public administration employment, little of this new office space has been built within the study area;
• The Bakersfield office market continues to see growth (with more anticipated when HSR is in operation), but the Downtown market has not captured its fair share of that growth in the last two decades; and,
• Citywide development policies, Downtown placemaking initiatives, and HSR could help to attract more development, including additional private office development.
Multi-Family Residential Market Summary
• Over the past two decades, there has been a significant amount of single-family construction in greater Bakersfield, nearly all of which has been in the form of master-planned communities;
• Multi-family apartment development has also gained traction in the City, with 925 such units delivered citywide since 2000;
• New amenities, such as open space and a grocery store, could increase demand for market-rate housing Downtown; and,
• HSR may create an opportunity for further development, as people may choose to locate in Downtown Bakersfield and commute to other cities.
Retail Market Summary
• With dropping vacancies and rising rents, both Bakersfield’s and the study area’s retail markets have improved in the years since the 2008 recession; • 9% of the City’s retail is located within the study area. The study area’s retail corridors are dispersed through Downtown, making for a fragmented Downtown retail experience.
Figure 10 (page 13):
Market Analysis opportunity per
projection scenario. In the first
10-years of projected growth, which
includes the most limited growth
pre-HSR, the focus should be on
revitalizing the core. The second
10-years of projected growth, when
HSR begins initial operation, the
development focus should be on
connecting the revitalized core
to the HSR Station. In the final
10-years of projected growth, this
multi-nodal core should seek to
spread prosperity out along critical
transportation corridors to both
expand opportunity, and protect
existing Downtown neighborhoods
13 13
TRANSIT CENTER
TRANSIT CENTER
TRANSIT CENTER
CHESTER AVENUE
CHESTER AVENUE
CHESTER AVENUE
GARCES CIRCLE
GARCES CIRCLE
GARCES CIRCLE
AMTRAK
AMTRAK
AMTRAK
Prioritize the Core
(No HSR)
Connect the Core to HSR
(HSR without revitalization)
Expand the Core
(HSR with revitalization)
14 14
• While Bakersfield’s retail per capita matches that of peer and aspirational cities, its retail offerings are far more dispersed throughout the City than those of cities such as Pasadena, which has nearly half of its retail square footage in its downtown; • Given the current mix of retail and quality of the retail environment, Downtown Bakersfield is currently challenged to compete with the auto-oriented shopping centers and big box retailers located throughout the region; and, • To compete with suburban shopping centers and attract visitors, Downtown will have to stimulate growth in a specialized high-quality mix of retail.
Hotel Market Summary
• Bakersfield’s hotel market has grown significantly since 2000; approximately 60% of all rooms were built in the past 16 years. This growth is in part due to job growth in Bakersfield and the opening of the Rabobank Arena, the area’s largest events venue, in 1998;
• The majority of hotels are economy or midscale class and Bakersfield’s primary hotel users are weekday business travelers;
• Occupancy rates for Downtown upper midscale and upper class hotels are nearly 80%, suggesting demand for more hotels rooms;
• The success of the Padre Hotel demonstrates the latent demand for differentiated products Downtown;
• However, modest room rates raise questions of the feasibility of new hotel construction on more expensive Downtown land; and,
• As Downtown continues to see revitalization, travelers will continue to want to stay near other Downtown amenities, including restaurants and bars. Access to HSR could support further hotel development, as more businesses locate Downtown.
Table 1 on the following page, summarizes projected development within the study area. These projections are broken down categorically by office, residential, retail and hotel and are the foundation for the Phased Development Strategy (see Chapter 4: Phased Development Strategy). The Table provides a range of projections based on three different scenarios in order to better understand the impact of HSR and a coordinated revitalization strategy (See Section 4.6: Economic Development Strategy):
• Baseline (No HSR Integration): Downtown without HSR;
• Mid (HSR Integration without Downtown revitalization): The existence of the HSR system without any coordinated revitalization efforts; and, • High HSR + Downtown revitalization (Full HSR Integration): The existence of HSR and a coordinated Downtown revitalization effort.
15 15
30 years (2045)
Office (square feet) 505,000 1,130,000 2,005,000
Residential (units) 2,160 5,140 8,570
Retail (square feet) 356,015 625,837 905,988
Hotel (rooms) 608 1,413 2,413
20 years (2035)
Office (square feet) 300,000 585,000 1,085,000
Residential (units) 1,270 2,660 4,440
Retail (square feet) 222,461 346,108 493,509
Hotel (rooms) 359 732 1,272
10 years (2025)
Office (square feet) 135,000 155,000 365,000
Residential (units) 540 660 1,100
Retail (square feet) 100,379 109,993 150,223
Hotel (rooms) 156 186 360
Scenario
High HSR + Downtown
revitalization (Full
HSR Integration)
Baseline (No HSR Integration) Mid (HSR Integration without Downtown revitalization)
Table 1:
Market Analysis Projections
Summary by typology
Figure 11 (opposite page):
Diagrams showing (from top to
bottom) Demographic Growth,
Regional Transit, Walkable Grid
and Developable Land. Amidst
rapid regional growth, Downtown
is prime for development as the
regional transit center with ample
underutilized and vacant land within
a walkable street grid pattern
1.6 Downtown Primed for Reinvestment
The Existing Conditions Report illustrates how Downtown Bakersfield is primed for future growth and investment. Making Downtown Bakersfield is the culmination of a variety of efforts, programs, and developments. The Vision Plan highlights the foundation that has already been created by the City and local stakeholders and provides a path forward for others to join in the rebirth of Bakersfield’s historic core (see Figures 14).
Downtown Bakersfield has an existing transportation network that will be enhanced by HSR. The Downtown area is already serviced by the Golden Empire Transit (23,000 daily and 7.3 million annual riders), Kern County Regional Transit (513,000 annual riders), and Amtrak (1.56 million annual passengers on the Capitol Corridor line). Tying these systems together in Downtown and integrating their facilities with the historic street grid can focus growth to rehabilitate existing buildings and redevelop underutilized parcels across the project area.
This Vision is meant to inspire continued reinvestment Downtown by illustrating and bringing together its many assets; physical, historical, institutional and cultural. 16 16
1.7 Case Studies
The arrival of HSR service is expected to bring significant opportunities to Bakersfield and its economy and will accelerate the revitalization already underway in Downtown Bakersfield. These opportunities are expected to spur transformative changes to the City as a whole, and specifically within the Downtown Station Area. To better understand the specific impacts of HSR on cities with similar characteristics as Bakersfield, a Case Study Report was prepared. The Report also reviews the public policy interventions and actions these cities took to leverage the significant investment of HSR.
The report reviewed international Cities for a High Speed Rail context, as no true HSR system exists in United States, North America or the Western Hemisphere, and included three national case studies for a US context. The lessons learned from these case studies can help inform the City on the potential impacts HSR may have on Downtown and the ways the City can utilize the station area planning effort and HSR to achieve its long-term community goals. The US case studies also inform potential actions the City can take regardless of HSR to leverage its Downtown assets for continued revitalization. The full report can be found Appendix IV: Case Studies.
HSR Case Studies
A review of existing research on the spatial effects of HSR systems was done to better understand opportunities for Bakersfield. The high number of other variables involved in urban development – from the status of the national economy to differences among cities involved – make definitive predictions on the effects of a new HSR system difficult to ascertain. No two regions are identical, and as such general predictions do not always prove true, as many factors determine outcomes. Additionally, the governance and fiscal structures are different in other countries, which adds a layer of complexity to international comparisons. Despite these constraints, a framework was developed for case study analysis that recognizes the limitations in drawing direct comparisons, yet still reveals applicable insights for Bakersfield.
The spatial effects of HSR (See full research citations in Appendix IV: Case Studies) are in principle similar to those around other fixed guideway mass transit (e.g. light rail or streetcar), but the size of the economic catchment area that HSR draws activity from is wider and the effects of the HSR system are very dependent on the host city’s position in the urban hierarchy (i.e. a city’s position relative to other cities in its region). The HSR system’s high capacity, limited stops, reliability, and wide economic catchment area create the potential for much more intense development than is typically associated with a single transit stop, and economic activity attracted to station areas is often regional-serving in nature.
The spatial effects of high-speed rail are generally related to a city’s position in the urban hierarchy, therefore, stations were characterized, and the corresponding effects Figure 12 (above):
International HSR:
1. Lille, France
2. Le Mans, France
3. Zaragoza, Spain
4. Ciudad Real, Spain
LILLE, FRANCE
HR&A Advisors, Inc. Making Downtown Bakersfield Case Studies | 7 Neighborhood before HSR
Before HSR, the Station area was home to old military barracks adjacent to the existing old train station in Lille. According to one survey of HSR professionals and academics, the Station area was “derelict,” or suffering from neglect and disinvestment.6 Similarly Downtown Bakersfield has not shared as robustly in the growth experienced in its city as a whole.
Real Estate and Economic Impacts
In the 1980s, Lille’s economy was slowing from deindustrialization due to competition abroad and the decline of the textile, manufacturing, and mining industries.7 The city was suffering from low levels of education in its workforce. City employment was consistently declining, and according to the National Institute of 6 Loukaitou-Sideris, A., Cuff, D., Higgins, T., & Linovski, O. (2012). Impact of High Speed Rail Stations on Local Development: A Delphi Survey. Built Environment, 51-70. p 57.
7 Preston, J., & Wall, G. (2008). The Ex-ante and Ex-post Economic and Social Impacts of the Introduction of High-Speed Trains in South East England. Planning, Practice & Research, 403-422.
Statistics and Economic Studies (INSEE), the city lost 5,000 jobs between 1982 and 1990.
Timeline of Key Events
1988 Master plan commissioned for Euralille 1.
1990
Formation of the development zone and
public enterprise to lead development of
Euralille 1.
1993 HSR service begins.
1994 Delivery of first buildings in Euralille 1.
2000 Creation of development zone for Euralille
2. 2007
Delivery of first offices and housing for
Euralille 2.
2016 Expected construction start for Euralille 3.
After the introduction of HSR, Euralille grew to be the third most powerful financial, commercial, and industrial center in France with over 3.2 million square feet of commercial floor space in 2014.8 Employment in Lille eventually stabilized, gaining 700 jobs by 1999 and nearly 13,000 additional jobs by 2006. The composition of employment also changed greatly, from a larger proportion of lowerskilled industry and construction workers to more mid-level managers, professionals, and other service sector workers.9 The city attracted several international accounting firms and national banks.
The conference center, built shortly after HSR, was quickly booked full and required expansion. Lille was able to capture more meetings and conventions due to its central location to other major metropolitan areas. Lille’s large historic core and cultural assets such as the Place du 8 Dorval, R. (2014). "Phoenix Cities" and city value creation. Lille: La Fabrique de la Cite. p 9. 9 National Institute of Statistics and Economic Studies
LE MANS, FRANCE
HR&A Advisors, Inc. Making Downtown Bakersfield Case Studies | 12 Neighborhood before HSR
The area to the northeast of the station area is part of the historic core of Le Mans. As a result, little physical development has occurred in this area since the introduction of HSR. The area to the southwest contained many low-rise industrial buildings, parking lots, and other vacant or underutilized railways sites and abandoned industrial brownfields.17 Economic activities in the area included small-scale industrial production –distribution and repair, food processing, and small craft enterprises– but many of these industrial uses were slowly disappearing from the deindustrialization occurring in Le Mans.18 Much of the new business activity was taking place in business parks away from the old city center. This area to the south of the station would later be developed as the Novaxis business center.
17 Facchinetti-Mannone, V. (2009). Location of high speed rail stations in French medium-size city and their mobility and territorial implications. City Futures. 18 Chevalier, J., Amiard, D., Bertrand, J., Djeridi, N., & Dodier, R. (1997). Le Mans, 6 Years after the Arrival of the TGV. Le Mans: Geographic Areas and Societies. p. 21, 32 Real Estate and Economic Impacts
The introduction of HSR to Le Mans did not completely turn around declines in population and employment citywide, but did succeed in stabilizing the city’s economy and redirecting development to the station area. Like many other cities in France, Le Mans was deindustrializing in the 1980s. According to France’s National Institute of Statistics and
Economic Studies (INSEE),
the population of Le
Mans peaked in 1975 at
152,000. Between 1975
and 1990, the city’s
population declined by
nearly 7,000 people, or
4.5 percent. Le Mans saw its first population increase in 1999, the first census after HSR service was implemented, growing by just over 500 people. However, the population has since declined by nearly 2,000 people.19
The city experienced growth in business and convention visitors and an increase in hotel stays. However, this was coupled with decreases in the average length of hotel stays as business travelers generally stayed for shorter periods than leisure travelers. 20 While the
industrial sector in the City continued to decline, this was partially offset by growth in the service sector.21 Much of this growth in service sector business activity took place in the Station Area, due to the construction of the Novaxis Business Center.
19 Population change between 1999 and 2013, INSEE,
http://www.insee.fr/fr/themes/detail.asp?ref_id=poplog-com®_id=99 20 Masson, S., & Petiot, R. (2009). p. 614 21 Sometimes referred to as the tertiary sector, includes sectors such as government, professional services, banking, healthcare, real estate, and education.
Timeline of Key Events
1986 Master planning for Novaxis
Business Center begins.
1990 HSR service to Le Mans commences,
first buildings in Novaxis open.
2006 Planning for Novaxud begins.
2019 Expected completion of the
Novaxud development.
ZARAGOZA, SPAIN
HR&A Advisors, Inc. Making Downtown Bakersfield Case Studies | 17 Real Estate and Economic Impacts
Zaragoza was a growing city before HSR service was implemented, adding 23,000 people or 3.9 percent between 1981 and 1991, and 21,000 people or 3.5 percent between 1991 and 2001. After HSR service began in 2003, growth accelerated rapidly, and Zaragoza’s population increased by 63,000 between 2001 and 2011, a 10.3 percent increase. Zaragoza’s population growth can be attributed to both HSR and the end of Spain’s recession in the late 1990s.33 Between 2003 and 2005, over 5,600 new companies opened in Zaragoza, representing a growth of 9 percent.34 The city shifted from having a more industrialized economy to one that is now service-sector oriented, with industrial activity shifting to the periphery of the city.35 33 Instituto Nacional de Estadistica 34 Alonso Logrono, M. P., & Bellet Sanfeliu, C. (2009). The high speed rail and urban project. A new railway for the third millennium Zaragoza. Journal of Geography and Social Science. p. 17 35 Alonso Logrono, M. P., & Bellet Sanfeliu, C. (2009). p. 5 36 Barcelona was connected to Zaragoza by traditional rail prior to HSR, so meetings could have occurred here prior to the introduction of HSR.
HSR brought an increase in meeting and convention activity to Zaragoza. Previously, meetings between professionals and executives from Barcelona and Madrid would have occurred in one of those cities, but the HSR connection created a convenient meeting place equidistant from both cities.36 The station itself contains meeting spaces that support such usage. For similar reasons, Zaragoza also became more desirable for convention activity that would have previously taken place in larger cities on each end of the HSR system. HSR is credited with playing a major role in bringing the 2008 World Exhibition, among others, to Zaragoza.37 Between 1999 and 2003, the number of major events held in Zaragoza increased from 422 to 451, or by 29 events.
Between 2003 and 2007, this number rose by 89 events.38 Tourism and hotel development increased after HSR service began.
Tourism was found to be increasing in Zaragoza after HSR service was implemented, owing to the easier access from other cities.39 In the four years prior to HSR service, the number of overnight stays in Zaragoza rose from 1,051,000 to 1,166,000, or by 115,000 stays, or 10.9 percent. In the four years after HSR service, overnight stays rose by 268,000 overnight stays or 23.0 percent.40 The rapid increase in overnight stays was accompanied by the addition of five new hotels, containing a total of 562 new hotel rooms between 2003 and 2007.41 Much of the station area remains undeveloped, but there has been construction activity of new office buildings in the vacant land parcels adjacent to both the station and pre-existing neighborhoods.
This development is taking place on land cleared as part of the construction of the HSR station, and is slowly bridging the gap between 37 Alonso Logrono, M. P., & Bellet Sanfeliu, C. (2009). p. 14 38 Alonso Logrono, M. P., & Bellet Sanfeliu, C. (2009). p. 15 39 Urena, J. M., Menerault, P., & Garmendia, M. (2009). The high-speed rail challenge for big intermediate cities: A national, regional and local perspective.
Cities, 266-279. p. 271 40 Alonso Logrono, M. P., & Bellet Sanfeliu, C. (2009). p. 14 41 Alonso Logrono, M. P., & Bellet Sanfeliu, C. (2009). p. 14
CIUDAD REAL, SPAIN
HR&A Advisors, Inc. Making Downtown Bakersfield Case Studies | 22 filled-in the remaining gaps between the historic city core and the HSR station. The area to the northeast, also relatively empty aside from a few older industrial buildings, later became the AVE Gate Business Park, development for which continues to this day.
Real Estate and Economic Impacts
According to local scholars, before HSR, Ciudad Real was having economic issues due to limited accessibility. Ciudad Real had been bypassed by rail lines and highways connecting Madrid to other cities to the south.49 In the first years of HSR service, the impact on Ciudad Real’s population was minimal, and both Ciudad Real and Spain as a whole grew very slowly during that time (0.02 percent and
0.37 percent respectively). The country was in a deep recession in the mid-1990s, and growth did not return until the very end of the decade.
Post-2000, Ciudad Real’s population has outpaced Spain as a whole, growing 2.8 percent from 2000 to 2005, while Spain’s population only rose by 1.5 percent.50 During this time nearby Madrid 49 Catan, T. (2009, April 20). Spain's Bullet Train Changes Nation - And Fast. The Wall Street Journal.
50 Instituto Nacional de Estadistica
reached full employment, and Ciudad Real swelled with commuters, known as “Avelinos” who used HSR to work in Madrid.51
Ciudad Real saw major residential development in the decades after HSR service began, but the City did not promote dense development in the station area. While the station area did see, and continues to see, the existing vacant land and gaps filled in with residential development, much of the city’s expansion has been in new districts on the outskirts of town. However, owing to careful planning on the part of Ciudad Real, most of this new residential and mixed-use development is not suburban in nature, but instead takes the form of relatively dense, mid-rise buildings on a pedestrian-friendly street grid. Many of the new apartments and homes built in the immediate station area are dense townhomes, however some 5-7 story mixed-use apartment buildings have also been constructed.
Though the largest effects of
HSR in Ciudad Real were on
residential development, HSR
also opened up new business
opportunities and increased
the competitiveness of its
local educational institutions.
Indra, an information
technology company,
moved a software factory
to Ciudad Real in the late
1990s, citing AVE as one
of the key aspects of their
decision.52 Additionally,
according to a university
51 Catan, T. (2009, April 20). 52 Catan, T. (2009, April 20). 17 17
Figure 13 (above):
Downtown HSR:
1. Pasadena, CA
2. Visalia, CA
3. Denver, CO
the host-cities may experience, into five major categories show and illustrated below and on the following page:
• Stations in the center of a major urban agglomeration (Ex: Los Angeles Union Station);
• Stations in a sub-center of a major urban agglomeration (Ex: Burbank); • Stations in a city just outside a major urban agglomeration (Ex: Palmdale); • Stations in a city not near a major urban agglomeration (Ex: Bakersfield); and, • Stations outside a city (Ex: Kings-Tulare).
Cities were selected that have HSR connectivity and a similar size, position in the urban hierarchy, travel time to a major metropolitan area, and other economic characteristics that provide some comparability with Bakersfield. While no case study is perfectly comparable with Bakersfield, these cases can be used to benchmark possible effects that might occur in Bakersfield. They also provide insight on actions undertaken to leverage their HSR stations successfully.
Key Lessons for Bakersfield
A number of common themes and takeaways emerged for successfully leveraging HSR investments across all the case study cities. The case studies illustrate that proactive policies and actions focused on three major themes: station integration, multimodal and pedestrian connectivity, station area planning, and governance.
Station Integration ensures that Bakersfield will have a HSR station that can be fully leveraged. Stations located outside of city centers generally see less development and are less desirable than those located within or near downtown areas. Both proposed Bakersfield station locations are in Downtown, and stand to see similar benefits as other case study cities, such as Lille and Le Mans, as a result of this centrality.
Multimodal Connectivity ensures locating a station near the urban core of a city, providing connectivity between the HSR station and the surrounding neighborhoods and city districts helps to amplify the impact of a HSR station, and spur development along connections to the HSR station. Such connectivity policies include multimodal connections that can take people from the HSR station to other intra-city areas, as well as major investments in the public realm. Lille and Le Mans both invested in fixed-rail transit to serve their HSR station and provide seamless connections to the remainder of the urban core and other outlying districts. Every multimodal effort should be made to ensure the station area is first and foremost carefully planned, safe, and well connected for pedestrians, ensuring seamless multi-modal connections, and ensuring access for automobiles that does not hinder the other alternative modes. Such policies include providing wide and shaded sidewalks, removing barriers to pedestrian movement, gaps in the pedestrian network (i.e. sidewalks), roads that are not too wide to cross safely, and an array of other programs and transportation 18 18
demand management strategies (e.g., the creation of a Transportation Management Association, transit subsidies, on-site bike and car-sharing at adjacent development, and reduced parking requirements in the HSR station area).
The station area should have the highest standards for pedestrian, bicycle, and transit infrastructure and connectivity to encourage non-automobile transportation and optimize investment.
Station Area Planning, such as zoning controls near station areas, can dramatically boost the impact a new HSR station will have on Bakersfield. Appropriate zoning regulations can ensure a mix of uses in the station area to ensure the station area’s long term vitality, and also prevent it from becoming a single use district such as a “nine to five” employment center. While office development often takes the land nearest the HSR stations, residential development can also be focused around the station areas. A mix of uses is vital to healthy station areas, allowing a variety of activities to take place at all hours, and every effort should be made to ensure that the zoning code supports the creation of multiple uses surrounding the station. Minimum density controls can ensure the station area is not developed too quickly at too low a density, as was the case in Ciudad Real. Both zoning and density controls must acknowledge a long-term development timeframe that spans multiple decades, over 30 years in the case of Le Mans, to ensure decisions made in the station area now do not impede future opportunities in the years to come.
Governance of the station area development is tantamount to ensure it is developed in a way that maximizes its proximity to the HSR station. The case study cities, aside from Ciudad Real, created public development corporations that could acquire, dispose or develop surrounding land under public-private partnerships. These public development corporations generally included local, regional, and national government as well as private stakeholders and railway authority. They ensured the station area was developed with an eye towards the long term, as development around HSR stations takes place over decades, while also ensuring that the public’s vision for the station area is implemented.
Unique Impacts of HSR
HSR has the potential to induce unprecedented development Bakersfield. While HSR’s effect on total population and employment are difficult to predict, case studies indicate that HSR can aid in the revitalization of a city’s economy and provide a catalyst for population and employment growth with the right public interventions. One of the most documented effects of HSR is the increased station area concentration and density of development that coincide with HSR service. The large economic catchment areas, reliable travel times, and extremely high carrying capacity can bring large-scale development to the station area in Bakersfield. HSR presents an opportunity for Bakersfield to concentrate some of its future growth inward, building on the progress 19 19
already made in its Downtown, lessen the negative impacts of suburban sprawl such as congestion and air pollution, and preserve agricultural land, uses and heritage.
HSR service can enhance Bakersfield’s brand in the region, the state, and beyond.
Development around the HSR station gives Bakersfield the opportunity to create new quality urban places for residents and visitors alike. HSR puts Bakersfield within easy reach of millions of Californians, building potential for more people to come and experience the city’s local attractions. Connectivity with the rest of the state is also attractive to employers and firms in and outside of Bakersfield may relocate to the station area to take advantage of this major asset. Partially coupled with business growth in the station area, business travelers will find Bakersfield in easy reach of major corporate hubs in San Francisco and Los Angeles. Cities such as Zaragoza and Le Mans experienced robust increases in business travelers after HSR service began, and both Zaragoza and Lille saw increases in convention activity as well.
While HSR service brings great opportunities to Bakersfield, these opportunities can only be realized if Bakersfield commits to a compelling vision for the station area to be held over the long-term. HSR should be seen as a catalyst for growth, but not a sole source thereof. Only through a comprehensive set of policy interventions and public realm investments can Bakersfield make the most of its future HSR station.
Downtown Revitalization Case Studies
In light of Bakersfield’s ongoing efforts to revitalize its Downtown, which will continue until the arrival of HSR and beyond, three case studies that focused on Downtown revitalization focused on cities where such revitalization occurred before or without mass transit connections.
Pasadena, a metropolitan center approximately ten miles from Downtown Los Angeles, was selected to learn about ways that the City managed to increase the competitiveness of its historic downtown area (Old Pasadena) versus other regional suburban shopping centers.
Visalia, a San Joaquin Valley city approximately 68 miles north of Bakersfield, was selected to represent an example of a revitalized downtown that occurred without any type of mass transit connection and in a development context not too dissimilar from Bakersfield. Denver Union Station was also selected as a case study to learn how multi-modal station investments can be effectively leveraged to catalyze a vibrant mixed use district in its vicinity, especially in the US context.
Key interventions for both Pasadena and Visalia included the creation of a dedicated funding source for maintenance, safety, and improvement of the area. This funding source in both cases stemmed from local businesses, and was construed as an investment in their bottom line as opposed to a series of expensive projects. Strong 20 20
cooperation of local businesses allowed them to form assessments on themselves, as improvements to the districts at large improved their foot traffic.
Thus, local businesses had strong incentives to pay for public improvements to the area, and were able to prioritize improvements that would make the largest difference to their patrons. Bakersfield should consider the creation of a Downtown Business Improvement District (BID) to coalesce resources and political capital around furthering a long-term vision for the Downtown area. Handling parking was vital in the case of Old Pasadena, and Pasadena managed to create attractive mixed-use parking structures while simultaneously charging for street parking to fund further district improvements. Local merchants often oppose interventions like parking meters out of fear that it will impact their business and drive costumers away to suburban shopping centers, but if parking revenues are dedicated to local area improvements, corresponding investments can more than make up for the increased deterrent of paid parking.
In Denver, a city-led effort to consolidate railyard space created highly desirable development parcels under single-owner control. While this is a challenge in the absence of a Redevelopment Agency, Bakersfield will have to consider other creative mechanisms to incentivize the kind of development it wants to see in the surrounding HSR station area. In Denver, land assembly was one methodology, but ultimately the process was driven through a partnership between the public and private sectors.
Figure 14 (page 21):
Downtown Assets (photos by David Seibold)
21 21
22 22
Photo by David Seibold
23 23
THE PROCESS
24 24
2.1 Community Outreach
Public input was a key component in preparation of the Vision Plan. The “Making Downtown Bakersfield” campaign was launched to engage in an extensive community engagement campaign to engage Bakersfield residents, community organizations, non-profits, businesses, government agencies and more. Public input was gathered online and at partner meetings, community events, walking tours, vision workshops, community charrettes. This effort resulted in over 500 people contributing to define the values that drove the planning process and ultimately the Vision for Downtown (See Appendix VIII. Public Engagement Summary).
To launch the process, a Stakeholder Committee was formed and held monthly meetings to create a platform to discuss progress, action plans, methods of improvement, outreach efforts, vision plan concepts and implementation strategies. Regular feedback was also received through an online engagement tool via the project website:
www.MakingDowntownBakersfield.us
Next, 11 Workshops and a Community Meeting were held, where over 125 participants worked collaboratively to develop ideas about where to focus growth, public realm enhancements, and other investments in Downtown. This workshop became the foundation for the Vision Plan’s Phased Development Strategy (see Chapter 4: Phased Development Strategy).
The final Open House attracted more than 150 participants, and sought to confirm the final vision for Downtown while collecting input and champions for the implementation strategy (see Chapter 4: Phased Development Strategy and Appendix I: Implementation Matrix).
Through the language of design, these Vision Workshops allowed participants to articulate their aspirations and values, and several common themes began to emerge across the diverse groups represented at the various workshop locations. The common values that were developed for Downtown included:
• Connectivity;
• Vibrancy;
• Compact Development;
• Diversity;
• Open Space;
• Iconic;
• Livability;
• Safety;
• Prosperity;
• Equity;
• Culture; and,
• Convenience.
CHAPTER 2
THE PROCESS
Figure 15 (page 25):
Community Outreach
25 25
26 26
2.2 Community Values
The public outreach process identified three key values of the Bakersfield community that served as the driving principles of the Vision Plan process:
1. Livability
Creating a comfortable, safe and engaging Downtown experience.
Activating the public realm requires more people living in Downtown, more businesses succeeding in Downtown, and more events programed in Downtown. Creating new (Wall Street Pedestrian Paseo) and improving existing public spaces will make Downtown a more vibrant destination. Designing the streetscape to promote walking and biking will encourage people to leave their cars at home or “park once” and truly engage with Downtown. This intimate, personal participation with the City creates the opportunity to interact with fellow citizens, building social capital and expanding the local tax base as more people linger and patronize businesses.
2. Connectivity
Tying together the many Downtown assets.
Downtown Bakersfield is the region’s cultural capitol, the epicenter of local government, and the region’s largest employment center. The many institutions that make Downtown Bakersfield a destination are located within 2.3 square miles, a relatively large study area. Physically connecting these resources (Golden State Multi-Use Trail) will expand access to opportunities, events and services, while improving the pedestrian experience for residents, customers, workers and visitors alike.
3. Prosperity
Sharing the benefits of development across Downtown.
Development must strategically take advantage of massive infrastructure investments, create corridors of activity and opportunity and provide targeted support for private investment. This Vision Plan introduces livability (Garces Circle Pedestrian Plaza) as a trigger for the reinvestment of the historic core while encouraging an equitable economic development pattern starting with the core and radiating outward.
2.3 Making Downtown Bakersfield Vision Statement:
“Making Downtown Bakersfield the cultural and economic center of the State means connecting the diverse amenities of the historic core to the broader region, fostering local businesses and empowering the public to engage in the transformation of their city all in an effort to create a truly unique and vibrant sense of community.”
Figure 16 (above):
Denver Union Station is the most
successful new transit-oriented
community in the United States,
illustrating how planning for growth
around transit can improve livability,
increase connectivity, and expand
prosperity
Figure 17 (page 27):
Opportunities to create new open
space and connectivity through
three public realm investments
27 27
Connectivity
Golden State Multi-Use Trail
Prosperity
Garces Circle Pedestrian Plaza
Livability
Wall Street Pedestrian Paseo
28 28
Photo by David Seibold
29 29
THE VISION
30 30
CHAPTER 3
THE VISION
3.1 Development Blueprint
A future HSR station at F Street and Golden State Highway creates an opportunity to strengthen and revive Chester Avenue, the historic “Main Street” of Bakersfield. This connection point between the proposed HSR station and Chester Avenue, Garces Circle, provides an opportunity to develop an iconic “gateway” that acknowledges the history of Bakersfield and its future. With strong pedestrian and transit connections to HSR, Downtown can optimize private investment and encourage inclusive development across the City and region.
To maximize this opportunity, strategic investments in the public realm must accompany each phase of development while simultaneously attracting growth while supporting its use (see Figure 18). A re-imagined Garces Circle with the proposed HSR station as an anchor can guide the development of a new complimentary node to the historic core, resulting in an expansion of the Downtown activity center. This approach will also position Chester Avenue as the primary access corridor of the region, connecting HSR, air (Meadows Field Airport), train (Bakersfield Amtrak Station), transit (Golden Empire Transit Center) and automobile (US 204, US 99, US 178 & 99B) travel into and out of Bakersfield.
Transformation of the Garces Circle area into a pedestrian plaza will define a new iconic regional destination and implement place-making and walkability strategies that support street life and local commerce. The Pedestrian Plaza frames walkable, mixed-use HSR transit-oriented district and leverages the HSR alignment to create a new multimodal trail that draws the Kern River directly into the heart of Downtown.
Connecting the Kern River trail to the Mill Creek Linear Park fills a critical gap in the active transportation network uniting and increasing open space around Downtown.
Figure 18 (page 31):
Strategic Investment Steps
31 31
HSR STATION
KERN RIVER TRAIL
HSR STATION
TRANSIT CENTER
BIKE LANE CONNECTIONS
TO KERN RIVER TRAIL
TRANSIT CENTER
TRANSIT CENTER
HISTORIC CORE
RABOBANK ARENA
AMTRAK
CHESTER AVENUE
MULTI-USE TRAIL
WALL STREET PED PASEO
GARCES CIRCLE
AMTRAK
AMTRAK
MILL CREEK LINEAR PARK
Step 1
Focus reinvestment in the Core,
building on existing assets such as
underutilized buildings, Mill Creek
Linear Park and the Rabobank Arena
Step 2
Connect transit options Downtown
and focus redevelopment at Chester
Avenue Historic “Main Street”
Step 3
Pull Kern River into the City creating
a ring of open space that frames future
reinvestment
32 32
A night time aerial view of Downtown looking
northwest that shows the Wall Street Pedestrian
Paseo linking Mill Creek to the historic core and
Chseter Avenue to the new HSR Station District.
33 33
34 34
3.2 Creating the Ideal Public Realm - A Green Loop Around Downtown Pedestrian-friendly streets can encourage a public realm that will increase activity by allowing residents and visitors to enjoy a higher quality of living. When people feel comfortable, they linger, spend more money, and interact with their neighbors. These chance encounters encourage community building, create new lasting bonds, and form partnerships. This Vision Plan encourages the community to think of street right-of ways as valuable public open spaces. Making Downtown Bakersfield more attractive for walking and biking is itself a transportation demand management strategy for the projected growth in and around the HSR station area.
Streets have historically been designed to maximize the amount of automobile through-put, which does not always facilitate the use of other transportation modes.
This Vision Plan proposes to prioritize the pedestrian, in line with the City’s adopted Complete Streets policy. A complete street is a transportation facility that is planned, designed, operated, and maintained to provide access for all users, including bicyclists, pedestrians, transit vehicles, truckers, and motorists, appropriate to the function and context of the facility. Complete streets are the first step to not only improving the walkability and vibrancy of Downtown, but significantly improving safety at some of the City’s most dangerous intersections.
Together these Public Realm investments, which are further described in the next two sections serve to expand the capture area of Downtown, providing greater access to opportunity. This encourages increased density that builds-in transit ridership and thereby lessens Bakersfield’s dependence on automobiles and reduces greenhouse gas emissions. Collectively, all of these interventions work towards Making Downtown Bakersfield the economic, cultural and governmental center of the southern Central Valley.
Figure 19 (pages 32 and 33)
Creating and connecting Downtown corridors
Figure 20 (page 35)
Green Loop components: Wall Street Pedestrian
Paseo, Bike enhancements, Kern River Trail, Multi-use
Trail and Mill Creek Linear Park.
35 35
0.25 0.50 1
mile
BIKE ENHANCEMENTS WALL ST
KERN RIVER TRAIL
MULTI-USE PATH
MILL CREEK LINEAR PARK
CHESTER AVE
Green Loop
36 36
3.3 Three Big Ideas
Wall Street Pedestrian Paseo
The Wall Street Pedestrian Paseo (see Figure 22) currently exists between Eye Street and Chester Avenue. Expansion of this pedestrian alley east to Mill Creek Linear Park and west to the edge of the Westchester neighborhood (D Street) will create vibrant pedestrian experience that connects multiple amenities, and provides what is now Downtown’s largest residential population direct access to the historic core. This outdoor mall (see Figure 23) will be activated day and night and create a focal point for the local Downtown retail, restaurant and entertainment scene, by extending an existing asset and harnessing the unique character of Downtown.
Golden State Connector (Multi-Use Trail)
The HSR alignment between the Union Pacific railroad and Golden State Avenue will create a relatively wide swath of land under and adjacent to the viaduct. This provides an opportunity to connect Kern River to Mill Creek. Golden State Connector will be a pedestrian and bicycle path, an active and passive open space, and a transportation corridor for HSR, the freeway and the Union Pacific.
The Golden State Connector can transform the current industrial corridor and bridge north and south Downtown. In the spirit of the High Line in New York City, Bloomingdale Trail in Chicago and Buffalo Bayou in Houston, this is Bakersfield’s moment to create a national example of place-making, equity building, and ecological restoration.
Garces Circle Pedestrian Plaza
Future upgrades to Golden State Avenue will be necessary to ensure capacity for the HSR station and this may result in the removal of three of the seven roads that currently flow into Garces Circle. This will cause Garces Circle to transition into an intersection of two streets from its current configuration and function as a traffic circle (see Figure 22).
This transition is an opportunity to reconfigure Garces Circle to provide direct transit and pedestrian access between the HSR station and Chester Avenue (Figure 13) and act as the gateway to Downtown. A more detailed description of the traffic patterns of the new Garces Circle can be found in the HSR Integration section later in this chapter.
Figure 21 (above)
Public Realm Best Practices:
Multimodal Trail, Atlanta, GA
Pedestrian Paseo, Agueda, Portugal
Improved Intersection, New York, NY.
Figure 22 (page 27)
Public Realm Upgrades
Figure 23 (page 38 and 39):
Wall Street Pedestrain Paseo
37 37
Memorial
Hospital
CALIFORNIA AVE
TRUXTUN AVE
(PED)
(BIKE)
(TRANSIT)
Q ST
L STM STP ST
CHESTER
AVE
BERNARD ST
E 21ST ST
H ST
CHESTER AVE (TRANSIT)K ST (BICYCLE)L ST (AUTO)M ST (AUTO)
F ST F ST
99 FWY
178 W FWY
Q ST
A STD ST
GOLDEN STATE AVE
OAK ST
23RD ST
24TH ST
UNION AVE UNION AVE
WALL ST
18TH ST
17TH ST
21ST ST
Mercy
Hospital
San Joaquin
Hospital
Kern County
Museum
Kern River
Upland Park
Riverview
Park
Central
Park Mill Creek Linear Park
Jastro
Park
Franklin
Elementary
School
Bakers eld
High School
Kelly F Blanton
Education Center
Garces Memorial
High School
Beach
Park
Yokutus
Park
Valley Oaks
Charter School
0.25 0.50 1
mile
Public Realm Upgrades
HSR Multi-use Trail
Wall Street Pedestrian Paseo
Garces Circle Transit Center
Streetscape Improvements
A
A
B
B
C
C
D
D
Multi-modal HSR Station at F Street
GET Transit Center
Multi-modal Amtrak (Future Commuterail)
Station at Truxtun
Improved Intersections
38 38
Wall Street Pedestrian Paseo
An eye-level view of the new Wall Street
Padestrian Paseo looking east towards Mill Creek
Linear Park.
39 39
40 40
BRT on Chester and
California Avenues
Downtown Shuttle Pilot Mobility Hubs
-Amtrak Station
-HSR Station
-Transit Center
Figure 24 (below)
Transit Upgrades Diagrams:
BRT, Shuttle and Mobility Hubs
Figure 25 (page 41)
Transit Upgrade Plan
3.4 Core Reinvestments
Mass Transit Context
Mass transit is a mechanism to concentrate development and increase population densities. Downtown Bakersfield has multiple mass transit providers that offer local, regional, and interstate travel; including:
• Golden Empire Transit (GET): Provides predominantly local transit from its transit center at 22nd Street and Chester Avenue;
• Kern County Regional Transit: Provides local and regional transit service and leases bays from GET transit center;
• Greyhound Bus: Provides inter-city travel from their station at 24th and H Streets); and,
• Amtrak: Uses the Capitol Corridor service line, which terminates at Bakersfield at the Truxtun Avenue Station. Riders can continue south to Los Angeles Union Station via Amtrak bus service.
41 41
Memorial
Hospital
CALIFORNIA AVE
TRUXTUN AVE
(PED)
(BIKE)
(TRANSIT)
Q ST
L STM STP ST
BA
CHESTER
AVE
BERNARD ST
E 21ST ST
H ST
CHESTER AVE (TRANSIT)K ST (BICYCLE)L ST (AUTO)M ST (AUTO)
F ST F ST
99 FWY
178 W FWY
Q ST
A STD ST
GOLDEN STATE AVE
OAK ST
23RD ST
24TH ST
UNION AVE UNION AVE
WALL ST
18TH ST
17TH ST
21ST ST
Mercy
Hospital
San Joaquin
Hospital
Kern County
Museum
Kern River
Upland Park
Riverview
Park
Central
Park
Jastro
Park
Franklin
Elementary
School
Bakers eld
High School
Kelly F Blanton
Education Center
Garces Memorial
High School
Beach
Park
Yokutus
Park
Valley Oaks
Charter School
0.25 0.50 1
mile
A
A
B
C
Transit Upgrades
A
B
C
Bus Rapid Transit (Chester Ave and California Ave)
Autonomous People Mover (Amtrak-HSR connection)
Complete Street (Chester Ave, F St and 34th St)
Multi-modal HSR Station at F Street
GET Transit Center
Multi-modal Amtrak (Future Commuterail)
Station at Truxtun
Improved Intersections
GARCES
CIRCLE
42 42
Figure 26 (above)
Transit Best Practices:
HSR Station, Zaragoza,Spain
Bus Rapid Transit, San Bernardino, CA
Mobility Hub, Denver, CO
Figure 27 (page 43)
Example of Transit Graduation, using Chester
Avenue streetscape as a pilot study
Mass Transit Vision
A further concentration of transit lines supported by multi-modal options will make Downtown Bakersfield the regional mobility hub, which will lead to increased densities around transit, reduced parking demands, and a walkable urban environment.
This Vision Plan identifies upgrades and interventions to induce transit-oriented development and prepare Downtown to accommodate projected development through high-quality transit service (see Figure 25):
Mass Transit Implementation Actions:
BRT Upgrades (Chester and California Avenues)
The Vision Plan seeks to coordinate projects identified in the GET long-range transit plan including upgrades to the California and Chester Avenue lines to Bus Rapid Transit (BRT) (see Appendix I: Implementation Matrix). These lines are currently the highest and second highest ridership transit corridors, respectively, in the GET system.
The upgrades could begin with implementation of a BRT-lite strategy within the first 10-years, and upgrading to a full BRT service after HSR service arrives in Bakersfield (see Figure 27). BRT-lite is typically considered a step above express bus service and is defined by increased frequency of service, transit-priority street lights, and pre-paid boarding. BRT-lite can leverage the existing streetscape improvements on Chester Avenue and upgrade transit amenities like route branding, upgraded transit shelters and other amenities. Full BRT is defined by the addition of a dedicated bus lane, and on and off-boarding stations where you pay to enter the “station”, thereby more rapidly on and off-boarding the bus.
BRT does not preclude the use of bike lanes or on-street parking on Chester or California Avenues. It would, however, reduce automobile travel lanes from two lanes to one lane in each direction. Making Chester Avenue a transit corridor would generally slow autotraffic and make it local serving, which further enhances the pedestrian friendly nature of historic Downtown.
43 43
Chester Ave
Intersection
Chester Ave
Existing
Chester Ave
Mid Block
MIXED-USE RETAIL
INFILL WALK DRIVE WALK EXISTING EDGE
116’
BIKE BUS VEG DRIVE BUS BIKE PARK
15’ 15’ 12’
BUS
SHELTER
8’ 12’ 8’
TURN
5’ 12’ 1’ 11’ 12’ 5’
5’ 15’ 30’
MIXED-USE RETAIL
INFILL
WALK DRIVE WALK EXISTING EDGE
116’
PARK BIKE BUS VEG DRIVE BUS BIKE PARK
15’ 8’ 5’ 12’ 12’ 12’ 12’ 5’ 8’ 15’ 12’
5’ 15’ 30’
MIXED-USE RETAIL
INFILL
WALK DRIVE WALK EXISTING EDGE
116’
PARK BIKE BUS VEG DRIVE BUS BIKE PARK
15’ 8’ 5’ 12’ 12’ 12’ 12’ 5’ 8’ 15’ 12’
5’ 15’ 30’
44 44
Downtown Shuttle
A circulator shuttle would help connect the many districts, institutions, amenities and experiences across Downtown (see Appendix I: Implementation Matrix). The shuttle is proposed to travel on an upgraded F and 34th Streets (complete streets), down Q Street to the Amtrak station, then on to California Avenue, and over to Chester Avenue before completing the loop back to F Street.
The idea of a “trolley on wheels” has been tried in the past and further discussion is needed for how to pay for it (potential funding services include GET, Kern County or potentially the proposed Downtown BID). Regardless, it is imperative for the Downtown shuttle to be bi-directional, connect the Amtrak station to the future HSR station site, and the flexibility to augment its service to coincide with the growth of Downtown.
This shuttle could be an autonomous vehicle pilot, which would provide the ancillary benefit of attracting transportation technology companies to Bakersfield. Such autonomous shuttles are already in service in the United States, but not yet for use by public transit agencies or the general public.
Mobility Hubs
The Vision Plan recommends the creation of two new mobility hubs in Downtown, in addition to an upgraded GET transit center that would function as the third mobility hub. These mobility hubs would be at the future HSR station and the current Amtrak station (the site of the proposed commuter rail station). A mobility hub consists of layering of multiple transit and transportation options either at the origin, destination or transfer point for a significant portion of trips (in this case, all three). The locations would each have their own unique hierarchies, but would generally include passenger rail (either HSR or commuter rail in the future), bus (of various frequencies and lines), bike (bike share, lockers, racks and other amenities) and pedestrian connectivity within a 15 minute walking distance.
More information about mass transit upgrades can be found in both the Implementation Plan in Chapter 4: Phased Development Strategy (see also Appendix I: Implementation Matrix).
Figure 28 (page 45)
Example of Transit Graduation, using
California Avenue streetscape as a
pilot study
Figure 29 (page 46 and 47):
Chester Avenue at Wall Street
Pedestrain Paseo crossing
45 45
Existing Situation
California Avenue
California Avenue
California Avenue
BRT Lite
Bus Shelter
Bus “station” with
expedited ticketing
Dedicated
Bus Lane
Central
Bus Lanes
Full BRT
120’
EXISTING EDGE WALK
7’
PARK
8’
PARK
8’
WALK EXISTING EDGE
7’
DRIVE
12’
DRIVE
12’
DRIVE
11 1/2’
DRIVE
11 1/2’
DRIVE
11 1/2’
DRIVE
11 1/2’
VEG
20’
EXISTING EDGE WALK
7’
BUS
STOP
8’
BUS
STOP
8’
WALK EXISTING EDGE
7’
BRT
12’
BRT
12’
DRIVE
11 1/2’
DRIVE
11 1/2’
DRIVE
11 1/2’
DRIVE
11 1/2’
VEG
20’
120’
15’ 30’
EXISTING EDGE WALK EXISTING EDGE
7’
PARK
8’
PARK
8’
WALK
7’
DRIVE
11 1/2’
DRIVE
11 1/2’
DRIVE
11 1/2’
BRT
12’
VEG
20’
BRT
12’
DRIVE
11 1/2’
120’
5’
46 46
An eye-level view of the new Chester Avenue
looking north towards the new HSR Station
District.
47 47
48 48
Bike Context
Bike facilities are critical in ensuring rider safety and teaching drivers how to responsibly share the road. An upgrade of certain facilities, expansions of others and the introduction of new typologies are all important steps to creating a comprehensive bicycle network in Downtown. Local bicycle advocacy groups, such as Bike Bakersfield, support bike network expansion efforts. These supporters are a critical component for advocacy, rider education, and events all to grow the number of local bike riders. Downtown Bakersfield has the opportunity to build on its current bike network and with relative ease increase bike use for both work and recreation.
Bike Vision
To complement the upgraded transit facilities and make Downtown more livable, the Vision Plan proposes a continuation of current policy to expand the bike network across Downtown and adjacent neighborhoods. This strategy seeks to close existing gaps while creating new opportunities to expand the regional trail system such as the Kern River Trail into other currently under-served parts of Downtown. Such mobility enhancements also came with important public health and safety benefits.
This Vision Plan focuses on the three strategies below (see Figure 30) for expanding the bike network, connecting directly with transit, and overall Making Downtown Bakersfield more bike-friendly.
Enhanced E-W Connection along
and upgraded 21st Street bike
corridor
Enhanced N-S Connection along K
Street with a new bike boulevard
A continuous Bike network that closes
gaps in the existing system
Figure 30 (below)
Improved bike connectivity by closing
gaps and introducing new and enhanced
facilities
Figure 31 (page 49)
Bike Upgrades Plan
49 49
Memorial
Hospital
CALIFORNIA AVE
TRUXTUN AVE
(PED)
(BIKE)
(TRANSIT)
Q ST
K STL ST
M STP ST
CHESTER
AVE
BERNARD ST
E 21ST ST
H ST
CHESTER AVE (TRANSIT)
K ST (BICYCLE)L ST (AUTO)M ST (AUTO)
F ST F ST
99 FWY
178 W FWY
Q ST
A STD ST
GOLDEN STATE AVE
OAK ST
23RD ST
24TH ST
UNION AVE UNION AVE
WALL ST
18TH ST
17TH ST
21ST ST
Mercy
Hospital
San Joaquin
Hospital
Kern County
Museum
Kern River
Upland Park
Riverview
Park
Central
Park
Jastro
Park
Franklin
Elementary
School
Bakers eld
High School
Kelly F Blanton
Education Center
Garces Memorial
High School
Beach
Park
Yokutus
Park
Valley Oaks
Charter School
0.25 0.50 1
mile
Bike Upgrades
A
A
A
A
A
B
B
C
C
GARCES
CIRCLE
Improved Intersections
Kern River
Expanded Bike Facilities
21st Street Bike Enhancements
K Street Bike Boulevard
D Existing Bike Lanes
D
D
D
D
Multi-modal HSR Station at F Street
GET Transit Center
Multi-modal Amtrak (Future Commuterail)
Station at Truxtun
50 50
Bike Implementation Actions
The current bike network in Downtown Bakersfield forms the backbone of future expansion plans. Building on the current facilities, it is important to think of bike facilities in the same way that you can graduate a bus from express to BRT-lite to full BRT. The general progression of bike facilities are from sharrows to bike lanes to protected bike lanes to cycle tracks and/or then bike boulevards. Each step in the hierarchy requires minimal investment that builds on the previous improvements. 21st Street Bike Enhancements
These incremental steps are also easily tested to define what works and does not work for Bakersfield. For instance, 21st Street is categorized as the primary east-west bike corridor in the City’s Bicycle Plan. The current bike lane should not only be extended to connect directly to the Kern River Trail, but also upgraded to a protected bike lane or other facilities over time where it is warranted by safety and traffic concerns (see Figure 33). As the bike facility passes through the more busy streets of Downtown, it should be determined if and where it could be upgraded to a protected bike lane or even a cycle track in the future. It is more important, however, to have a continuous facility than a facility that transitions between typologies.
Figure 32 (above)
Bike Best Practices:
Protected bike lane, Los Angeles, CA
Bike/Ped Trail, Denver, CO
Bike Boulevard, Copenhagen, Denmark
Figure 33 (page 51)
Example of Bike Graduation, using 21st Street
streetscape as a pilot study
51 51
Existing Bike Lane
Protected Bike Lane
Cycle Track 5’ 15’ 30’
EXISTING EDGE WALK WALK
11’
BIKE
7’
VEG
4’
DRIVE
11’
DRIVE
11’
76’
PARK
8’
PARK
11’ 8’
5’ 15’ 30’
LK WALK
11’
BIKE
7’
VEG
4’
DRIVE
11’
DRIVE
11’
76’
PARK
8’
PARK
’ 8’
EXISTING EDGE WALK
11’
WALK
11’
BIKE
7’
BIKE
7’
VEG
4’
VEG
4’
DRIVE
12’
DRIVE
12’
PARK
8’
76’
EXISTING EDGE WALK
11’
WALK
11’
PARK
8’
PARK
8’
BIKE
4’
BIKE
4’
DRIVE
10 1/2’
DRIVE
10 1/2’
CENTER
TURN
9’
EXISTING EDGE
21st Street
21st Street
21st Street
Bike lane protected
from traffic by planter
Bike lane protected
from traffic by planter
Shading Vegetation
Shading Vegetation
52 52
K Street Bike Enhancements
The K Street Bike Boulevard is a new type of facility in the region. A bike boulevard uses the deficiencies of an existing street to the benefit of bicycle service. With minimal improvements, K Street, between Garces Circle and 17th Street, could be converted into a comfortable biking corridor and complimentary alternative to the more hectic and busy Chester Avenue bike lane. This new bike boulevard would only exist in the historic core of Downtown, but still connect to a future HSR station and thereby the larger, regional bike network. K Street has bulb outs, angled parking, and a vacated street between 21st and 22nd Streets, before dead-ending at 17th. These existing characteristics reduce automobile traffic.
This Vision Plan recommends painting the street to “announce” that this is not just a street for cars, providing new back-in angled parking to increase visibility of drivers, new signage, and other enhancements (see Figure 34). A bike boulevard would essentially convert all of K Street into a woonerf (see Figure 32) or a road where bikes and pedestrians are prioritized, but still share the roadway with automobiles, and where interventions seek to actively make automobile traffic less convenient.
Regional Bike System
Finally, a unique opportunity to Bakersfield is its vast network of urban canals. These agriculture canals have had a large city grow up around them. When you look at a regional map of these canals, they are literally a direct route to every corner of the Bakersfield metropolitan region. A precedent for this type of shared use that exists today is the Mill Creek Linear Park. While such regional bike facilities do not need to mimic the Mill Creek project, they could very simply allow bikes on their access roads with minimal improvements (see Appendix I: Implementation Matrix). Such a regional network would create a confluence of bike routes into and out of Downtown, and serve as a real, convenient alternative to the automobile.
Figure 34 (page 53):
K Street bike boulevard
53 53
MAINTAIN BULB
CUT THROUGH
PLAZA
WAYFINDING
SIGNAGE
BIKE
BOULEVARD
STENCIL
MINI TRAFFIC
CIRCLE
INTERSECTION
TREATMENTS
CONVERT
PARKING TO
BACK-IN
54 54
Parking Context
The HSR Authority estimates that the HSR Station will require approximately 400 parking spaces by 2029, and 890 spaces at full build-out. Additionally, the HSR Station will encourage private development in Downtown Bakersfield, which will also need to accommodate parking either on-site or at a combined off-site facility. Parking needs can be accommodated, in part, by using existing underutilized capacity within walking distance or short transit ride of the station in accordance with the City’s shared parking Municipal Code requirements. HSR will develop a Multimodal Access Plan prior to the design and construction of parking facilities at the future HSR station.
This Plan will be done in coordination with the City of Bakersfield and will include a strategy that addresses and informs the final location, amount and phasing of parking.
Parking Vision
Future growth in Downtown Bakersfield’s population, visitors, and businesses will make on-street parking a valuable commodity. Therefore, it will be important to develop a strong parking strategy (see Appendix I: Implementation Matrix) to facilitate economic development, provide ease of access to Downtown and reduce vehicle miles traveled. Policies should focus on the design of private parking facilities, reducing parking requirements near transit, and promoting alternative modes of transportation.
Parking Implementation Actions
The existing City-operated parking structure at 18th and Eye streets will accommodate some of this parking demand increase; however, it is also necessary to consolidate existing surface parking lots throughout Downtown to free up land for infill development. The design of any new parking facility should seek to prevent blank walls and provide ground floor uses to activate the street. The facilities should also be situated in a manner to leverage the coverage of the existing public parking structure, capture drivers at the primary entrances to Downtown, and encourage them to park once as opposed to drive to multiple locations (see Appendix I: Implementation Matrix).
Figure 36 identifies four opportunity areas for consolidated parking, including:
• HSR Station;
• Mill Creek Entertainment Area;
• 34th Street Corridor; and,
• M Street and Golden State.
Figure 35 (above)
Parking Examples:
Streetscape Improvements, Lancaster, CA;
Wrapped Parking Structure, Emoryville, CA;
Automated Parking, West Hollywood, CA.
Figure 36 (page 55)
Parking Plan
55 55
Memorial
Hospital
CALIFORNIA AVE
TRUXTUN AVE
(PED)
(BIKE)
(TRANSIT)
Q ST
L STM STP ST
CHESTER
AVE
BERNARD ST
E 21ST ST
H ST
CHESTER AVE (TRANSIT)K ST (BICYCLE)L ST (AUTO)M ST (AUTO)
F ST F ST
99 FWY
178 W FWY
Q ST
A STD ST
GOLDEN STATE AVE
OAK ST
23RD ST
24TH ST
UNION AVE UNION AVE
WALL ST
18TH ST
17TH ST
21ST ST
Mercy
Hospital
San Joaquin
Hospital
Kern County
Museum
Kern River
Upland Park
Riverview
Park
Central
Park
Jastro
Park
Franklin
Elementary
School
Bakers eld
High School
Kelly F Blanton
Education Center
Garces Memorial
High School
Beach
Park
Yokutus
Park
Valley Oaks
Charter School
0.25 0.50 1
mile
0.5 mi Radius (10 min walk)
Potential Parking Stuctures
Parking Upgrades
Multi-modal HSR Station at F Street
GET Transit Center
Multi-modal Amtrak (Future Commuterail)
Station at Truxtun
GARCES
CIRCLE
56 56
FIX BRT
An aerial view of Downtown looking south that
shows the new HSR Station connecting to
Chester Avenue at Garces Circle and connecting
to the historic core via walking, biking and transit.
57 57
LANES
58 58
3.5 HSR Integration
A review of Transit Oriented Development (TOD) and HSR station case studies from around the world proves the importance that a strong pedestrian and transit connection from the station to the urban core has on economic development. The integration of HSR into the city fabric is imperative to optimize development potential in the HSR station area and Downtown increment of return on investment.
With a strong baseline of growth in Bakersfield, HSR will serve to both focus and expand future development. The table below shows that improved HSR connectivity and other enhancements (e.g. streetscape improvements, pedestrian safety and accessibility upgrades, expanded bike facilities, etc.) will increase the amount of Figure 37 (page 56 and 57):
Garces Circle HSR entry plaza
Figure 38 (page 59)
Entrance Pavilion Location Possibilities
30 years (2045)
Office (square feet) 505,000 1,130,000
Residential (units) 2,160 5,140
Retail (square feet) 356,015 625,837
Hotel (rooms) 608 1,413
20 years (2035)
Office (square feet) 300,000 585,000
Residential (units) 1,270 2,660
Retail (square feet) 222,461 346,108
Hotel (rooms) 359 732
10 years (2025)
Office (square feet) 135,000 155,000
Residential (units) 540 660
Retail (square feet) 100,379 109,993
Hotel (rooms) 156 186
Scenario
High
revita
Baseline (No HSR Integration) Mid (HSR Integration without Downtown revitalization)
30 years (2045)
Office (square feet) 505,000 1,130,000
Residential (units) 2,160 5,140
Retail (square feet) 356,015 625,837
Hotel (rooms) 608 1,413
20 years (2035)
Office (square feet) 300,000 585,000
Residential (units) 1,270 2,660
Retail (square feet) 222,461 346,108
Hotel (rooms) 359 732
10 years (2025)
Office (square feet) 135,000 155,000
Residential (units) 540 660
Retail (square feet) 100,379 109,993
Hotel (rooms) 156 186
Scenario
High
revitaBaseline (No HSR Integration) Mid (HSR Integration without Downtown revitalization)
30 years (2045)
Office (square feet) 505,000 1,130,000 2,005,000
Residential (units) 2,160 5,140 8,570
Retail (square feet) 356,015 625,837 905,988
Hotel (rooms) 608 1,413 2,413
20 years (2035)
Office (square feet) 300,000 585,000 1,085,000
Residential (units) 1,270 2,660 4,440
Retail (square feet) 222,461 346,108 493,509
Hotel (rooms) 359 732 1,272
10 years (2025)
Office (square feet) 135,000 155,000 365,000
Residential (units) 540 660 1,100
Retail (square feet) 100,379 109,993 150,223
Hotel (rooms) 156 186 360
Scenario
High HSR + Downtown
revitalization (Full HRS
Integration)
Baseline (No HSR Integration) Mid (HSR Integration without Downtown revitalization)
projected growth in Downtown Bakersfield by an order of magnitude.
A critical means to create this integration is to have multiple points of ingress and egress out of the proposed HSR station, and creating a new entry plaza. Specifically, automobile traffic could route around the southern and eastern edge of Garces Circle with two coordinated lights at Chester and 30th to control queuing (see Figure 37).
Between 30th and 34th Streets, north and south bound bus lanes will be separated from automobile traffic so both directions of travel can directly access the HSR transit plaza (see Figure 38).
Portions of Garces Circle could be used for a new busway through the HSR plaza.
The 30th and 34th Street intersections with Chester Avenue would include a transitonly signal so buses could transition back into mixed-traffic heading south and north.
Pedestrians would have routes around or through Garces Circle and into the HSR station site. Bicycle lanes would continue along Chester Avenue and connect with the K Street Bicycle Boulevard, which would use the vacated eastbound on-ramp of Golden State Highway to connect into the new Garces Circle and link up with the multimodal trail within the HSR alignment. Once within the new open space, the multimodal trail will cross into the site via a pedestrian bridge over the sunken portion of Chester Avenue.
59 59
TRANSIT-ONLY SIGNAL
PHASE ALLOWS BUSES TO
CROSS OVER BRT EXCLUSIVE
OUTER LANES
BRT EXCLUSIVE OUTER LANES
SB LANES
CONVERTED TO BUS
LANE
BUSWAY THROUGH
STATION PLAZA
TRANSIT-ONLY SIGNAL
PHASE ALLOWS BUSES TO
CROSS OVER
NB LANES CONVERTED TO
2-WAY TRAFFIC
SIGNALIZED
INTERSECTION
SIGNALIZED
INTERSECTION
GARCES CIRCLE
BRIDGE OVER
CHESTER UNDERPASS
PED/BIKE PATHS
K ST BIKE BLVD
TRANSITION TO PATH
ON E SIDE OF
CHESTER AVE
K ST BIKE BLVD
SIGNALIZED INTERSECTION
Chester Ave Chester Ave Chester Ave
GARCES CIRCLE
GARCES CIRCLE
Ped/Bike Paths
Bus Rapid Transit
Automobile Traffic
60 60
Location of HSR Station Footprint - Eastward vs. Westward The F Street property provides a large swath of land for the eventual construction of the HSR Station; and the actual footprint of the Station could occur somewhere between the Kern River (west end) and Chester Avenue (east end). The final location of the Station’s entrance pavilion, its relation to the platform, and how the HSR Station addresses the Downtown area impact the viability of HSR (see Figure 40). These factors will also have a direct correlation to the spread of HSR’s induced development and economic prosperity across Downtown Bakersfield and adjacent neighborhoods.
While this Vision Plan does not ‘design’ the HSR station itself, it frames the conversation based on input from the public, City staff, California HSR Authority, and transportation experts. The recommendations of this Vision Plan seek to make Downtown Bakersfield a more connected, livable and prosperous place by integrating the HSR station into the city, prioritizing pedestrian, and removing physical and psychological barriers to the historic core.
This section explores various considerations of how the HSR Station should be positioned at the F Street Station location and accounts for primary automobile access at Golden State Avenue (Highway 204), with a Multi-Modal entrance for pedestrians, cyclists, transit and automobiles along F and 34th Streets; the main pedestrian and bike entrance being Garces Circle Pedestrian Plaza described above.
Related infrastructure improvements will serve to provide multiple points of entry into the HSR site and will frame future development within and around the HSR station.
Figure 39 (above)
Transportation Hierarchy
Figure 40 (page 61)
Entrance Pavilion Location Possibilities
61 61
Me
Ho
A
B
F ST.
34TH ST.
GARCES
CIRCLE CHESTER AVE
GOLDEN STATE HWY
STATION LOCATION
POSSIBILITIES
PLATFORM
STATION AREA
OPEN SPACE
MIXED USE
DEVELOPMENT
(OFFICE/
RESIDENTIAL)
GET TRANSIT CENTER
Entrance Pavilion Location Possibilities
F St Location A - Closer to Garces Circle and Chester Avenue F St Location B - Further from Garces Circle and Chester Avenue Development Focus
A
B
Memorial
Hospital
0.25 0.50 1
mile
0.25 0.50
62 62
34TH ST
CHESTER AVE.
F ST.
GOLDEN STATE HWY
MULTIMODAL
GATEWAY 2
MULTIMODAL
GATEWAY 1
GARCES CIRCLE
PARKING
FACILITY
LOCAL
TRAFFIC
REGIONAL
TRAFFIC
KISS-ANDRIDE
Figure 41 (above):
HSR Concourse location Option A;
Access when HSR is located near Garces Circle
34TH ST
CHESTER AVE.
F ST.
204
GARCES CIRCLE
DEVELOPMENT
NODE
RESIDENTIAL
BUFFER
GARCES CIRCLE
Figure 42 (above):
HSR Concourse location Option A;
Development potential when HSR is located near Garces Circle Option A – Eastward, Proximate to Chester Avenue
Locating the HSR station closer to Chester Avenue provides multiple access points for both local and regional traffic. This configuration provides opportunities for independent access for active transit (bicycles, pedestrians and BRT) from Chester Avenue, and access for private vehicles and multimodal transit (local shuttle, other bus, carpooling, transportation network companies such as Uber and Lyft) on F Street via the upgraded Golden State Avenue interchange.
The Station’s proximity to Chester Avenue also separates the local traffic on Chester Avenue from regional trips on F Street, further strengthening Chester as Downtown’s primary commercial corridor.
Locating the HSR station near Chester Avenue maximizes
the urban vitality of the Chester Corridor and creates a clear development node at Garces Circle. If Golden State Avenue (Highway 204) is grade separated from F Street, there is an additional potential to create pedestrian access and into and out of the station plaza, beneath the freeway between F Street and Chester Avenue. Furthermore, a buffer is maintained between the residential areas west of the HSR site and new, higher density TOD at Garces Circle.
Memorial
Hospital
0.25 0.50 1
mile
Mem
Hos
B
0.25 0.50
63 63
34TH ST
CHESTER AVE.
CHESTER AVE.
F ST.
GOLDEN STATE HWY
MULTIMODAL
GATEWAY
GARCES CIRCLE
PARKING
FACILITY
LOCAL
TRAFFIC
REGIONAL
TRAFFIC
KISS-ANDRIDE
Figure 43 (above):
HSR Concourse location Option B;
Access when HSR is located on F Street intersection
34TH ST
CHESTER AVE.
F ST.
204
DEVELOPMENT
NODE
GARCES CIRCLE
REDUCED
BUFFER
Figure 44 (above):
HSR Concourse location Option B;
HSR on F Street intersection
Option B – Westward, Proximate to F Street
Locating the HSR station closer to F Street creates only one point of access that would be shared by local and regional traffic, de-emphasizing the Chester Avenue commercial corridor.
Additionally, the Chester BRT would need to reroute via 34th Street increasing travel times and reducing convenience. The F/34th Street access would also diminish access to the kissand-ride and parking facilities as they would be “in” the HSR station site, as opposed to on its edge and adjacent to the existing street grid.
Locating the HSR station closer to F Street draws development away from Chester Avenue. Pedestrian connectivity between areas north and south of the 204 will be compromised by on and off ramps and there will be less separation between existing residential areas and the proposed HSR District.
Recommendation
While this Vision Plan is not intended to design the HSR Station, this analysis highlights the importance of the design of this facility. The Vision Plan assumes Option A to better illustrate the rectified priorities defined by the public. 64 64
Photo by David Seibold
65 65
PHASED DEVELOPMENT STRATEGY
66 66
4.1 Reinvestment Framework
Efforts are already underway to implement this Vision Plan:
• The City of Bakersfield’s investment in the Mill Creek Linear Park, Q Street improvements, and a variety affordable housing projects throughout the area; • The City of Bakersfield’s adoption of an Economic Opportunity Area Plan; • The Downtown Business Association launched the Downtown Business Development Corporation (DBDC); which is now leading an effort to create the first Property-based Business Improvement District (PBID); • Businesses have moved into the historic core and invested in the Arts District; • Private investment has led to renovation of the Padre Hotel, construction of new market rate housing, and much more in Downtown Bakersfield; and, • Downtown Bakersfield is a hub for a variety of important employers; including government agencies, non-profits and private offices.
Building on these initiatives, the Phased Development Strategy is broken into three 10-year segments (2015-2045) that correspond to the market analysis and the buildout of California HSR System:
• The first 10 years (2015-2025) focuses on strengthening the historic core of Downtown and connecting it to the Mill Creek Entertainment District; • The second 10 years (2025-2035) focuses on preparing Downtown to connect to and develop a new node of activity around the future HSR station; and, • The third 10 years (2035-2045) focuses on responding to continued growth around the HSR station and spreading it’s benefits equitably across Downtown and its adjacent neighborhoods.
The projected development assumes a sliding scale of adaptive reuse over the 30 year planning horizon. A percentage of each 10 year projection (approximately 25% for first 10 years, 20% for the second 10 years and 15% for the third 10 years) was set aside for filling underutilized space in existing buildings, which decreases over time due to diminishing supply. This set-aside percentage is included in the total projection numbers, but not included as “new” development in any of the renderings.
Additionally, residential units are assumed to be 1,100 square feet (sf) and hotel rooms 350sf in order to provide a physical dimension for representing “new” development in the aforementioned visualizations.
4.2 Implementation Strategy
Development of the Vision Plan has shown that specific implementation actions are needed to support the Phased Development Strategy (see Section 4.6: Economic Development Plan and Appendix 1: Implementation Matrix).
Figure 45 (page 67)
Transit-Oriented Development
Best Practices:
1. Balancing development and
open spaces
2. Active ground floor uses
3. Complete streets
4. Bike Lames
5. Mix of Uses
6. Mobility Options
7. Transit Integration
8. Historical preservation
9. Building Massing and
Orientation
10. Infrastructure Reinvestment
11. Pedestrian safety
12. Wayfinding
CHAPTER 4
PHASED DEVELOPMENT STRATEGY
67 67
1 4
7 10
2 5
8 11
3 6
9 12
68 68
4.3 Phase 1: Strengthen (Now-2025)
Phase I of the Vision Plan (Now-2025) lays the groundwork for continued growth by focusing squarely on strategic investments and incentivizing targeted infill development and adaptive reuse of existing buildings (see Figure 46). Making Downtown Bakersfield HSR-ready is synonymous with revitalizing Downtown Bakersfield. The goal of Phase 1 is to build on past investments to continue to create a vibrant destination with multiple points of interest, accommodation and unique character.
Downtown Bakersfield has a unique sense of place due to a variety of investments, which are already in place to frame this first decade of projected growth (1,110 residential units, 360 hotel rooms, 365,000sf office and 150,223sf of retail). Vacant parcels and existing buildings, and other underutilized, low-density development in the historic core should be prioritized for redevelopment efforts (see Figure 47).
The proposed extension of the existing Wall Street pedestrian alley between Eye Street and Chester Avenue into a paseo that connects all the way to Mill Creek Linear Park, will create a strong pedestrian connection and unique civic space that unites the Mill Creek Entertainment District with the historic core. This project will attract private redevelopment and commercial activity along the new pathway while the Mill Creek Entertainment District master plan continues its build-out. A new overlay district could set development standards and provide additional incentives in the area between Downtown’s historic core and Mill Creek Linear Park (see Appendix I: Implementation Matrix).
The core development zone will be bolstered by the advancement of already planned transit, bicycle and pedestrian improvements. Bus Rapid Transit upgrades along Chester and California Avenues will provide more frequent service and ridership into Downtown. A new bi-directional circulator shuttle will link the many attractions, providing yet another transportation option. New bike facilities and upgrades will begin to close the gap in the bicycle network, directly linking the 21st Street bike lane to the Kern River trail, and developing a new typology, the bike boulevard, to complement and provide a more leisurely alternative to the busy Chester Avenue bike lanes. Enhanced pedestrian crossings along the soon to be upgraded 23rd and 24th Streets will improve north-south connectivity. And both F and 34th Streets will see traffic and streetscape improvements that provide multimodal facilities and safety enhancements as they become gateways into the HSR site.
Figure 46 (page 69)
Wall Street entrance from
Chester Avenue, mixed use,
pedestrian prioritization
Figure 47 (page 70 and 71)
Strengthen the core,
0-10 Year Phased Development
Strategy plan
69 69
70 70
0.25 0.50 1
mile
Existing
Proposed
Study Area Boundary
Rail
Bike Lane
Bike/Ped Trail
Open Space (Park)
School
Hospital
HSR Station Zone
Transit Center
Amtrak
Development Node/Absorption
Respond Development Zone
Complete Street
Bus Rapid Transit
Shuttle
Bike Lane
Bike Boulevard
Protected Bike Lane
Urban Boulevard
Pedestrian Paseo
Improved Intersections
0-10 Year Map
365,000 Sf Office; 1100 Residential Units;
150,223 Sf Retail; 360 Hotel Rooms
CALIFORNIA AVE
99 FWY
OAK ST
Jastro
Park
Beach
Park
Yokutus
Park
71 71
Memorial
Hospital
TRUXTUN AVE
Q ST
L STM STP ST
BAKER ST
BEALE AVE
CHESTER
AVE
BERNARD ST UNION AVE
E 21ST ST
H ST
CHESTER AVE (TRANSIT)
34TH ST K ST (BICYCLE) L ST (AUTO) M ST (AUTO)
F ST F ST
UNION
AVE
178 W FWY
Mercy
Hospital
San Joaquin
Hospital
Q ST
A STD ST
GOLDEN STATE AVE
23RD ST
24TH ST
(PED) WALL ST
(BIKE)
(TRANSIT)
18TH ST
17TH ST
21ST ST
Kern County
Museum
Kern River
Upland Park
Stramler
Park
Riverview
Park
Central
Park
Weill
Park
Franklin
Elementary
School
Bakerseld
High School
Kelly F Blanton
Education Center
Garces Memorial
High School
Valley Oaks
Charter School
72 72
Implementation Actions
To implement Phase 1 of the Vision Plan, 26 Policy Strategies and 15 Physical Strategies were identified. These include the following (see Appendix I: Implementation Matrix):
Policy Actions
1. Launch a Property-Based Business Improvement District (PBID)
2. Enhance the Economic Development Function within the City
3. Activate Downtown Economic Opportunity Area and Explore Additional Tool
4. Set a Goal of Reaching 10,000 Residents by 2030 and 25,000 Residents in Downtown by 2035
5. Implement an Iconic and Catalytic Housing and Mixed Use Development Project
6. Adopt an Overlay Zone to Support Development along the Wall Street alley area from D Street to the Mill Creek Linear Park
7. Use Vision Plan as a Platform for a Future Downtown Land Use Plan
8. Adopt a Downtown Walkability Plan
9. Adopt a Series of Zoning Updates that Incentivize Downtown Redevelopment
10. Leverage Publically-Owned Parcels for Economic Development
11. Develop a Downtown Infrastructure Masterplan for Downtown
12. Codify the Vision
13. Downtown Urban Design Guidelines
14. Downtown Pedestrian Design Guidelines
15. Downtown Wayfinding Strategy
16. Adaptive Reuse Ordinance
17. Develop a Downtown Smart Cities Strategy
18. Incorporate Shared Mobility into Downtown Planning
19. Enhance Downtown Economy and Livability through Mobility Improvements
20. Shared Parking Ordinance
21. Wall Street Overlay Zone
22. Business Support Initiatives
23. Downtown Core - Mills Act
24. Mill Creek Entertainment District P3
25. Downtown Core - PACE Program
26. Downtown Core - Façade Easement
Physical Actions
1. Chester and California Avenue Bus Rapid Transit (BRT) Phase 1
2. Chester and California Avenue Bus Rapid Transit (BRT) Phase 2
3. Garces Circle Retrofit
4. Downtown Circulator Shuttle
5. F Street Complete Street
6. 34th Street Complete Street
7. 23rd and 24th Street Intersection Improvements
8. Wall Street Pedestrian Paseo Phase 1
73 73
9. Wall Street Clock Tower
10. K Street Bike Boulevard
11. 21st Street Bike Improvements
12. Baker Street Bike Lane
13. Franklin Elementary Safe Route to School
14. Q Street Bike Expansion
15. Downtown Parklets Program
Additionally, in order to set a foundation for long term economic growth, the “Top 11 Implementation Actions” were identified (See Section 4.6: Economic Development Plan).
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4.4 Phase 2: Prepare (2025-2035)
The projections for the second phase of implementation (2025-2035) coincide with the first few years of HSR operations. The projections for this time period (3,340 residential units, 912 hotel rooms, 720,000 sf of office and 343,286 sf of retail) take a significant bump as HSR service will be in operation north to San Francisco and expand into the Los Angeles basin by 2029. It is important for the City to be patient and hold to the envisioned level of development.
The biggest mistake would be to allow for large-scale, automobile-oriented development on a potential redevelopment parcel adjacent to the HSR station that was planned for high-density transit-oriented development. Such ill-conceived projects would deter development that is more in line with the community’s vision of a compact, mixed-use and livable transit-oriented community both adjacent to the site and throughout Downtown.
While the main focus area for development continues to be Downtown at this phase, there is also a focus on connecting the historic core to the HSR station along Chester Avenue (see Figure 48). It is also expected that in the second implementation period, renovations of existing buildings will begin to slow as supply diminishes due to on-going conversion activity. The Mill Creek Entertainment District will continue to see development through its own 30-year build-out of its master plan, as well. New incentives and investment must now begin to grow Downtown along Chester Avenue north to the HSR site as a means to provide supportive land uses that integrate the pedestrian and transit corridor into Downtown. This strategy also has the added benefit of supporting and guiding ongoing development and improvements around the San Joaquin Community Hospital campus (see Figure 49).
This second wave of development will begin to shape a new gateway into Downtown at the historic Garces Circle, transforming an automobile-oriented roundabout into a high-density, mixed-use retail, residential and office district. This new district will be supported by rehabilitating adjacent mixed-use and single-family neighborhoods (see Appendix 1, Implementation Matrix) and providing key connectivity and open space investments. The main investment in the second 10 year period is the connection of the Kern River Trail along and through the HSR site to the Mill Creek Linear Park. By pulling the Kern River into the city’s heart and connecting the area’s most recognized open blue space, this new multimodal trail creates a central amenity that expands alternative modes of transportation and recreation and creates an open space experience unique to Bakersfield.
This multimodal trail corridor will be supported by more bicycle facilities and other gap closures that reach into Old Town Kern and the Westchester neighborhood, including a new school-toschool bike facility that provides a secondary east-west bike corridor Downtown on 18th Street (see Appendix I: Implementation Matrix). As the HSR station opens, the circulator shuttle route will adjust to take advantage of transit improvements on F and 34th Street connecting all three major transit facilities Downtown (HSR, Amtrak and the GET transit center) and everything in-between.
Figure 48 (page 75)
Chester Avenue looking towards Garces
Circle Development Node, intermodal
“Main Street”
Figure 49 (page 76 and 77)
Prepare the Spine, 10-20 Year Phased
Development Strategy plan
75 75
76 76
0.25 0.50 1
mile
Existing
Proposed
Study Area Boundary
Rail
Bike Lane
Bike/Ped Trail
Open Space (Park)
School
Hospital
HSR Station Zone
Transit Center
Development Node/Absorption
Respond Development Zone
Residential Infill
Rehabilitation
Shuttle
Bike Lane
Pedestrian Paseo
Bike/Ped Trail
Improved Intersections
HSR Mobility Hub
Amtrak Mobility Hub
10-20 Year Map
Δ720,000 Sf Office ( ∑ 1,085,000 Sf); Δ3,340 Residential Units ( ∑ 4,440 Units); Δ343,286 Sf Retail( ∑ 493,509 Sf); Δ912 Hotel Rooms ( ∑ 1,272 Rooms)
0.25 0.50
CALIFORNIA AVE
99 FWY
OAK ST
Jastro
Park
Beach
Park
Yokutus
Park
Complete Street
Bus Rapid Transit
Bike Boulevard
Protected Bike Lane
Urban Boulevard
Pedestrian Paseo
10 Y Development
Zone
77 77
1 mile
N
Memorial
Hospital
TRUXTUN AVE
WALL ST
18TH ST
17TH ST
Q ST
L STM STP ST
BAKER ST
BEALE AVE
CHESTER
AVE
21ST ST
BERNARD ST
E 21ST ST
H ST
CHESTER AVE (TRANSIT)
34TH ST K ST (BICYCLE) L ST (BIKE/AUTO)
M ST (AUTO)
F ST
F ST
178 W FWY
Q ST
A STD ST
GOLDEN STATE AVE
23RD ST
24TH ST
UNION AVE UNION AVE
Mercy
Hospital
San Joaquin
Hospital
(PED)
(BIKE)
(TRANSIT)
Kern County
Museum
Kern River
Upland Park
Stramler
Park
Riverview
Park
Central
Park
Weill
Park
MLK Park
Franklin
Elementary
School
Bakers eld
High School
Kelly F Blanton
Education Center
Garces Memorial
High School
Valley Oaks
Charter School
78 78
Implementation Actions
To implement Phase 2 of the Vision Plan, 15 Policy Strategies and 8 Physical Strategies were identified. These include the following (see Appendix I: Implementation Matrix):
Policy Actions
1. TOD Implementation
2. Expand PBID
3. PBID Storefront
4. Property Owner Investments
5. Downtown Parking Plan
6. Residential Infill Overlay Zone
7. Residential Rehabilitation Overlay Zone
8. Small-lot Subdivision Ordinance
9. Impact Fee Study
10. Evaluate Downtown FAR
11. Downtown Neon Sign Ordinance
12. Downtown Historical Structure Inventory
13. EOA Update
14. Amtrak District P3
15. Downtown Government Attraction Strategy
Physical Actions
1. HSR Multi-modal Corridor
2. Golden State Pedestrian Improvements
3. Wall Street Pedestrian Paseo Phase 2
4. 17th Street School-to School Bike Lane
5. Extend 30th Street Bike Lane
6. Amtrak Pedestrian Bridge
7. Downtown Shuttle 2.0
8. HSR Site Development
79 79
80 80
4.5 Phase 3: Respond (2035-2045)
The development projections for the third and final phase (2035-2045) of the Vision Plan coincide with the full build-out of the statewide HSR system from Sacramento to San Diego (2040), which is where the most significant bump in induced development occurs (See Figure 50). The projections for this time period (4130 residential units, 1141 hotel rooms, 920,000 sf of office and 412,479 sf of retail) will retain its primary focus on the historic core, expand the HSR district to further integrate and connect the station into the city’s fabric and bring north and south Downtown together. Highdensity, mixed-used directly adjacent to the HSR station will, further build the HSR district as an activity center.
Upon re-development of existing buildings Downtown, the focus will progress to new, infill development and commercial corridor redevelopments (see Figure 51). A mixed-use corridor will be incentivized (see Appendix I: Implementation Matrix) on 34th Street, further connecting Memorial Hospital to the new HSR District, with additional redevelopment pushing north along Chester toward the Kern River.
North of the HSR site is the Kern County Museum and County-owned recreation fields. These areas provide a unique place-making and fiscal opportunity for both the County and City. Some form of public-private-partnership could redevelop the ballfield property to further reconnect the City to the Kern River, while developing a new ball-park district centered on a new AAA stadium or other major sports and/or entertainment facility.
Implementation Actions
To implement Phase 3 of the Vision Plan, 8 Policy Strategies and 2 Physical Strategies were identified. These include the following (see Appendix I: Implementation Matrix):
Policy Actions
1. 34th Street Medical Overlay District
2. Downtown Institution Attraction Strategy
3. Business Relocation
4. HSR Conference Center
5. Kern River District P3
6. Downtown Incentives
Physical Actions
1. Mill Creek Linear Park Extension
2. Union Avenue Bike Lane
Figure 50 (page 81)
Chester Avenue looking toward
Garces Circle Development Node,
intermodal main street
Figure 51 (page 82 and 83)
Respond to HSR, 20-30 Year Phased
Development Strategy plan
81 81
82 82
0.25 0.50 1
mile
` 20-30 Year Map
Δ920,000 Sf Office ( ∑ 2,005,000 Sf); Δ4,130
Residential Units ( ∑ 8,570 Units); Δ412,479 Sf Retail
(∑905,988 Sf); Δ1,141 Hotel Rooms ( ∑ 2,413 Rooms)
CALIFORNIA AVE
99 FWY
OAK ST
Jastro
Park
Beach
Park
Yokutus
Park
Existing
Proposed
Study Area Boundary
Rail
Bike Lane
Bike/Ped Trail
Open Space (Park)
School
Hospital
HSR Station Zone
Transit Center
Development Node/Absorption
Respond Development Zone
Bike/Ped Trail
Shuttle line
Improved Intersections
Stadium
HSR Mobility Hub
Amtrak Mobility Hub
Complete Street
Bus Rapid Transit
Bike Boulevard
Protected Bike Lane
Urban Boulevard
Pedestrian Paseo
10 Y- 20Y Development Zone
20Y Residential Infill
20Y Rehabilitation
83 83
Memorial
Hospital
TRUXTUN AVE
17TH ST
Q ST
L STM STP ST
BAKER ST
BEALE AVE
CHESTER
AVE
21ST ST
BERNARD ST
E 21ST ST
H ST
CHESTER AVE (TRANSIT)
34TH ST K ST (BICYCLE) L ST (BIKE/AUTO)
M ST (AUTO)
F ST
F ST
178 W FWY
Q ST
A STD ST
GOLDEN STATE AVE
23RD ST
24TH ST
UNION AVE UNION AVE
Mercy
Hospital
San Joaquin
Hospital
(BIKE)
(TRANSIT)
WALL ST
18TH ST
(PED)
Kern County
Museum
Kern River
Upland Park
Stramler
Park
Riverview
Park
Central
Park
Weill
Park
MLK Park
Franklin
Elementary
School
Bakers eld
High School
Kelly F Blanton
Education Center
Garces Memorial
High School
Valley Oaks
Charter School
84 84
4.6 Economic Development Plan (Now-2025)
Development of the Vision Plan has shown that the steps needed to continue the existing revitalization efforts in Downtown Bakersfield align with the necessary actions to make Downtown HSR-ready in the next 10 years. Specific implementation actions are needed to support the 3-Phased Development Strategy. Therefore, a comprehensive list of specific physical and policy implementation actions for the 10-, 20- and 30-year phased development strategy was developed (see Appendix I:
Implementation Matrix).
A Top 11 Implementations list includes multiple champions and collaborators that together encompass City staff, community leadership, non-profit organizations and private businesses working together to Make Downtown Bakersfield Hum:
1. Launch a Property Business Improvement District (PBID);
2. Enhance the Economic Development Function within the City;
3. Activate Downtown Economic Opportunity Area and Explore Additional Tools;
4. Set a Goal of Reaching 10,000 Residents by 2030 and 25,000 Residents in Downtown by 2035;
5. Implement an Iconic and Catalytic Housing and Mixed Use Development Project;
6. Adopt an Overlay Zone to Support Development along the Wall Street Pedestrian Plaza from D Street to the Mill Creek Linear Park;
7. Use Vision Plan as a Platform for a Future Downtown Land Use Plan;
8. Adopt a Downtown Walkability Plan;
9. Adopt a Series of Zoning Updates that Incentivize Downtown Redevelopment;
10. Leverage Publicly-Owned Parcels for Economic Development; and,
11. Develop an Infrastructure Masterplan for Downtown.
85 85
1. Launch a Property Business Improvement District (PBID) A dedicated organization should implement an efficient
property-based business improvement district (PBID) in the core area of Downtown. The initial PBID’s boundaries should be large enough to generate meaningful funding through property assessments, but small enough to serve as a pilot initiative with the long-term goal of expanding with the continued success of Downtown. In addition to ‘clean and safe’ neighborhood services and neighborhood marketing, potential enhancement projects include lighting, signage, wayfinding and Downtown events programming. This District could also be the foundation and genesis of a management team for other various Downtown strategies (e.g. infrastructure, parking, stormwater, energy management).
2. Enhance the Economic Development Function within the City
Historically, the City of Bakersfield included a fully staffed “Economic & Community Development Department,” which
served to provide the technical expertise needed to implement economic development activities, redevelopment projects and administration of federal HUD programs. However, when the State dissolved Redevelopment Agencies in 2011, the Department was drastically down-sized and eventually added as a unit within the Planning Division of the “Community Development Department.” There is now one part-time staff position dedicated to Economic Development activities for the entire City.
A strong economic development capacity within the City is imperative to deliver a successful, long-term revitalization strategy. Therefore, the City will endeavor to restore this capacity in future budget years and enhance the Economic Development Unit by retaining an experienced “Economic
Development Specialist” to assist in the coordination of economic development initiatives in the Downtown area. The enhanced Economic Development Unit will act as the main point of contact and clearinghouse for economic development activities throughout the City, and will collaborate closely with Visit Bakersfield, the Kern Economic Development Corporation, the Bakersfield Chamber of Commerce, and others to facilitate future growth.
In order to connect private property owners, businesses, entrepreneurs and developers with potential funding sources, the Economic Development Unit should engage in a variety of education and outreach strategies, including the creation of a one-stop website, public workshops, and philanthropic & developer summits. Potential funding sources are detailed below. These programs will likely continue to evolve over time, and new programs and opportunities may emerge through local, State and Federal legislation.
3. Activate Downtown Economic Opportunity Area and
Explore Additional Tools
The City has adopted Economic Opportunity Areas (EOAs), which are small-scale tax increment financing districts to help generate a dedicated source of funds for area-specific improvements and business assistance. If the EOA program proves to be successful, it may be beneficial to explore more robust tools that build on the EOA to provide potentially larger yields before property values potentially increase with the introduction of High-Speed Rail. Additional tools to be explored include:
• Enhanced Infrastructure Financing District (EIFD): Though not yet proven effective due to administrative complexities 86 86
and limits, EIFD’s are intended to provide local governments with ways to fund capital projects, including parks and open spaces, affordable housing and infrastructure. While revenues generated by EIFDs cannot be used for operating costs, they can provide support for smaller projects like signage, wayfinding and streetscape improvements, as well as larger potentially catalytic projects.
• Community Revitalization and Investment Authority (CRIA):
Applicable to areas that meet various criteria related to income, crime, unemployment and physical deterioration, CRIAs are intended to fund economic development projects related to these issues, with an emphasis on affordable housing.
• Other TIF tools: In the future, the State may adopt new legislation expanding options for the use of TIF, which may be more robust or suitable for Downtown Bakersfield. The Economic Development Unit should track these changes and consider this possibility when weighing opportunities to use TIF programs.
In addition to TIF tools, there are a number of other tools that generally require two-thirds approval by property owners in an area. These include:
• Community Facilities Districts (CFDs)
• Benefit Assessment Districts
• Maintenance Districts
• Mello-Roos Districts
4. Set a Goal of Reaching 10,000 Residents by 2030 and
25,000 Residents in Downtown by 2035
Downtown Bakersfield currently has a daytime population of approximately 25,000, largely made up of government and healthcare employees, but has less than 5,000 residents, mostly in the Westchester neighborhood. A residential population base is key to fostering an economically prosperous and diverse Downtown, providing local businesses with a consistent and reliable source of customers, as well as better leveraging municipal resources like transit, utilities and public services.
While Bakersfield and the surrounding region’s population is booming, much of this growth is occurring on the suburban fringe of Bakersfield rather than in Downtown Bakersfield.
According to the Bakersfield Housing Element, the City has a housing need of an additional 36,290 units by 2023 and can more easily accommodate that need with denser Downtown
development utilizing existing infrastructure.
The City Council has vocalized a goal to reach 10,000 Residents by 2030 and the Kern Council of Governments projects
25,000 residents in Downtown by 2035 in their Sustainable Communities Plan. The residential population goal will serve as a clear benchmark for the success of the City’s policies to attract residents and provide housing opportunities Downtown.
It can also serve as a symbol of the City’s commitment to direct growth Downtown and reinvigorate a vital core.
5. Implement an Iconic and Catalytic Housing and Mixed Use Development Project
A new housing development is key to attracting new residents Downtown and can be a pivot point to support further
residential, retail and entertainment development. Moreover, Downtown Bakersfield is a prime area to compete for and win funds from multiple agencies as a disadvantaged community such as the California Strategic Growth Council (SGC), which administers grants backed by funds generated by the State’s Cap and Trade program that is set aside to fund projects that meet sustainability goals and that leverage other programs 87 87
such as Community Development Block Grants (CDBG), Low
Income Housing Tax Credit (LIHTC), and Historic Tax Credits.
The SGC program is of particular interest for Downtown as it provides funding not just for the development of housing, but ties it to much needed infrastructure upgrades in Downtown that are adjacent to the project. Attracting sophisticated affordable housing developers to key sites, such as the revitalization of historic structures or the conversion of motels to veteran’s housing, for example, is critical to optimize the benefit of such a project across Downtown. The SGC funds affordable housing developments, particularly near transit and high-speed rail. Cities can leverage up to $20 million to fund nearby infrastructure, which Bakersfield can potentially use to help finance Phase I of Downtown’s Bus Rapid Transit (BRT) on Chester Avenue, a circulator shuttle, and/or the expansion of the Wall Street Pedestrian Paseo.
6. Adopt an Overlay Zone to Support Development along the Wall Street Pedestrian Plaza from D Street to the Mill Creek Linear Park
The Wall Street alley area, including existing improvements along 19th Street and new development activity along 18th Street presents an opportunity to create a unique sense of place that would attract pedestrian activity, future development, and provide a seamless east-west connection through Downtown.
In its current condition, Wall Street is an alleyway that, at some parts, is discouraging for pedestrians due to security concerns and cleanliness. Community groups have begun to make
improvements by painting murals that celebrate Bakersfield’s history, and has raised some money for lighting and other alley improvements.
This emerging district around the new Pedestrian Paseo could direct future growth via the adoption of an overly zone that would preserve the alley easements, provide various incentives, and establish design guidelines for development. Land within the overlay district may be subject to requirements such as targeted uses, site layout, facade design, rights-of-way, etc. The overlay zone should explore creating pedestrian connections through new development to the paseo, as well as tie upgrades to the alley to new development proposals.
Throughout the planning process, the idea of re-introducing the historic clock tower where the Wall Street Pedestrian Paseo crosses Chester Avenue has been identified as an opportunity to create an iconic Downtown landmark, gateway and point of orientation.
7. Use Vision Plan as a Platform for a Future Downtown Land Use Plan
A future Downtown Element of the General Plan, or similar plan, provides an opportunity to codify the vision of this HSR Station Area planning effort and establishes the appropriate regulatory framework for which new development can occur through such tools as urban design guidelines, street crosssections and other design standards.
This is also an opportunity to leverage the consensus developed during this planning process, and continue the public discourse over the past year and a half. This additional level of detail takes the values and strategies outlined in the Vision, and begins the work of building local capacity and creating tools for the City to prepare for future development in Downtown, specifically around the proposed High-Speed Rail station.
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8. Adopt a Downtown Walkability Plan
Transportation has always played a dominant role in shaping our urban environment. Historically, cities were built around the basis of everyday activities on foot; consequently, the prominent urban form was dense, compact and mixed-use. As the most walkable district in the City, efforts to preserve and enhance walkability as the City grows will be key to enhancing livability in Downtown Bakersfield. Many challenges exist for planning professionals who want to enhance and balance transportation infrastructure and retrofit the existing public right-of-way to meet the needs of multi-modal transportation.
A Downtown Walkability Plan will help the City identify enhancements to the public realm, parking strategies, and the legibility of the City as part of this vision for creating a more livable city.
This presents an opportunity for cars to be directed to park in strategic areas then encourage people to explore Downtown.
Part of the Walkability Plan should be a mechanism by which local businesses and other uses share parking lots to reduce the amount of parking required for each new development. A strategic Walkability Plan will help to create greater capacity to accommodate shoppers/tourists/residents in the area.
This would also benefit the urban form of Downtown by
reducing space that might otherwise be given to parking for new development, and fostering a more welcoming pedestrian environment.
Improvements to the public realm could include the
expansion of the bike network, closing gaps and the upgrade of infrastructure (i.e. sidewalks, crosswalks, streetscape enhancements) for pedestrians and creating a fluid transition between transportation modes. In general, this process of expanding walkability is providing a comfortable and inviting experience for the pedestrian that encourages them to walk more and drive less around Downtown. Further information about how to improve walkability and create a greater mode shift can be found in the transportation demand management strategy in the Vision Plan’s Environmental Impact Report.
9. Adopt a Series of Zoning Updates that Incentivize Downtown Redevelopment
During the existing conditions analysis, a zoning code review highlighted several opportunities for both slight changes to existing zoning policy and the adoption of other best practices.
In order to support continued reinvestment in the historic core and greater Downtown Bakersfield, there are several approaches that the City should consider from a policy perspective to create greater certainty and incentives for future development.
Several such opportunities include the following:
• Architectural Overlay Zone: A Downtown Overlay with
specific facade and elevation standards.
• Adaptive Reuse Ordinance: An adaptive reuse ordinance can encourage the revitalization and reuse of Downtown’s historic buildings and unlock the potential value of historic buildings. An adaptive reuse ordinance would set standards for the conversion of older structures into housing, creative office and other uses. • Floor Area Ratio: Downtown Bakersfield currently has no height limits within the historic core, but a maximum Floor Area Ratio (FAR) that effectively caps the developable envelope.
The City should explore adjustments, and possibly the complete removal of the FAR limitation.
• Graduated Density: Ordinance to allow higher density on larger sites in the CB and CC Zone Districts, subject to specific 89 89
development criteria. Consolidation of smaller parcels can incentive the assembly of smaller properties to create cohesive, connected and well-planned development.
10. Leverage Publicly-Owned Parcels for Economic
Development
There are a variety of underutilized and vacant parcels throughout Downtown that are both privately and publiclyowned. These parcels represent an opportunity to enhance existing development, increase density of future development, and maximize the use of future development on vacant parcels.
The City should create an inventory of underutilized and publicly-owned parcels in Downtown and establish a strategy to hold, merge, sell and/or lease parcels to ensure that future development meets established criteria that is consistent with the Vision for Downtown. This strategy should also define a process to expedite qualifying development around the HSR site and more broadly in Downtown.
11. Develop an Infrastructure Masterplan for Downtown
Prioritize Downtown capital improvement projects to
facilitate the identified strategic growth areas. While much of Downtown’s existing infrastructure was built for a far denser pattern of development than what currently exists, the age of this existing infrastructure and the intensity of development, specifically adjacent to the HSR Station site and around Garces Circle, will require further study.
12. Develop a Housing Strategy to Address Downtown Housing Needs
The City of Bakersfield’s Housing Element has identified a need for 36,290 housing units Citywide by 2023. Growth and Infill within Downtown Bakersfield can assist in meeting this need, and should include variety of housing options for various income levels and groups such as seniors, disabled, homeless persons, and more. The State has recently authorized a series of housing legislation that provide cities with various tools to address their housing needs; including the use of “Inclusionary Affordable Rental Housing Ordinances” that require that new housing developments include a certain percentage of affordable residential rental units, and development of Workforce Housing Opportunity Zones, which focus workforce and affordable housing in areas close to jobs and public transit options. 90 90
4.7 Economic Development Analysis
An “Economic Development Analysis” (see Appendix II: Economic Development Analysis) was developed to understand the net fiscal impact and potential value capture from development for the Vision Plan (the “project”). When realized, the HSR Vision Plan will transform Downtown Bakersfield into a vibrant, mixed-used district that will take advantage of its proximity to the high-speed rail station. The analysis summarizes the Vision Plan’s estimated annual net fiscal impact on the General Fund of the City of Bakersfield over the course of the 30-year phased build out, as well as the potential for value capture in the Vision Plan area to finance station area improvements.
Methodology
The Vision Plan’s net fiscal impact is based on inputs from the market analysis, completed in 2016. This analysis assumes that the Study Area will absorb an average of the low and high market absorption projections for the ‘high-speed rail scenario’ for all land uses (office, retail, residential, and hospitality) over the 30-year build out (see Table 2). It should be noted, however, to achieve the level of projected real estate absorption in this scenario, it was assumed that there are major strategic public realm and infrastructure investments in the area, in addition to high-speed rail service. The Vision Plan’s land uses are assumed to be absorbed at an even pace over each ten-year period with the exception of hospitality, which is absorbed incrementally to represent the opening of individual hotels.
The City’s General Fund budget was reviewed to estimate fiscal revenues and costs.
In the City’s FY 2016-2017 Budget, over 85 percent of the General Fund budget of $195,975,000 was generated by property tax (37%), sales tax (34%), charges for services (11%) and other taxes (5%). The majority of fiscal revenues fund public safety (Police, 44%; Fire, 19%), with the remainder supporting Public Works (13%), Recreation and Parks (9%), General Government (7%), Community Development (4%), and other non-departmental (4%).
Overall, the Vision Plan’s fiscal model assumptions are conservative and take into consideration the significant variability that is inherent in projecting fiscal revenues over a 30-year period. It was assumed that annual nominal inflation of 2.5% for all costs and revenues and real value appreciation of 2% for residential and commercial property values. For market rate sales values, it was assumed a residential sale price of $314,000 (in 2017 dollars), the median price of single-family homes built and sold in Bakersfield since 2015, as reported by Redfin. For commercial values, it was assumed an assessed value of $245 per square foot based on the average sales price for commercial properties in Bakersfield, built since 2010 and sold since 2015, according to CoStar. These assumptions drive Property Tax, Motor Vehicle License Fee InLieu (“MVLF In-Lieu”) revenues, and Property Transfer Tax estimates. Sales Tax and Transient Occupancy Tax (“TOT”) estimates are based on retail market demand 91 91
projections and average daily rates, respectively, determined by the market demand analysis. All other taxes as well as City service costs are based on a per “residentequivalent” calculation, which is a factor that combines employees and residents and their respective share of municipal service revenues and costs based on share of time spent in the City. Furthermore, it was assumed that HSR will create a value premium of 10% on base market rate values and hotel average daily rates following the opening of rail service, which is anticipated to occur in 2029.
Findings
As shown in Table 2, the Vision Plan is anticipated to contribute approximately $27.1 million in fiscal revenues to the City of Bakersfield General Fund on an annual basis at Project build out in year 2046 (in 2017 dollars). It should be noted that annual revenues are limited in the first decade. Annual revenues increase significantly in the second and third decade of the Project’s build out, as high-speed rail is anticipated to create additional demand for station-adjacent development after 2029.
On the cost side, the Project is expected to create approximately $16.1 million in additional city service costs to accommodate additional Vision Plan residents and commercial activity. Net of these costs, the City can anticipate an additional $11.0 million in net revenues on an annual recurring basis.
Table 2 (page 91):
Snapshot of Net Fiscal Impact on the
General Fund of the City of Bakersfield
at Years 10, 20 and 30 of the Phased
Project Development
HR&A Advisors, Inc. Making Downtown Bakersfield Net Fiscal Impact Analysis | 2 inflation of 2.5% for all costs and revenues and real value appreciation of 2% for residential and commercial property values. For market rate sales values, HR&A assumed a residential sale price of $314,000 (in 2017 dollars), the median price of single-family homes built and sold in Bakersfield since 2015, as reported by Redfin.
4 For commercial values, HR&A assumes an assessed value of $245 per square foot based on the average sales price for commercial properties in Bakersfield, built since 2010 and sold since 2015, according to CoStar. These assumptions drive Property Tax, Motor Vehicle License Fee In-Lieu (“MVLF In-Lieu”) revenues, and Property Transfer Tax estimates.5 Sales Tax and Transient Occupancy Tax (“TOT”) estimates are based on retail market demand projections and average daily rates, respectively, determined by HR&A in its market demand analysis. All other taxes as well as City service costs are based on a per “resident-equivalent” calculation, which is a factor that combines employees and residents and their respective share of municipal service revenues and costs based on share of time spent in the City. Residentequivalent calculations are shown in Appendix Table 3. Furthermore, HR&A assumes that high-speed rail will create a value premium of 10% on base market rate values and hotel average daily rates following the opening of rail service, which is anticipated to occur in 2029.
Findings
As shown in Table 1 below, the Project is anticipated to contribute approximately $27.1 million in fiscal revenues to the City of Bakersfield General Fund on an annual basis at Project build out in year 2046 (in 2017 dollars). It should be noted that annual revenues are limited in the first decade. Annual revenues increase significantly in the second and third decade of the Project’s build out, as high-speed rail is anticipated to create additional demand for station-adjacent development after 2029.
On the cost side, the Project is expected to create approximately $16.1 million in additional city service costs to accommodate additional Project residents and commercial activity. Net of these costs, the City can anticipate an additional $11.0 million in net revenues on an annual recurring basis.
Table 1: Snapshot of Net Fiscal Impact on the General Fund of the City of Bakersfield at Years 10, 20 and 30 of the Phased Project Development
4 Unless otherwise expressed as nominal dollars, all values in this memorandum are in current 2017 dollars. Though model inputs were inflated in the analysis appropriately over the 30-year build out, they were deflated for purposes of comparison.
5 MVLF In-Lieu revenues are a function of growth in the City’s property tax base.
Annual Revenues to the City of Bakersfield General Fund 2017 $ 2017 $ 2017 $
Property Tax Increment $997,000 $4,334,000 $9,640,000
MVLF In Lieu $646,000 $2,807,000 $6,245,000
Property Transfer Tax $46,000 $124,000 $174,000
Sales Tax $291,000 $735,000 $1,048,000
Transient Occupancy Tax $945,000 $3,812,000 $7,281,000
Other Taxes $377,000 $1,449,000 $2,722,000
Business License Tax $4,000 $16,000 $30,000
Total Annual Recurring Revenues to City's General Fund $3,306,000 $13,277,000 $27,140,000 Less: City Service Costs ($2,235,000) ($8,590,000) ($16,134,000) Net Fiscal Impact to City's General Fund $1,071,000 $4,687,000 $11,006,000 Prepared by: HR&A Advisors, Inc.
2046
Snapshot of Annual
Revenue at
Year 10
Snapshot of Annual
Revenue at
Year 20
Snapshot of Annual
Revenue at Year 30
(Project Buildout)
############ ############ ############
2026 2036
92 92
As shown in Table 3 , it was estimated that the Vision Plan will generate $309.5 million in revenues for the General Fund (in 2017 dollars) over 30 years of Project build out, with two-thirds of its impact occurring during the third decade when high-speed rail is fully operational. The Project’s components will also generate approximately $191.3 million in municipal service costs, leaving the City with a cumulative net fiscal impact of approximately $118.2 million in net present value (“NPV”) terms.
Figure 52 (above):
Annual Recurring Revenues by Source
at Project Build Out (2046)
Table 3 (page 92):
Cumulative Revenues and Costs to the
City of Bakersfield General Fund
A Advisors, Inc. Making Downtown Bakersfield Net Fiscal Impact Analysis | 3 e 1: Annual Recurring Revenues by Source at Project Build Out (2046) own in Table 2 on the following page, HR&A estimates that the Project will generate $309.5 million in ues for the General Fund (in 2017 dollars) over 30 years of Project build out, with two-thirds of its ct occurring during the third decade when high-speed rail is fully operational. The Project’s components so generate approximately $191.3 million in municipal service costs, leaving the City with a cumulative scal impact of approximately $118.2 million in net present value (“NPV”) terms.6 2: Cumulative Revenues and Costs to the City of Bakersfield General Fund Steps
ity of Bakersfield has a unique opportunity to capitalize on the State’s investment in high-speed rail to yze development in the City’s downtown. In particular, the City should develop a strategy to capture a antial portion of the anticipated property tax and MVLF in-lieu incremental revenues, which equal .9 million in present value terms over the course of the Project build out. ntly in California, there are limited tax increment finance (“TIF”) tools that the City can use for value re, though this may change in the future. Value capture mechanisms are intended to capture increased created by public investment in a property or area. Value capture mechanisms such as tax increment cing (“TIF”) allocate new, incremental property tax revenues due to future increases in property value present value calculations in Table 2 discount only for inflation (2.5%).
Property Tax
35%
MVLF In Lieu
23%
Property Transfer
Tax
1%
Sales Tax
4%
Transient
Occupancy
Tax
27%
Other Taxes
10% Business License Tax
0.1%
tive Revenues to the City of Bakersfield General Fund (2017$) Years 0-10 Years 10-20 Years 20-30 Years 0-30 2017 $ 2017 $ 2017 $ 2017 $
y Tax Increment $4,711,000 $26,384,000 $69,599,857 $100,694,857 Lieu $3,052,000 $17,091,000 $45,085,000 $65,228,000
y Transfer Tax $251,000 $941,000 $1,392,000 $2,584,000
ax $1,539,000 $5,428,200 $9,020,000 $15,987,200
t Occupancy Tax $3,683,000 $25,603,000 $57,496,000 $86,782,000 e Tax, Licenses and Permits, Charges for Services, Fines, and Misc. $1,963,000 $9,384,000 $20,927,000 $32,274,000 License Tax $413,000 $1,786,000 $3,795,000 $5,994,000
nnual Recurring Revenues to City's General Fund by Period $15,611,000 $86,616,000 $207,315,000 $309,542,000 y Service Costs ($11,635,000) ($55,622,000) ($124,048,000) ($191,305,000) tive Net Fiscal Impact to City's General Fund by Period $3,977,000 $30,995,000 $83,267,000 $118,239,000 d by: HR&A Advisors, Inc.
HR&A Advisors, Inc. Making Downtown Bakersfield Net Fiscal Impact Analysis | 3 Figure 1: Annual Recurring Revenues by Source at Project Build Out (2046) As shown in Table 2 on the following page, HR&A estimates that the Project will generate $309.5 million in revenues for the General Fund (in 2017 dollars) over 30 years of Project build out, with two-thirds of its impact occurring during the third decade when high-speed rail is fully operational. The Project’s components will also generate approximately $191.3 million in municipal service costs, leaving the City with a cumulative net fiscal impact of approximately $118.2 million in net present value (“NPV”) terms.6 Table 2: Cumulative Revenues and Costs to the City of Bakersfield General Fund Next Steps
The City of Bakersfield has a unique opportunity to capitalize on the State’s investment in high-speed rail to catalyze development in the City’s downtown. In particular, the City should develop a strategy to capture a substantial portion of the anticipated property tax and MVLF in-lieu incremental revenues, which equal $166.9 million in present value terms over the course of the Project build out.
Currently in California, there are limited tax increment finance (“TIF”) tools that the City can use for value capture, though this may change in the future. Value capture mechanisms are intended to capture increased value created by public investment in a property or area. Value capture mechanisms such as tax increment financing (“TIF”) allocate new, incremental property tax revenues due to future increases in property value 6 Net present value calculations in Table 2 discount only for inflation (2.5%).
Property Tax
35%
MVLF In Lieu
23%
Property Transfer
Tax
1%
Sales Tax
4%
Transient
Occupancy
Tax
27%
Other Taxes
10%
Business License Tax
0.1%
Cumulative Revenues to the City of Bakersfield General Fund (2017$) Years 0-10 Years 10-20 Years 20-30 Years 0-30 2017 $ 2017 $ 2017 $ 2017 $
Property Tax Increment $4,711,000 $26,384,000 $69,599,857 $100,694,857 MVLF In Lieu $3,052,000 $17,091,000 $45,085,000 $65,228,000 Property Transfer Tax $251,000 $941,000 $1,392,000 $2,584,000 Sales Tax $1,539,000 $5,428,200 $9,020,000 $15,987,200
Transient Occupancy Tax $3,683,000 $25,603,000 $57,496,000 $86,782,000 Franchise Tax, Licenses and Permits, Charges for Services, Fines, and Misc. $1,963,000 $9,384,000 $20,927,000 $32,274,000 Business License Tax $413,000 $1,786,000 $3,795,000 $5,994,000 Total Annual Recurring Revenues to City's General Fund by Period $15,611,000 $86,616,000 $207,315,000 $309,542,000 Less: City Service Costs ($11,635,000) ($55,622,000) ($124,048,000) ($191,305,000) Cumulative Net Fiscal Impact to City's General Fund by Period $3,977,000 $30,995,000 $83,267,000 $118,239,000 Prepared by: HR&A Advisors, Inc.
Next Steps
The City of Bakersfield has a unique opportunity to capitalize on the State’s investment in high-speed rail to catalyze Downtown development in downtown by capturing a substantial portion of the anticipated property tax and MVLF in-lieu incremental revenues, which equal $166.9 million in present value terms over the course of the Project build out.
Currently in California, there are limited tax increment finance (“TIF”) tools that the City can use for value capture, though this may change in the future. Value capture mechanisms are intended to capture increased value created by public investment in a property or area. Value capture mechanisms such as tax increment financing (“TIF”) allocate new, incremental property tax revenues due to future increases in property value in a designated area to fund improvement projects that will benefit property values in that area. Future taxes beyond a baseline amount are allocated towards a special purpose entity and can be bonded to fund station area improvements.
The City has been exploring an innovative new tool, Economic Opportunity Areas (“EOAs”), which will help generate a dedicated source of funds for area-specific improvements. The EOAs are a first step. If the EOA program proves to be successful, it may be appropriate to explore more robust tools that will build upon the EOA to provide potentially larger yields.
The State recently adopted two new value capture tools which are intended to fund economic development initiatives: Enhanced Infrastructure Financing Districts (“EIFD”) and Community Revitalization and Investment Authorities (“CRIA”). As 93 93
Table 4 (page 93)
Illustrative TIF Bonding Capacity for the
City and County Shares of Property Tax
and MVLF In-Lieu Increment in Three
Tranches
Figure 53 (above):
Illustrative Bonding Capacity with City
and County Tax Increment
HR&A Advisors, Inc. Making Downtown Bakersfield Net Fiscal Impact Analysis | 5 Figure 2: Illustrative Bonding Capacity with City and County Tax Increment In many ways, potential fiscal revenues associated with the Project could be even greater if the City takes proactive steps in the high-speed rail station area, which may include infrastructure enhancements, a governance approach, branding and marketing. HR&A assumes an average of the low and high development absorption projections and baseline real appreciation in property values which may change if rail service stimulates additional demand. However, should the City achieve strong success in placemaking initiatives in the station area to encourage rail-adjacent development, the fiscal impact may be even higher. $0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
Property Tax Increment (in nominal dollars)
2022
City and County
Increment: $1.1m
Bond Issue: $12.2m
2027
City and County
Increment: $2.1m
Bond Issue: $19.7m
2037
City and County
Increment: $14.7m
Bond Issue: $86.1m
HR&A Advisors, Inc. Making Downtown Bakersfield Net Fiscal Impact Analysis | 4 in a designated area to fund improvement projects that will benefit property values in that area. Future taxes beyond a baseline amount are allocated towards a special purpose entity and can be bonded to fund station area improvements.
The City has been exploring an innovative new tool, Economic Opportunity Areas (“EOAs”), which will help generate a dedicated source of funds for area-specific improvements. The EOAs are a first step. If the EOA program proves to be successful, it may be beneficial to also explore more robust tools that will build upon the EOA to provide potentially larger yields. The State recently adopted two new value capture tools which are intended to fund economic development initiatives: Enhanced Infrastructure Financing Districts (“EIFD”) and Community Revitalization and Investment Authorities (“CRIA”). As described in the Implementation Strategy document, these two tools have their limitations, but the State may consider new tools within the next few years. The City should consider graduating its value-capture strategy to a TIF tool such as an EIFD or CRIA that is able to be bonded against, within the next three years. Though the existing TIF tools have yet to be implemented anywhere in the State, TIF mechanisms have potential to capture significant value for the City.
The City will need to issue bonds over multiple tranches to capture the value for upfront capital investment.
To illustrate, we have shown in Tables 3 and 4 as well as Figure 2 how the City can potentially capture approximately $75 million in property tax and motor vehicle license fee in-lieu revenues to finance station area improvements in three tranches.
7 In this scenario HR&A assumes that the City will issue bonds after 5, 10, and 20 years, with the bonding period terminating at the end of the 30-years. However, the City could bond more frequently to capture a greater portion of increment that is being missed in the example. Should the County contribute its share property tax increment (the net present value of which is equal to an additional $94 million over 30 years), another $43 million could also be captured under this same bonding scenario.
8 Table 3: Illustrative TIF Bonding Capacity for the City and County Shares of Property Tax and MVLF In-Lieu Increment in Three Tranches
7 HR&A assumed three bonding periods, after five, ten, and twenty years of Project build out, with all bonds maturing in the thirtieth year. HR&A’s financing assumptions for these bonds include a 5% interest rate, 80% loan-to-value ratio, and 5% cost of issuance. 8 The City’s bonding capacity is substantially larger than the County’s in this model for two primary reasons. First, for Tax Rate Areas (“TRA”) within the Project boundaries, the City’s average share of the General 1% property tax local levy is 18.19%; the County’s share for the same TRAs is 16.99%. In addition, the City receives MVLF In-Lieu revenues which are equal to approximately 60% of its property tax revenue; the County does not receive MVLF In-Lieu revenues.
Year City Share Alone
(cumulative $M)
Combined City and
County Share
(cumulative $M)
2021 $7.8 $12.2
2026 $20.3 $31.9
2036 $75.3 $118.0
described in the Economic Development Plan above (see Appendix I:Implementation Matrix) these two tools have limitations, but the State may consider new tools within the next few years.
Recommendations
The City could consider graduating its value-capture strategy to a bondable TIF tool, within the next three years. Though the existing TIF tools have yet to be implemented anywhere in the State, TIF mechanisms have potential to capture significant value for the City.
The Report also shows that Bonds may also be necessary to capture the value for upfront capital investment. Tables 3 and 4 show how the City can potentially capture approximately $75 million in property tax and motor vehicle license fee in-lieu revenues to finance station area improvements in three tranches. In this scenario it was assumed that the City will issue bonds after 5, 10, and 20 years, with the bonding period terminating at the end of the 30-years. However, the City could bond more frequently to capture a greater portion of increment that is being missed in the example. Should the County contribute its share property tax increment (the net present value of which is equal to an additional $94 million over 30 years), another $43 million could also be captured under this same bonding scenario.
In many ways, potential fiscal revenues associated with the Vision Plan could be even greater if the City takes proactive steps in the HSR station area, which may include infrastructure enhancements, a governance approach, branding and marketing. It was assumed an average of the low and high development absorption projections and baseline real appreciation in property values may change if rail service stimulates additional demand. However, should the City achieve strong success in place-making initiatives in the station area to encourage rail-adjacent development, the fiscal impact may be even higher.
94 94
Photo by David Seibold
95 95
APPENDIX
PLEASE VIEW SEPARATE DOCUMENT
Cecelia Griego, Project Manager
City of Bakersfield
1715 Chester Avenue
Bakersfield, CA 93301
[email protected]
(661) 326-3788
makingdowntownbakersfield.us