CITY OF BAKERSFIELD
Draft Consolidated Plan
2025-2030
March 2025
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1 The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator BAKERSFIELD Economic and Community
Development Department
HOPWA Administrator BAKERSFIELD Economic and Community
Development Department
HOME Administrator BAKERSFIELD Economic and Community
Development Department
ESG Administrator BAKERSFIELD Economic and Community
Development Department
Table 1 – Responsible Agencies
Narrative
The City of Bakersfield’s Economic and Community Development Department serves as the lead agency for the Consolidated Plan, Action Plan, and the administration of the CDBG, HOME, HOPWA and ESG funds.
As an entitlement community located within an Eligible Metropolitan Statistical Area (EMSA), the City of Bakersfield also receives Housing Opportunities for Persons with AIDS (HOPWA) funds from HUD. In 2016, the City of Bakersfield assumed administrative duties over the HOPWA program for the Kern County area and the Kern County Public Health Department oversees the implementation of HOPWA on behalf of the City and County.
Consolidated Plan Public Contact Information
Nina Carter
Community Development Principal
Economic and Community Development Department
City of Bakersfield
1600 Truxtun Avenue
Bakersfield, CA 93301
[email protected]
(661) 852-7534
2 PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I)
1. Introduction
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).
As part of the outreach effort in the development of the Consolidated Plan (ConPlan), the City of Bakersfield (City) consulted and coordinated with governmental agencies, nonprofit service providers, businesses, and community members to identify the needs of the low- and moderate-income (LMI) populations in Bakersfield. This effort was conducted through focus groups and one-on-one consultations.
Focus Groups
The City hosted four focus groups, one each for the following sectors:
● Affordable housing
● Homelessness
● Economic development
● Community development and services
These focus groups were conducted to familiarize representatives of key organizations and stakeholders with the ConPlan and understand their perspectives on emerging trends and community needs. In total, 39 representatives of 17 different organizations attended (documented in Table PR-10.1). Their feedback is discussed in detail in the sections below.
Consultations
The City conducted comprehensive outreach to key organizations to enhance coordination, solicit feedback, and discuss new approaches and efficiencies with public and assisted housing providers, private and governmental health, mental health and service agencies, homeless services, and fair housing. The City prioritized consultations with stakeholders that utilize funding for eligible activities, projects and programs. The organizations consulted included:
● Housing Authority of the County of Kern (HACK)
● Kern County Public Health Department
● Kern Council of Governments (Kern COG)
● Bakersfield-Kern Regional Homeless Collaborative
● Greater Bakersfield Legal Assistance
3 Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness The Bakersfield Kern Regional Homeless Collaborative (BKRHC) is the region’s Continuum of Care (CoC) and is comprised of 45 member organizations. The CoC includes homelessness service providers, government agencies, advocacy groups, businesses, as well as people with lived experience (including those currently experiencing homelessness) who bring expertise from working directly with people experiencing homelessness in finding permanent housing and getting connected to desired supports to reach their full potential. BKRHC is led by a nine-member Executive Board, which is responsible for the fiduciary responsibilities and operations of the organization and managed by the CoC professional staff.
The work of the CoC is maintained and conducted by a sixteen-member Governing Board authorized by the voting members of the CoC to conduct the work and structured as defined in the CoC Governance Charter.
The City’s coordination strategies for the ConPlan included community outreach with many of the BKRHC membership organizations through focus groups and one-on-one consultations. The City shared information on the ConPlan’s Community Needs Survey and ConPlan Community Meetings with CoC members and requested it be distributed to their networks, including Kern County Behavioral Health and Recovery Services, Kern Health Systems Managed Care Plan, and Community Action Partnership of Kern. Additionally, the City distributed paper Community Needs surveys to solicit feedback from guests of the local emergency shelters to inform the ConPlan’s priorities. The City’s Economic and Community Development Department also continuously collaborates with BKRHC and its members through monthly board meetings and email communications.
In January 2025, the BKRHC conducted its annual Point in Time Count to determine the number of homeless people in both Kern County and the City of Bakersfield. The BKRHC is also implementing its Kern County Strategic Plan to Address Homelessness to strengthen the current system of care to meet the full needs and capacity of the Kern County community. The results and strategies associated with these two efforts informed and are included in many sections of the ConPlan. The BKRHC’s plan to end homelessness and the City’s ConPlan complement and supplement each other and will work in concert to address the needs of the City’s LMI and special needs populations.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS The City funds programs within the Continuum of Care (CoC) through the ESG program. The City also works with the CoC to ensure subrecipient compliance with Homeless Management Information System (HMIS) and other performance standards. The City is also an active member of the CoC and serves in a leadership capacity on both the executive board and governing board. In addition to providing funding to the BKRHC (which includes funding for staffing and the administration of HMIS), the City participates 4 in the development of its policies and procedures through participation in the Performance Review Committee. All municipal ESG grantees are required to use HMIS and collaborate with the CoC to report outcomes in HMIS. According to HUD, HMIS is “a local information technology system used to collect client-level data and data on the provision of housing and services to homeless individuals and families, and persons at risk of homelessness.” The City of Bakersfield is part of the CoC’s Performance and Evaluation committee to enhance and coordinate performance metrics across all grants. The CoC provides feedback annually on ESG priorities through a survey.
Additionally, each year data collection for the ESG portion of the CAPER is extracted from the most recent version of the HMIS Data Standards and submitted to the City. The City also uses the required HUD reporting system for ESG accomplishment data which is the Sage HMIS Reporting Repository (Sage).
2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities
5 Agency/Group/Orga
nization
Agency/Group/Orga
nization Type
What section
of the Plan was
addressed by
Consultation?
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Greater Bakersfield
Legal Assistance
(GBLA)
Legal service provider Housing Market
Analysis
Consultation. Serves as City’s Fair Housing
administrator. Consultation will result in
improved and more focused services for
LMI clients.
Housing Authority of
the County of Kern
(HACK)
Housing Authority Housing Needs
Assessment;
Market Analysis;
Homeless
Facilities and
Services
Consultation; Focus Groups. Provided
housing-related data and will carry out
many initiatives associated with ConPlan.
Kern Council of
Governments (Kern
COG)
Metropolitan Planning
Organization (MPO)
Housing Needs
Assessment;
Market Analysis
Consultation. Informed Housing Market
Analysis.
Kern County Chief
Administrative Office
Local Government Homeless
Facilities and
Services
Focus Group. Informed NA-40 Homeless
Needs Assessment.
Bakersfield Kern
Regional Homeless
Collaborative (BKRHC)
Continuum of Care
(CoC)
Needs
Assessment;
Homeless
Facilities and
Services
Consultation. Provided homeless-related
data, and with City staff attending monthly
BKRHC board meetings, coordination will
result in improved implementation of
ConPlan strategic plan.
Kern County Network
for Children at the
Dream Center
Nonprofit Service
Provider
Homeless
Facilities and
Services; Non-
Housing
Community
Development
Needs and
Assets
Focus Groups
Mission at Kern
County
Nonprofit Service
Provider
Homeless
Facilities and
Services
Consultation; Focus Group. Informed NA-
40 Homeless Needs Assessment.
Flood Ministries Nonprofit Service
Provider
Homeless
Facilities and
Services
Focus Group. Informed NA-40 Homeless
Needs Assessment.
Open Door Network Nonprofit Service
Provider
Homeless
Facilities and
Services
Focus Group. Informed NA-40 Homeless
Needs Assessment.
Brundage Lane
Navigation Center
Nonprofit Service
Provider
Homeless
Facilities and
Services
Focus Group. Homeless Facilities and
Services.
6 Community Action
Partnership of Kern
(CAPK)
Nonprofit Service
Provider
Homeless
Facilities and
Services; Non-
Housing
Community
Development
Needs and
Assets
Focus Groups. Provided data on its 211
program.
Habitat for Humanity
Golden Empire
Affordable Housing
Provider
Housing Needs
Assessment;
Market Analysis;
Non-Housing
Community
Development
Needs and
Assets
Focus Group.
Ventura County
Community
Development
Corporation
Affordable Housing
Developer
Housing Needs
Assessment;
Market Analysis
Focus Group. Informed Housing Market
Analysis.
Building Healthy
Communities
Community-Based
Organization
Housing Needs
Assessment;
Market Analysis
Focus Group. Informed NA-50 Non-
Housing Community Development Needs
and Assets.
Bakersfield Senior
Center
Community-Based
Organization
Non-Housing
Community
Development
Needs and
Assets
Focus Group. Hosted community meeting.
Bakersfield American
Indian Health Project
Community
Healthcare Program
Non-Housing
Community
Development
Needs and
Assets
Focus Group.
Kern Health Systems Managed Care
Organization
Non-Housing
Community
Development
Needs and
Assets
Focus Group.
MLK Community
Initiative
Community-Based
Organization
Non-Housing
Community
Development
Needs and
Assets
Focus Group
Bakersfield Health
Project
Community-Based
Organization
Non-Housing
Community
Development
Needs and
Assets
Focus Group.
7 Bakersfield ARC Community-Based
Organization
Non-Housing
Community
Development
Needs and
Assets
Focus Group.
Kern County
Women’s Business
Center
Community-Based
Organization
Non-Housing
Community
Development
Needs and
Assets
Focus Group.
Table 2 – Agencies, groups, organizations who participated
Identify any Agency Types not consulted and provide rationale for not consulting All organizations targeted for feedback on the ConPlan were consulted in the community engagement process. The organizations listed in the above table represent a wide array of sectors and services and include many of the City’s and region’s most critical and impactful organizations.
Other local/regional/state/federal planning efforts considered when preparing the Plan 8 Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of
each plan?
The Bakersfield Affordable Housing
Strategy
City of Bakersfield The Bakersfield Affordable Housing
Strategy serves as the guiding
document for city staff and civic
leaders to inform decision making
and provide resources to
accelerate affordable housing
production, specifically for the LMI
population. The strategy supports
a vision where all residents have
access to housing that is safe,
stable, and affordable.
City of Bakersfield City Council
Goals, FY 23 Workplan
City of Bakersfield The City Council goals guide the
policy decisions within the City, the
ConPlan Strategic Goals are
complimentary and aligned with
the overall City Council direction.
Bakersfield 2045 RISE, 2023-2031
Draft Housing Element
City of Bakersfield The Housing Element, which
includes housing policies and
programs, is a part of the City
General Plan and identifies
constraints to housing
development and supports the
development of affordable housing
in the city. The Housing Element
must also accommodate the future
housing needs for all residents,
especially low- and moderate-
income households.
Bakersfield 2045 General Plan
Update
City of Bakersfield The City’s General Plan is the
comprehensive planning document
that includes the long-range goals
and policies of the City. The
General Plan includes the seven
mandated elements: Land Use,
Circulation, Housing, Conservation,
Open Space, Noise and Safety, and
two optional elements: Public
Services/Facilities, and Parks.
9 City of Bakersfield Economic
Development Strategic Plan
City of Bakersfield The Economic Development
Strategic Plan provides a strategic
framework to guide the City’s
economic development policies,
programs, and investments over
the next 5-years. It is based on
comprehensive research and
stakeholder input process,
reflecting consensus views on the
most promising opportunities and
pressing challenges facing the local
economy.
B3K Regional Economic Plan B3K Prosperity A Better Bakersfield and Boundless Kern (B3K) is a long-term
collaboration among business,
government, and civic stakeholders
to create and deliver a joint
strategy and
operational/investment plan for
regional economic growth and
opportunity, centered on
promoting quality job creation that
is enduring and accessible to all
residents.
City of Bakersfield Analysis of
Impediments to Fair Housing
Choice (AI)
City of Bakersfield The AI is an analysis of fair housing data, an assessment of fair housing
issues and contributing factors,
and an identification of fair
housing priorities and goals that
aligns with the goals of the
ConPlan.
Home at Last! Kern County’s Plan
to End Homelessness by 2028
Bakersfield-Kern Regional
Homeless Collaborative (CoC)
The Home at Last! Plan to end
homelessness in Kern County by
2028 is extremely germane to the
ConPlan and will guide investments
through federal entitlement
funding.
10 Kern County Homeless Strategic
Action Plan
Bakersfield-Kern Regional
Homeless Collaborative (CoC)
The Strategic Plan to Address
Homelessness in Kern County seeks
to strengthen the current system
of care so that it has the capacity
to meet the full needs of the Kern
County community. The Plan
adopts three overarching goals
supported by eight strategic
objectives that, collectively, are
designed to do three things: (1)
reduce the number of people and
families flowing into the homeless
system of care, (2) deliver better
help to the people and families
who do experience homelessness,
and (3) increase the number of
people and families who exit the
homeless system of care to
permanent and stable housing
arrangements.
Report on the Status of Women
and Girls in Kern County 2020
Kern Community Foundation This report focuses on the status of women and girls across the county
in terms of economic well-being,
family and homes, health and
safety--and the correlation of
educational attainment of women
to these issues.
Table 3 – Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))
The sections above describe many of the City’s efforts to cooperate and coordinate with public entities and adjacent units of government, including HACK and KernCOG. Coordination with multiple public agencies in California will be increasingly important during the 2025-2030 ConPlan cycle. The State has recently increased the amount of money dedicated to affordable housing and homelessness facilities and services, as well as strengthening requirements for the City’s Housing Element. Efficiently deploying this money, as well as seeking opportunities to leverage the funds, will be critical to achieving the goals of the ConPlan.
Narrative (optional):
11 PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting
The City carried out a broad, multifaceted community engagement effort in accordance with the Citizen Participation Plan, which encourages the involvement of LMI populations and outlines requirements for the following processes and events:
● Location and publication of public notices;
● 30-day public review period;
● Availability of the documents;
● Public hearings and public meetings;
● Public comment process;
● Required approval; and,
● Deadlines.
Adhering to the Citizen Participation Plan, the City conducted the following actions to ensure maximum participation of organizational stakeholders and community members in the Consolidated Planning process:
● Four community workshops: one virtual and two held in-person; ● Informational presentation to City Council on January 22, 2025; ● Results from ongoing community outreach events;
● Online and paper survey in English and Spanish;
● 30-day public comment period; and,
● Public hearing.
The City made every effort to broaden public participation, including publishing the community workshop notices in two local newspapers, the Bakersfield Californian and El Popular (Spanish), on September 20, 2024, two weeks before the first community workshop. The City also placed workshop announcements on its website’s Consolidated Plan landing page, emailed community stakeholders, and posted community engagement notices on Facebook on October 21, 2024. The Bakersfield-Kern Regional Homeless Collaborative, Kern County Behavioral Health and Recovery Services, Greenfield Walking Group, and Leadership Counsel all shared information on the ConPlan’s community workshop and community needs survey through their listservs (in English and Spanish). Kern Family Health Care shared information via social media as well. The City also made provisions to provide a bilingual (Spanish) interpreter at the community workshops and ensured workshop locations were convenient and accessible to those with special needs, including holding one virtual session.
Community Workshops
Three community workshops were conducted to introduce residents to the City’s ConPlan process, familiarize them with federal funding, and to solicit input on community needs and where investment 12 can be most impactful. The workshops were held in LMI communities and sought to obtain broad input from the City’s diverse communities. Thirty-seven community members participated in the workshops and provided feedback on their housing and economic and community development priorities. The workshops were held at the following locations:
Community Meeting #1 Community Meeting #2 Community Meeting #3 Community Meeting #4 Online (Zoom)
https://bit.ly/47xnQKU
October 22, 2024, 10:00am-
12:00pm
Baker Street Community
Room
1015 Baker Street
Bakersfield, CA 93305
October 22, 2024,
5:30pm-7:30pm
Bakersfield Senior Center
530 4th Street
Bakersfield, CA 93304
October 23, 2024,
3:00pm-5:00pm
Central Park at Mill Creek
Community House
2020 R Street
Bakersfield, CA 93301
April 16, 2025
5:00pm-7:00pm
Information about the ConPlan and the community needs that it identifies was presented at each meeting. The presentation included the purpose of the ConPlan, the funding programs with which it is associated, past projects that were funded in the previous ConPlan cycle, and an economic and demographic profile of Bakersfield to frame the next ConPlan cycle.
The presentation was followed by a series of facilitated discussions in which attendees discussed how the City could be more inclusive of LMI residents and communities, as well as the highest needs in their respective communities. They were also asked to rank their priorities in their communities using a worksheet at the in-person meeting and the online polling platform Mentimeter during the virtual meeting. Categories included affordable housing, housing and services for those experiencing homelessness, community facilities, social and public services, infrastructure, accommodations for those with special needs, and economic development.
The in-person meetings at the Baker Street Community Room and the Bakersfield Senior Center had seven and 30 people in attendance, respectively.
Community Needs Survey
To supplement the community workshops and to further understand the needs of the City’s LMI residents, a Community Needs and Fair Housing Survey was offered in both English and Spanish. To give as many people as possible the chance to voice their opinion, emphasis was placed on making the survey widely available and gathering as many responses as possible. The survey was available online via Google Forms and linked on the City’s website. It was also publicized in the following ways:
● A link to the online survey was placed on the City’s website. ● 175 entities, organizations, agencies, and persons were emailed a link to the survey. ● City staff posted the link to the survey on its Facebook page. ● All City Council offices were provided the link to distribute to their constituents.
The City also engaged partners in spreading the word on the survey by distributing emails to their listservs and providing paper surveys to 22 community partners who work with this group, the list includes:
13 ● Kern Alliance for Non-Profits and Children First email and paper survey drop off ● Williams Elementary – email survey information
● AppleCore Project - email survey information
● Stay Focused Ministries - email survey information and paper survey drop off ● Housing Authority - email survey information and paper survey drop off ● Jakara Movement - email survey information and paper survey drop off ● Family Resource Center - email survey information
● Children First - email survey information
● Community Interventions - email survey information and paper survey drop off ● Boys and Girls Club - email survey information and paper survey drop off ● CAPK (1300 18th Street) - email survey information and paper survey drop off ● Network for Children - email survey information and paper survey drop off ● GBLA - email survey information and paper survey drop off ● Kern Art Council - email survey information and paper survey drop off ● Open Door Network - email survey information and paper survey drop off ● Mission at Kern - email survey information and paper survey drop off ● Brundage Lane Navigation Center - email survey information and paper survey drop off ● CAPK (1631 30th Street) - email survey information and paper survey drop off ● Greenfield Walking Group- email survey information and paper survey drop off ● Shepower Leadership Academy- email survey information and paper survey drop off ● CAL State Bakersfield - email survey information and paper survey drop off ● Dolores Huerta Foundation – email survey information
● Bakersfield Kern Regional Homeless Collaborative- email survey information ● Kern County Behavioral Health and Recovery Services- email survey information ● Leadership Counsel (English and Spanish) - email survey information
An overview of the Community Needs Survey was presented at the MLK Community Initiative meeting on October 22, 2024, to 40 participants. On October 23, 2024, an overview of the survey was also provided in Spanish to 10 participants at the Bakersfield High School Latino Parents Group in Spanish.
Lastly, this presentation was provided to the Cal State Bakersfield Master of Public Administration Class to 30 people.
During the five-week survey period from October 1, 2024 to November 10, 2024, there were 496 responses to the survey; 471 were completed in English and 25 were completed in Spanish, that meaningfully contributed to the development of the ConPlan goals. While the majority of surveys were completed electronically, the City received paper surveys from various agencies totaling 188 English survey responses and 20 Spanish survey responses.
Survey Results
Below is a high-level summary of the three highest responses provided by priority area. 14 Most Critical Housing Needs
• Construction of Affordable Housing
• First-time downpayment homebuyer assistance
• Fair Housing services
Most Critical Homelessness Needs
• Permanent supportive housing
• Homelessness prevention and diversion services
• Mental and behavioral health services
Most Critical Infrastructure Needs
• Street/Road improvements
• Street lighting
• Sidewalk improvements
Most Critical Social and Public Services
• Mental health services
• Youth activities
• Fair Housing
Most Critical Economic Development Needs
• Job creation/retention
• Job readiness programs
• Grants/loans to small businesses
Most Critical Community Facilities
• Homeless Shelters
• Community Centers
• Food Banks
A copy of the full survey results is attached in Appendix-Survey.
Public Hearing
The City held a public hearing on XXXX to review and adopt the ConPlan. XX comments were received at this meeting.
15 Table PR-15.1: Citizen Participation Outreach
Sort Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
1 Community
Workshops
Low-to-moderate
income residents
Non-English-
speaking persons
Residents with
special needs
A total of 37
participants attended
the three workshops
Homelessness,
behavioral health,
affordable housing,
infrastructure,
economic
development, and
public safety.
All oral and written
comments were
accepted.
URL Virtual
meeting
link closed.
2 Focus groups Key stakeholders
in economic
development,
affordable
housing,
homelessness, and
community
development
sectors
A total of 39
attended the four
focus groups
Affordable housing,
homelessness,
economic
development,
community
development and
services.
All oral and written
comments were
accepted.
3 Consultations Local and regional
institutions,
including
Continuum of
Care, in
accordance with
24 CFR § 91.105.
Representatives from
the Housing
Authority of the
County of Kern,
Greater Bakersfield
Legal Assistance,
Continuum of Care,
Kern Council of
Governments, and
the Kern County
Public Health
Department.
Affordable and fair
housing,
homelessness,
regional planning,
and public health.
All oral and written
comments were
accepted.
4 Survey Citywide 496 respondents All oral and written comments were
accepted.
URL closed
– survey in
Appendix-
Survey
5 30-day Public
Comment Period
General public and
stakeholders
6 Public Hearing General public and
stakeholders
All oral and written
comments were
accepted.
Table 4 – Citizen Participation Outreach
16 Needs Assessment
NA-05 Overview
Needs Assessment Overview
Strategically located within four hours of 90% of California’s population, Bakersfield has seen strong population and economic growth in recent years. With a population of about 400,000 – a 10% increase since HUD’s base year of 2009 – the City is the ninth largest in the state and the 52nd-most populous in the country. Median income is up 15% since 2009, driven in part by Kern County’s status as one of the top producers of oil and agricultural products in the United States.
However, many households in Bakersfield still struggle with conditions of poverty, particularly those in census tracts with at least 51% low- and moderate- income (LMI) persons, a standard for qualifying for CDBG funding (see Figure NA-05.1). For example, Bakersfield’s housing market, while relatively affordable compared to other major metropolitan areas in California, has seen costs outpace many LMI households’ ability to afford them. This is evidenced by many socioeconomic data indicators, including the concentration of housing cost burden in CDBG-eligible census tracts, as well as the 2024 Point-in- Time increase in homelessness.
Figure NA-05.1: Median Household Income by Census Tract
Source: Opportunity Atlas
17 Figure NA-05.2: Percentage of Households Housing-Cost-Burdened by Census Tract
Source: CalEnviroScreen 3.0
Housing costs have increased since the previous ConPlan cycle and the negative impacts are concentrated in central and southeast Bakersfield, which contain many of the City’s LMI census tracts.
Table NA-05.2 depicts housing cost burden by census tract, with darker colored census tracts indicating a higher percentage of households that are housing-cost-burdened. In some census tracts, the share of the population that is cost burdened is over 90%. These and other census tracts in which the majority of the population is cost burdened correlate with the census tracts that have the lowest median incomes represented in Table NA-05.3 below. This indicates a correlation between income and cost burden – the lower a household’s income, the more likely it is to experience housing cost burden.
Housing-cost-burden is just one area analyzed in the Needs Assessment. Others include high priority needs in affordable and special needs housing, homelessness, and community development. Together, these identified needs form the basis for the Strategic Plan and the programs and projects to be funded with federal entitlement grants.
Much of the data in this section is derived from the Comprehensive Housing Affordability Strategy (CHAS) data developed by the Census Bureau for HUD based on 2011-2015 American Community Survey (ACS) data. Other sources are noted throughout the Plan.
The Needs Assessment includes the following sections:
● NA-10 Housing Needs Assessment
● NA-15 Disproportionately Greater Need: Housing Problems
18 ● NA-20 Disproportionately Greater Need: Severe Housing Problems ● NA-25 Disproportionately Greater Need: Housing Cost Burden ● NA-30 Disproportionately Greater Need: Discussion
● NA-35 Public Housing
● NA-40 Homeless Needs Assessment
● NA-45 Non-Homeless Special Needs Assessment
● NA-50 Non-Housing Community Development Needs
Below are demographic terms and definitions found throughout the Needs Assessment:
● Small family household: A household with two-to-four members. ● Large family household: A household with five or more members. ● Elderly/seniors: Ages 62 and older.
● Household: All people living in a housing unit. Members of a household can be related or unrelated.
● Family: Related individuals living in the same household. ● Nonfamily: Unrelated individuals living in the same household.
The four housing problems outlined in the data and narrative below are defined in narrow terms as follows:
● Incomplete kitchen facilities. A complete kitchen consists of a sink with a faucet, a stove or range, and a refrigerator.
● Incomplete plumbing facilities. Complete plumbing consists of hot and cold running water, a flush toilet, and a bathtub or shower.
● Cost Burden. Spending more than 30% of monthly income on housing costs. ● Overcrowding: More than one person per room.
The following outlines income categories used in this report:
● Area median income (AMI):
o Extremely Low-income: 0-30% AMI
o Very Low-income: 30-50% AMI
o Low-income: 50-80% AMI
o Moderate-income: 80-120% AMI
o Median Income: 100% AMI
● HUD adjusted median family incomes (HAMFI):
o Extremely low-income: 0-30% HAMFI
o Very low-income: 30-50% HAMFI
o Low-income: 50-80% HAMFI
o Middle-income: 80-100% HAMFI
o Upper income: 100% HAMFI and above
19 Note: AMI and HAMFI are functionally the same when referring to lower-income populations. However, HUD uses HAMFI to determine Fair Market Rents, which guides eligibility for many of its programs including Housing Choice Vouchers (i.e. Section 8). AMI is an industry term used more generally but often refers to income limits for income-restricted affordable housing. The use of each term is noted throughout the ConPlan.
20 NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) Table NA 10.1: Summary of Housing Needs
Demographics Base Year: 2009 Most Recent Year: 2020 % Change Population 363,615 379,880 4%
Households 112,439 118,570 5%
Median Income $57,095.00 $65,687.00 15%
Table 5 - Housing Needs Assessment Demographics
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year)
Table NA-10.2: Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 15,165 13,250 19,440 11,345 59,370
Small Family Households 5,790 5,665 8,530 5,975 31,580
Large Family Households 1,950 2,305 3,295 1,955 8,635
Household contains at least one
person 62-74 years of age 3,165 2,535 3,845 1,850 12,210 Household contains at least one
person age 75 or older 1,800 1,600 1,975 940 3,705
Households with one or more
children 6 years old or younger 3,659 4,440 5,164 2,804 10,839 Table 6 - Total Households Table
Data Source: 2016-2020 CHAS
The previous ConPlan showed there were 50,340 LMI households in Bakersfield. Table NA-10.2 above displays the number of households within each income bracket for this ConPlan cycle. There are now 59,200LMI households, representing about an 18% increase. However, the difference in the number of LMI households is much more significant when considering income brackets individually. The number of extremely low-income (ELI) households, defined as 0-30% HAMFI, increased 19%, and there was an increase of 23% in the low-income category (50-80%).
Overall, the number of lower income households represent 50% of all households, where in the previous ConPlan these households represented 45% of households. ELI and very low-income (VLI) households 21 representing a greater share of the LMI households in Bakersfield comes at a time when local economic indicators have been negatively impacted by the COVID pandemic. Although the median has increased by 15% since the base year of 2009, unemployment in Bakersfield is 7.2% in 2024 - which has greatly improved since 2020, when it reached 17.2% at the height of the pandemic –it is still higher than both the State of California and the country as a whole.1
In addition, while the number of households identified as LMI has increased, the number of households earning above the median has decreased since the previous ConPlan by about 4%. Anecdotal information suggests that remote work that came as the result of the pandemic allowed those who could afford it to move to other locations in the country, such as Tennessee and Texas. In addition, there continues to be opportunities for people in the agricultural and petrochemical economic sectors, bringing in less affluent people looking for jobs. There are many more plausible reasons for the decrease in households earning above the median, but the outcome is clear: there are more Bakersfield residents in need than they were during the previous ConPlan cycle.
1See https://datacommons.org/explore#q=california+unemployment+rate&dc=&client=ui_query
22 Housing Needs Summary Tables
Table NA-10.3: Housing Problems (Households with one of the listed needs) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen
facilities 380 165 280 200 1,025 25 4 65 15 109
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing) 790 825 450 205 2,270 85 95 100 110 390
Overcrowded -
With 1.01-1.5
people per
room (and
none of the
above
problems)
755 955 895 480 3,085 210 255 775 405 1,645
Housing cost
burden greater
than 50% of
income (and
none of the
above
problems) 6,035 2,300 740 75 9,150 2,700 2,125 1,295 215 6,335 23 Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Housing cost
burden greater
than 30% of
income (and
none of the
above
problems) 960 3,090 4,010 1,250 9,310 630 1,115 3,550 1,960 7,255 Zero/negative
Income (and
none of the
above
problems) 1,070 0 0 0 1,070 580 0 0 0 580
Table 7 – Housing Problems Table
Data
Source:
2016-2020 S
Table NA-10.4: Housing Problems 2 (Households with one or more Severe Housing Problems:
Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or
more of four
housing
problems 7,965 4,250 2,360 960 15,535 3,025 2,475 2,235 740 8,475 Having none
of four
housing
problems 2,585 4,000 7,415 4,380 18,380 1,590 2,535 7,435 5,270 16,830 24 Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Household
has negative
income, but
none of the
other housing
problems 0 0 0 0 0 0 0 0 0 0
Table 8 – Housing Problems 2
Data
Source:
2016-2020 CHAS
Table NA-10.5: Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 3,610 3,130 2,360 9,100 1,310 1,410 2,535 5,255 Large Related 1,275 1,290 714 3,279 395 445 1,035 1,875 Elderly 1,939 999 710 3,648 1,635 1,200 1,179 4,014
Other 1,775 1,480 1,439 4,694 284 373 570 1,227
Total need by
income
8,599 6,899 5,223 20,721 3,624 3,428 5,319 12,371
Table 9 – Cost Burden > 30%
Data
Source:
2016-2020 CHAS
Table NA-10.6: Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 0 0 1,380 1,380 1,095 1,110 0 2,205
Large Related 0 0 265 265 375 240 150 765
25 Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-
80%
AMI
Total
Elderly 1,489 589 180 2,258 1,225 625 384 2,234
Other 0 1,540 480 2,020 264 0 0 264
Total need by
income
1,489 2,129 2,305 5,923 2,959 1,975 534 5,468
Table 10 – Cost Burden > 50%
Data
Source:
2016-2020 CHAS
Table NA-10.7: Crowding (More than one person per room) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single family
households 1,410 1,235 1,040 640 4,325 170 254 540 380 1,344 Multiple,
unrelated family
households 135 245 285 54 719 119 100 335 135 689
Other, non-
family
households 0 325 45 10 380 0 0 0 0 0
Total need by
income
1,545 1,805 1,370 704 5,424 289 354 875 515 2,033
Table 11 – Crowding Information – 1/2
Data
Source:
2016-2020 CHAS
26 Table NA-10.8: Crowding Information
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households
with Children
Present
Table 12 – Crowding Information – 2/2
Describe the number and type of single person households in need of housing assistance.
According to the 2023 ACS one-year estimate, of the total households in Bakersfield, approximately 26,746, or about 20% of all households, are single person households. Of the 118,559 total existing housing units in the City, 10,059, or about 8%, are studios and one-bedroom, the housing types that are less costly than larger homes and that typically appeal to one-person households. Since 2020, the State estimates that the total number of units has increased 4%, of which 82% were single-family units. Only 10% were multifamily units (610 units).
According to Deloitte, single-person households are more likely to rent and prefer multifamily homes.
They are also more likely to experience housing cost burdens.2 The gap between the demand from single-person households and the availability of studio/one-bedroom housing units, which are usually part of multifamily housing developments, suggests that many single-person households may struggle to access the housing units that are more affordable and typically occupied by individuals. The Market Analysis includes further discussion to address housing pressures and affordability.
Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.
According to 2023 ACS one-year estimates, there are a total of 48,995 people with a disability in Bakersfield, with 13,349 (27%) below the federal poverty level, meaning they earn only about $15,000 annually, which is considered extremely low-income.
Based on the Centers for Disease Control and Prevention (CDC)’s 2016/2017 National Intimate Partner and Sexual Violence Survey (the most recent information available), in California 30.6% of women and
30.5% of men have been victimized by rape, physical violence, and/or stalking by an intimate partner. In Bakersfield, where the 2023 population of is estimated to include 212,199 females and 201,177 males, these proportions equate to approximately 65,000 women and 61,000 men. More recent and localized data indicate that domestic violence has increased annually since 2020, when the Bakersfield Police
2 “Single-person households: Another look at the changing American family,” Dr. Daniel Bachman and Akrur Barua, Deloitte Insights, November 12, 2015.
27 Department received 1,783 reports of violent incidents, whereas by 2023 that number increased by 15%, to 2,486.3
What are the most common housing problems?
By far the most common housing problem in Bakersfield is overpayment, or housing cost burden. As shown in Tables NA-10.3 and NA-10.5, 33,092 households earning between zero and 80% AMI spend over 30% of their income on housing. The majority of those households are renters; 63% of those overpaying for housing are renters. Among those spending more than 50% of their income on housing— classified as having a severe cost burden—there is a more equal distribution between renters and owners. However, within each income category, household type significantly affects the level of cost burden. For example, elderly renter households in the ELI category represent 100% of households in that income category that are severely cost burdened. Similarly, small related owner households (5 or fewer people) represent 40% of all lower-income owner households that have a severe cost burden.
A related but less common problem is overcrowding, as large households, extended families, or multiple households may occupy the same housing unit. According to Table NA-10.7, a total of 7,457 LMI households are considered overcrowded (in excess of one person per room); renter households have the greatest need, representing 73% of all overcrowded LMI households. The problem is most acutely experienced in single-family households as they represent 80% of all renter LMI renter households with overcrowding, and 66% of all LMI owner households. In total, 24,010 LMI households, or about 20% of all households in the city, experience at least one housing problem.
Are any populations/household types more affected than others by these problems? LMI renter households experience the preponderance of housing problems as indicated above, with cost burden and overcrowding being the most significant. However, owner households are not immune to housing problems: 8,475 LMI owner households experience at least one housing problem, with housing cost burden yet again the most common problem. But LMI renters tend to have more housing problems as a group, with 46% having at least one housing problem, while the owners experience only 33% of housing problems.
Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid rehousing assistance and are nearing the termination of that assistance The housing needs of low-income individuals and families with children are centered on cost burden. As discussed above, LMI renters, particularly ELI households, are more likely to experience housing
3 Domestic Violence Increased in Bakersfield, news report.
28 problems, especially severe housing cost burden. Overall, elderly renters and owners in the ELI category have severe cost burdens.
For low-income single-parent households, the cost burden is compounded by the added responsibilities assumed by the parent and the added demands on his/her time. According to 2016-2020 ACS data, there are a total of 12,829 single-parent households in Bakersfield and in 10,869 of these households, or about 85%, the householder is female – a substantial change from the last ConPlan, when this figure was about 71%. Households headed by women with children can often suffer an additional cost burden due to income disparities.
Rapid Rehousing (RRH) activities in Bakersfield are offered through multiple agencies in the community.
RRH provides short-term rental assistance (three to 24 months) and case management to individuals and families to end their homeless crisis. Each month a Case Manager meets with the client to review their Goal Plan progress and/or discuss any other needs of the client. The Case Manager will also monitor the participant’s financial status and budget, make home visits to ensure the unit remains compliant with HUD Habitability Standards, and advocate on behalf of the tenant as needed to encourage landlords to make needed repairs.
Program participants’ needs as they near the end of their assistance generally involve securing employment, accessing social services and other resources, and developing the knowledge and skills needed to achieve greater financial stability and remain permanently housed. Participants are notified of workshops, job fairs and/or any other public functions that may benefit them. At the close of a participant’s case, they receive a Community Reference Sheet and information about the Kern County 211 Hotline, the region’s community information exchange (CIE).
The BKRHC Kern County Strategic Plan to Address Homelessness identifies 548 rapid rehousing beds in the Bakersfield/Kern homeless system of care. To increase the transition of individuals and families out of the homeless system of care, more housing options are needed. The plan calls for an additional 2,136 permanent supportive housing (PSH) and 1,945 RRH units in Kern County. Successful exits to permanent housing may require ongoing support to ensure that people remain stably housed. The additional supports referenced above also include support for this transition to permanent housing.
Supporting the success of someone into housing, by building resources, services, training, and independence is the goal to building healthy, independent, successful communities. Reducing the cycle of recidivism by ensuring after-care services is a low-cost alternative to the ongoing resources used when someone enters homelessness.
If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:
The Continuum of Care does not currently estimate the at-risk population; however, it does use the HUD definition for this group. The McKinney-Vento Homeless Assistance Act, as amended by the Homeless Emergency Assistance and Rapid Transition to Housing, or HEARTH, Act of 2009, provides a definition of 29 people “at-risk” of homelessness who are eligible for services to prevent homelessness and RRH assistance. “The term `at-risk of homelessness' means, with respect to an individual or family, that the individual or family:
A. has income below 30% of median income for the geographic area; B. has insufficient resources immediately available to attain housing stability; and C. (i) has moved frequently because of economic reasons; (ii) is living in the home of another because of economic hardship; (iii) has been notified that their right to occupy their current housing or living situation will be terminated;
(iv) lives in a hotel or motel;
(v) lives in severely overcrowded housing;
(vi) is exiting an institution; or
(vii) otherwise lives in housing that has characteristics associated with instability and an increased risk of homelessness.
The Bakersfield-Kern Regional Homeless Collaborative (BKRHC) recognizes that preventing homelessness is both a more humane and a more cost-effective strategy than providing help after a person or household have become homeless. Under the current system, people thought to be at risk of experiencing homelessness are screened through a Quick Referral Tool (QRT) that evaluates, prioritizes, and recommends services for at-risk persons based on several factors that may make it hard to remain in housing, including, but not limited to:
● Household size and composition
● Safety in current location
● Legal challenges
● Prior homelessness
● Frequent moves
● Threat of eviction
● Medical issues
Based on this assessment, people are placed on a service priority list. That list is used to provide referrals to housing stability case management, housing search and placement assistance, landlord- tenant mediation, tenant legal services, and credit repair support. Financial assistance may include up to six months of rental assistance, rental arrears, utility payments, security, utility deposits, and moving costs. Supportive services linkages may include employment services, income benefits, health care, mental health and/or substance abuse treatment, and transportation.
BKRHC and CoC members also work to prevent the return to homelessness after a person or household is placed in permanent housing. Strategies include providing aftercare, monitoring and case management for three years after placement (or longer if needed); education on how to access the homelessness system of care when support is needed; and a focus on increasing self-sufficiency. 30 While prevention has long been part of the region’s strategy to address homelessness, minimal funding has been available for these efforts, historically.
The upper limit for ELI was determined as 30% of the County median household income, according to HUD and State Department of Housing and Community Development calculations. The State has created a new category of income, acutely low-income, which represents households earning less than 15% of median. Below is a table that illustrates these categories.
Table NA-10.8 Kern County Income Limits
County
Kern
4-Person
AMI
$87,900
2024
Number of Persons in Household
Income Category 1 2 3 4 5 6 7 8
Acutely Low $9,250 $10,550 $11,900 $13,200 $14,250 $15,300 $16,350 $17,400 Extremely Low $18,450 $21,100 $25,820 $31,200 $36,580 $41,960 $47,340 $52,720 Very Low Income $30,800 $35,200 $39,600 $43,950 $47,500 $51,000 $54,500 $58,050 Low Income $49,250 $56,250 $63,300 $70,300 $75,950 $81,550 $87,200 $92,800 Median Income $61,550 $70,300 $79,100 $87,900 $94,950 $101,950 $109,000 $116,050 Moderate Income $73,850 $84,400 $94,950 $105,500 $113,950 $122,400 $130,800 $139,250 Source: California Department of Housing and Community Development, 2024 Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
There are many factors that increase the risk of homelessness, but most impactful is housing cost. Many studies have confirmed this correlation as the housing affordability crisis affecting California and much of the country has intensified in recent years. In 2018, researchers at the University of New Hampshire, Boston University, and the University of Pennsylvania found that a rapid increase in homelessness can be expected in housing markets in which people spend more than 32% of their income on housing costs;
4 and economists at University of California Los Angeles came to a similar conclusion: as housing costs increase so does homelessness.5
The impact of high construction costs on affordable housing cannot be underestimated. According to a study by the Bay Area Council, in 2019 there were 23 new construction projects of below market-rate housing financed through the California Tax Credit Allocation Committee, with a total of 1,912 units across six counties of the nine-county Bay Area. Each project in California requested federal and/or state tax credits to finance the new construction of housing units with rents affordable to households earning 30-60% of AMI, which are very low-income households. The project costs consist of land and acquisition, construction costs, construction contingency, architectural/engineering, construction interest, permanent financing, legal fees, reserves, other costs, developer fees, and commercial costs. Project costs were analyzed to determine the reasonableness of all fees within Tax Credit Allocation Committee’s (TCAC) underwriting guidelines and TCAC limitations.
4 Chris Glynn, “Homelessness Rises Faster Where Rent Exceeds a Third of Income,” Trulia, December 11, 2018. 5 Andrew Khouri, “High cost of housing drives up homeless rates, UCLA study indicates,” Los Angeles Times, June 13, 2018. 31 The report found that the average construction cost of new below market-rate housing in the Bay Area was $664,455 per unit, far more than lower income households can afford without subsidies. In comparison, other projects across California (excluding the Bay Area), on average cost $385,185 per unit of below market rate housing.6
As Bakersfield’s population has increased, so too has its housing costs. Anecdotal information from affordable housing developers suggests that the cost to build a single unit in Bakersfield can cost as much as a half a million dollars -- while less than the cost in the Bay Area, it is still far above what an LMI household can afford without subsidies.
As previously discussed, LMI renter households are the households most likely to experience housing problems, including severe cost burden. The correlation between homelessness and housing costs in part accounts for Kern County’s 2024 Point-in-Time count finding a 67% increase in homelessness from 2022. A lack of affordable housing is not the only contributing factor to homelessness – a loss of employment and income, medical issues, drug use, illness, and family violence also increase the risk of homelessness – but, as the National Law Center on Homelessness and Poverty reports, the lack of affordable housing is a major cause.7
These issues further compound one another. While an LMI renter may be able to make monthly rent payments, an unexpected event such as a medical bill can be costly and jeopardize their ability to stay in their home. The Federal Reserve reports that while households are generally recovering from the economic problems posed by the pandemic, there have been challenges for households paying rent, and there are significant concerns about the level of inflation impacting purchasing choices. 8 Discussion
Please see above.
6 http://www.bayareaeconomy.org/how-much-does-it-cost-to-produce-one-unit-of-below-market-housing-in-the-bay-area/ 7 “Homelessness in America: Overview of Data and Causes,” National Law Center on Homelessness and Poverty, January 2015. 8 “Report on the Economic Well-Being of U.S. Households in 2024,” Board of Governors of the Federal Reserve System, 2024. 32 NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction
A disproportionately greater need exists when members of racial or ethnic group at a given income level experience housing problems at a greater rate (10 percentage points or more) than the income level as a whole. For example, if 60% of all low-income households within a jurisdiction have a housing problem and 70% or more of low-income Hispanic households have a housing problem, then low-income Hispanic households have a disproportionately greater need.
The four housing problems are:
1. Lacks complete kitchen facilities;
2. Lacks complete plumbing facilities;
3. More than one person per room (overcrowding); and
4. Cost burden greater than 30%.
The following tables identify the number and extent of housing problems by income level and by race/ethnicity.
Table NA-15.1: 0%-30% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 10,920 780 1,290
White 2,965 285 420
Black / African American 1,765 130 190
Asian 354 130 135
American Indian, Alaska Native 75 15 0
Pacific Islander 15 0 0
Hispanic 5,585 230 510
Table 13 - Disproportionally Greater Need 0 - 30% AMI
33 Data Source: 2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room,
4.Cost Burden greater than 30%
Table NA-15.2: 30%-50% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 9,785 1,835 0
White 3,100 730 0
Black / African American 1,120 225 0
Asian 234 105 0
American Indian, Alaska Native 55 30 0
Pacific Islander 20 0 0
Hispanic 5,075 705 0
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data Source: 2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room,
4.Cost Burden greater than 30%
Table NA-15.3: 50%-80% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 11,910 4,905 0
White 3,840 2,034 0
34 Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Black / African American 1,405 220 0
Asian 610 265 0
American Indian, Alaska Native 49 59 0
Pacific Islander 20 0 0
Hispanic 5,755 2,270 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data Source: 2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room,
4.Cost Burden greater than 30%
Table NA-15.4: 80%-100% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 5,030 5,250 0
White 1,855 1,730 0
Black / African American 370 665 0
Asian 224 285 0
American Indian, Alaska Native 4 0 0
Pacific Islander 0 0 0
Hispanic 2,435 2,504 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI Data Source: 2016-2020 CHAS
*The four housing problems are:
35 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room,
4.Cost Burden greater than 30%
Discussion
0-30% AMI
At the extremely low-income level, there is disproportionately greater need among Pacific Islanders, though the total number of households in this group is quite small – just 15 households. The need in the entire income bracket equals 84%, and the need in the Pacific Islander category is 100%. 30-50% AMI
Similarly, the very low-income level has one population that experiences disproportionately greater need. Every Pacific Islander household counted in the income bracket has at least one housing problem, whereas the need among all households is 84%. However, in absolute numbers, there are only 20 Pacific Islander households.
50-80% AMI
Two populations experience disproportionately greater need than the overall low-income population, which stands at 71%. At 86%, Black/African American households have a disproportionately greater need, and every Pacific Islander household has at least one housing problem (though there are only 20 households in this category).
80-100% AMI
At 100%, Native American/Alaska Native households are the only group in the moderate-income level that experiences disproportionately greater need; again, however, in absolute numbers the group is quite small (four households). The need for the entire income bracket is 49%.
36 NA-20 Disproportionately Greater Need: Severe Housing Problems –
91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction
NA-20.1: 0%-30% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 9,900 1,800 1,290
White 2,595 660 420
Black / African American 1,590 300 190
Asian 339 145 135
American Indian, Alaska Native 65 25 0
Pacific Islander 15 0 0
Hispanic 5,145 660 510
Table 17 – Severe Housing Problems 0 - 30% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room,
4.Cost Burden over 50%
NA 20.2: 30%-50% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 6,715 4,900 0
White 2,029 1,795 0
37 Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Black / African American 730 610 0
Asian 138 210 0
American Indian, Alaska Native 25 60 0
Pacific Islander 0 20 0
Hispanic 3,660 2,130 0
Table 18 – Severe Housing Problems 30 - 50% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room,
4.Cost Burden over 50%
NA-20.3: 50%-80% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 4,880 11,930 0
White 1,615 4,260 0
Black / African American 550 1,064 0
Asian 320 555 0
American Indian, Alaska Native 8 99 0
Pacific Islander 20 0 0
Hispanic 2,275 5,750 0
Table 19 – Severe Housing Problems 50 - 80% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room,
4.Cost Burden over 50%
38 NA-20.4: 80%-100% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,840 8,435 0
White 540 3,049 0
Black / African American 135 910 0
Asian 135 370 0
American Indian, Alaska Native 0 4 0
Pacific Islander 0 0 0
Hispanic 980 3,960 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room,
4.Cost Burden over 50%
Discussion
0-30% AMI
At the extremely low-income level, Pacific Islanders are disproportionately impacted, with 100% of households with a severe housing problem. However, the total number of such households is quite small (15). It should be noted, however, that in the jurisdiction as a whole, 76% of ELI households have severe housing problems.
30-50% AMI
There are no households in the very low-income level that have disproportionately greater needs. 50-80% AMI
At 29%, a relatively small portion of the overall low-income population experiences a severe housing problem, but one subset population does experience disproportionately greater need: again, 100% of 39 Pacific Islanders households have a disproportionately greater need. However, in absolute terms, this number is quite low – just 20 households.
80-100% AMI
There are no households in this income category that have a disproportionately greater need that the jurisdiction as a whole.
40 NA-25 Disproportionately Greater Need: Housing Cost Burdens –
91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction:
To compute disproportionately greater need relative to housing cost burden, the numbers in each row of Table NA-25.1 below are divided by the total number of households either as a whole or for that race/ethnicity. For example, 72,160 households in Bakersfield spend less than 30% of their income on housing. That number is divided by the 112,439 total households to compute that nearly 62% of households are not cost burdened.
NA-25.1: Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 72,160 22,765 19,000 1,430
White 34,405 8,580 6,655 455
Black / African
American 4,075 2,125 2,840 190
Asian 5,460 880 605 140
American Indian, Alaska
Native 264 145 84 0
Pacific Islander 85 45 15 0
Hispanic 26,475 10,450 8,535 615
Table 21 – Greater Need: Housing Cost Burdens AMI
Data Source: 2016-2020 CHAS
Discussion:
30-50% cost burden
For households spending 30-50% of their income on housing, which is considered cost burdened, Pacific Islanders emerge as the only population with disproportionately greater need, with 31% of households cost burdened. Pacific Islanders have a need 11% greater than cost burdened households as a whole.
41 Greater than 50% cost burden
Black/African American households spending more than 50% of their incomes on housing costs, which is considered severely cost burdened, are the only subset with a disproportionately greater need, at 31%.
Overall, only 16% of the City as a whole has a cost burden greater than 50%. 42 NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? The data presented in Sections NA-15 through NA-25 reveals that there are racial or ethnic groups that have disproportionately greater need. A disproportionately greater need exists when members of a racial or ethnic group at a given income level experience housing problems at a rate at least 10% higher than the income level as a whole. The following racial or ethnic groups have disproportionately greater need:
Housing Problems
● 0-30% AMI: Pacific Islander
● 30-50% AMI: Pacific Islander
● 50-80% AMI: Black/African American and Pacific Islander ● 80-100% AMI: American Indian/Alaska Native
Severe Housing Problems
● 0-30% AMI: Pacific Islander
● 30-50% AMI: none
● 50-80% AMI: Pacific Islander
● 80-100% AMI: none
Housing Cost Burden
● 30-50% cost burden: Pacific Islander
● Greater than 50% cost burden: Black/African American
Only White and Hispanic households do not have a disproportionately greater need in any category at any income level. However, Hispanic households do often have a rate of need higher than that for all households, it just never exceeds the 10% threshold for disproportionately greater need. In addition, with the exception of Black/African American households, those that show disproportionately greater need are represented in small numbers of households. Further, of all households paying more than 50% of their income on housing, Latino/Hispanic households are the largest group, at 45% of the total.
If they have needs not identified above, what are those needs? Not applicable.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
43 HUD defines a census tract as a Racially and Ethnically Concentrated Area of Poverty (R/ECAP) if at least 40% of the population is living below the poverty line and at least 50% population identifies as other than non-Hispanic White. Figure NA-30.1(located below and in the attachments) shows Bakersfield’s R/ECAP census tracts, which are concentrated in central Bakersfield and align with both CDBG-eligible and majority cost-burdened census tracts.
Figure NA-30.1: R/ECAP Census Tracts
Source: Bakersfield 2023-2031 Housing Element, 2024
44 NA-35 Public Housing – 91.205(b)
Introduction
The Housing Authority for the County of Kern (HACK) is responsible for managing the public housing inventory, deed-restricted affordable housing units, and the Section 8 Housing Choice Voucher Program (HCV) in Kern County and Bakersfield. Across the County, HACK manages:
● 8 federally funded low-income public housing complexes in Kern County, for a total of 545 housing units. Bakersfield is home to four of these developments, with a total of 397 units;
● 13 farm worker housing locations with over 800 housing units; ● 172 units for seasonal farm worker labor at two locations; ● 67 developments with over 3,000 affordable housing units ● HCV and other voucher programs provide rent subsidies for 4,717 low-income households
Table NA-35: Public Housing by Program Type
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers in
use 0 0 545 3694 899 2795 217 152 69
Table 22 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Data Source: PIC (PIH Information Center)
45 Table NA-35.2: Characteristics of Residents
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 0 21,412 16,147 16,237 16,153 12,025 7,732 Average length of stay 0 0 5 5 1 5 0 0
Average Household size 0 0 3 2 2 2 1 3
# Homeless at admission 0 0 85 1040 206 834 0 0
# of Elderly Program Participants
(>62) 0 0 295 1060 244 816 8 0
# of Disabled Families 0 0 252 1654 303 1351 20 2
# of Families requesting
accessibility features 0 0 861 3,204 112 2,973 53 63
# of HIV/AIDS program
participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 23 – Characteristics of Public Housing Residents by Program Type 46 Data Source: PIC (PIH Information Center)
Table NA-35.3: Race of Residents
Program Type
Race Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 0 462 2115 513 1602 37 35 0
Black/African American 0 0 172 1390 160 1230 15 26 0
Asian 0 0 13 77 10 67 0 2 0
American Indian/Alaska
Native 0 0 13 51 23 28 0 0 0
Pacific Islander 0 0 0 0 0 0 1 0 0
Other 0 0 0 0 0 0 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 24 – Race of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
47 Table NA-35.4:Ethnicity of Residents
Program Type
Ethnicity Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 0 292 1211 338 873 8 20 0
Not Hispanic 0 0 360 2355 350 2005 45 43 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 25 – Ethnicity of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
48 Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:
The Housing Authority for the County of Kern (HACK) is responsible for managing the public housing inventory, deed-restricted affordable housing units, and the Section 8 Housing Choice Voucher Program (HCV) in Kern County and Bakersfield. Across the County, HACK manages:
• 8 federally funded low-income public housing complexes in Kern County, for a total of 545 housing units. Bakersfield is home to four of these developments, with a total of 397 units; • 13 farm worker housing locations with over 800 housing units; • 172 units for seasonal farm worker labor at two locations; • 67 developments with over 3,000 affordable housing units; and, • HCV and other voucher programs provide rent subsidies for 4,717 low-income households.
Each of these populations has different housing needs, but common among them are extremely low incomes. The average annual income of public housing tenants is about $21,000. With a household size of three, the average public housing tenant earns $4,000 less than the Kern County ELI limit and about the same—$4,000—less than the federal poverty level.
Vouchers. The immediate need of the households participating in the Section 8 Public Housing Program is the accessibility to affordable rental units that fall within the rent levels of HUD's Fair Market Rents, which stands at $1,258 for a two-bedroom housing unit. With a median gross rent of $1,925, there is not enough housing that HCV recipients can afford. Additionally, there are no requirements for landlords to accept HCV recipients, and naturally occurring affordable housing on the private rental market is rarely reserved for LMI households or HCV recipients.
Beyond availability of affordable units, there is an additional need for housing with accessibility features, based on the characteristics of the participants including a high percentage of the elderly and persons with disabilities.
In total, 3,694 households in Bakersfield receive Housing Choice Voucher assistance through HACK, with a waiting list of 11,513 applicants. As shown above nearly 29% of all voucher recipients in the City are householders who are seniors and nearly 45% include persons with disabilities. Exacerbating these populations’ challenges is an extremely low average annual income of $16,147.
How do these needs compare to the housing needs of the population at large In general, the proportion of public housing residents and voucher holders who are Black/African American is greater than that of the City’s population at large. About 8% of the City population identifies as Black/African American, compared to 43% of public housing residents and 38% of voucher holders. 49 The Census Bureau allows people of any racial category to indicate Hispanic origin or non-Hispanic origin. According to the 2020 data, 53% of City residents identify as being of Hispanic origin. Hispanics are proportionally represented among public housing residents (55% of total) and underrepresented among voucher recipients (34% of total).
Discussion
Please see above descriptions.
50 NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:
In Kern County and Bakersfield, the Bakersfield Kern Regional Homeless Collaborative (BKRHC) serves as the HUD Continuum of Care (CoC), the local homeless assistance planning network. As the CoC, BKRHC acts as the Fiscal Agent and Collaborative Applicant. BKRHC partners with many government and community-based organizations, including the City of Bakersfield and the Housing Authority of the County of Kern (HACK), to carry out its mission. Using the collective impact model, BKRHC strives to prevent and end homelessness in Kern County.
Below are definitions of key terms used to assess and analyze homelessness:
● Unsheltered: An estimate for the number of unsheltered persons experiencing homelessness on a given night for each of the homeless populations by residing in a place not meant for human habitation (e.g., streets, parks, alleys, abandoned buildings, vehicles, etc.). ● Number experiencing homelessness each year: unduplicated count of all persons enrolled during the program year.
● Number becoming homeless each year: unduplicated count of persons with new entries appearing in HMIS during the year.
● Number exiting homelessness each year: unduplicated count of persons exiting programs to a permanent destination as defined by HUD.
● Number of days persons experience homelessness: average of the sums of the lengths of stays for each person.
The data in this section is derived primarily from the 2024 Point-in-Time (PIT) count administered by the BKRHC and conducted by 421 volunteers throughout Kern County. Some data collected through the PIT count is specific to the City of Bakersfield, such as the number of sheltered and unsheltered people, but other data is only Countywide and its applicability to Bakersfield can only be inferred. Additionally, the Housing Inventory Count (HIC) and Annual Performance Report (APR) data were used to determine bed availability by population.
51 Table NA-40.1: Homeless Needs Assessment
Population Estimate the # of
persons experiencing
homelessness on a
given night
Estimate the
#
experiencing
homelessness
each year
Estimate
the #
becoming
homeless
each year
Estimate the
# exiting
homelessness
each year
Estimate the
# of days
persons
experience
homelessness
Unsheltered Sheltered
Persons in
Households
with Adult(s)
and Child(ren) 94 857 536 N/A 92 135
Persons in
Households
with Only
Children 0 N/A 3 N/A 3 4
Persons in
Households
with Only
Adults
398 1699 4137 N/A 950 365
Chronically
Homeless
Individuals 45 72 2099 N/A N/A N/A
Chronically
Homeless
Families
2 20 71 N/A N/A N/A
Veterans 17 22 77 N/A 23 N/A
Unaccompanied
Child 0 N/A 0 N/A N/A N/A
Persons with
HIV 15 89 84 N/A N/A N/A
Table 27 - Homeless Needs Assessment
Data Source: Continuum of Care Annual Performance Report 2024
If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness,"
52 describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):
Figure NA-40.1: FY2018 Performance Measurement Module (Sys PM) Metric 5.1, Estimating the Number of Persons Becoming Homeless Each Year
Source: Bakersfield/Kern County CoC
CA-604 Homeless System Performance
Measures 2023
While the data for each specific homeless population becoming homeless annually is not available, as shown in Figure NA-40.1, there is data for the number of people becoming homeless based on enrollments in HMIS who accessed emergency shelter, safe havens, and transitional housing from fiscal year 2023, as well as showing the numbers from fiscal years 2015 through 2023. It indicates an increase in 260 additional individuals experiencing homelessness from 2022 to 2023 and 2,622 individuals experiencing homelessness for the first time. This increase may be attributed to the fact that, the BKRHC and community leaders developed a strategy to increase volunteer turnout and improve the count’s methodology. The strategy resulted in a record volunteer turnout and included two additional days to count rural Kern County areas, including the Kern Riverbed, which has contributed, in part, to the year-over-year increase in total number of persons counted from 2022.
53 Figure NA-40.2: FY2023 Performance Measurement Module (Sys PM) Change in Exit to Permanent Housing Destinations, Estimate the # exiting homelessness each year
Source: Bakersfield/Kern County CoC CA-604 Homeless System Performance Measures 2023
The CoC provides exits from homelessness by housing type. This includes emergency shelter (ES), safe haven (SH), transitional housing (TH), permanent housing-rapid rehousing (PH-RRH), and other permanent housing (PH) projects. Figure NA-40.2 shows that 25.8% of individuals exited to permanent housing in Fiscal Year 2023 across those projects, successfully ending their homeless crisis. There has been a decline in exits to permanent housing from ES, SH, TH, and RRH over the last year.
Table NA-40.2: Unmet Need by CoC
Source: Kern County Strategic Plan to Address Homelessness, 2024.
The 2024 BKRHC Strategic Plan found that 180 people flow into the homeless system of care each year on average (3,621) compared to the average number who exit the system (3,444), which has resulted in the community developing a goal of reducing the inflow of people entering into homelessness through
54 prevention and diversion. This is primarily driven by adult-only households. The system has been successfully addressing the needs of families experiencing homelessness. These numbers will change from year to year based on both factors outside of the system’s control (e.g., housing vacancy rate, economic climate) as well as factors the system can influence (e.g., the number of rapid rehousing or permanent supportive housing units). The total unmet need estimate is based on the backlog of households that the system has been unable to serve over the last five years (the timeframe these data are based on is 2016-2021). Each year, the number of people not housed adds to the number unhoused from the previous year, even if the system is using its housing availability to full capacity.
Currently, within the homeless system of care, 3,621 people and families flow into the homeless system of care each year, while just 3,444 move out of the system, leaving an excess demand of at least 180 people and families each year. This means there is a growing wait list for housing and services that the system cannot fill. When the yearly amount is multiplied to account for the last 20 years, this leaves a total of 3,621 persons. To have an “unmet need of zero,” the system would need to find a way to increase the number of households exiting the system each year so that outflow rates are greater than inflow rates, and the system would need to do this until the unmet need is down to zero and the system is then able to balance its annual inflow and outflow.
The 2024 BKRHC Strategic Plan also describes the length of time someone experiences homelessness.
Length of time homeless is calculated from the time someone first enters the homeless system of care until their first move-in date to permanent housing. This helps us understand how long it takes someone to gain housing, which is an important metric for improvement in how the system of care is operating.
Key points related to length of time homeless:
● The average veteran takes longer to exit to permanent destinations but moves into housing more quickly than other populations. This means that the system is doing well at getting veterans into housing, but that they are taking longer to exit the system into permanent housing of their own, outside of the system’s resources.
● Elderly adult-only households take less time to exit to a permanent destination and to move into housing than younger adult-only households.
● Those who are chronically homeless take longer to move into housing and exit to permanent destinations.
● Those who have a history of unsheltered homelessness take longer to exit the system of care to a permanent destination than those without such history. While this is a complex issue, two factors stand out as important to understand.
○ Those with unsheltered histories are also higher acuity, meaning they have more needs for support and/or need a higher level of support than others. ○ Higher acuity clients are likely to be the ones who return to homelessness and may be a portion of those returning to unsheltered homelessness. This means that the proportion of those who are unsheltered (or have an unsheltered history) with high levels of acuity may be increasing over time.
55 The table below shows the length of time from first entry (after 1/1/2016) until first move-in date by family type. These data show that adult-only households are spending longer times homeless (and in the system of care) than family (adult and child) and youth (transition age youth) households.
Table NA-40.3: Length of Time Homeless by Household Type
Source: Kern County Strategic Plan to Address Homelessness, 2024.
In addition to the above information, certain subpopulations have a longer than average length of time homeless (averages below):
● Veteran: 257.59 days
● Elderly (65+): 280.53 days
● Chronically homeless: 401.67 days
● Unsheltered history: 308.49 days
The reason adult-only households experience homelessness for a longer period of time than other households could be because they are more likely to be chronically homeless and/or to have a history of unsheltered homelessness, both of which can contribute to higher levels of acuity, and thus a need for higher level care and supports – which are limited resources in the system, and which a household may thus have to wait a while to receive.
Rural Homeless Needs Assessment
Indicate if the homeless population is
● All Rural Homeless
● Partially Rural
● Has No Rural Homeless
The City of Bakersfield has no rural homelessness.
56 Table NA-40.4: Rural Homeless Needs Assessment
Population Estimate the # of persons
experiencing
homelessness on a given
night
Estimate the #
experiencing
homelessness
each year
Estimate
the #
becoming
homeless
each year
Estimate the #
exiting
homelessness
each year
Estimate the #
of days
persons
experience
homelessness
Unsheltered Sheltered
Persons in
Households with
Adult(s) and
Child(ren)
N/A N/A N/A N/A N/A N/A
Persons in
Households with
Only Children
N/A N/A N/A N/A N/A N/A
Persons in
Households with
Only Adults
N/A N/A N/A N/A N/A N/A
Chronically
Homeless
Individuals
N/A N/A N/A N/A N/A N/A
Chronically
Homeless Families N/A N/A N/A N/A N/A N/A
Veterans N/A N/A N/A N/A N/A N/A
Unaccompanied
Child N/A N/A N/A N/A N/A N/A
Persons with HIV N/A N/A N/A N/A N/A N/A
57 Nature and Extent of Homelessness: (Optional)
Table NA-40.5: Nature and Extent of Homelessness
Race: Sheltered: Unsheltered (optional)
White 4,964
Black/African American 3,908
Asian 91
American Indian or Alaska
Native 3
Pacific Islander 2
Ethnicity: Sheltered: Unsheltered (optional)
Hispanic 2,951
Not Hispanic 9,684
Data Source: Continuum of Care Racial Equity Tool
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.
According to the 2024 PIT count, there are 85 homeless households with children. Of that number, 80% are sheltered in the city, while 20% are unsheltered. Overall, families with children accounted for just over 8% of the total homeless population in Bakersfield. A total of 134 unaccompanied children were homeless, of that number 99% are sheltered and 1% are unsheltered. Many of these families utilized the County’s emergency shelters, transitional housing shelters, and bridge housing, but by the number of unsheltered families it is clear more assistance is needed. In comparison, only 38% of the overall homeless population are sheltered.
Veterans accounted for 3.5% (93 individuals) of the homeless population in Kern County, 53% whom went unsheltered. There is no additional data on Veteran family homelessness.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
As shown in Table NA-40.5 above, 55% of homeless individuals in the area were white. Black/African American was the next largest racial group, with 44% of individuals. Neither race is proportionally represented compared to their share of Bakersfield’s overall population. Whites comprise 69% of the City’s population and Black/African Americans comprise 8%. Less than one percent of individuals identified as American Indian/Alaska Natives and both Asian and Pacific Islander populations comprised one percent of the homeless population.
The Census Bureau defines Hispanic as an ethnicity that people of any race can identify with. As such, the distribution of Hispanics and non-Hispanics within the homeless population does not align with the racial distribution. Among the homeless population, 77% identify as non-Hispanic and 23% identify as Hispanic.
58 Figure NA-40.3: Race and Ethnicity of Persons Experiencing Homelessness
Source: Kern County Strategic Plan to Address Homelessness, 2024.
The 2024 BKRHC Strategic Plan provides the chart above. The chart compares the percentage of people of various racial and ethnic backgrounds served by the Kern County homeless system of care during the 2021-22 reporting period to the percentage of people of those same backgrounds in Kern County as a whole. It shows that Black individuals are significantly over-represented in the homeless system of care.
This disproportionality is a by-product of systemic inequity: the lingering effects of racism that continue to perpetuate disparities in critical areas that impact rates of homelessness, including poverty rates, housing segregation and discrimination, incarceration rates, and access to health care.
Figure NA-40.3 above also shows that Asian and Hispanic or Latino/a/x individuals are significantly underrepresented in the homeless system of care. This may be a sign that Asian and Hispanic or Latino/a/x individuals in Kern County experience homelessness at much lower rates than would be expected based on demographic data. Another possibility is that there are cultural or other barriers limiting Asian and Hispanic or Latino/a/x individual’s access to the homeless system of care, which makes their numbers appear artificially low in available data. This suggests a need to improve cultural competency and outreach strategies among staff serving people experiencing homelessness.
59 Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
Figure NA-40.4: 2018-2022 Point In Time Count
Source: Kern County Strategic Plan to Address Homelessness, 2024.
Sheltered. The majority of the CoC’s sheltered individuals reside within Metro Bakersfield according to the 2024 PIT (969 individuals vs. 37 individuals). This can be attributed in part to Bakersfield having most of the County’s temporary housing facilities, which include emergency shelters and transitional and bridge housing. Overall, sheltered homeless comprised 38% of the County’s total homeless population and 42% of Metro Bakersfield’s homeless population. These numbers increased by 7% since 2023, in part because the City had expanded the availability of shelter beds by 400, meaning more people were counted in shelters rather than on the street.
Unsheltered. Out of the 2,293 homeless individuals in Metro Bakersfield, 1,324 were unsheltered or 58%. As compared to the Countywide PIT, the City of Bakersfield is experiencing a lower number of unsheltered persons, the Countywide total was 1,663 individuals or 62% of the homeless population.
The Metro Bakersfield area saw a 55% increase in the 2024 unsheltered homelessness count as compared to the 2023 PIT (853 individuals to 1,324). Most unsheltered homeless households were individual adults; only 59 were adults with children and 116 children based on 2024 PIT. Many factors contribute to the large proportion of unsheltered individual adults, such as limited shelter space and a lack of social supports to which families often have access, as well the reduction funds available to the community when the COVID-19 one-time funding ended.
60 Discussion:
Both the HMIS data and the PIT Count data show similar patterns. The number of people in Kern County experiencing homelessness has increased significantly in recent years, as has the number of households served by the homeless system of care. Moreover, the PIT Count data shows a sharp increase in the number of people experiencing unsheltered homelessness, particularly in 2021.
61 NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction:
Certain segments of the population face conditions that make it difficult for them to access affordable housing. Physical or medical conditions, accessibility requirements and the need for supportive services, limited incomes, and many other factors often impede a household’s ability to obtain decent and affordable housing.
The following section addresses the special housing and service needs of specific populations, which include:
• Persons living with AIDS/HIV and their families
• Persons with disabilities
• Elderly
• Veteran households
• Female-headed households
• Large households
• Food insecure households
For persons living with HIV/AIDS, housing is consistently ranked as one of unmet needs throughout California. While the reported rate of persons living with HIV in 2021 was about 1.5 times less in Kern County compared to other California residents, the County has seen a 25% increase in the rate of individuals living with HIV since 2017. This is 12 times higher than the state increase of 2%. According to the California Public Health Department, Center for Infectious Diseases, 2,178 persons living with diagnosed HIV infection in Kern County as of May 3, 2022. For many, the persistent shortage of stable housing can be the primary barrier to consistent medical care and treatment. In addition, persons with HIV/AIDS may be targets of hate crimes. Despite federal and state anti-discrimination laws, many people face illegal evictions from their homes when their illness is exposed. The Fair Housing Amendments Act of 1988, which is primarily enforced by HUD, prohibits housing discrimination against persons with disabilities, including persons with HIV/AIDS
. Housing costs in Kern County are generally lower than other major markets in California, but people living with HIV/AIDS in Bakersfield still encounter difficulties affording a home suitable for their needs. People living with HIV/AIDS often have incomes well below the median and experience significant healthcare costs related to their medical condition.
62 HOPWA
Table NA-45.1: HOPWA Data
Current HOPWA formula use:
Cumulative cases of AIDS reported 2,431 (cases diagnosed in Kern) Area incidence of AIDS 8.3 per 100,000 people
Rate per population 347.1 per 100,000 people
Number of new cases prior year (3 years of data) 47 cases (2021) 45 cases (2022) 20 cases (2023) Rate per population (3 years of data) 5.2 cases per 100,000 people (2021); 5.0 cases per 100,000 people (2022); 2.2 cases per 100,000
people (2023)
Current HIV surveillance data:
Number of Persons living with HIC (PLWH) 1,200
Area Prevalence (PLWH per population) 131 cases per 100,000 people Number of new HIV cases reported last year 94 new HIV cases reported in 2023 Table 29 – HOPWA Data
Data Source: California Department of Public Health Offices of AIDS, DUA dataset 2024 HIV Housing Need (HOPWA Grantees Only)
Table NA-45.2: HIV Housing Need
Type of HOPWA Assistance Estimates of Unmet Need
Tenant based rental assistance 0
Short-term Rent, Mortgage, and Utility 0
Facility Based Housing (Permanent, short-term or
transitional) 0
Table 30 – HIV Housing Need
Data Source: HOPWA CAPER and HOPWA Beneficiary Verification Worksheet Describe the characteristics of special needs populations in your community:
Persons with HIV/AIDS and their families face significant challenges. According to the 2021 California HIV Surveillance Report, there are 2,178 cases of persons living with a diagnosed HIV infection. Of these cases, less than 1% are ages 13 or younger, 4% are ages 13-19, 32% are ages 20-29, 34% are ages 30-39, 19% are 40-49, 8% are ages 50-59, and 3% are 60 years or older according to the data presented at the Kern County Provider HIV Symposium in 2024. Additionally, 87% of HIV/AIDS cases are male, 11% are female, and 1% identify as transgender. Persons with HIV/AIDS face an array of barriers to obtaining and maintaining affordable and decent housing, which is as essential to their general health and well-being as access to quality and affordable healthcare. For many, the persistent shortage of stable housing can be the primary barrier to accessing consistent medical care and treatment. In addition, persons with
63 HIV/AIDS may be targets of hate crimes and discrimination, including illegal eviction from their homes when their landlords are aware of their illness, despite the Fair Housing Amendments Act of 1988 prohibiting such housing discrimination against persons with disabilities, including persons with HIV/AIDS.
Persons with mental, physical, and developmental disabilities. Physical, mental, and developmental disabilities may present challenges to gaining employment, mobility, or independent living. Persons with disabilities may experience housing burdens and other challenges due to limited income and/or accessibility needs. Persons with extreme disabilities may require housing in a supportive or institutional setting. Housing needs for persons with disabilities depends on the severity of the disability(ies). For persons with disabilities who live independently or with other family members, independent living can be supported with special housing features, financial support, and in-home supportive services.
Housing for persons with disabilities must be adapted to meet individual needs. Various types of housing may be inaccessible to persons with mobility or sensory limitations. Housing may need to be adapted to accommodate widened doorways and hallways, access ramps, larger bathrooms, lowered countertops, and other features necessary for accessibility, and many housing types may not have suitable space for such adaptations. Location of housing is also an important factor for persons with mobility restrictions who rely on public transportation for travel.
Table NA-45.3 displays persons with disabilities in Bakersfield by age group. According to the 2016-2020 ACS, a total of 40,024 residents in Bakersfield have at least one disability, approximately 10.6% of the total population. Adults 65 years and older have the highest rates of disabilities, with 16.6% of the population having one disability and an additional 21.9% with two disabilities. These rates are similar to the tri-county area and slightly higher than the California average.
64 Table NA-45.4: Population with a Disability by Age
Source: U.S. Census Bureau, ACS 2016-2020 (5-year Estimates), Table C18108
Elderly/Frail elderly. According to 2018-2022 ACS data, Bakersfield had 42,290 people who were aged 65 or older, forming 10.5% of the population, an increase of 2% from the last ConPlan. Some of this group’s special needs derive from physical limitations and fixed incomes. Approximately 14% of people aged 65 and older have incomes below the poverty level. Of those who identify as grandparents, a total of 11,444 individuals, 27.4% are responsible for the care of their grandchildren, straining limited financial resources. During the community engagement process, elderly residents submitted several comments to the City addressing these issues, including a need for better public transportation, increased healthy food needs, more services for seniors, and affordable housing for seniors.
Bakersfield senior population have a higher share of lower income levels as compared to California as a whole, with more seniors earning less than $30,000 per year and fewer seniors with an annual income of $100,000 or more.
65 NA-45.4: Senior Households by Income
City of
Bakersfield
Percent
Kern
County
Percent
California
Percent
Total Households 118,568 273,556 13,103,114
Households with householder
65 Years and Over
20,972 17.7% 58,117 21.2% 3,198,850 24.4%
$0 to $29,999/year 7,124 34.0% 22,307 38.4% 923,422 28.9% $30,000 to $59,999/year 5,153 24.6% 15,121 26.0% 736,717 23.0% $60,000 to $99,999/year 4,065 19.4% 10,743 18.5% 635,254 19.9% $100,000 to $199,999/year 3,622 17.3% 7,927 13.6% 631,845 19.8% $200,000+/year 1,017 4.8% 2,019 3.5% 271,612 8.5%
Source: U.S. Census Bureau, ACS 2016-2020 (5-year Estimates), Table B19037 Veterans. About five percent of the City’s population is comprised of veterans. However, veterans represent 3% of the overall homeless population, according to the 2024 Point-in-Time count. This is a 7% reduction from the 2019 PIT, showing an increase in community support for veterans. Low socioeconomic status, mental health disorders, and/or a history of substance abuse all can contribute to homelessness. Moreover, veterans are more likely to experience traumatic brain injuries (TBI) and Post- Traumatic Stress Disorder (PTSD), both of which have been found to be among the most substantial risk factors for homelessness. Finally, veterans face the same shortage of affordable housing options as all resident of Bakersfield do. Even if the veteran cohort has better socioeconomic indicators than the general public, individual households can still struggle making ends meet.
Veterans are also underrepresented in the population seeking preventative health services such as flu vaccines, immunizations, and cancer screenings. Bakersfield Memorial Hospital reports that veterans are being undeserved in this regard. The reasons for this are many: preventative services are not necessarily marketed well; people typically seek medical care in a reactive, rather than a proactive, manner; the insurance system can be difficult to navigate; and while routine check-ups with a primary care doctor are often free or low-cost, follow-up care with specialists can be expensive.
Female-headed households. Bakersfield has 31,810 female-headed households, which make up about
25.5% of all households in the City according to 2018-2022 ACS data. Female-headed households are more likely to be low-income, which introduces a host of housing and financial problems such as housing cost burden and risk of homelessness. The Report on the Status of Women and Girls in Kern County 2020 found 39% of female-headed households live in poverty. Many factors lead to female- headed households earning less than other households, but most prominent are gender discrimination in pay and benefits; lack of access to affordable health and childcare; and occupational segregation.
Studies have shown that female-headed households are more likely to be affected by poverty and housing discrimination than male-headed households.
Large households. Large households are defined by HUD as households having five or more persons.
These households face housing needs that other household types do not, as they require units with larger living space, such as a minimum of three bedrooms to avoid overcrowding.
66 Large households are more likely to be low-income – more than half of large households earn less than the AMI – which can make these households more likely to experience housing problems. Large housing units are naturally more expensive, so large LMI households are often presented with either taking on a cost burden or overcrowding in smaller housing units.
In Bakersfield, most residents living together are in family households as opposed to nonfamily households. As shown in Table NA-45.5, 21,065 households, or 17.8% of total households, are considered large households. Almost all large households are family households. Comparatively, 18.2% of households in Kern County are considered large households, 20.5% in the tri-county area, and 14.5% in California.
NA-45.5: Large Households
Household Size Number of Households Percent of Total Households Total Households 118,568
Family Households 88,421 74.6%
2-4 Person Households 67,608 57.0%
5+ Person Households 20,813 17.6%
Nonfamily Households 30,147 25.4%
1-4 Person Households 29,895 25.2%
5+ Person Households 252 0.2%
Total Large Households 21,065 17.8%
Source: U.S. Census Bureau, ACS 2016-2020 (5-year Estimates), Table B11016 Food insecure households. The U.S. Department of Agriculture defines food insecurity as a lack of consistent access to enough food for an active, healthy life. According to Feeding Kern County, in 2021 13% of adults were food insecure, as compared to 10.5% in California and 10.2% nationwide. In 2022, 22% of Kern County children (57,700 individuals) were food insecure according to Feeding America.
During the COVID-19 pandemic, more food was made available through a greater number of sources than ever before. With the end of many emergency food programs in February 2023, agencies in Kern County found themselves inundated with people in need of food. Bakersfield was designated as “America’s hungriest city” in 20129
Food insecurity is undoubtedly a function of low socioeconomic status, but there are other factors that contribute to it, such as rising cost-of-living that outpaced wage growth. Of course, households must be classified as low-income to receive food stamps/SNAP or free/reduced lunch, but in 2022 approximately 24% of children in Kern County are a part of food insecure households that earn greater than 185% of the federal poverty level, thus making them ineligible for federal nutrition assistance.
What are the housing and supportive service needs of these populations and how are these needs determined?
9 Food Research and Action Center, 2012
67 See previous discussion.
Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:
As discussed above, the Bakersfield Memorial Hospital reports there are 2,178 living cases of HIV.
Persons with HIV/AIDS face an array of barriers to obtaining and maintaining affordable and decent housing, which is as essential to their general health and well-being as access to quality and affordable healthcare.
If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii)) Not applicable.
Discussion:
Please see the above.
68 NA-50 Non-Housing Community Development Needs – 91.215 (f) Central to the City’s community and economic development goals is the Economic Opportunity Area (EOA) Plan adopted in September 2024. The EOP Plan uses tax increment financing to promote economic growth within specific geographic areas. The EOA Plan focuses on the following investment priorities:
• Keeping public areas safe and clean
• Addressing the fiscal stability of the City
• Creating jobs through economic development, business retention/attraction and workforce development
• Enhancing amenities throughout the community to improve quality of life and attract visitors Seven EOAs have been identified, based on the need for supplemental economic development activities:
• Downtown Bakersfield EOA
• South SR 58/Bakersfield Airport EOA
• SR 99 Corridor EOA
• 34th Street Corridor EOA
• East Hills EOA
• Old Town Kern EOA
• Southeast EOA
Figure NA-50.1: Economic Opportunity Area (EOA) Plan Map
69 These EOAs, color coded in Figure NA-50.1 above, closely correlate with the City’s CDBG-eligible census tracts. Eligible projects may qualify for site improvement/rehabilitation grants, business relocation and expansion grants, development assistance, and small business loans.
The EOA Plan is designed to supplement existing City programs such as the Capital Improvement Program (CIP). The CIP addresses projects that support Bakersfield’s infrastructure over a considerable period of time and has a monetary value greater than $20,000. In FY 2024, the City has budgeted $93 million to the CIP and addresses many of the needs identified in the ConPlan community engagement process, including those within the public facilities and public improvement categories discussed in the following sections.
Describe the jurisdiction’s need for Public Facilities:
The jurisdictions’ needs for public facilities include, but are not limited to, the following areas noted by participants in community meetings and surveys:
• Community centers
• Homeless Shelters
• Youth centers
• Centers for the disabled
• Centers for senior citizens
• Parks and recreation
Parks and recreation improvements are a focus of the CIP and City’s Department of Recreation and Parks.
How were these needs determined?
The City’s Public Works department maintains a list of priority project in the City, including CDBG-eligible infrastructure projects, through its Capital Improvement Program (CIP).
Supplementing this list was feedback through the community participation process.
Describe the jurisdiction’s need for Public Improvements:
The jurisdictions’ needs for public improvements include, but are not limited to:
• Streets/Road Improvements
• Streetlighting
• Sidewalk Improvements
• Tree Planting and Urban Greenery
• Water/Sewage Improvements
70 • Broadband Internet Access
• Accessibility Improvements
• Electric Vehicle Charging Stations
Both through the community needs survey and in community workshops, residents expressed their desire to see improvements to streets, sidewalks, and streetlighting. In fact, street improvements were the top infrastructure concern of residents. Through the CIP, the City funds these and other public improvements. In FY 2024, $12.45 million is going toward local street, pedestrian and bicycle updates.
Highlighted projects are:
• Pavement rehabilitation projects on South H Street and University Avenue • Kentucky Street Urban Greening Grant Project
• Three areas receiving CDBG funding for curb, gutter, and sidewalk improvements • Streetlight Improvements
• Animal Care Shelter Expansion
• Electric Vehicle Infrastructure
How were these needs determined?
The City’s Public Works department maintains a list of priority project in the City, including CDBG-eligible infrastructure projects, through its Capital Improvement Program (CIP). Supplementing this list was feedback through the community participation process.
Describe the jurisdiction’s need for Public Services:
• Mental Health Services
• Youth Activities
• Fair Housing
• Childcare Services
• Public Transportation
• Health Services
• Food Banks
• Senior Activities
• Substance Use Services
Mental Health services were among the top needs identified by community members during the community engagement process. Youth activities, childcare, transportation services, and health services were also of top concern to residents.
Public health and health services are a major focus in Kern County and Bakersfield. In its 2022 Community Health Needs Assessment, the Bakersfield Memorial Hospital reports an overall health insurance coverage rate of 91.9% for its service area, which includes nearly all of Bakersfield and parts of the cities of Lake Isabella, Taft and Tehachapi. This insurance coverage rate is lower than both Kern County’s and California’s.
71 The rate of health insurance coverage in some zip codes is much lower than the area average.
Bakersfield’s 93307 zip code, for example, has a coverage rate of just 87.1%. The 93307-zip code correlates with census tracts that are comprised predominately of LMI households. Lower income households struggle to attain health insurance coverage for many reasons, including high cost of insurance, poor access to quality and low-cost health facilities, and eligibility requirements for certain health insurance programs.
10 How were these needs determined?
These needs were determined through interviews with community stakeholders and surveys with community residents to obtain input on health needs, barriers to care and resources available to address the identified health needs. In addition, data were collected from local, county and state sources to present community demographics, social determinants of health, health care access, birth indicators, leading causes of death, COVID-19, acute and chronic disease, health behaviors, mental health, substance use and misuse and preventive practices. Where available, these data are presented in the context of Kern County and California, framing the scope of an issue as it relates to the broader community.
10 Kimberly Amadeo, “Health Care Inequality in America,” The Balance, June 25, 2019.
72 Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
In conjunction with the Needs Assessment, the Market Analysis provides the basis for the Strategic Plan and the programs and projects to be funded by federal entitlements. Most of the data tables in this section are populated with standard Comprehensive Housing Affordability Strategy (CHAS) data developed by the Census Bureau for HUD based on 2016-2020 American Community Survey (ACS) data.
Other sources are noted throughout the Plan.
While the 2016-2020 ACS and CHAS are the most recent comprehensive dataset available during the development of this ConPlan, other statistics suggest Bakersfield’s housing market has undergone a significant shift since 2000. Booming growth has brought new prosperity and an influx of new residents to Bakersfield, but it has also brought an increase in homelessness and a need to develop new homes and infrastructure to accommodate both demographic and economic expansion.
For example, the population increase from the 2000 census to 2020 was 63%. In other words, in 20 years, Bakersfield added the equivalent of more than half its population. Further, current estimates indicate that the population has grown an addition 2% since 2020.
This has clearly put upward pressure on housing costs. Table MA-15.1 shows median home value 30% higher than it was in the base year, 2009. Similarly, rents have increased in that same period, though not as steeply.
73 MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
Table MA-10.1: All residential properties by number of units Property Type Number %
1-unit detached structure 88,830 71%
1-unit, attached structure 3,895 3%
2-4 units 12,390 10%
5-19 units 10,190 8%
20 or more units 6,575 5%
Mobile Home, boat, RV, van, etc. 3,265 3%
Total 125,145 100%
Table 31 – Residential Properties by Unit Number
Data Source: 2016-2020 ACS
Table MA-10.2: Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 319 0% 2,665 6%
1 bedroom 405 1% 6,670 14%
2 bedrooms 7,505 11% 18,305 38%
3 or more bedrooms 62,235 88% 20,455 43%
Total 70,464 100% 48,095 101%
Table 32 – Unit Size by Tenure
Data Source: 2016-2020 ACS
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.
The California Tax Credit Allocation Committee (TCAC) which operates under the State Treasurer’s office provides information for all multifamily housing using Low Income Housing Tax Credits (LIHTCs), which
74 are the federal government’s primary mechanism for funding affordable housing construction. TCAC reports there are about 5,000 housing units in Bakersfield that have used LIHTCs. Approximately 99% of these units are reserved for households earning less than 80% AMI, with many targeted to 60% or less.
Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.
The California Housing Partnership Corporation (CHPC) tracks the number of subsidized affordable housing units in throughout the State and maintains four definitions for units at-risk of being lost from the affordable housing inventory:
● Low risk: Affordable homes that are at-risk of converting to market rate with at least ten years of affordability restrictions or are owned by a large, stable, non-profit. ● Moderate risk: Affordable homes that are at-risk of converting to market rate with at least five years of affordability restrictions that (i) do not have an overlapping federal or state subsidy that would extend affordability beyond ten years, (ii) or has affordability restrictions that can be terminated through owner action in the next 5 - 10 years, and are not owned by a large, stable, non-profit.
● High risk: affordable homes that are at-risk of converting to market rate with at least a year of affordability restrictions that (i) do not have an overlapping federal or state subsidy that would extend affordability beyond five years, (ii) or has affordability restrictions that can be terminated through owner action in the next 1 - 5 years, and (iii) are not owned by a large, stable, non- profit.
● Very-High risk: affordable homes that are at-risk of converting to market rate that (i) do not have an overlapping federal or state subsidy that would extend affordability past a year, (ii) or has affordability restrictions that can be terminated through owner action within the next year, and (iii) are not owned by a large, stable, non-profit.
During the 2023-2033 period of the Housing Element, 395 units residential units at multiple properties across the city are considered “high risk or very-high risk” of being lost to the supply of the affordable housing in the City of Bakersfield. Prior to the expiration date of these deed restricted units, the City will work with the property owner to confirm that the tenants are properly notified of their rights under AB 1521 (2017, Bloom). Further, the City will engage property owners with expiring covenants three years prior to their expiration to inform them about local, state, and federal funding sources to support the properties continued operation as affordable housing. Those with expired covenants that continue to operate at affordable rents will be asked to submit annual information to verify rent levels are affordable to ensure the city does not lose those units as affordable housing.
Different options may be used to preserve or replace the units though they may be infeasible given that the units are located in a larger non-regulated property. These include preservation (Acquisition/ Rehabilitation) -- if a property is 100% deed restricted affordable housing with an expiring regulatory agreement, transferring ownership of the at-risk project to another entity whose mission is to provide
75 affordable housing, such as a non-profit housing provider, the local housing authority, or a private developer who intends to develop affordable housing, is one of the least costly ways to ensure that the at-risk units remain affordable for the long term. By transferring property ownership one of the above- mentioned organizations, low-income restrictions can be secured, and the project would become potentially eligible for additional financing sources to continue the properties operation as deed- restricted affordable housing. Another option to preserve the affordability of this at-risk project is to support a Joint Power Authorities purchase of the property. If this option is exercised, it would require deed restrictions for 100% of the residential units but also allows for bond financing that would allow the owner to maintain the project as affordable housing.
Construction of Replacement Units -- To understand the significance if these at-risk units are lost from the supply of city affordable housing, the City has prepared a hypothetical analysis that identifies the cost of construction of new regulated housing to replace these at-risk units if they are converted to market-rate units. The cost of developing housing depends upon a variety of factors, including density, size of the units (i.e., square footage and number of bedrooms), location, land costs, and type of construction. In evaluation of the City of Bakersfield’s recent housing productivity, the average cost to build is approximately $237,595 per unit. This accounts for the 156 units of affordable housing the City of Bakersfield completed within the past 18 months. Cumulatively, these projects cost approximately $37.06 million to construct, with the City contributing a total of $7.02 million to the projects. The cost to replace the 395 at-risk units would be approximately $93.8 million.
The following table shows all of the at-risk assisted units in Bakersfield, as reported in the Housing Element.
Table MA-10.3: At-Risk Assisted Units in Bakersfield
Housing
Complex
Location Total Units Expiration
Date
Risk
Level
Funding
Source
Status
Sundance 6000 White 60 April 30, High Housing and The existing Apartments Lane 2027 Urban HUD restriction
Development has been
(HUD) extended to
2027
Summerfield 6300 18 December Housing and Property owner Place Summerfield 31, 2023 Low Urban intends to
Apartments Drive Development extend the
(HUD) covenant, likely
to 2043*
South Real 2701 South 20 May 31, High Housing and Owner does not Garden Real Road 2024 Urban intend to extend
Apartments Development the affordability
(HUD) covenant at this
time.
Pinewood Glen 2221 South 99 High Neighborhood Owner does not Real Road Stabilization have any
Project (NSP) current plans to
extend the
deed-restriction
76 after the
covenants
expiration,
however
consistent with
the owner
mission, the
property will
continue to
operate at
2025 affordable rents
Wilson Tower 3015 Wlson 198 2025 High Housing and Owner does not Avenue Urban have any
Development current plans to
(HUD) extend the
deed-restriction
after the
covenants’
expiration,
however the owner
is open to selling
the property to a
qualified developer
to continue the
property’s
operation as
affordable housing
TOTAL 395
Source: Bakersfield 2023-2031 Housing Element, 2024
Does the availability of housing units meet the needs of the population? As delineated in Table NA-25.1, a total of 41,765 households, representing 36% of all households in the City, spend at least 30% of their income on housing, which meets HUD’s threshold for housing cost burden. More than three-quarters of all housing-cost-burdened households in the City are lower income (earning zero to 80% AMI). Thus, increasing the supply of affordable housing for lower income households is a high priority goal.
The need is further substantiated by the waiting list maintained by the Housing Authority for its Section 8 Housing Choice Voucher program, which provides rental subsidies to low-income families that spend more than 30% of their gross income on housing costs. As of August 2024, the Housing Choice Voucher waiting list had 11,513 applicants, an increase of 55% since the last ConPlan.
The Kern Council of Governments, through the Regional Housing Needs Allocation (RHNA) process, allocated 37,461 housing units to the City of Bakersfield for the 2023-2031 period. RHNA delineates the number of new homes a jurisdiction must plan for based on expected population growth, income distribution, and other factors. It does not, however, require a jurisdiction to ensure those units are built. Therefore, Bakersfield must accommodate 37,461 housing opportunities through its zoning
77 ordinance. Of these, Bakersfield must accommodate at least 18,211 ELI, VLI and LI households during the eight-year planning period. According to California’s Department of Housing and Community Development 2024 income limits, that means almost half of new housing construction in the City should be affordable to households of four persons earning $70,300 or less.
Describe the need for specific types of housing:
As described above, the City has a pronounced need for rental housing affordable to households earning 0 to 50% of AMI (those qualifying as extremely low- and very low-income). Many renter households in these categories experience severe cost burden, as NA-10 shows. This need is derived in part from the insufficient housing production during the City’s previous RHNA cycle, as well as the ongoing crisis in housing costs, which have skyrocketed.
Discussion
Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.
As noted above, CHPC gives a risk rating to about 8,300 housing units in Bakersfield that are subsidized by federal and State programs and are affordable to lower-income households. Just 4%, or 367 units, are greater than a low risk, but that is still a significant number of affordable units. Below is a summary of affordable housing units, by primary subsidy source, that are, high, or very high risk.
HUD. Nine properties funded by HUD represent 302 affordable units in Bakersfield. Of these, 278 at three properties are at high risk of losing their affordability restrictions. NSP. One property (Pinewood Glen) funded through the Neighborhood Revitalization Program, with 99 units, is at a high risk for conversion to market rate. At this time, the owner has no plans to extend deed restrictions, however, consistent with the owner’s mission, the property will continue to operate at affordable rents.
78 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
Table MA-15.1: Cost of Housing
Base Year: 2009 Most Recent Year: 2020 % Change
Median Home Value 199,600 258,700 30%
Median Contract Rent 835 934 12%
Table 33 – Cost of Housing
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year)
Table MA-15.2: Rent Paid
Rent Paid Number %
Less than $500 4,170 8.7%
$500-999 23,679 49.2%
$1,000-1,499 14,675 30.5%
$1,500-1,999 4,480 9.3%
$2,000 or more 1,103 2.3%
Total 48,107 100.0%
Table 34 - Rent Paid
Data Source: 2016-2020 ACS
Table MA-15.3: Housing Affordability
Number of Units affordable to
Households earning
Renter Owner
30% HAMFI 1,775 No Data
50% HAMFI 6,530 2,630
80% HAMFI 25,014 11,385
100% HAMFI No Data 19,447
Total 33,319 33,462
79 Table 35 – Housing Affordability
Data Source: 2016-2020 CHAS
Table MA-15.4: Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent 863 869 1,137 1,616 1,937
High HOME Rent 700 711 926 1,065 1,169
Low HOME Rent 567 608 730 842 940
Table 36 – Monthly Rent
Data Source: HUD FMR and HOME Rents
Is there sufficient housing for households at all income levels? According to the limited data available, there is not enough housing for low-income households in Bakersfield. According to CHAS data from HUD, there were 15,165 households making 30% AMI or less, but only 1,775 units affordable to a household at the 30% level. For the 13,250 households earning 30- 50% AMI, there are just 8,160 affordable housing units. However, these affordable units are not necessarily occupied by the extremely low- and very low-income households that need them to avoid housing cost burden. Therefore, it is likely that the supply of housing affordable for low-income households is even more constrained than what the data indicate.
How is affordability of housing likely to change considering changes to home values and/or rents?
Housing affordability is affected by many factors, many of which are difficult to predict or plan for.
However, many indicators suggest housing may not become more affordable in the coming years without an economic downturn or substantial investments in affordable housing.
Construction and labor costs also affect housing affordability. The Terner Center for Housing Innovation found construction costs between 2011 and 2016 increased more in California than they did nationwide, which contributed to a decline in residential housing construction. In 2017 alone, construction costs for single-family and multifamily homes increased 5.6% and 6.3%, respectively. Labor costs were up 2.6% in 2017. Both construction and labor costs increase outpaced inflation. In addition, the provisions of the 2021 Build America Buy America program potentially increases the cost to construct housing. The BABA Act requires that all iron, steel, manufactured products and construction materials used in certain infrastructure projects are produces in the US.
80 These and other factors – such as zoning ordinances that prohibit certain housing types, like apartments and duplexes, that are typically more affordable – have contributed to the State’s historic underproduction of housing units. According to the State’s Department of Housing and Community Development, California needs to produce at least 180,000 new housing units to keep pace with population growth but has averaged just 80,000 units since 2008. This underproduction is central to California’s high housing costs.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? Table MA-15.4 above illustrates the HUD Fair Market Rent (FMR) and High and Low HOME Rent. These rents are the limits that can be charged by property owners with units assisted by HUD rental housing programs. The FMR and HOME rents are lower than the market-rate rents for comparable units. As of October 2024, Zillow calculates the median rent as $1,875, and RentCafé reports an average rent of $1,511.11 In order to afford these rents, a household would need an income of $75,000 and $60,440, respectively.
A single-person household earning 30% of AMI results in a yearly income of $18,450. To avoid a housing cost burden, that household should spend no more than $461 on housing costs per month, but that rent level is a quarter of the median rent calculated by Zillow and does not meet the Low HOME Rent.
Exacerbating this is a dearth of affordable and accessible units, as discussed previously. In other words, households that are most in need of affordable housing, as it is defined by HUD, are least likely to access it.
Discussion
Please see above.
11 https://www.rentcafe.com/average-rent-market-trends/us/ca/kern-county/bakersfield/ and https://www.zillow.com/rental- manager/market-trends/bakersfield-ca/
81 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
While Bakersfield has done relatively well in advancing toward its new housing goals, almost two-thirds of the City’s housing stock was built prior to 2000. An aging housing stock may present many quality-of- life issues, eventually leading residents living in substandard and inadequate housing facilities.
Describe the jurisdiction's definition of "standard condition" and "substandard condition but suitable for rehabilitation":
The U.S. Census Bureau’s ACS defines a “selected condition” as one of the following four types of housing problems:
1) Lacks complete plumbing facilities;
2) Lacks complete kitchen facilities
3) More than one person per room; and
4) Cost burden greater than 30%.
These conditions are similar as the four housing problems discussed in the Needs Assessment. Table MA-20.1 calculates the total number of owner- and renter-occupied units exhibiting different numbers of selected conditions, as well as the percentage of all units falling into each of these categories.
Table MA-20.1: Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 20,315 29% 22,555 47%
With two selected Conditions 1,034 1% 3,885 8%
With three selected Conditions 75 0% 55 0%
With four selected Conditions 0 0% 4 0%
No selected Conditions 49,045 70% 21,595 45%
Total 70,469 100% 48,094 100%
Table 37 - Condition of Units
Data Source: 2016-2020 ACS
82 Table MA-20.2: Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 27,880 40% 9,825 20%
1980-1999 21,815 31% 16,005 33%
1950-1979 17,420 25% 19,260 40%
Before 1950 3,355 5% 3,005 6%
Total 70,470 101% 48,095 99%
Table 38 – Year Unit Built
Data Source: 2016-2020 CHAS
Table MA-20.3: Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980. 19,834 31% 24,885 51%
Housing units built before 1980 with children present 17,330 27% 10,410 21% Table 39 – Risk of Lead-Based Paint
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present)
Table MA-20.4: Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units
Abandoned Vacant Units
REO Properties
Abandoned REO Properties
Table 40 - Vacant Units
Need for Owner and Rental Rehabilitation
Based on these categories, more than one-half (60%) of all households have none of the selected conditions, while 40% have either one or two conditions. However, renter households are more likely to experience selected housing conditions: 55% of all renter-occupied households have at least one condition, compared to just 30% of owner-occupied households.
83 According to the 2023-2031 Housing Element, housing units are considered substandard if they lack complete plumbing or kitchen facilities. There are an estimated total of 1,699 substandard housing units in Bakersfield, approximately one percent of total housing units. The most prevalent housing issue in the city was rental units lacking compete kitchen facilities, with a total of 1,143 units, or 1% of rental units without complete kitchen facilities. Renter occupied units have higher rates of units lacking complete facilities when compared to owner occupied rates. Based on 2016-2020 ACS data, Bakersfield’s substandard housing rates are consistent with those of Kern County and the state.
Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards
The age of housing units is the key variable for estimating the number of units with LBP hazards. It is estimated that nationally, three-quarters of all residential properties built in 1978 or earlier may contain LBP, with older properties having the highest likelihood of containing LBP. Local data have confirmed that the percentage of units containing LBP increases with the age of the structure.
According to 2016-20205 ACS data, there were a total of 80,860 units built prior to 1980. If 75% of these properties can be assumed to have LBP, the number of units with LBP is estimated to be 40,430.
According to the Needs Assessment, approximately 50% of all households in the City were low- to moderate-income. If this percentage holds true for the estimated 40,430 units with LBP, the number of lower-income households potentially exposed to LBP hazards is estimated to be 20,215, assuming the LMI population is uniformly distributed in the housing stock). This means approximately 34% of all LMI households are at risk of LBP exposure.
The Kern County Department of Health maps areas of the County that show potential risks for LBP. The following map illustrates those areas of Bakersfield in which 25% or more of the units are older than 1978.
Figure MA-20.1: Geospatial Indicators for Risk in Kern County Census Tracts
Source: Kern County Department of Health, 2024.
84 Discussion
Although there is no specific information on the habitability of vacant units in Bakersfield, the Housing Element notes that vacancy rates are important because they indicate the degree of choice available. A vacancy rate that is too high can make it difficult for owners trying to sell or rent. Low vacancy rates usually indicate high demand and/or low supply conditions in the housing market. A vacancy rate that is too low can force prices up, making it more difficult for lower and moderate-income households to find housing. Vacancy rates between 2% and 3% for single-family housing and between 5% and 6% for multifamily housing are usually considered optimal for a healthy housing market. According to the California Department of Finance, Bakersfield had an overall vacancy rate of 6.1% as of January 2021, compared to a 6.7% vacancy rate statewide. According to ACS estimates, the homeowner vacancy rate in Bakersfield in 2021 was 0.8% and the rental vacancy rate was 3.6%. This is a decrease in vacancy rates from 2016, when the homeowner vacancy rate was 1.2%, and the rental vacancy rate was 4%. Vacant units by type are shown below. In 2020, an estimated total of 6,575 units remained vacant, compared to 8,939 in 2010. A large percentage of vacant units are categorized as “other vacant,” which are units that are vacant for reasons that do not fit into any of the above categories. In 2020, approximately 11% of vacant units were categorized as for sale only, representing an increase of approximately 5% since 2010.
Table MA-20.4: Vacancy Status
85 MA-25 Public and Assisted Housing – 91.210(b)
Introduction
Table MA-25.1: Totals Number of Units
Program Type
Certificate Mod-Rehab Public
Housing
Vouchers
Total Project -based Tenant -based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers
available 0 0 545 3694 899 2795 217 152 69
# of accessible units
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 41 – Total Number of Units by Program Type
Data Source: PIC (PIH Information Center)
Describe the supply of public housing developments:
The Housing Authority is working to convert its public housing through the rental assistance demonstration program.
Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:
The current inventory of public housing is above HUD standards.
86 Table MA-25.2: Public Housing Condition
Public Housing Development Average Inspection Score
CA00800125 92
CA008000104 80
CA00800105 85
CA008000115 95
Table 42 - Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
The low-income public housing units need modernization beyond what the program funds can support.
Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing:
The Housing Authority will be modernizing all public housing units through the Rental Assistance Demonstration Program. This means that there will no longer be a Low-Income Public Housing Program.
All families will receive rental assistance through the Project Based Voucher program.
Discussion:
Please see above.
87 MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
Table MA-30.1: Facilities and Housing Targeted to Homeless Households Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive Housing
Beds
Year Round Beds
(Current & New)
Voucher /
Seasonal /
Overflow Beds
Current & New Current & New Under
Development
Households with Adult(s) and
Child(ren)
974 0 65 332 N/A
Households with Only Adults 3731
0 140 1173 40
Chronically Homeless Households 374 0 0 374 46
Veterans 148 0 58 217 N/A
Unaccompanied Youth 96 0 0 0 N/A
Table 43 - Facilities and Housing Targeted to Homeless Households Date Source: 2024 HIC and PIH HCV Dashboard
88 Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons Many organizations in Bakersfield provide a wide range of services that are directly targeted to homeless individuals and families. Many of these organizations are members of the Bakersfield Kern Regional Homeless Collaborative (BKRHC) and their services are listed in the BKRHC’s Home at Last! Plan to end homelessness by 2028. These lists are recreated in the tables below.
Table MA-30.2: BKRHC Members
BKRHC Continuum of Care Members
Akido Labs Akido is a care delivery platform headquartered in Los Angeles, California with the mission to ensure the most vulnerable communities thrive.
Aspiranet Aspiranet is one of California’s largest social services agencies, providing foster care and adoption support, residential group home care, support for youth making the transition from foster care to adulthood, mental and behavioral health services, intensive home-based care, and community- based family resources.
Bakersfield American
Indian Health Project
BAIHP serves the American Indian and Alaska Natives residing in Kern County by providing services that contribute to the health and vitality of the community in a respectful manner with high regard for cultural values, Tribal affiliation, and spiritual and personal values of individuals.
Bakersfield College
Student Life Office
Public community college offering Associate degrees and certificate programs. Homeless students receive assistance from the Student Life Office.
Be Finally Free, Inc. Mission is to restore and equip those impacted by addiction, crime, incarceration, and poverty by providing education, instilling life skills, and giving hope to overcome their circumstances.
California Veteran’s
Assistance
Foundation (CVAF)
Provides transitional and permanent housing for homeless and at-risk veterans and their families. Services are case management based, including employment and training, and assistance with local, state and federal benefits.
California State
University Bakersfield
– Department of
Social Work
CSUB uses advanced-generalist practice as the model for the curriculum.
This model prepares graduates to perform a variety of roles across micro, mezzo, and macro levels of practice. Within the advanced-generalist framework of the curriculum, students may choose an emphasis in child and family services, mental health, or gerontology/ health social work in a full-time, part-time, or advanced standing plan of study.
Cesar Chavez
Foundation/Shafter
Housing
Foundation’s Mission is to carry on Cesar’s life’s work of uplifting the lives of Latinos and working families by inspiring and transforming communities through social enterprises that address essential human, cultural and community needs.
89 City of Bakersfield Oversees federal and state ESG grants specifically slated for homelessness efforts and collaborates with BKRHC in a number of other ways.
City Serve Provides basic need items partnering with local churches across denominations, serving those who are broken and hurting through kindness and compassion from the neighborhood to the nations.
Clemmer & Company
DBA The Willow
Branch
An integrated Real Estate Investment and Management Company.
Clinica Sierra Vista
Homeless Health
Services
Provides outpatient and mobile medical clinics and social services to homeless adults and children.
Common Spirit A Health Care organization committing to caring for the most vulnerable populations.
Community Action
Partnership of Kern 2-
1-1 Kern
2-1-1 Kern is an information and referral service available by phone and online.
Community
Interventions
Provides a variety of services, From Grassroots Organizing and Civic Engagement to Community Cultivation and Peer to Peer Mentoring.
Covenant Community
Services
Provides a variety of services to foster youth and former foster youth, including case management, transitional housing, and employment.
Department of
Human Services
Partners with children, individuals, families and the community to provide customer-centered services, ensuring safe, protected and permanent homes for children and employment preparation for adults.
Dignity Health A health care system with the goal to create environments that meet each patient’s physical, mental, and spiritual needs.
Dream Center The Foster Youth Dream Center is a collaboration between the Kern County Network for Children, local businesses, public agencies, non-profits and community members.
Employers Training
Resource
A county department responsible for training and assisting job seekers.
Flood Bakersfield
Ministries (Flood)
Provides street outreach, housing placement, and case management for homeless people.
Garden Pathways A non-profit offering a range of mentoring programs to children, youth and adults.
Greater Bakersfield
Legal Assistance
(GBLA), Community
Homeless Law Center
Project
Provides civil legal assistance to HUD-eligible homeless people to eliminate legal barriers and obtain and maintain permanent housing and income.
Clients also have access to a Community Homeless Court, an actual Kern County Superior Court misdemeanor and traffic session.
Hey Salty Marketing Helps grow businesses that create quality jobs and restore the U.S. middle class.
Housing Authority of
the County of Kern
(HACK)
The Housing Authority is the leading provider of affordable housing and permanent supportive housing for homeless people in Kern County.
Referral is required by partner agencies that provide placement and supportive services to residents.
90 Independent Living
Center of Kern County
(ILCKC)
ILCKC is a non-residential non-profit, empowering people with disabilities to live as independently as possible by providing pro-grams and services.
Irvine Hope the
Mission
Works to prevent, reduce, and eliminate poverty, hunger, and homelessness.
Jason’s Retreat A residential program for men offering treatment for drug and alcohol abuse using a social model deeply rooted in 12-Step recovery and family involvement.
Joe’s House No information provided.
Kern Community
Foundation
Creates positive impact by focusing on the underlying causes of issues, asking the tough questions, and seeking long-term solutions with lasting results. Invites key strategic partners and fundholders and focus resources where they can have the greatest impact.
Kern County
Administrative Office
To enhance the quality of life in Kern County by protecting and serving our citizens.
Kern County Aging
and Adult Services
Aging & Adult Services department is committed to providing community- based services to ensure seniors and disabled adults remain safely in their home.
Kern County
Behavioral Health and
Recovery Services
(Kern BHRS)
Provides crisis intervention, mental health and substance abuse treatment, and case management services to homeless people including transition-age youth. Provides placement and support for clients in permanent supportive housing, in partnership with Housing Authority. Serves as Lead Agency responsible for operating the Homeless Management Information System (HMIS).
Kern County
Department of
Human Services (DHS)
County agency that administers public assistance programs, including housing, nutrition and medical coverage benefits. Its mission is to ensure safe, protected and permanent homes for children; and actively assists individuals preparing for employment.
Kern County
Superintendent of
Schools
Provides consulting support and fiscal monitoring services to Kern's 47 school districts. Ensures that homeless students are afforded all the McKinney-Vento Act educational rights and services.
Kern Health Systems KHS strives to be a leader in developing innovative partnerships with the safety net and community providers to elevate the health status of all community members.
Mercy House Mercy House provides dignified housing and comprehensive supportive services to a wide variety of homeless subpopulations including, but not limited to, adult men and women, families, mothers and their children, veterans, chronically homeless individuals, persons living with HIV/AIDS, individuals overcoming substance addictions, and those who are both physically and/or mentally disabled.
91 Open Door Network The Open Door Network is an agency providing victim services and therapy services for people in crisis from trauma and homelessness.
Pathways/College
Community Services
Provides mental health services in community and at home settings.
The Mission at Kern
County
Provides emergency overnight shelter for men ages 18 and up; one-year discipleship and recovery programs for men and women ages 18 and up; and a one-year transitional housing program for those who graduate from the one-year programs.
United Way of Kern
County (UWKC)
UWKC serves as the Collaborative Applicant and Fiscal Sponsor of the Kern County Homeless Collaborative.
Women’s Center –
High Desert, Inc.
(WCHD)
Provides 24-hour crisis intervention, emergency shelter, and supportive services for domestic violence victims and their families.
Further, supportive services include other non-CoC services in the community that the CoC connects clients to, such as food benefits, healthcare, job training and income, and other health and human services connections. For a listing of supportive services providers in Kern County and the services they offer, please see https://bkrhc.org/find-help/. Within the CoC’s 2024 Strategic Plan, the community identified a need for additional supportive services in the community, including:
(1) Increased capacity for mental, behavioral, and physical healthcare services; (2) Increased capacity for crisis response in the community; and (3) Increased availability of supportive services that lead to self-sufficiency through coordination of social agencies across the CoC.
These needs were also reflected within the Consolidated Plan’s community engagement process, including the Community Needs Survey, Focus Groups, and Community Meetings.
List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.
The CoC oversees multiple programs designed to service those experiencing homelessness and receives approximately $6.8 million in HUD CoC program funds annually. Federal policy and best practices indicate that homeless services should be grounded in Housing First, quickly and successfully connecting individuals and families experiencing homelessness to permanent housing without any preconditions and barriers to entry such as required service requirements.12
12 https://endhomelessness.org/resource/housing-first/
92 The region is committed to ending veteran and chronic homelessness by ensuring episodes of homelessness are rare, brief, and non-recurring. To address chronic and veteran homelessness, the CoC is a part of Built for Zero, a national initiative dedicated to reviewing data and identifying systems improvements. The community reached Functional Zero for Chronic Homelessness in March of 2020.
Functional zero is defined when three or fewer people are experiencing chronic homelessness (or 0.1% of the community’s most recent total homelessness individual point-in-time count, whichever is greater).
13 Due to the passage of the Public Safety & Vital Services Measure (PSVS), also known as Measure N, and substantial state and federal investments to end homelessness, the Bakersfield City Council was able to make significant investments towards the region’s homeless service landscape. This includes:
● City’s 150-bed Brundage Lane Navigation Center. Facility operated by Mercy House opened in October 2020.
● Expansion of the Open Door Network. 70 new beds were added in 2021. ● Expansion of the Mission at Kern County. 40 new beds were added in 2020. ● 118-bed Expansion of the City's Brundage Lane Navigation Center. Expansion opened in April 2023, includes a recuperative care dorm, new men's dorm, 50-space kennel, and expanded client parking lot.
● 50-bed expansion of the Brundage Lane Navigation Center bringing the total bed count at the shelter to 318.
Chronically Homeless
Those who were chronically homeless are connected to appropriate permanent supportive housing (PSH) resources, which includes intensive case management and housing. There is often a long-term subsidy connected, such as a voucher, and supportive services.
Family Homelessness
The Bakersfield Homeless Center is the region’s largest family shelter. It has 252 beds for single men, single women, and families with children. Additionally, the Open Door Network is opening a new campus in 2027 to serve women, children, and single fathers, which will increase bed capacity by at least 100 beds. Case management and housing navigation are offered to clients with the purpose of helping clients obtain housing and coordinating services to provide people with the resources needed to remain stably housed. Families are connected to a housing subsidy based on their unique needs, ranging from rapid rehousing (short-term rental assistance and case management) to PSH. The Open Door Network provides supportive services, emergency shelter, and transitional housing to victims of domestic violence, sexual assault, human trafficking, and child abuse/neglect. Services include housing navigation, rapid rehousing, individual and group therapy, and trauma-informed case management to assist victims in their healing journey and ensure they are safe and stable. The Open Door Network operates 3
13 https://login.builtforzero.org/case-studies/bakersfield-and-kern-county-california-functional-zero-case-study/
93 confidentially-located domestic violence shelters in Kern County: Bakersfield (32 beds), Delano (24 beds), and Arvin (16 beds).
Veteran Homelessness
There is currently one designated outreach worker to provide services to veterans experiencing homelessness. Veterans who are considered chronically homeless can access Veterans Affairs Supportive Housing (VASH) vouchers to receive a permanent housing subsidy from the Public Housing Authority, as well as case management assistance from social workers within the US Department of Veteran Affairs. The California Veterans Assistance Foundation operates the Supportive Services for Veteran Families (SSVF) within Kern County, which providers Veterans who are experiencing or at-risk of homelessness with rapid rehousing assistance, as well as short-term financial assistance.
Unaccompanied Youth Homelessness
There are limited resources available to unaccompanied youth. This is in part due to the challenge in locating unaccompanied minors, which may require a dedicated outreach team in the future. The CoC has a Youth Action Board (YAB) which is comprised of 10 members, ranging in ages from 17 to 25 years old, who have lived experience of homelessness. The YAB provides recommendations for policy and changes to the CoC, local leaders, and organizations that serve youth experiencing homelessness. The CoC has also created and updated a Youth Resource Guide for homeless youth to utilize. Youth experiencing homelessness can receive emergency shelter at the Brundage Lane Navigation Center via referral from law enforcement or Flood Bakersfield Ministries. The Open Door Network and the Mission at Kern County provides emergency shelter for youth ages 18 or older. Additionally, the CoC was recently awarded $5.2 million in funds through HUD’s Youth Homelessness Demonstration Program (YHDP), which was a collaborative effort of local agencies to address youth homelessness and enhance critical resources for vulnerable populations. This includes expanding low-barrier shelters that provide safe, non-congregate housing environments tailored to youth. YHDP will also add beds, leasing apartments, hiring case managers for youth support, and launching a flexible cash assistance program to address the urgent needs of youth (e.g., security deposits, emergency repairs, or other barriers that can lead to homelessness).
94 MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
Table MA-35.1: HOPWA Assistance Baseline Table
Type of HOPWA Assistance Number of Units Designated or Available for People with HIV/AIDS and their families
Tenant-Based Rental Assistance
(TBRA)
71 PH in Facilities 0
Short-term Rent, Mortgage and/or
Utility assistance (STRMU)
100
ST or TH Facilities 32
PH Placement 0
Table 44– HOPWA Assistance Baseline
Data Source: HOPWA CAPER and HOPWA Beneficiary Verification Worksheet
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs
Supportive housing for the elderly, persons with disabilities, persons with addictions, and those living with HIV/AIDS are designed to allow the individuals to live as independently as possible. Those suffering from substance abuse might require counseling or case management, with a shorter-term rehabilitation.
Other more challenging/on-going conditions might require supportive services that include long-term assisted living, as well as transportation and nursing care. Persons living with disabilities (either mental or physical) may require affordable housing with flexible supportive services to help them access and maintain housing and community supports to live independent and dignified lives. These vulnerable populations are more likely to experience housing instability and/or homelessness given their challenges to increase income and potential service needs. Those with intellectual and development disabilities require additional resources towards supportive housing, including housing set aside for people with these disabilities.
Older adults have unique supportive housing needs as compared to the general population. According to the best practices recommended by the Corporation for Supportive Housing, older adults need permanent supportive housing that will promote aging-in-place. Supportive housing for older adults must recognize that older adults are progressing toward increasing physical limitations and increasing dependency.
Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
95 The County’s Behavioral Health & Recovery Services team operates an Adult Systems of Care which has geographically located services that offer a range of behavioral health services, such as medication, counseling, recovery services, resources, and diagnosis. They also offer Assertive Community Treatment (ACT) and Strengths-Based Case Management (SBCM) in treating its clients. ACT program services include mental health and substance use assessment and treatment, intensive case management, emergency assistance with food and clothing, individual goal planning, independent living skills development, and employment services. SBCM program services include mental health and substance use assessment, medication, group and/or individual counseling, family counseling, crisis prevention and intervention, rehabilitation, community integration, and linkage/consultation/placement services.
For services within individualized populations, the County offers the following services:
Small Family Homes
Small Family Homes provide 24-hour care in the licensee's family residence for six or fewer children who are mentally disabled, developmentally disabled, or physically handicapped, and who require special care and supervision as a result of such disabilities.
Group Homes
Group Homes are facilities of any capacity and provide 24-hour non-medical care and supervision to children in a structured environment. Group Homes provide social, psychological, and behavioral programs for troubled youth.
Enhanced Adult Residential Facility
Adult Residential Facilities (ARF) are facilities of any capacity that provide 24-hour non-medical care for adults ages 18 through 59, who are unable to provide for their own daily needs. Adults may be physically handicapped, developmentally disabled, and/or mentally disabled. These facilities are homelike environments and generally used as a step down from state hospital, acute hospital and crisis residential or a step up from unenhanced Board and Care Homes and serves lower functioning clients who are less active in recovery and/or require prompting for services.
Residential Care Facilities for the Elderly
Residential Care Facilities for the Elderly (RCFE) provide care, supervision and assistance with activities of daily living, such as bathing and grooming. They may also provide incidental medical services under special care plans.
The facilities provide services to persons 60 years of age and over and persons under 60 with compatible needs. RCFEs may also be known as assisted living facilities, retirement homes, and board and care homes. The facilities can range in size from fewer than six beds to over 100 beds. The residents in these facilities require varying levels of personal care and protective supervision. Because of the wide range of services offered by RCFEs, consumers should look closely at the programs of each facility to see if the services will meet their needs.
Unlicensed Social Living Environments
Unlicensed sober living environments (SLE) are facilities with homelike environments that offer adult behavioral health clients a 24-hours-a-day, supervision and structured community living environment that supports a clean and sober lifestyle free from the use of illicit drugs and alcohol.
96 Unlicensed Transitional Sober Living Environments (TSLE) Unlicensed Transitional Sober Living Environments (TSLE) are homelike environments that offer adult behavioral health clients a less structured environment, may or may not have 24-hours a day supervision and structure. Residents accepted to these types of housing should have already completed a more structured Sober Living Environment’s requirements, and have been approved by the SLE, Treatment Team, Probation, Parole, or Sheriff’s department to transition. Unlicensed Transitional Sober Living Environments are a less structured homelike community living environment that supports a substance free lifestyle and considered a "step-down" from a Sober Living Environment. Applicants should have employment, or stable income.
Unlicensed Room & Boards:
Unlicensed Room & Boards are not licensed or certified by any state or local agencies. The facilities are homelike environments that offer adult mental health clients and supervised group living experience.
KCMH currently links clients with approximately 30 homes ranging from 1-21 beds, usually 2 persons/room. Estimated current total capacity is 277 persons.
Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. 91.315(e)
The City has allocated CDBG and HOPWA funds to serve people with special needs. Funds will be allocated towards facility improvements, homeowner and rental rehab, housing services including fair housing, and rehousing for vulnerable populations. The City will continue its HOME Access program that provides grants for accessibility improvements for low-income homeowners. The City anticipates assisting approximately 20 households per year.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2)) Please see above.
97 MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment Countless studies and articles have sought to explain the contributors to California’s housing crisis. A notable analysis was conducted by California’s Department of Housing and Community Development (HCD) in a report titled “California's Housing Future: Challenges and Opportunities Final Statewide Housing Assessment 2025.” In it, HCD laid out five core challenges facing the State’s housing market:
1. Housing supply continues to not keep pace with demand.
2. High housing growth is expected in communities with environmental and socio- economic disparities.
3. Unstable funding for affordable home development is impeding the ability to meet California's housing needs, particularly for lower-income households.
4. People experiencing homelessness and other vulnerable populations face additional barriers to obtaining housing.
5. Affordable housing has far-reaching policy impacts that benefit the quality of life in California, including health, transportation, education, the environment, and the economy.
Each of these challenges incorporates several related policy issues. Listed below are the factors that most clearly affect Bakersfield’s housing market. Public policies that affect the local housing market’s affordability and accessibility are also discussed in the City’s Analysis of Impediments to Fair Housing Choice report.
Funding. The lack of funding is by far the biggest barrier to developing more affordable housing. The dissolution of Redevelopment Agencies (RDAs) in 2011 to fill State budget deficits continues to have an impact on the local housing market. By utilizing tax increment financing, RDAs were often the single largest and most reliable local revenue sources for affordable housing. In Bakersfield, the annual revenue it generated has not be replaced.
The level of investment from the federal government also does not meet the demand for affordable housing. For instance, the overall funding for the CDBG and HOME programs has decreased over time, With the passage of Senate Bill 2 in 2017, increased investment in the LIHTC program in 2019, and modifications to various laws like the density bonus, the State has made efforts in recent years to increase the amount of money dedicated to affordable housing. Voters have also recently approved numerous Statewide bond measures that raise money for affordable housing. Besides some permanent revenue sources, many of the State’s actions are one-time investments and generally cannot be relied on in the long-term.
98 Locally, the City of Bakersfield voters approved Measure N, the Public Safety and Vital Services Measure on November 6, 2018. The Measure is a locally controlled one-cent sales tax measure that will provide approximately $58 million annually to the City of Bakersfield to address top community priorities including enhancing public safety, reducing homelessness and bolstering economic development activities. The Measure is effective April 1, 2019, within the City of Bakersfield. The City will use a portion of these funds for affordable housing.
Development costs. The cost of developing housing, inclusive of land, material, and labor costs, has outpaced inflation in recent years. There are many negative consequences to this, especially less units can be constructed with funds from the public sector and privately funded housing projects may be rendered financially infeasible or must increase rents to cover costs; each of these affect the local housing market’s affordability.
Development fees, often referred to as impact fees, also contribute to the increased cost of development and are gaining more attention as a barrier to construction. On behalf of the State legislature and HDC, the Terner Center for Housing Innovation conducted an analysis of development fees and their impact. While Bakersfield’s fees aren’t onerous relative to other cities, and such fees are normal practice across the country, the Terner Center found that California’s fees are especially high.
This is due in part to Proposition 13, which caps property tax increases, and the decreased federal investment in housing. These factors compel cities to seek alternative revenue sources, like development fees, for infrastructure and parks.14
While there is much that Bakersfield can do to eliminate barriers in housing, some additional external factors beyond the City’s control also affect housing investment. These forces include poverty and income levels, the cost of housing, linguistic isolation, transportation, employment opportunities, educational achievement, and regional planning agencies. In conjunction with the Housing Element’s AFFH findings, the following is a list of key conclusions and potential barriers that may exist in the City of Bakersfield.
NIMBYism - Opposition to Siting of Affordable Housing
Despite efforts made by the City, developers, and other stakeholders to demonstrate the need for and value of new affordable housing, there is still opposition to affordable housing in neighborhoods throughout the City. Community opposition limits the ability for the City to develop additional affordable housing to address the severe affordable housing shortage.
Lack of Access to Community Assets
Areas of high minority concentration, and low-income areas have limited access to community assets, banks, transit and employment centers when compared with the City as a whole. The limited
14 Hayley Raetz, David Garcia, and Nathaniel Decker, “Residential Impact Fees in California,” Terner Center for Housing Innovation, August 5, 2019.
99 access to these assets has an adverse impact on the residents (disproportionately protected classes) to have access to jobs, quality schools, fresh food and financial institutions. Focus group participants raised the concern over food insecurity as a significant problem for lower-income households throughout Bakersfield.
Foreclosure and Eviction Recovery
Foreclosures lower property values in the surrounding neighborhood and cause blight.
Neighborhood absentee homeowners (e.g., banks) also do not adequately manage the vacant properties resulting in blight and locations for criminal activities, further lowering property values.
This, in turn, threatens the remaining homeowners’ ability to refinance homes and limits incentives for potential homebuyers to move into the neighborhood. Foreclosed homeowners are also left with little to no savings and reduced credit scores resulting in difficulty obtaining funding for future homes.
Renters in properties that were foreclosed on also are adversely affected including unlawful eviction attempts, health problems due to unresponsive landlords in pre-foreclosure situations, lack of stability especially for persons with disabilities, seniors, and families with children, in addition to other issues associated with the change of building ownership such as evictions due to non- payment, payment for moving, and rent increases. The repercussions of foreclosures on homeowners, renters, and the community at large is an impediment to fair housing.
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MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
Economic Development Market Analysis
Table MA-45.1: Business Activity
Business by Sector Number of
Workers
Number of Jobs Share of Workers
%
Share of Jobs
%
Jobs less workers
%
Agriculture, Mining, Oil & Gas Extraction 14,844 7,809 12 7 -5 Arts, Entertainment, Accommodations 14,581 15,986 12 14 2 Construction 8,628 7,070 7 6 -1
Education and Health Care Services 21,157 26,323 18 24 6 Finance, Insurance, and Real Estate 4,732 4,880 4 4 0
Information 1,531 1,154 1 1 0
Manufacturing 6,701 3,752 6 3 -2
Other Services 3,923 3,861 3 3 0
Professional, Scientific, Management Services 8,127 8,632 7 8 1 Public Administration 0 0 0 0 0
Retail Trade 14,974 15,852 13 14 2
Transportation and Warehousing 5,211 2,563 4 2 -2
Wholesale Trade 4,880 2,878 4 3 -2
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Business by Sector Number of
Workers
Number of Jobs Share of Workers
%
Share of Jobs
%
Jobs less workers
%
Total 109,289 100,760 -- -- --
Table 45 - Business Activity
Data Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs)
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Table MA-45.2: Labor Force
Total Population in the Civilian Labor Force 192,910
Civilian Employed Population 16 years and over 181,232
Unemployment Rate 3.8%
Unemployment Rate for Ages 16-24 N/A
Unemployment Rate for Ages 25-65 N/A
Table 46 - Labor Force
Data Source: 2016-2020 ACS
Table MA-45.3: Occupation by Sector
Occupations by Sector Number of People
Management, business and financial 33,750
Farming, fisheries and forestry occupations 6,070
Service 18,565
Sales and office 34,740
Construction, extraction, maintenance and
repair 20,855
Production, transportation and material
moving 10,020
Table 47 – Occupations by Sector
Data Source: 2016-2020 ACS
Table MA-45.4: Travel Time
Travel Time Number Percentage
< 30 Minutes
30-59 Minutes
60 or More Minutes
Total
Table 48 - Travel Time
Data Source: 2016-2020 ACS
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Education:
Table MA-45.5: Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor
Force
Less than high school graduate 19,175 1,680 12,630
High school graduate (includes
equivalency) 32,330 3,245 13,555
Some college or Associate's degree 46,600 2,695 14,640
Bachelor's degree or higher 35,960 1,105 6,100
Table 49 - Educational Attainment by Employment Status
Data Source: 2016-2020 ACS
Table MA-45.6: Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 279 1,935 3,824 9,120 5,450
9th to 12th grade, no diploma 3,855 4,490 5,210 8,905 3,370 High school graduate, GED, or
alternative 14,310 17,570 12,045 19,540 8,810
Some college, no degree 15,710 18,260 9,755 18,745 8,930 Associate's degree 1,945 6,215 4,330 6,685 3,145
Bachelor's degree 2,075 9,805 8,440 10,575 5,120
Graduate or professional degree 225 3,445 4,195 6,775 3,175 Table 50 - Educational Attainment by Age
Data Source: 2016-2020 ACS
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Table MA-45.7: Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 83,357
High school graduate (includes equivalency) 119,189
Some college or Associate's degree 126,938
Bachelor's degree 199,825
Graduate or professional degree 259,763
Table 51 – Median Earnings in the Past 12 Months
Data Source: 2016-2020 ACS
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
The four sectors with the most employees are Education and Health Care Services; Retail Trade; Agriculture, Mining, Oil & Gas Extraction; and Arts, Entertainment, Accommodations. These four sectors represent almost 60% of all workers in Bakersfield. This is in line with the organizations that employ the most people in Kern County. While Education and Health Care Services has the most workers, the Agriculture, Mining, Oil & Gas Extraction sector holds an outsized impact on the local economy. The County produces more than half of all petroleum products produced in the State.
Describe the workforce and infrastructure needs of the business community:
During the ConPlan development, economic development stakeholders informed the City that fostering an inclusive economy, wherein people of color and LMI populations are provided equitable opportunities for success, are essential to the region’s overall economic well-being. This is especially important as Kern County continues to transition to a more service- and knowledge-based economy, exemplified by Bakersfield becoming an increasingly vital logistics hub and an emerging hospitality center. For example, in FY 2021-22, Bakersfield received $11.5 million in Transit Occupancy Taxes (TOT) from stays in hotels, more than twice than the County as a whole (https://www.sco.ca.gov/Files-ARD- Local/LocRep/2021-22_Cities_TOT.pdf).
It is worth highlighting the hospitality sector because beside the Education and Health Care Services sector – also crucial to a service-based economy – the Arts, Entertainment, Accommodations sector has the greatest number of unfilled jobs, as seen in Table MA-45.1 above. The Agriculture, Mining, Oil & Gas Extraction sector, the region’s historical economic base, actually has the largest surplus of labor, with 5% more workers than jobs. It is important that people in historically disadvantaged communities are not left behind as emerging service-based sectors mature and offer more and more economic opportunity.
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Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.
The Bakersfield Economic Development Strategic Planning process of 2021 involved close coordination of approach, tasks, stakeholder engagement and findings with the concurrent B3K (Better Bakersfield & Boundless Kern) Prosperity Initiative. B3K Prosperity is a public-private collaborative effort to develop a roadmap and investment plan for economic growth and inclusion in Kern County. B3K Prosperity is guided by a Core Team of organizations leading economic and workforce development for the region:
California State University Bakersfield, the City of Bakersfield, Kern County, Kern Economic Development Corporation, The Bakersfield Chamber of Commerce and Kern Community Foundation. The strategic planning process for B3K Prosperity was led by an Advisory Team featuring expertise from Brookings Institution researchers and national peer practitioners.
The California High-Speed Rail (HSR) is a major infrastructure project involving agencies at multiple levels of government and effecting populations and organizations through the Central Valley. The City has been planning for its HSR station for years and, in partnership with the California High-Speed Rail Authority, has developed Making Downtown Bakersfield, a visionary plan that charts the City’s path for establishing a multimodal urban hub around its HSR station.
The HSR will eventually connect California’s major cities from San Diego to San Francisco through the Central Valley, with Bakersfield being connected to Los Angeles and the Bay Area by 2029. As discussed in the economic study prepared for the High-Speed Rail project, this investment will better integrate the Central Valley’s economy with the State’s coastal economies, allowing it to evolve to a more balanced, diversified and resilient economy that offers more opportunity to those who live and work there.
Over time, enhanced connectivity and improved access to prosperous coastal cities will change the economic dynamics of the Central Valley and could hasten the diversification of its economy. In the long run, the Valley will be positioned to be more fully integrated into the larger State, national and global economies.
A second substantial economic development initiative is the Economic Opportunity Area (EOA) Plan, discussed previously in the NA-50 Non-Housing Community Development Needs, which uses tax increment financing to promote economic growth within specific geographic areas. The EOA Plan focuses on the following investment priorities:
● Keeping public areas safe and clean
● Addressing the fiscal stability of the City
● Creating jobs through economic development, business retention/attraction and workforce development
● Enhancing amenities throughout the community to improve quality of life and attract visitors
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Seven EOAs have been identified, based on the need for supplemental economic development activities:
● Downtown Bakersfield EOA
● Bakersfield Airport EOA
● Highway 58/Mt. Vernon EOA
● 34th Street Corridor EOA
● East Hills EOA
● Old Town Kern EOA
● Southeast EOA
As the EOA Plan was only recently established in July 2019, the City looks forward to supporting its neighborhoods and tracking progress toward its goals.
Unlike with other California metro areas, Bakersfield’s local economy is based in resource- and commodity-based sectors, but service- and knowledge-based sectors are becoming more significant.
Together, the Arts, Entertainment, Accommodations, Education and Health Care Services, and Retail Trade sectors have 50,712 workers, representing nearly half of the City’s labor force. Unfortunately, these sectors possess some of the lowest paying jobs in the area. For instance, a person earning the minimum wage in a retail establishment makes just $16/hour, which translates to $33,280 per year, or at the lower reaches of the low-income category.
Bakersfield’s relatively low educational attainment plays a part in the prevalence of low-paying jobs. For example, 18% of the working population has less than a high school degree; and of these, 38% are not even in the labor force. This makes the local labor force less competitive for the area’s highest paying occupations – skilled healthcare practitioners, architects and engineers, and management and legal occupations. There is a need, then, to create, retain, and attract higher paying jobs, as well as improve the local workforce’s educational attainment and raise wages for existing low-paying jobs.
Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.
The region has been building a notable set of strategies and offerings around career and technical education and work-based learning. Workforce strategies prioritize major traded clusters, but most efforts center on a subset of locally-serving industries with abundant demand for lower-quality jobs (e.g. healthcare). Tech or digital skills talent is a general gap.
Oil and gas “talent adjacency” analysis show that there are knowledge and skill strengths in the oil/gas cluster that support new specializations. Specifically, oil and gas workforce capabilities show a very strong alignment with many manufacturing specializations.
The Strategic Plan accordingly lists as action plan goals the completion of the following:
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Coordinate a comprehensive workforce development system focused on full-spectrum career pathways to meaningful jobs (per B3K Prosperity) and expanded interface between educational/training entities and private employers
Expand access to capital and other resources for business expansions and startups Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
No.
If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.
No, the City does not participate in an CEDS
Discussion
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
The census tracts that contain populations with the lowest incomes and the highest housing cost burdens are those with the most housing problems. For example, the census tract bounded by California, Chester, and Union Avenues and the Rosa Parks Highway has a median income of $25,000. Of the 1,300 low-income households in the census tract, 4.6% live in substandard housing, 14.6% are living in overcrowded conditions, and 61% are severely cost burdened. This is but one example where multiple housing problems coexist. Most of the City’s similar census tracts lie east of State Route 99.
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") As discussed in NA-30 Disproportionately Greater Need, the City has several Racially and Ethnically Concentrated Areas of Poverty (R/ECAP) that align with the census tracts that are CDBG-eligible and where at least 50% of their populations are cost-burdened. HUD defines R/ECAP as census tracts with at least 40% of its population living below the poverty line and at least 50% of the population identifies as other than non-Hispanic White. Figure NA-30.1, recreated below, displays Bakersfield’s R/ECAP census tracts, which are concentrated in central Bakersfield.
What are the characteristics of the market in these areas/neighborhoods? There is alignment among census tracts that are CDBG-eligible, R/ECAP, and experience more housing problems. Furthermore, the areas designated in the City’s EOA Plan incorporate many of these census tracts. The EOA Plan states these areas were selected, “based on their need for supplemental economic development activities,” and, “include property zoned for commercial and industrial uses, which offer business and economic growth opportunities.”
Are there any community assets in these areas/neighborhoods? The R/ECAP census tracts cover the historic core of Bakersfield and are key to achieving the City’s housing, transportation, and economic goals laid out in such plans like the Making Downtown Bakersfield and the EOA Plans. Long the cultural and economic center of Kern County, downtown Bakersfield is experiencing a community-driven resurgence, defying the previous trend of disinvestment.
New housing developments, restaurants, and multimodal transportation infrastructure is complementing existing businesses, public transit, and amenities, leading to revitalization of the neighborhood. Additionally, the area will be connected to the State’s coastal cities by the HSR by 2029, offering an unprecedented opportunity for economic development.
Are there other strategic opportunities in any of these areas?
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Many of the census tracts focused on in the efforts described above have been designated as Opportunity Zones. The Opportunity Zone program is a federal initiative to increase capital investment in economically distressed census tracts. If they put capital gains – or, unearned income through the sale of capital like real estate or stock – into projects in designated Opportunity Zones, investors’ tax bills are reduced and, in some cases, eliminated. The designation could be a boon to economic development efforts in central and southeast Bakersfield and is a key component of achieving the goals of the Making Downtown Bakersfield plan.
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MA-60 Broadband Needs of Housing occupied by Low- and Moderate- Income Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.
To address the digital divide, the City included a question in its community needs survey that asked residents if they had any challenges to internet access. Of the 463 respondents, 56% responded that they can access the internet without issue, while 44% experience some challenges to accessing the internet ranging from unreliable quality to no having any access.
Figure MA-60.1: Community Needs Survey- Challenges to Internet Access
Source: 2024 Community Needs Survey
In drafting the ConPlan, the City used data from the Federal Communications Commission (FCC) regarding the number of broadband internet service providers in Bakersfield and the US Census Bureau’s American Community Survey to determine the number of households with and without internet access.
Yes, I have internet access at home,
but the quality is unreliable
21%
Yes, I don't have internet access
at home.
16%
Yes, I can only access the internet at public locations. 8%
No, I can access the
internet without issue.
56%
Do you have any challenges to internet access?
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Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.
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Figure MA-60.2: Access to Broadband Provider Options
Source: FCC Fixed Broadband Deployment
The ‘digital divide’ is the gap between those who have access to computers and internet and those who do not. To account for the digital divide, the federal government now requires the ConPlan to address broadband access. Broadband is commonly referred to as high-speed internet and is provided by Digital Subscriber Line (DSL), Cable and Fiber-Optic. Satellite may also provide high-speed internet.
Shown in Table MA-60.3 below, Bakersfield has wider access to broadband, as well as access to more broadband providers, than California, and the nation as a whole. It has comparable access as Los Angeles. This is important because the federal government considers digital literacy and access to high- speed internet as a necessity for positive socioeconomic outcomes. Having access to more broadband providers allows LMI residents to choose providers with better service and more competitive prices.
Table MA-60.3: Percent of Population with Broadband Provider Access
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Area No Providers 1 or more
Providers
2 or more
Providers
3 or more
Providers
Bakersfield 0.00 100.0 100.0 100.0
Los Angeles 0.00 100.0 100.0 100.0
California 0.00 100.0 100.0 92.29
Nationwide 0.04 99.96 99.86 97.69
Source: Fixed Broadband Deployment, Federal Communications Commission (FCC) Bakersfield’s broadband coverage is extensive, and it results in most households – 92% of households, or 124,744 households, according to the 2018-2022 ACS – having an internet subscription. But over 8% of households, still lack internet access. This number beats the rate at the national level – 11.7% of all households in the United States have no access to the internet – but it is still a significant number of residents who lack what the federal government considers an essential for success. In the City’s community needs survey, multiple respondents wrote in the costs of internet was a reason they did not have access at home.
There are four main broadband providers in Bakersfield: AT&T, Project Genesis (a subsidiary of DISH Network), T-Mobile, and Verizon. Although coverage for individual providers is not readily available, overall, the FCC reports that Bakersfield enjoys 100% coverage in nearly every part of the City. For fixed broadband, the following map shows coverage, with nearly every hexagon showing 100% coverage.
Those hexagons that are blank are the result of no information available, rather than a lack of service.
Table MA-60.4: Bakersfield Broadband Service Providers Coverage
Source: Fixed Broadband Deployment, Federal Communications Commission (FCC) Similarly, the mobile broadband coverage is also largely 100%:
Table MA-60.5: Bakersfield Mobile Broadband Coverage
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Source: Fixed Broadband Deployment, Federal Communications Commission (FCC) Lastly, the following map shows the percent of units covered by download/upload speeds. Although there are some areas where the highest speeds are not available, the city overall enjoys speeds of at least 100mps/20mps.
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Table MA-60.6: Bakersfield Percent of Units Covered by Download/Upload Speeds
Source: Fixed Broadband Deployment, Federal Communications Commission (FCC)
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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
The jurisdiction is not immune to the risks related to climate change. The region has seen more severe storms, resulting in roadway flooding and challenges with transportation infrastructure washout.
Additionally, there have been severe droughts and changes in water availability, causing issues with the region’s agricultural economy. Emissions from agriculture, industry, rail freight and road traffic together cause the City’s air to be the worst in the United States for air quality.15 Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.
Many departments in the City government are involved in resiliency to natural hazards, especially the Bakersfield Fire Department and the Water Resource Department. Among other duties, the Water Resource Department monitors the City’s water supply quality, administers water conservation programs in response to drought conditions, and tracks the level of the Kern River, which flows through Bakersfield. This work helps to support vulnerable populations, specifically housing occupied by low- and moderate-income households.
The City’s Priority Climate Action Plan, released in March 2024, analyzed climate-related hazards for low-income and disadvantaged communities. The vulnerability assessment analyzed the specific climate change-related hazards faced by the city, the severity of their potential impacts, and the capacity of the City to prepare for and adapt to those hazards (“adaptive capacity”). The results of this analysis were translated into a vulnerability score. As shown in Table MA-65.1, the city was found to be most vulnerable to increased temperatures and extreme heat, followed by drought and water supply, wildfire, and extreme precipitation and flooding.
Table MA-65.1: Climate Vulnerability Scoring Summary for the City of Bakersfield
Source: City of Bakersfield Priority Climate Action Plan, March 2024 The Kern County government also contributes to natural hazard resiliency, most significantly through its Office of Emergency Services. Its Emergency Operations Center (EOC) is a centralized location for multi- agency and multi-jurisdiction response to disasters. In an emergency, the EOC serves as the liaison
15 https://www.kget.com/news/local-news/bakersfield-ranks-no-1-in-cities-that-have-the-worst-air-pollution-in- the-nation-study-says/
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between local jurisdictions in Kern County, including the City of Bakersfield, and emergency services at the State level.
Bakersfield is involved in many plans to address climate change and sustainability, a key part of resiliency to natural hazards. Planning efforts include the Drought Mitigation Plan, the Metropolitan Bakersfield Habitat Conservation Plan, and many sustainable transportation plans from the Kern Council of Governments.
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
Over the 5 Year period of the ConPlan, the City of Bakersfield anticipates $29,200,980 available for projects and administration through entitlement grant programs and program income. Specifically, the city anticipates the following breakdown by grant source:
• CDBG: $19,607,965
• HOME: $7,539,548.15 (inclusive of $80,000 program income per year) • HOPWA: $5,549,470
• ESG: $1,700,975
During the FY 2025-26 Action Plan, the City of Bakersfield anticipates $6,456,376 available for projects and administration through entitlement grants programs and program income. Specifically, the city anticipates the following breakdown by grant source:
• CDBG: $3,921,593
• HOME: $1,507,909.63 (inclusive of $80,000 program income) • HOPWA: $1,109,894
• ESG: $340,195
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Anticipated Resources
Table SP-35.1: Anticipated Resources
Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder of
ConPlan $
Narrative Description
Annual
Allocation: $
Program
Income: $
Prior Year
Resources
: $
Total:$
CDBG Federal Supportive services
Homebuyer assistance
Homeowner
rehabilitation
Multifamily rental
rehabilitation
Homeless support
Public Services
Non-profit facilities
Public improvements
Public facilities
Public infrastructure
$3,921,593 $0 $3,921,593 $15,686,372 Based on 2024-2025 allocation.
HOME Federal Acquisition
Homebuyer assistance
Multifamily rental new
construction
Multifamily rental
rehabilitation
$1,427,909.63
$80,000 0 $1,507,909.
63 $6,031,638.52 Based on 2024-2025
allocation.
ESG Federal Housing assistance
Rapid rehousing
Supportive Services
$340,195
$0 $0 $340,195
$1,360,780 Based on 2024-2025
allocation.
HOPWA Federal Housing assistance
Supportive services
Information and
resources
$1,109,894
$0 $0 $1,109,894
$4,439,576 Based on 2024-2025
allocation.
Total $6,799,592 $80,000 0 $6,879,592 $27,518,367
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
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While the CDBG program does not require matching funds, CDBG funds offer excellent opportunities to leverage private, local, state, and other federal funds to allow for the provision of public service activities. The HOME program does require a match, at least a 25% on funds spent for affordable housing. There must be a 100% match with ESG. When using entitlement funds itself, the City will seek to use Federal, State, and local funds, as well as other non-federal resource contributions to housing, to meet its matching requirements. For subrecipient applicants, preference will be given to those with matching funds.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan As the housing crisis has worsened in California, utilizing publicly owned land for affordable housing development has become an increasingly popular policy solution. In January 2019, Governor Gavin Newsom issued an Executive Order directing State agencies to inventory and assess surplus State properties for their development potential. Unfortunately, the State owns just two surplus properties in Bakersfield, resulting in 1.99 total acres. For its part, the City regularly reviews its real estate portfolio and assesses if properties are being put to best use. Below includes a list of City owned properties:
Source: City of Bakersfield, 2025
Discussion
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SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.
Table SP-40.1: Institutional Delivery Structure
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
City of Bakersfield Government Lead Agency
CDBG Administrator
HOME Administrator
ESG Administrator
Jurisdiction
Housing Authority of
the County of Kern
(HACK)
Public Housing Agency PHA Regional
Bakersfield-Kern
Regional Homeless
Collaborative
Continuum of Care Homelessness Regional
City of Bakersfield Government HOPWA
Administration
State
Assess of Strengths and Gaps in the Institutional Delivery System The City’s Community Development division within the Economic and Community Development Department is responsible for the overall administration and fiscal management of the ConPlan process and its associated funding programs. The staff within the division works closely with other City departments and the community to develop programs and activities that improve LMI: neighborhoods throughout the City. The administration of program activities includes housing, public facility and infrastructure improvements, public and social service activities and economic development activities.
City staff also makes recommendations to the City Council regarding the expenditure of entitlement program funds.
The strengths in the delivery system are through interdepartmental communication and collaboration.
City staff from various departments work with each other and with organizations and agencies that assist lower income individuals and families in Bakersfield to establish funding priorities. Any service delivery gaps that might exist are due to limited funding. The many housing and community development needs far exceed available funding. As a result, even high priority projects may have to wait years to be funded.
As discussed throughout the ConPlan, the Housing Authority of the County of Kern (HACK) is the area’s public housing authority responsible the City’s public housing and rental assistance vouchers. The City and Kern County collaborate to help meet the needs for all residents, including lower income households, seniors, farmworkers, and the homeless.
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The Bakersfield-Kern Regional Homeless Collaborative (Bakersfield/Kern County Continuum of Care) is a network of nonprofit service providers, policymakers, business, charitable and faith-based organizations, volunteers and homeless or formerly homeless individual all working together to put an end to homelessness in Kern County.
Availability of services targeted to homeless persons and persons with HIV and mainstream services
Table SP-40.2: Homeless Prevention Services Summary
Homeless Prevention Services Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homeless Prevention Services
Counseling/Advocacy X X X
Legal Assistance X X
Mortgage Assistance X
Rental Assistance X X X
Utilities Assistance X X X
Street Outreach Services
Law Enforcement X X
Mobile Clinics X X
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse X X
Child Care X X X
Education X X X
Employment and Employment
Training
X X
Healthcare X X X
HIV/AIDS X X X
Life Skills X X X
Mental Health Counseling X X X
Transportation X X
Other
Other
Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) Many organizations in Bakersfield combine to provide a full range of services that either directly service or complement services targeted to homeless individuals and families. The cornerstone of the region’s homelessness services is the Bakersfield-Kern Regional Homeless Collaborative. Serving as the area’s Continuum of Care, BKRHC conducts the annual Point-In-Time Count, administers the Homeless Management Information System (HMIS), coordinates actions to address homelessness, and convenes
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organizations around the goal of ending homelessness. Embodying its important place in the community is BKRHC’s Strategic Plan. Developed in partnership with the City of Bakersfield and County of Kern, the Strategic Plan charts the course for Kern County service providers to address and end homelessness.
Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above
The service delivery system in Bakersfield is strong with respect to providing a comprehensive range of services for the general population, those with special needs, and persons experiencing homelessness.
The City’s Code Enforcement Rapid Response Teams and Park Rangers provide services seven-days a week to residents based on reports of encampments, shopping carts, and illegal camping through the City’s mobile app, “Bakersfield Mobile App.” This team also works to connect individuals residing in the encampments to services and resources to help transition individuals into permanent housing options.
This new team was created through the Public Safety and Vital Services Measure approved by voters in November 2018.
Additionally, persons with HIV/AIDS have a more limited range of services targeted toward them; however, information and referrals to general service providers are available through City funded programs administered by the Kern County Public Health Department through the HOPWAs grant.
Bakersfield AIDS Project also provides resources and referrals in the region. For the homeless population, the Greater Bakersfield Legal Assistance organization provides homeless persons civil legal assistance and access to the court system. In addition, information and referrals are available through various homeless service organizations.
Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs The City will continue to work with all relevant agencies, including the HACK, BKRHC, and the County of Kern, to identify gaps in the service delivery system to achieve the goals set forth in this ConPlan.
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SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
SP-45.1: Goals Summary
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome
Indicator
Invest in and preserve the
supply of affordable housing
for low-and-moderate
income households,
including homeownership
opportunities.
2025 2030 • Affordable
Housing
• Housing
Services
• Special Needs
Housing
City of
Bakersfield
Affordable housing and
supportive services for
low-income households.
• Fair Housing Services:
$500,000 CDBG ($100,000
per year)
• Rental Units Constructed:
$4,754,663.35 HOME
($
950,932.67 per year)
• Rental Units Constructed
CHDO 1,070,930 (
$214,186
per year)
• Rehab Home ADA
Improvements:
CDBG: $250,000 ($50,000
per year)
• Rehab Home ADA
Improvements:
HOME: $250,000 ($50,000
per year)
• Down Payment
Assistance and
Homeowner Counselling:
HOME: $1,000,000
($200,000 per year)
• 900 persons
(180 per year)
• 190 units (38
per year)
• 10 units (2 per
year)
• 50 units (10 per
year)
• 15 households
(3 per year)
• 50 households
(10 per year)
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Prevent and reduce
homelessness, including
increased support related to
mental and behavioral
health
2025 2030 • Homeless
Shelters
• Homeless
Prevention
• Rapid
Rehousing
• Homeless
Services
City of
Bakersfield
Housing, shelter, and
services for persons
experiencing and at-risk of
homelessness
• Rapid
Rehousing/Homeless
Prevention: $286,705 ESG
($57,341 per year)
• Homeless Prevention:
$286,705 ESG ($57,340
per year)
• Shelter Operations:
$875,000 ESG ($175,000
per year)
• Homeless Outreach
Services: $125,000 ESG
($25,000 per year)
• HOPWA STRMU
• HOPWA TBRA
• HOPWA Facility Based
PSH:
• HOPWA Short Term
Housing:
• 100 households
(20 per year)
• 3,000 persons
assisted (600
per year)
• 400 persons
assisted (80 per
year)
• STRMU: 400
persons (80
persons per
year)
• TBRA: 200
persons (40 per
year)
• Facility: 25
persons (5
persons per
year)
• Short Term: 100
persons (20 per
year)
Improve community
infrastructure and facilities
to promote safe and vibrant
communities.
2025 2030 • Public Facilities
• Infrastructure
• Public Services
City of
Bakersfield
Improve and create public
infrastructure/facilities,
rehabilitation of aging
public facilities and
infrastructure to support
the population.
• Community Services
$300,000
• Community Facilities:
$2,500,000 ($500,000 per
year)
• Public Infrastructure
CDBG $11,200,000
($2,240,000 per year)
• 200 persons
• 400 persons
• 50,000 persons
Foster and improve the
quality of life by increasing
access to economic
development opportunities.
2025 2030 • Community
Services
• Economic
Development
Services
• Community
Facilities
City of
Bakersfield
Services to support the
growing economic
development needs of the
community.
• $500,000 ($100,000 per
year) Technical
Assistance
• Job Creation
• 50 persons
served (10 per
year)
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Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
In FY 2025-26, the City of Bakersfield will provide affordable housing, through new construction of rental units, as defined by HOME 91.215(b) to approximately 200 low- income households, 15 low-to-moderate income households with downpayment assistance, and 100 low-income households with home accessibility improvements.
Increase vital services for
community residents,
including but not limited to
those with special needs,
such as children and youth,
seniors, persons with
disabilities, and persons
living with HIV/AIDS
2025 2030 • Senior Services
• Special Needs
Housing
Services
City of
Bakersfield
Housing and Support for
Special Needs
populations, including
Individuals with HIV/AIDS
• Senior Center Services:
$450,000 CDBG ($90,000
per year)
• HOPWA Services
• HOPWA Housing
Information Services
• 1,000 persons
served (200 per
year)
• 100 persons
served (500 per
year)
• 100 persons
served (500 per
year)
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Impediment Proposed Actions Timeframe
Outreach Capacity and
Enforcement
Coordinate with GBLA to expand outreach and public
education strategies on available tenant protection and fair housing services to reach vulnerable households by offering information in multiple languages, targeted
social media efforts, combining information with other
assistance programs, distributing resources through
local schools and colleges, and partnering with
community-based organizations. Add more information
about fair housing services and a link to GBLA’s website on the City’s webpage with Fair Housing information by
January 2025.
Implement an Eviction Prevention Program to include
outreach and education on tenant rights and landlord
responsibilities. The program will provide multi-lingual educational public awareness and public education
workshops, meetings with residents to discuss tenant
rights, legal assistance to act as a liaison between
tenants and landlords, negotiate settlement
agreements, and attend dispossessory hearings as
necessary. Present results from the data collected from year one of the pilot Eviction Protection Program to City Council by May 2025, and make recommendations to
continue and if possible, expand the program. If
approved, enact recommendations within six months of
approval date.
Implement local housing programs in a manner that
responds to the needs of a culturally diverse community that includes multi-generational families, a variety of living arrangements, and Limited English Proficiency
households. Plans should ensure collaboration with
community groups, including faith-based and nonprofit
organizations, to provide outreach on housing resources to all types of households and those households with
Limited English Proficiency. Review affordable housing
programs every two years to ensure compliance with
current City policy to Affirmatively Further Fair Housing and make necessary changes within six months.
Review the City’s outreach methods annually, using
feedback from resident surveys and focused discussions
2020-2025;
ongoing
129
with community organizations to inform online, mail,
and in-person outreach methods. Increase participation
of historically underrepresented residents in all City
housing programs and community planning activities by
collaborating with local religious organizations,
community-based organizations, and public agencies
that serve the underrepresented groups. Collaborate
with existing and new community stakeholders from all
sectors and geographic areas to engage in the public
participation process. Conduct at least one citywide
resident survey every three years to obtain feedback
about City outreach methods, prioritizing feedback from underrepresented residents.
Expand and improve access to public meetings by
conducting public meetings at suitable times (using
information from public feedback and survey results)
and locations, using both in-person and online methods
such as Zoom. In-person meetings must accommodate
persons with disabilities, be accessible to nearby transit centers, and provide resources such as childcare,
translation, and food services. Develop an outreach
guide that will be used for all outreach campaigns.
Conduct a public survey on outreach methods and
accessibility at public meetings to inform the outreach guide. Develop the outreach guide by January 2026.
Review and update the City’s Language Access Plan
based on HUD guidelines and publish it on the City’s
website. The goal of the Language Access Plan is to
survey, maintain and publish a list of resources that
facilitate communication between City staff and those
households with Limited English Proficiency so that
their housing needs are met. The City seeks to ensure
that all residents may participate fully and equally in the housing market by maintain access to written and oral
City resources. Review the City’s Language Access Plan
and update by January 2026.
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Impediment Proposed Actions Timeframe
Replacing Segregated Living
Patterns with Integrated and
Balanced Living Patterns
Budget for and implement plans and strategies for
communities in Central and Southeast Bakersfield,
prioritizing corridors and neighborhoods designated for mixed-income housing opportunities in the Sites
Inventory. Hold at least three workshops during the
planning period in Southeast Bakersfield to develop
infrastructure and programming plans that support
mixed-income housing development. Hold the first
workshop by December 2026.
Expand the Prosperity Neighborhood community
revitalization efforts, as well as apply for Transformative Climate Communities Implementation grants. Implement
existing City plans, such as the Downtown Bakersfield
Corridor Enhancement Master Plan and the Bakersfield
Transformative Climate Communities Plan, and annually
monitor implementation strategies to ensure equitable
practices that benefit low- and moderate-income
residents.
In Southeast Bakersfield, collaborate with local
organizations and residents to identify opportunities for placemaking improvements, including:
▪ Public transit and active transportation
infrastructure
▪ Public art reflective of cultural identity and diversity ▪ Neighborhood-serving public infrastructure such as
wayfinding signs, community gardens, shades, street
trees, recreation facilities, and benches
Collaborate with regional partners and seek grant
funding for implementation when practicable.
Coordinate with the Public Works Department to review
the City’s biannual Capital Improvement Projects (CIP) to ensure public facilities and infrastructure are supportive of the needs of underserved communities.
For Fiscal Year 2025-26, as part of the annual CIP
program update, establish a minimum spending target
(15%) and report the percent of CIP budget (including
Federal, State, and regional grant funds, including CDBG) committed to Central and Southeast Bakersfield.
2025-2030;
ongoing
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Prepare a report on the City’s infrastructure investment from 2023 to 2028 from an equity and anti-displacement
lens to ensure that improvements benefit lower-income
neighborhoods by June 2029. The report shall be made
public.
Annually monitor the development of housing units
affordable to lower- and moderate-income households in
RCAAs and identify and implement changes in the zoning
code and/or incentive programs (financial or
streamlining) for high-density or deed-restricted housing in those areas. Annually monitor housing production in
RCAAs. Implement incentive programs or zoning
amendments within one year of review.
Promote the development of ADUs, prioritizing
Northwest, Southwest, and Northeast Bakersfield.
Conduct seven educational workshops, campaigns, or
outreach events to inform and promote ADU
development in the city to residents, with at least five targeted to residents and developers in Northwest,
Southwest, and Northeast Bakersfield, by December
2030. Contact at least four community or neighborhood
organizations to host workshops and/or disseminate
information and hold at least two workshops about ADUs
with housing developers and/or real estate professionals, by December 2030. Achieve 70% of new ADUs in
targeted neighborhoods.
Determine and implement strategy to promote ADUs for
moderate and lower-income households. Prepare a
report on potential strategies to encourage affordability of ADUs for moderate and lower-income households,
including but not limited to, promoting the use of Section 8 vouchers or development of cost incentive programs or no-interest loan program for ADU developers in
exchange for income restrictions. Prepare report by July 2025 and present to City Council for adoption of a pilot program by October 2025. If adopted, implement pilot
program by January 2026. If program is adopted, create
48 affordable (deed-restricted) ADUs by the end of the
planning period (2026 to 2029).
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Significant Disparities in Housing
Needs and Access to Opportunity
Prioritize public health, education, economic, and safety programs in Central and Southeast Bakersfield in
coordination with area public health entities (e.g.,
Bakersfield Family Medical Center, Kern Medical, Dignity Health Hospitals), Kern Transit, the City’s Economic and Community Development Department, Bakersfield City
School District, workforce development groups, and the
Bakersfield Police Department. Identify addresses and
compile mailing list and email addresses to focus
outreach to neighborhoods in Central and Southeast
Bakersfield to prioritize services in these areas. Involve community organizations and advocates, business
councils, and residents to refine program scope.
Opportunities could include new or expanded policies
and programs, added density bonuses, land banks,
housing trust funds, and transit and economic
development and prioritization. Develop a
comprehensive, long-term community development
strategy and/or program priority strategy for Central and Southeast Bakersfield by January 2026.
Develop an outreach strategy in multiple languages for
long-standing property owners who own fewer than 10
residential units (either in single-family or multifamily rental housing) to assess needs and connect them with
resources, such as housing unit rehabilitation and
financing programs. The intent of this program is to
preserve Naturally Occurring Affordable Housing (i.e., not currently regulated with affordability deed restrictions).
The program will seek to prioritize communities
vulnerable to displacement, generally in Central and
Southeast Bakersfield. Develop an outreach strategy for property owners that own fewer than 10 residential
rental units by January 2026. After the strategy is
approved, conduct outreach to at least 15 of the
identified property owners that own less than 10
residential units and assist at least 5 property owners with a combined total of 20 units or more by December
2031.
Work with commercial property owners and developers
to identify sites for new grocery stores in Southeast
Bakersfield and provide technical assistance and permit streamlining. Provide technical assistance to support at least one new community-serving grocery store (e.g.,
2020-2023
133
supermarket) in Southeast Bakersfield by the end of the planning period.
Upon expansion and/or intensification of development
on the Golden State Mall and City Serve sites, a 7-foot- tall sound wall shall be constructed along the residential alley that abuts the two sites to protect, stabilize, and enhance the Westchester neighborhood immediately
beyond. Construct the sound wall upon development of
residential uses on the Golden State Mall and City Serve sites.
Apply for planning and construction funding from the
State Water Resources Control Board (SWRCB) and other
fundings sources to support adequate water and
wastewater infrastructure for new and existing low-
income housing development. Apply for funding by
January 2026 and every time a notice of funding
availability is released. If funded, support the
development of at least one water or wastewater
infrastructure project in Central or Southeast Bakersfield by the end of the planning period.
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SP-60 Homelessness Strategy – 91.215(d)
The City is a participating member of the Bakersfield-Kern Regional Homeless Collaborative (BKRHC), the region’s Continuum of Care. BKRHC is made up of Kern County nonprofit homeless assistance providers, victim service providers, faith-based organizations, governments, businesses, advocates, public housing agencies, school districts, social service providers, mental health agencies, hospitals, universities, affordable housing developers, law enforcement, and organizations that serve veterans and homeless and formerly homeless individuals. Members collaborate on a region wide approach to homelessness through the BKRHC Strategic Action Plan, from which much of the information included in this section is adapted.
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Street outreach is a core supportive service in the Kern County Region. The City of Bakersfield uses ESG funds as well as local funds to support outreach efforts through collaborative efforts with outreach partners, city rapid response teams, city park rangers, kern county behavioral health outreach teams and medical outreach providers. The City has also been a partner in State funded Encampment Resolution projects that focus on placing those outreached to on the street directly into permanent supportive housing. In complying with the HEARTH Act, BKRHC also administers a countywide SSI/SSDI Outreach, Access, and Recovery (SOAR) program to improve benefit assistance for at-risk and homeless residents.
Addressing the emergency and transitional housing needs of homeless persons In the last five years, the region has drastically increased shelter beds by more than 500 beds in the City of Bakersfield. The BKRHC Strategic Plan lays out further strategies to focus on sub-populations of the homeless community to help define more tailored approaches to take in the future. Although much has been done to expand shelter, there remains a need to still increase transitional housing especially those for larger families, and persons with high behavioral health needs.
The BKRHC Strategic Plan outlines the following actions that the collaborative will take to address this need:
• Develop plans for interim, non-congregate, medical respite, detox, skilled nursing, and alternative models for the following subpopulations: youth, seniors, families with children, and those with intensive needs.
• Secure funding for additional emergency shelter models to be implemented and advocate for greater funding flexibility to support emergency shelters.
• Advocate for stable state and federal funding for emergency shelters. • Use data to ensure bed capacity meets the need for people coming into emergency shelter. • Analyze data to evaluate the utilization of emergency shelter to ensure equitable access
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Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.
The Housing First model has proven to be the most effective solution for addressing homelessness.
While it is the most effective model, it is also the most resource intensive, requiring hundreds, if not thousands of new permanent and affordable homes. During the last 5 years, the City has assisted in the development of 271 affordable housing units including:
• 6th Street Apartments (40 units)
• Brentwood Crossings (58 units)
• Sagewood (72 units)
• Residents at East Hills (81 units)
• 22nd Street Lofts (20 units)
Still, much more is to be done to house homeless neighbors in permanent housing. Reflecting this is the BKRHC Strategic Plan plan’s Objective #7 – : Increase the inventory and access to affordable, permanent housing. To achieve this BKRHC expects to take the following actions to achieve this:
• Encourage and support local efforts to increase affordable housing. • Increase the number of Rapid Rehousing beds
• Coordinate and incentivize developers to increase affordable housing. • Increase landlord engagement to create more available units Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs
BKRHC has taken a two-pronged approach to prevention: preventing evictions, and preventing people residing in institutions from being discharged into homelessness. Included in the BKRHC Strategic Plan is Strategy 5.B which seeks to strengthen referral and discharge between service providers to prevent unsheltered homelessness. The BKRHC will develop a task force to review and monitor referral and discharge policies by service providers. Other actions include:
• Create discharge planning for post incarceration individuals.
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• Create discharge planning for foster youth exiting the care system and a tangible, resource based action plan to support youth transitioning into adulthood. • Create discharge planning for those exiting acute inpatient hospitals and healthcare facilities The City of Bakersfield regularly funds homeless prevention through the ESG and State and local grants.
Homeless Prevention is also a focus of the BKRHC Strategic Plan. The plan lays out the following actions to help with homeless prevention:
• Identify sub-populations associated with diversion and prevention funding. • Identify additional funding sources for diversion with a focus on sub-populations. • Identify additional funding sources for homeless prevention with a focus on sub-populations. • Implement mediation strategies with landlords to keep renters housed. • Identify a cohort of staff (from healthcare, schools, human services, and other partner agencies) who focus on problem-solving with people before they enter the homeless system of care. • Provide one-time financial assistance to keep individuals or families housed. • Identify and utilize strategies for reunification with family members or support systems. • Provide regular training for all homelessness partners in problem-solving techniques and motivational interviewing to promote prevention and diversion. • Support legal assistance to prevent eviction.
• Develop early interventions for those experiencing severe mental illness, behavioral health and substance use that put them at risk of homelessness.
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SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families According to the latest ACS data, approximately 19% of families in Bakersfield live below the poverty line, which is more than five percent greater than the national rate. The City of Bakersfield alone cannot end poverty. Efforts at all levels of government are needed to bring forth better life outcomes for all residents.
Nonetheless, the City will make every effort to decrease the number of residents living in poverty. First and foremost, it will work with the many regional and local partners to carry out and achieve the goals of the many plans discussed throughout this report – Making Downtown Bakersfield, Transforming Climate Communities, the Economic Opportunity Areas Plan, B3K Regional Plan and the BKRHC Strategic Plan.
The City will also continue to administer the entitlement program funds to address the needs highlighted in this report. Reducing housing costs, adding affordable housing, addressing homelessness, and improving infrastructure are among the greatest needs.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan
The City will continue to assist in the development of affordable housing through the usage of HOME funds, as well as state and local funds. In addition, the City has initiated a Local Housing Trust Fund that will help create a sustainable avenue for more affordable housing development. Fifteen percent of the HOME funds go to the Community Housing Development Organization (CHDO) and additional funds for new housing construction assistance. In addition, CDBG funds will be used to rehabilitate homes to accommodate persons with disabilities through the implementation of the Home Access Rehabilitation program. These programs help individuals in poverty reduce the cost of housing and maintain a decent living environment while trying to improve their economic situation.
In addition, the City, through the ConPlan, will directly invest in community and economic development and public infrastructure and facilities, which will encourage the retention and attraction of new businesses and jobs. Further, some public service programs receiving CDGB, HOME and ESG funds will provide job training programs to non-homeless and homeless individuals.
138
SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City uses various methods to track and monitor the progress of HUD funded projects and activities.
The goal is to ensure that such programs and activities are being carried out in accordance with federal regulations and other statutory or regulatory requirements. The primary monitoring goals of the City are to provide technical assistance, identify deficiencies, and promote corrections in order to improve, reinforce, or augment the performance of the community's ConPlan.
Staff from the City’s Economic and Community Development Department provide technical assistance as needed to sub-recipients. All Requests for Proposals (RFPs), agreements, and contracts are scrutinized to ensure compliance with HUD and local procurement requirements, including equal employment opportunity, and nondiscrimination. Subrecipient contracts require verification of eligibility and substantiation of all pertinent information and activities. Project agreements contain language requiring periodic and annual monitoring of activities for financial and programmatic compliance.
Reviews of applications incorporates an evaluation of the following: timeliness in delivery of performance goals, appropriate and prompt expenditures, federal program eligibility of those benefiting from the project, Davis-Bacon requirements, and Housing Quality Standards. Findings and results for federally funded projects are reported to HUD annually in the City's Consolidated Annual Performance and Evaluation Report (CAPER). In addition, other reports dealing with federal requirements such as Minority Business Enterprises (MBE) and Section 3 compliance are submitted to HUD annually.
Other efforts include ongoing communication with subrecipients through the provision of onsite fiscal and technical assistance. Frequent telephone contacts, written communications, analysis of reports and annual audits, administrative and environmental guidance by City staff provide a basis for review and monitoring. All subrecipients must comply with various Office of Management and Budget (OMB) circulars and Single Audit Act requirements as applicable. Single audits must comply with federal auditing requirements, which dictate extensive reporting of financial resources, schedules, and internal controls. Any deficiencies identified are reviewed and resolved by the agencies involved prior to project closeout.
To ensure adherence to HOME and CDBG Program guidelines governing project monitoring during the affordability or restricted use periods, the City conducts various on-site inspections and residency verifications. To ensure adherence to HOME Program guidelines for Community Housing Development Organizations (CHDOs), the City assesses the experience and technical ability of the CHDO and staff to determine organizational capacity. If necessary, the City offers technical assistance to those organizations that demonstrate the need for assistance before the project begins.
139
During a project, the City reviews the project description and evaluates whether activities undertaken by the CHDO are consistent with the description; and housing that is being acquired, developed, and/or rehabilitated meets the standards the City sets for housing projects. At the completion of a project, the CHDO reports its accomplishments to the City, and shows how these accomplishments meet the objectives of the project description; all funding used by the sub-grantees is required to be expended under program guidelines. Any discrepancies are noted and addressed with the CHDO. Additionally, regarding HOME funded rental projects, an Annual Performance Report (APR) is required by the developer during the affordability period which reflects the HOME monitoring regulations at 24 CFR 92.
To aid City staff in their attempts to monitor sub-recipients in their compliance with federal regulations, a monitoring handbook for federally funded recipients has been established. The handbook contains information for sub-recipients regarding monitoring strategies and procedures. The handbook outlines systems and procedures for tracking sub-recipient progress and sub-recipient monitoring follow-up.
140
Expected Resources
AP-15 Expected Resources – 91.220(c) (1, 2)
Introduction
The City of Bakersfield anticipates $6,879,591 available for projects through entitlement grant programs and program income. Specifically, the city anticipates the following breakdown by grant source:
• CDBG: $3,921,593
• HOME: $1,507,909 (includes $80,000 program income) • HOPWA: $1,109,894
• ESG: $340,195
Priority Table
Table 1 - Expected Resources – Priority Table
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Reminder of
ConPlan $
Narrative
Description Annual
Allocation: $
Program
Income:
$
Prior Year
Resources: $
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 3,921,593 0 0 3,921,593 15,686,372
Prior year
resources used
as estimate for
FY 25-26.
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily rental
new construction
Multifamily rental
rehab
New construction
for ownership
TBRA
1,427,909 80,000 0 1,507,909 6,031,636
Assumes
$80,000
program income
for the current
action plan year.
Prior year
resources used
as estimate for
FY 25-26.
Includes 10%
reduction
estimate.
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Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Reminder of
ConPlan $
Narrative
Description Annual
Allocation: $
Program
Income:
$
Prior Year
Resources: $
Total:
$
HOPWA public -
federal
Permanent
housing in
facilities
Permanent
housing
placement
Short term or
transitional
housing facilities
STRMU
Supportive
services
TBRA
1,109,894 0 0 1,109,894 $4,439,576
Prior year
resources used
as estimate for
FY 25-26.
ESG public -
federal
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight shelter
Rapid rehousing
(rental assistance)
Rental Assistance
Services
Transitional
housing
340,195 0 0 340,195 1,360,780
Prior year
resources used
as estimate for
FY 25-26.
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied Applicants for CDBG, HOME, and ESG funds are rated on the percentage of assistance they are requesting from the City of Bakersfield. The City of Bakersfield gives preference to applicants that have other funds available to complete the project, and preferably, federal funds comprise less than 50% of the total project budget. The lower the percentage required from federal funds, the more points the proposal receives.
The CDBG Program does not require matching funds, although in most instances, additional funds are required to make a project feasible to implement. Both the HOME and ESG programs require a match.
There is no federal match requirement for HOPWA, however, project sponsors report leveraged funds. Due to the nature of the program, leveraged funds are typically nominal.
During the five-year period from 2020 to 2025 of the City’s ConPlan, the City reported leveraging approximately $2.55 for each dollar of HUD funding.
In addition, the City of Bakersfield anticipates funds to be leveraged from other non-entitlement resources that include, but are not limited to:
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• Low Income Housing Tax Credits (LIHTC) – New housing construction or residential rehabilitation programs funded in part with City of Bakersfield entitlement funding can leverage LIHTC. Federal 4% and 9% LIHTC are a likely principal source of funding in the construction or rehabilitation of affordable rental housing units, and are a dollar-for-dollar credit against federal tax liability for the tax credit investor.
• Section 8 Housing Choice Vouchers – The Housing Authority of the County of Kern administers the Section 8 program within the City of Bakersfield. Section 8 funds provide rent subsidies to assist in housing affordability within the rental housing market.
• Continuum of Care Funding (CoC) – The Bakersfield-Kern Regional Homeless Collaborative, acting as the Continuum of Care for Kern County, receives funding directly from HUD to support efforts to end homelessness by providing housing and support services to families and individuals experiencing homelessness. In Fiscal Year 2024 HUD awarded the CoC $6.821 million in funding.
• State of California Affordable Housing Programs – In response to the affordable housing crisis in California the State government has opened up multiple funding sources for affordable housing development. These sources provide leveraging opportunities to create more affordable housing units with our HOME funds. Sources such as No Place Like Home (NPLH), Affordable Housing Sustainable Communities (AHSC), and Transformative Climate Communities (TCC) are a few examples of funding sources which the City intends to leverage with its HOME allocation in order to create more affordable housing units.
• State of California Homeless Grant - The Homeless Housing, Assistance and Prevention is a one- time block grant in 2020 that provides local jurisdictions with funds to support regional coordination and expand or develop local capacity to address their immediate homelessness challenges.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
As the housing crisis has worsened in California, using publicly owned land for affordable housing development has become an increasingly popular policy solution. In January 2019, Governor Gavin Newsom issued an Executive Order directing State agencies to inventory and assess surplus State properties for their development potential. Unfortunately, the State owns just two surplus properties in Bakersfield, resulting in 1.99 total acres. For its part, the City regularly reviews its real estate portfolio and assesses if properties are being put to best use. Below includes a list of City owned properties:
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Source: City of Bakersfield, 2025
Streets, curb, gutter, sidewalks and drainage systems are part of the City’s infrastructure that require improvements for FY 2025/26. This Action Plan has identified the following 2 right-of-way infrastructure improvement projects funded through the CDBG program:
• Alta Vista Area Curb, Gutter, Sidewalk and ADA Improvements • Oriole Street Area Curb, Gutter, Sidewalk and ADA Improvements In addition to public infrastructure improvements, the City will install lighting along the East Truxtun Area.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) Goals Summary Information
Table 2 – Goals Summary
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal
Outcome
Indicator
1 Decent and
Affordable
Housing
2025 2026
Affordable
Housing
City of
Bakersfield
Affordable housing and
supportive services for
low-income
households.
HOME: $1,150,932.23 40 units
Affordable
Housing
HOME: CHDO:
$214,186
Part of units
above
Housing
Services
CDBG: $100,000 Fair
Housing Services GBLA 150 persons
Special Needs
Housing
CDBG: $50,000 Home
Access
5 persons
2 Services for
Homeless 2025 2026
Homeless
City of
Bakersfield
Housing and Shelter
services and rent for
persons experiencing
and at-risk of
homelessness
ESG: $57,341 Rapid
Rehousing 10 persons
Homeless ESG: $ 57,340 Homeless
Prevention 10 persons
Homeless ESG: $175,000 Shelter
Operations 600 persons
Homeless ESG Outreach: $25,000 60 persons
Homeless
HOPWA STRMU 80 persons
HOPWA TBRA: 40 persons
HOPWA Facility Based
PSH: 5 persons
HOPWA Short Term
Housing: 20 persons
3 Economic
Development
Opportunities
2025 2026
Non-Housing
Community
Development
City of
Bakersfield
Small Business
Assistance or Job
Creation and Technical
Assistance
CDBG: $100,000 Upwards 10 businesses
4 Public
Infrastructure
and Facility
Improvement
2025 2026
Non-Housing
Community
Development
City of
Bakersfield
Improve and create
public
infrastructure/facilities,
rehabilitation of aging
public facilities and
infrastructure to
support the population
CDBG: $100,000 GBLA
ADA Improvements 150 persons
Non-Housing
Community
Development
CDBG: $600,000 East
Truxtun Lighting 580 persons
Non-Housing
Community
Development
CDBG: $600,000 Oriole
Area CGS
1,000
persons
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Non-Housing
Community
Development
CDBG: $600,000 Alta Vista
Area CGS
1,175
persons
Non-Housing
Community
Development
CDBG: $750,000 Catholic
Charities
1,385
persons
5 Services for
Special Needs
Population
2025 2026
Non-
Homeless
Special Needs
City of
Bakersfield
Housing and Support
for Special Needs
population, including
individuals with
HIV/AIDS
CDBG: $90,000 Bakersfield
Senior Center 200 persons
HOPWA Supportive
Services 100 persons
HOPWA Housing
Information Services 100 persons
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Goal Descriptions
Table 3 – Goal Descriptions
1 Goal Name Decent and Affordable Housing
Goal
Description
Invest in and preserve the supply of affordable housing for low-and-moderate income households, including homeownership opportunities.
2 Goal Name Prevent and Reduce Homeless
Goal
Description
Prevent and reduce homelessness, including increased support related to mental and behavioral health.
3 Goal Name Economic Development Opportunities
Goal
Description
Foster and improve the quality of life by increasing access to economic development opportunities. 4 Goal Name Community Infrastructure and Facility Improvements Goal
Description
Improve community infrastructure and facilities to promote safe and vibrant communities. 5 Goal Name Public Services
Goal
Description
Increase vital services for community residents, including but not limited to those with special needs, such as children and youth, seniors, persons with disabilities, and persons living with HIV/AIDS
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b):
In FY 2025-26, the City of Bakersfield will provide affordable housing, through new construction of rental units, as defined by HOME 91.215(b) to approximately 40 low- income households, 4 low-to-moderate income households with downpayment assistance, and 20 low-income households with home accessibility improvements.
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AP-35 Projects – 91.220(d)
Introduction
The ConPlan identifies five goals to address the City’s affordable housing and community development needs during the five-year period (2025-26). General priority categories of housing, homelessness, special needs, economic development and community development needs and their associated goals are addressed in the various activities to be undertaken. The following Action Plan 2025-26 projects estimate the number and type of families that will benefit from the proposed activities, including special local objectives and priority needs.
The Action Plan also provides information related to the proposed geographic distribution of investment. It includes a general description of homeless and other community development needs, activities to be undertaken, and other actions to address the obstacles in meeting underserved needs and reducing poverty.
The budget for the City’s first year of the Action Plan is $6,879,591 in entitlement funds and program income which is distributed as follows:
• CDBG - 3,921,593
• HOME - $1,507,909
• ESG - $340,195
• HOPWA - $1,109,894
Within the resources detailed above, the City anticipated utilizing $983,193.96 for planning and administration related to program delivery of entitlement grant programs. Specifically, the City anticipates the following breakdown of costs associated with administration:
• CDBG - $781,593
• HOME - $142,790.96
• ESG - $25,514
• HOPWA - $33,296
The City anticipates utilizing 20% of CDBG program funds, 10% of HOME program income for planning and administration; and allowing Kern County Public Health (HOPWA Project Sponsor) up to $75,361.86
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in administration costs (not exceeding 7% of HOPWA program funds net City administrative costs).
Table 4 – Project Information
# Project Name
1 Bakersfield Senior Center Public Services
2 Fair Housing Program Services
3 Alta Vista Area Curb, Gutter, Sidewalk Reconstruction 4 Oriole Street Area Curb, Gutter, Sidewalk Reconstruction 5 East Truxtun Street Lighting Project
6 GBLA ADA and Parking Lot Improvements
7 Home Access Grant Program
8 Catholic Charites Food Bank Expansion
9 Upwards – Small Business Technical Assistance for Daycare Providers 10 General Management and Oversight
11 New Construction and Downpayment Assistance
12 CHDO Set Aside
13 Home Administration/Planning Costs
14 HESG – Street Outreach
15 HESG – Shelter
16 HESG – Rapid Rehousing
17 HESG – Homeless Prevention
18 Kern County Public Health HOPWA Services
19 HOPWA City Administration
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs The ConPlan identifies five goals to address the housing and community development needs during the five-year period (2025-30). General priority categories of affordable housing, homelessness, special needs, economic development and community development needs and their associated goals are
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addressed in the activities to be undertaken. These activities estimate the number and type of families that will benefit from the proposed activities, including special local objectives and priority needs. In addition, the City takes into account consultation made with organizations, agencies, and residents to further refine priorities.
In anticipation of the next year's funding cycle, a Notice of Funding Availability is published each October regarding the availability of grant information, and notice is sent to a list of known service providers, community-based organizations, individual City departments, and any other person or entity that has expressed interest in the program. All applications, including those submitted by City departments, are reviewed, qualified, and scored by Community Development staff on an equal basis for consideration by the Budget and Finance Committee of the City Council for inclusion in the Annual Action Plan for project funding. The Action Plan is then taken to Council for consideration based on identified priorities.
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Projects
AP-38 Projects Summary
Project Summary Information
Table 5 – Project Summary
1 Project Name Bakersfield Senior Center Public Services Target Area City of Bakersfield
Goals Supported Services for Special Needs Population
Needs Addressed Senior Services
Funding CDBG: $90,000
Description Funds for public services for low-income seniors at the Bakersfield Senior Center located at 530 4th Street.
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
200 low-mod income seniors will benefit from this activity.
Location Description Bakersfield Senior Center - 530 4th Street Planned Activities Operation and Maintenance for Senior Center located at 530 4th Street. 2 Project Name Fair Housing Program Services
Target Area City of Bakersfield
Goals Supported Decent and Affordable Housing
Needs Addressed Affordable Housing Services
Funding CDBG: $100,000
Description Fair Housing services provided by Greater Bakersfield Legal Assistance including legal assistance, education, intake, screening, counselling, testing and mediation.
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
180 low/moderate income people will be assisted with this activity; a portion of those served may be disabled.
Location Description 615 California Avenue, Bakersfield, CA 93304
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Planned Activities Fair Housing services provided by Greater Bakersfield Legal Assistance including legal assistance, education, intake, screening, counselling, testing and mediation. 3 Project Name Alta Vista Curb, Gutter, Sidewalk Reconstruction Target Area City of Bakersfield
Goals Supported Community Infrastructure and Facility Improvements Needs Addressed Community Infrastructure: Sidewalks and Streets Funding CDBG: $600,000
Description Install sidewalk, curb and gutter, access ramps, and cross-gutters where needed to improve drainage prior to resurfacing/reconstruction from Union Avenue to Alta Vista Drive and Niles Street to Bernard Street
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
665 low/moderate income persons will be served out of a total population of 1,175 in the area.
Location Description Area bounded by Union Avenue to the West, Alta Vista Drive to the east, Niles Street to the south and Bernard Street to the north. (Ward 3).
Planned Activities Install sidewalk, curb and gutter, access ramps, and cross-gutters where needed to improve drainage prior to resurfacing/reconstruction from Union Avenue to Alta Vista Drive and Niles Street to Bernard Street
4 Project Name Oriole Street Area Curb, Gutter, Sidewalk Reconstruction Target Area City of Bakersfield
Goals Supported Community Infrastructure and Facility Improvements Needs Addressed Community Infrastructure: Sidewalks and Streets Funding CDBG: $600,000
Description Install sidewalk, curb and gutter, access ramps, and cross-gutters where needed to improve drainage prior to resurfacing/reconstruction. From Stine Road to Akers Road, bounded by Ming Avenue to Wilson Road
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
525 low/moderate income persons will be served out of a total population of 1,000 in the area.
Location Description Area bounded by Stine Road to the west, Akers Road to the east, Ming Avenue to the north, and Wilson Avenue to the south. (Ward 1)
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Planned Activities Install sidewalk, curb and gutter, access ramps, and cross-gutters where needed to improve drainage prior to resurfacing/reconstruction. From Stine Road to Akers Road, bounded by Ming Avenue to Wilson Road
5 Project Name East Truxtun Street Lighting Project
Target Area City of Bakersfield
Goals Supported Community Infrastructure and Facility Improvements Needs Addressed Community Infrastructure: Lighting
Funding CDBG: $600,000
Description Upgrade lighting system with new street light poles, energy efficient LED fixtures, a new underground electrical conduit system, and a new service pedestal.
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
580 low/moderate income persons will be served, which is 100% of the population of the area.
Location Description Area bounded by Sonora Street to the East and Baker Street to the west, along E. Truxtun Avenue.
Planned Activities Upgrade an existing high-voltage series lighting system that is no longer reliable with new street light poles, energy efficient LED fixtures, a new underground electrical conduit system, and a new service pedestal.
6 Project Name GBLA ADA and Parking Lot Improvements
Target Area City of Bakersfield
Goals Supported Community Infrastructure and Facility Improvements Needs Addressed Community Facilities – Fair Housing and Legal Assistance Funding CDBG: $250,000
Description GBLA's campus has two buildings at 615 and 601 California Avenue, plus an empty lot at 701 California Avenue. This project will: Upgrade the bathrooms in both buildings to meet ADA standards; Pave the vacant lot and add a gate for safer parking.
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
3,000 low mod persons
Location Description Greater Bakersfield Legal Assistance Buildings, at 601 and 615 California Avenue, as well as a vacant lot at 701 California Avenue.
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Planned Activities GBLA's campus has two buildings at 615 and 601 California Avenue, plus an empty lot at 701 California Avenue. This project will: Upgrade the bathrooms in both buildings to meet ADA standards; Pave the vacant lot and add a gate for safer parking. 7 Project Name Home Access Grant Program
Target Area City of Bakersfield
Goals Supported Services for Special Needs Population
Needs Addressed Home Rehab – Special Needs
Funding CDBG: $50,000
Description Grants for handicapped accessibility improvements to privately or publicly owned residential structures in neighborhoods.
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
Approximately 20 households will be assisted.
Location Description Citywide
Planned Activities Grants up to $5,000 for handicapped accessibility improvements to privately or publicly owned residential structures in neighborhoods.
8 Project Name Catholic Charities Food Bank Expansion
Target Area City of Bakersfield
Goals Supported Community Infrastructure and Facility Improvements Needs Addressed Community Facilities – Food Bank and Resources Funding CDBG: $750,000
Description Construction of a new food distribution space and office space for services.
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
1000 low/moderate income persons
Location Description 825 Chester Avenue, on the corner of 9th Street and Chester Avenue, next to the original Catholic Charities building. On the west side of Chester Avenue.
Planned Activities Construction of a new food distribution space and office space for services. 9 Project Name Upwards – Small Business Technical Assistance for Daycare Providers Target Area City of Bakersfield
Goals Supported Economic Development Opportunities
Needs Addressed Technical Assistance to Small Businesses and Access to Daycare
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Funding CDBG: $100,000
Description Technical assistance to micro-enterprises in the fields of child daycare.
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
The BOOST program will directly assist 10 in-home childcare providers in Bakersfield, offering business coaching, digital tools, and marketing support to help them grow their operations.
Each participating provider can serve up to 14 children, meaning that approximately 168 children can be assisted.
Location Description Citywide
Planned Activities The BOOST program in Bakersfield will help in-home childcare providers grow their businesses and create more childcare spots for families. Recruit and offer training, business coaching, and digital tools to make running a daycare easier.
10 Project Name General Management and Oversight
Target Area City of Bakersfield
Goals Supported All
Needs Addressed All priorities.
Funding CDBG: $781,593
Description Costs associated with overall program management, coordination, and monitoring of the CDBG program.
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
N/A
Location Description N/A
Planned Activities Costs associated with overall program management, coordination, and monitoring of the CDBG program.
11 Project Name New Construction Assistance and Downpayment Assistance Target Area City of Bakersfield
Goals Supported Decent and Affordable Housing
Needs Addressed Development of Affordable Housing units, and providing downpayment assistance for home purchase.
Funding HOME: $1,150,932.23
Description Housing development costs associated with the acquisition and/or construction of affordable housing and Downpayment assistance.
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Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
Minimum of 38 low-income households with new units, 3 households with Downpayment Assistance.
Location Description Citywide
Planned Activities Gap financing associated with the development of affordable housing, and downpayment assistance.
12 Project Name CHDO Set Aside
Target Area City of Bakersfield
Goals Supported Decent and Affordable Housing
Needs Addressed Development of Affordable Housing units Funding HOME: $214,186
Description Loans and/or grants to develop, acquire, rehabilitate, and/or construct affordable single or multi-family housing. Project to be implemented by a qualified Community Housing Development Organization (CHDO).
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
A minimum of 2 low-income households.
Location Description Citywide
Planned Activities Gap financing associated with the development of affordable housing. 13 Project Name HOME Administration/Planning Costs
Target Area City of Bakersfield
Goals Supported All goals
Needs Addressed All.
Funding HOME: $142,790
Description Costs related to overall management & coordination of the HOME program.
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
N/A
Location Description N/A
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Planned Activities Administrative costs associated with the management and coordination of the HOME Investment Partnership Program.
14 Project Name HESG – Street Outreach
Target Area City of Bakersfield
Goals Supported Prevent and Reduce Homeless
Needs Addressed Homeless Outreach
Funding ESG: $25,000
Description Provide homeless outreach services to homeless community members in the City of Bakersfield Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
80 persons
Location Description 1600 Truxtun Avenue, Floor 3 Bakersfield, CA 93301 Planned Activities Provide homeless outreach services to homeless community members in the City of Bakersfield and connect them with shelter, affordable housing and mainstream services needed to re- integrate them into the community.
15 Project Name HESG Shelter
Target Area City of Bakersfield
Goals Supported Prevent and Reduce Homeless
Needs Addressed Operations and Maintenance for Shelters Funding ESG: $175,000
Description Operational costs for the Open Door Network Homeless Shelter, Mission Shelter and Alliance Against Family Violence Shelter.
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
600
Location Description Various
Planned Activities Operational costs for the Open Door Network Homeless Shelter, Mission Shelter and Alliance Against Family Violence Shelter.
Project Name HESG – Rapid Rehousing
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16 Target Area City of Bakersfield
Goals Supported Prevent and Reduce Homeless
Needs Addressed Housing for Homeless Persons
Funding ESG: $57,341
Description Relocation and stabilization, stabilization and short- and medium-term, rental assistance, as well as utility security deposits, and application fees for those who are currently homeless.
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
10 Location Description 1921 19th Street, 93301
Planned Activities Relocation and stabilization, stabilization and short- and medium-term, rental assistance, as well as utility security deposits, and application fees. 17 Project Name HESG – Homeless Prevention
Target Area City of Bakersfield
Goals Supported Prevent and Reduce Homeless
Needs Addressed Homeless Prevention
Funding ESG: $57,340
Description Relocation and stabilization, stabilization and short- and medium-term, rental assistance, as well as utility security deposits, and application fees for those at risk of homelessness.
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
10 Location Description 1921 19th Street, 93301
Planned Activities Relocation and stabilization, stabilization and short- and medium-term, rental assistance, as well as utility security deposits, and application fees for those at risk of homelessness. 19 Project Name Kern County Public Health HOPWA Services Target Area City of Bakersfield
Goals Supported Services for Special Needs Population
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Needs Addressed
Funding HOPWA: $1,076,598
Description Rental assistance, emergency assistance, housing counseling and related services to ensure safe and stable housing for persons living with HIV/AIDS.
Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
Short-term Rent, Mortgage and/or Utility assistance (STRMU): 80 Tenant-Based Rental Assistance (TBRA): 40
Facility-Based Housing – 5
Short Term Housing: 20
HOPWA Supportive Services – 100
HOPWA Information Services- 100
Location Description Citywide
Planned Activities Activities include Short-term Rent (STRMU), Tenant-based Rental Assistance (TBRA), Facility- based Housing, Housing Information Services, and Supportive Services. 20 Project Name HOPWA City Administration
Target Area City of Bakersfield
Goals Supported Services for Special Needs Population
Needs Addressed
Funding HOPWA: $33,296
Description Administrative costs related to oversight of HOPWA Program activities Target Date 6/30/2026
Estimate the number
and type of families that
will benefit from the
proposed activities
N/A
Location Description N/A
Planned Activities Administrative costs related to oversight of HOPWA Program activities
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed
CDBG. There are no targeted areas for CDBG investments within the City. Priority is given to areas comprised of 51% or more low-moderate income residents. Housing programs funded with CDBG funds are available citywide to low- and moderate-income residents. Fair housing services are also provided citywide. Supportive services are available citywide to low- and moderate-income residents and persons with special needs. Debt service on Section 108 public improvement projects are located in low- and moderate-income areas. Public infrastructure and facility improvements are in predominately low- and moderate-income areas.
HOME. No HOME projects have been selected for funding; however, staff is expecting several applications for affordable housing during the fiscal year. At that time, projects will be evaluated on how best they can serve low- and moderate-income income households in the City. HOME funds will also be used for Down payment assistance for homes purchased by low and moderate income buyers citywide.
ESG. Supportive services are available citywide to the homeless.
HOPWA. HOPWA assistance will be available county-wide.
Geographic Distribution
Table 6 - Geographic Distribution
Target Area Percentage of Funds
City of Bakersfield 94
Rationale for the priorities for allocating investments geographically There are no specific geographic target areas in Bakersfield; however, all public service programs funded with CDBG funding will be available citywide to eligible persons. The City will also allocate CDBG funds for public facility and public infrastructure projects located in eligible low- and moderate-income areas. HOME funds will be targeted within the City of Bakersfield. ESG funds are targeted within the City of Bakersfield corporate limits, and HOPWA funds are available Citywide.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The City’s 2025-30 Consolidated Plan (ConPlan) ranks preserving and providing affordable housing opportunities to low- to moderate-income households as a high priority for the community. Surveys from the community and market studies on affordable housing established the ranking. In addition, the Housing Authority of the County of Kern and other low-income housing providers have long waiting lists from potential tenants for available affordable housing units. These lists continue to grow as the State’s affordable housing crisis increases. Currently, the Housing Authority of the County of Kern reports 11,513 households on the waiting list for affordable housing.
Adopted in 2016, the City of Bakersfield’s Housing Element includes programs to:
• Provide housing opportunities and accessibility for all economic segments of the City; • Provide and maintain an adequate supply of sites for the development of affordable new housing; • Preserve, rehabilitate, and enhance existing housing and neighborhoods; • Ensure that all housing programs are available without discrimination on the basis of race, color, religion, sex, national origin, ancestry, marital status, age, household composition or size, and any other arbitrary factor; and
• Encourage and enhance intergovernmental, public, and private coordination and cooperation to achieve an adequate supply of housing for all economic and social segments of the community.
The City of Bakersfield’s Development Services Department is currently working on the Housing Element which is anticipated to be certified in 2025.
The City of Bakersfield continues to actively pursue its goal of creating decent, accessible, and affordable housing. The City’s previous ConPlan aimed to develop, construct, or rehabilitate 271 affordable housing units during the five-year period. During that period, the following progress was made towards that goal:
Projects Constructed During the ConPlan 2020-25:
• 6th Street Apartments (40 units)
• Brentwood Crossings (58 units)
• Sagewood (72 units)
• Residents at East Hills (81 units)
• 22nd Street Lofts (20 units)
The City of Bakersfield’s 2025-2030 Consolidated Plan sets the City of Bakersfield’s targets for new affordable housing units at 200 units for the 5-year cycle. Currently, the City of Bakersfield has the following projects identified in previous Action Plans for funding and development:
Prospective Projects for Construction During the ConPlan 2025-30:
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• Renaissance at Baker (85 units)
• 800 South Baker (8 Units)
• Letzring Senior Housing (150 units, seniors only)
• 4th Street Apartments (16 units)
• City View Homes (37 units, homeownership only)
• Auburn Street Apartments (60 units)
• Niles Street Apartments (51 units)
• Fairfax Road Housing (81 units)
• M Street Apartments (4 units)
• CityServe (125 units)
Broken down into one-year goals, the City shall prioritize its funding to develop, construct, or rehabilitate 40 affordable housing units. In addition to the 40 affordable units per year, the City plans to provide home accessibility improvements for at least ten households, provide down payment assistance to at least 3 households, and provide rental assistance (Rapid Rehousing and Homeless Prevention) to 20 households. While no new affordable housing units are currently proposed for funding with the City of Bakersfield’s 2025-26 HOME allocation, the City set aside the majority of 2025-26 HOME funds to be used toward New Construction for a future project.
Affordable Housing
Table 7 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless
4 Down payment Assistance
40 Rental Units Constructed
Special-Needs
10 Home Access
Total 54
Table 8 - One Year Goals for Affordable Housing by Support Type One Year Goals for the Number of Households Supported Through Rental Assistance 0
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One Year Goals for the Number of Households Supported Through The Production of New Units 40 New Construction
Rehab of Existing Units 10 Home Access
Acquisition of Existing Units 0
Homeowners Assisted 4 Down payment
Total 54
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AP-60 Public Housing – 91.220(h)
Introduction
The Housing Authority of the County of Kern (HACK) administers Bakersfield’s Public Housing programs and the Section 8 Housing Choice Vouchers. Currently, HACK operates and maintains 8 low-income public housing or other affordable housing complexes, totaling 545 units in Kern County. Bakersfield is home to four of these developments, with a total of 397 units. HACK offers many different programs within these complexes to ensure self-sufficiency and success by its tenants. In the past year, HACK has provided permanent supportive housing (PSH) to 1,173 households with only adults and 332 households with adults and children. Additionally, 374 chronically homeless households have been connected to PSH.
The Section 8 Housing Choice Vouchers program is overseen by HACK. Currently, HACK through the Section 8 Housing Voucher Program (HCV) has 4,717 participants within Kern County. The program provides rental subsidies to low-income families who spend more than 30% of their gross income on housing costs. These recipients are able to choose any housing that meets the requirements of the program and are not limited to those units, which are provided in subsidized housing projects.
HACK reports that all 545 public housing units in Kern County are either occupied or committed.
Additionally, 3,694 households in Bakersfield receive Housing Choice Voucher assistance. Despite these efforts, the demand for affordable housing still exceeds the available inventory, with 11,513 households currently on the public housing waiting list.
Actions planned during the next year to address the needs to public housing The City and the HACK will continue to look for funding to construct additional low-income housing and provide self-sufficiency programs for clients. Last fiscal year, the Bakersfield City Council approved HOME funds for the Niles Street Apartments affordable housing project which will include 51 units. This project was supported by the City of Bakersfield in its Fiscal Year 24/25 Action Plan via amendment. The project is anticipated to be underway in May 2025. Additionally, City of Bakersfield is collaborating with the HACK’s Community Housing Development Organization (CHDO) arm to look into affordable housing sources from the State of California to support future projects and leverage with HOME funds. In addition to working with HACK and other service providers, the City will fund Fair Housing education, outreach, testing, and referral services, monitor unfair/predatory lending practices, ensure training for apartment owners/managers on fair housing laws, and host or partner with service providers to hold Fair Housing workshops to educate the public about fair housing rights and housing laws.
Actions to encourage public housing residents to become more involved in management and participate in homeownership
HACK operates under the accountability of a seven-member Board of Commissioners appointed by the Kern County Board of Supervisors. Two of the seven commissioners, referred to as “Tenant Commissioners,” must live in public housing or participate in the voucher program. HACK employs 230
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employees under an administrative structure headed by an Executive Director who reports to the Board of Commissioners. The mission of HACK is to improve the quality of life for low-income residents of Kern County by providing safe, affordable housing and by assisting residents to become self-sufficient and to achieve home ownership. Last fiscal year, HACK assisted 32 families to become first-time homebuyers.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
Not applicable. HACK is Bakersfield’s PHA and is not designated as troubled.
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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including The City of Bakersfield’s ConPlan shows a 5-year goal of serving 3,000 homeless persons with shelter assistance and 100 households with Rapid Rehousing or Homeless Prevention assistance. This year, the City anticipates serving 600 of the 3,000 homeless persons with shelter assistance and 20 of the 100 households with Rapid Rehousing and/or Homeless Prevention assistance. In addition, 80 people are anticipated to be served through homeless outreach. These goals will be accomplished through the City’s Emergency Solutions Grants (ESG) which will fund the following agencies in FY 2025-26. • The Open Door Network – Shelter: $70,000 ESG
• The Open Door Network – Rapid Rehousing: $57,341 ESG
• The Open Door Network – Homeless Prevention: $57,340 ESG • The Mission at Kern County – Shelter: $70,000 ESG
• Flood Bakersfield Ministries – Street Outreach: $25,000 ESG • Alliance Against Family Violence – Shelter: $35,000 ESG Additionally, through FY 2025-26 HOPWA funding, the City of Bakersfield will work with Kern County Public Health to reach out to and address the needs of the homeless persons living with HIV/AIDS.
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs will be an essential part of the City’s outreach efforts.
Assessing the Needs of Homeless Persons
The Bakersfield-Kern Regional Homeless Collaborative (BKRHC), which serves as the local Continuum of Care (CoC), is a valuable source of outreach to the homeless community. It is the policy of the City’s Economic and Community Development Department to regularly have staff representation at CoC meetings in order to gain input from the BKRHC on homeless needs, priorities, and ESG project performance. The homeless subgroups each have unique needs. The CoC Governing Board includes at least one representative from the Homeless or Formerly Homeless Population, one Veterans Affairs/Homeless Veterans Service Provider Representative, and one McKinney-Vento Liaison/Local Education Agency Representative/or Educational Services to Homeless Children & Youth Representative.
The city also participates in the yearly Point in Time Count (or homeless census) conducted by the BKRHC and was part of the process in developing the current BKRHC Strategic Plan. The City of Bakersfield also holds a seat on the BKRHC’s Executive Board.
The City will work with BKRHC to gather input throughout the Action Plan process from the homeless community. The City works with the collaborative to distribute Notice of Funding Availability for City HUD funds, Action Plan and CAPER notices, community input surveys, and public outreach flyers. The City will ensure postings at homeless shelters, homeless outreach providers, public housing providers, and common areas within the City. Needs identified in collaboration with the BKRHC directly impact projects included in the 2025-26 Action Plan and the 2025-2030 Consolidated Plan.
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In addition, the City will continue to support the ongoing funding of assessment and outreach activities as well as the expansion and creation of additional outreach activities provided by existing homeless and social service organizations throughout the City. In 2025-26, Flood Bakersfield Ministries has been selected to receive $25,000 in ESG funds. Outreach from local and state programs has also been allocated for Homeless Outreach activities.
Supporting the Coordinated Entry and HMIS Systems of the Homeless Collaborative In serving the homeless community, the City supports the Bakersfield-Kern Regional Homeless Collaborative (BKRHC) Coordinated Entry and Assessment approach. This approach is a standardized plan for the entire BKRHC which incorporates tools, processes, policies and HUD CoC and ESG requirements to maximize efficient and ethical intervention. Service providers share one point of entry for services, ensuring people who are homeless or who are at risk for homelessness are served and/or housed as quickly and efficiently as possible. This approach increases service provider connectivity, and the ability to properly assess the individual needs of homeless persons. Data is collected through the HMIS System, and help providers assess the needs of participants more accurately. Participants in the City’s ESG grants participate in the BKRHC HMIS and Coordinated Entry System. The City has also used state funds to help support the BKRHC’s HMIS system.
Addressing the emergency shelter and transitional housing needs of homeless persons Through prioritizations established in collaboration with the Bakersfield-Kern Regional Homeless Collaborative, the City will use its Emergency Solutions Grants (ESG), to fund the Open Door Network Shelter, the Mission at Kern County Shelter and the Alliance Against Family Violence and Sexual Assault Shelter. As detailed above, these funds will be used to improve the quality of emergency shelters for the homeless, cover operating costs of such shelters, provide essential social services, provide essential social services and homeless prevention services, and offer other assistance to the homeless community.
The City of Bakersfield is also a recipient of the State’s Homeless Housing Assistance and Prevention Program (HHAP) and provides local grants for homeless shelters, PSH, outreach, case management, HMIS, CES, and other homeless programs.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
Using Entitlement Funds
During the FY 2025-26 Action Plan year, the City will use ESG, HOME, and HOPWA funds to help homeless persons make the transition to permanent housing and independent living. The City will use its
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ESG grant to provide funds to three homeless shelter providers. The City will also fund a Rapid Rehousing program (providing homeless persons with funds to pay for rent and deposits), a Homeless Prevention Program, and a Homeless Outreach program (providing outreach to smooth the transition from homelessness into independent living) during FY25-26. In addition, the City anticipates using HOME funds to support new construction and rehabilitation of affordable housing projects within the City (see Sections AP-55, AP-90). Through FY 2025-26 HOPWA funding, the City of Bakersfield will also work with Kern County Public Health to address the needs of homeless persons living with HIV/AIDS.
Supporting the Bakersfield-Kern Regional Homeless Collaborative The City of Bakersfield is an active member of the Bakersfield-Kern Regional Homeless Collaborative (BKRHC) and supports its strategy to prevent homelessness. BKRHC members use a Coordinated Entry approach, collect data using a centralized Homeless Management Information System (HMIS), and consider the unique needs of homeless sub-groups (such as chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth).
The BKRHC uses a Coordinated Entry approach, which is a standardized plan for the entire BKRHC that incorporates tools, processes, policies and HUD CoC and ESG requirements to maximize efficient and ethical intervention. Service providers share one point of entry for services, ensuring people who are homeless or who are at risk for homelessness are served and/or housed as quickly and efficiently as possible. This approach increases service provider connectivity, and the ability to properly assess the individual needs of homeless persons. Data collected by the BKRHC is entered into the HMIS (including the resources each participant has attained, the period of time a participant has remained homeless, and other important data that helps the service providers assess and deliver the proper services). This data collection approach has been set up with the goals of helping homeless persons make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again. Participants in the City’s ESG grants participate in the BKRHC Coordinated Entry approach, and the HMIS.
Helping Specific Sub-Groups
The BKRHC maintains a by-name list and participates in prioritizing chronically homeless individuals and families to ensure beds are utilized. Thirty-six (36) Housing Choice Vouchers (HCVs) per year are designated by our local Public Housing Authority for the most vulnerable chronically homeless. In addition, the BKRHC participates in the Supportive Services for Veteran Families (SSVF) Community Plan responsible for planning and coordinating efforts to prevent and end homelessness among veterans.
The SSVF group meets monthly through the CoC Housing Committee and reviews the veterans awarded vouchers by HUD-VASH, the number of open vouchers in the community, and the numbers of veterans served. In addition, the BKRHC has implemented a homeless youth working group that strategizes and builds awareness of this population of the homeless community. The group works with Bakersfield
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College, Kern County Superintendent of Schools and the Kern High School District to partner in the work of assisting unaccompanied homeless youth.
Helping low-income individuals and families avoid becoming homeless, especially extremely low- income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.
The Bakersfield-Kern Regional Homeless Collaborative (BKRHC) has included discharge coordination as a part of the regional Strategic Plan to address homelessness. This plan will be reviewed regularly at the sub-committee level who will oversee the collaboratives efforts around institutional discharge and systems of care. Additionally, the City of Bakersfield’s funded homeless shelter, Brundage Lane Navigations Center, has partnered with local hospitals to develop a respite care facility at the shelter.
Kern Behavioral Health and Recovery Services (KBHRS) has developed and implemented policies for the discharge of persons from publicly funded institutions or systems of care. KBHRS works in conjunction with health care facilities, foster care or other youth facilities, and corrections programs and institutions to help prevent the discharge of individuals resulting in homelessness.
The Kern County Department of Human Services expedites discharged individuals’ applications for general-aid, Cal Fresh, and other entitlements so that they do not experience gaps in coverage that can contribute to or exacerbate medical, psychiatric, or financial crises and homelessness. In addition, Kern County will connect individuals who are homeless or at-risk of becoming homeless to permanent housing and a case manager prior to discharge. Finally, the County Department of Human Services will work with the California Department of Corrections and the Kern County Jail to facilitate recently released individuals’ transition from incarceration to community living.
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AP-70 HOPWA Goals – 91.220 (l)(3)
One year goals for the number of households to be provided housing through the use of HOPWA for:
Short-term rent, mortgage, and utility assistance to prevent homelessness of the individual or family 80
Tenant-based rental assistance 40
Units provided in permanent housing facilities developed, leased, or operated with HOPWA funds 5
Units provided in transitional short-term housing facilities developed, leased, or operated with HOPWA funds 20
Total 165
City of Bakersfield’s HOPWA Program, administered by Kern County Health Department, provides critical emergency assistance to persons living with HIV/AIDS to prevent loss of housing and becoming homeless while addressing social, economic, health and mental health challenges. The program assists eligible clients throughout Kern County with case management services, food, and transportation assistance with the goal of achieving housing stability and access to care. Other partners in service delivery are HACK and Clinica Sierra Vista. Together these agencies work to minimize the effect that living with HIV/AIDS has on housing stability.
Additionally, the following HOPWA Services will be provided in FY25-26 One year goals for the number of households to be provided services through the use of HOPWA for:
HOPWA Supportive Services 100
HOPWA Housing Information Services 100
Total 200
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction
The City of Bakersfield has instituted actions aimed at reducing the impact of the public sector role in housing costs and affordability.
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
To preserve affordability, the City allows and encourages developers to "piggyback" or file concurrent applications (i.e. rezones, tentative tract maps, conditional use permits, variance requests, etc.) if multiple approvals are required, and if consistent with applicable processing requirements. The City will continue to have staff available to assists low-income housing developers through permits, approvals, plan checks, inspections, etc. in order to make the approval process smoother and faster.
The City provides cost reductions to developers through the Density Bonus Ordinance when low and very-low income housing units are proposed. Further cost reductions occur in the form of increased densities and concessions such as flexibility in site development standards and zoning code requirements, reductions in development fees and dedication requirements, financial aid, and/or accelerated plan check.
Cost reductions occur through the more efficient use of land in the Commercial/Residential land use zone, SRO conversions, reduced parking requirements for the downtown area, granny units, accessory units and the Planned Unit Development (PUD) program. For example, the PUD residential districts of the zoning code allow design flexibility through, but not limited to, small lots, zero lot line, cluster developments, mixed unit types and high-rise apartments.
These housing policies and programs are included in the City’s Housing Element, as required by State law. Further, the City of Bakersfield, in accordance with SB 35, began a procedure for streamlining the approval of affordable housing. This process allows for faster review and approval times for affordable housing projects in an effort to increase the City of Bakersfield’s affordable housing production. The 2015-2023 Housing Element includes policies and programs to accommodate the City’s fair share of the regional housing needs of extremely low, very low, low, moderate and above moderate-income households. The city is currently working on the Draft Housing Element for following 8 years which is anticipated to be certified in 2025.When approved the City of Bakersfield Economic and Community Development Department will ensure that HUD funds help meet goals and actions outlines in the updated Housing Element.
In 2018 the citizens of Bakersfield passed a one percent sales tax measure to fund community enhancements. Since then, millions of dollars have been allocated to assist in the development of affordable housing. With this local leverage, the City aims to provide more financing to local housing developers to secure state or federal funding sources, which in turn will generate more affordable
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housing units. The budget process for allocating Measure N funds is done on an annual basis, providing continued opportunity for the City to continue leveraging general funds to assist affordable housing development. More readily available funding for affordable housing will reduce the need to compete for limited state and federal sources, and in turn provide a local source to assist projects in financing their subsidy gap.
Additionally, as described previously in this document, the City of Bakersfield will continue to seek partnerships to create or preserve affordable housing by providing financial assistance through the City’s entitlement programs.
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AP-85 Other Actions – 91.220(k)
Introduction
Through the needs assessment and market analysis, as well as information derived from consultation with service providers and community input from the City’s outreach efforts, the five-year ConPlan establishes the following priority needs:
1 Goal Name Decent and Affordable Housing
Goal
Description
Invest in and preserve the supply of affordable housing for low-and-moderate income households, including homeownership opportunities.
2 Goal Name Prevent and Reduce Homeless
Goal
Description
Prevent and reduce homelessness, including increased support related to mental and behavioral health.
3 Goal Name Economic Development Opportunities
Goal
Description
Foster and improve the quality of life by increasing access to economic development opportunities. 4 Goal Name Community Infrastructure and Facility Improvements Goal
Description
Improve community infrastructure and facilities to promote safe and vibrant communities. 5 Goal Name Public Services
Goal
Description
Increase vital services for community residents, including but not limited to those with special needs, such as children and youth, seniors, persons with disabilities, and persons living with HIV/AIDS
Actions planned to address obstacles to meeting underserved needs The ability of the City to address underserved needs depend on the availability of resources. The City will continue to use CDBG, HOME, ESG and HOPWA funds to support projects that improve and expand the affordable housing stock, expand community and economic development, improve infrastructure and public facilities for non-homeless special needs and for homeless persons and persons living with HIV/AIDS. This year’s CDBG funding will support several important community projects, including:
• Street repairs in low-to-moderate income neighborhoods • Improved street lighting in an underserved area
• ADA upgrades and parking lot improvements at Greater Bakersfield Legal Assistance, Inc. • Fair housing services for victims of housing discrimination • Home accessibility improvements for eligible residents • Expansion of a local food bank and community center
• Ongoing services for senior citizens
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• Technical assistance for small businesses
These projects aim to enhance safety, accessibility, and support for those in need throughout our community.
Likewise, HOME funds will be used to provide affordable housing options through the support of future new affordable housing projects, home rehab for accessibility improvements and down payment assistance. ESG funds will be used to provide shelter, outreach, homeless prevention and rapid rehousing services, and HOPWA will provide services and housing to individuals with HIV/AIDS.
Additionally, the City will seek other federal and state funding sources to better meet these underserved needs.
Actions planned to foster and maintain affordable housing Increasing and preserving the supply of affordable housing for low-and-moderate income households is a high priority and goal of the City. In FY 2025-26, the City will implement programs that directly help increase the availability and accessibility of affordable housing units. Under the proposed Action Plan, the City of Bakersfield is proposing to allocate $1,150, 932 to affordable housing construction as well as downpayment assistance. An additional $214,186 in HOME funds will be set aside for future affordable housing projects by a certified Community Housing Development Organization (CHDO). In addition, $114,681 of ESG funds will be used to assist households who are recently or are at-risk-of homeless to re-establish permanent housing for the household, and HOPWA funds will be used to help foster and maintain affordable housing for persons with HIV/AIDS by sponsoring the efforts of Kern County Public Health with a sum of $1,076,598.
Actions planned to reduce lead-based paint hazards
The ConPlan discussed the City’s strategy for implementing lead-based paint mitigation in qualified residential units. Assessment of hazards can be better accomplished while housing is being inspected or evaluated. On a project-by-project basis, funds will be made available to test for and mitigate lead- based paint hazards occurring in housing units that receive HUD Program funds for rehabilitation.
Actions planned to reduce the number of poverty-level families To address the issue of poverty in FY 2025-26, the City plans to focus on efforts in the areas of affordable housing, homeless outreach, supportive services, infrastructure, rapid rehousing and homeless prevention. Implementation of Section 3 will encourage contractors and material suppliers working on HUD funded projects to seek low-income new hires to work on those projects. Additionally, staff will encourage economic development in our Economic Opportunity Zones, and seek developers to complete projects on City-owned property where a percentage of jobs produced will be earmarked for low-income citizens.
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Actions planned to develop institutional structure
The City of Bakersfield continues to assess institutional structure to effectively implement the City’s entitlement programs and meet the goals of the Consolidated Plan. The City will continue to cross-train staff and take advantage of training and educational opportunities to improve capacity in administering HUD-funded programs. Additionally, the City will continue to explore opportunities to partner with other City departments and external organizations to fund vital community investments to improve the quality of life for our underserved residents.
City of Bakersfield staff will continue to pursue training opportunities and technical assistance where available. Where all staff cannot attend pertinent training opportunities, staff members who receive technical assistance will cross-train as appropriate. Staff members attended multiple HUD sponsored trainings in 2024, to improve their capacity and knowledge, while also taking advantage of current and past webinars to continue to improve their understanding of the CDBG, HOME, ESG, and HOPWA programs. Likewise, the City maintains a division "Desk Guide" which is updated regularly with departmental policies and procedures for HUD-funded programs. In addition to this Desk Guide, staff members are currently working on other internal materials to provide cross training and procedural protocols for co-workers for HOPWA, Home Access, and Davis-Bacon activities.
Actions planned to enhance coordination between public and private housing and social service agencies
The City will continue to collaborate with public and private housing and social service agencies to meet the goals and objectives of the Consolidated Plan. The City regularly collaborates with regional agencies and organization on housing, homeless, economic development and community development initiatives. Many of these initiatives include programs in which we apply for community projects collaboratively. Currently, the City is a participating member of the Bakersfield-Kern Regional Homeless Collaborative. Staff members are assigned to attend monthly board meetings to stay abreast of developing needs in the homeless and affordable housing communities and to be ready to render or ask for assistance when funding for special programs becomes available. Additionally, when requested, staff will meet with social service agencies as well as public and private housing entities to discuss HUD program funding guidelines, available resources, and program opportunities to serve our underserved residents.
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Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.
1. The total amount of program income received before the start of the next program year and has not yet been reprogrammed. 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0
5. The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan.
80.00%
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Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)
1. Include written standards for providing ESG assistance (may include as attachment) Attachment, Grantee Unique Appendices, includes the Written Standards for Providing ESG Assistance.
In addition, selection of ESG recipients is outlined in the Funding Handbook and Notice of Funding Availability made available each October to potential applicants.
2. If the Continuum of Care has established centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system.
Bakersfield-Kern Regional Homeless Collaborative’s Coordinated Entry System (CES) is administered by Community Action Partnership of Kern (CAPK). The CES is a Housing First system that assesses and prioritizes eligible individuals and families for housing and services, with emphasis on placing them in housing as quickly as possible based on vulnerability and length of time homeless. Assessment occurs in two phases:
a) Phase I: Access Points. This phase involves completion of the Quick Referral Tool (QRT) to screen applicants and quickly connect them to an Assessment Point. Access points include numerous public and private agencies and organizations throughout the county that have been trained by CAPK in the use of the QRT.
b) Phase II: Assessment Points. Phase II is conducted by designated Assessment Points that utilize the Vulnerability Index - Service Prioritization Decision Assistance Tool (VI-SPDAT) Version 2.0 to calculate vulnerability scores. The appropriate VI-SPDAT is used for the specific population being assessed, i.e. Family-VI-SPDAT for families, Youth-VI-SPDAT for youth, PR-VI-SPDAT for persons at- risk. Once an individual has been scored, the information is entered into the Homeless Management Information System (HMIS) for automatic prioritization and referral.
Designated assessment points for the homeless population within the CoC include: CAPK/2-1-1 Program, California Veterans Assistance Foundation (CAVAF), The Open Door Network, Flood Bakersfield Ministries, and The Mission at Kern County. Assessment Points for at-risk persons include: CAPK, CAVAF, and HACK. Assessment Points must confirm receipt of the QRT within two business days.
3. Identify the process for making sub-awards and describe how the ESG allocation available to private nonprofit organizations (including community and faith-based organizations).
The City of Bakersfield conducts an open Request for Proposal process. Eligibility requirements are described in the City of Bakersfield’s Funding Handbook which can be found in the Grantee Unique Appendices. In order to best determine the allocation of ESG funding, the City of Bakersfield assessed both the community needs expressed by the CoC, the City’s current ConPlan priorities, and the amount of ESG funding available to the City. As part of the development of the FY2025-30 ConPlan, surveys were distributed to the members of the CoC in the winter of 2024 to obtain input regarding the most effective
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use of ESG funds. Survey results indicated that responding CoC agencies felt Emergency Shelter and Homeless Prevention were the top needs under the Homeless Service category.
4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly homeless individuals in considering policies and funding decisions regarding facilities and services funded under ESG.
To ensure proper representation in decision making, the BKRHC Governing Board includes at least one representative with lived experience, one Veterans Affairs/Homeless Veterans Service Provider Representative; and one McKinney-Vento Liaison/Local Education Agency Representative/ Educational Services to Homeless Children & Youth Representative. The City will work with the BKRHC and partnering homeless service providers to ensure that information on ESG activities is distributed to homeless and formerly homeless individuals in order to provide the opportunity for involvement in decision making and policy making. More specifically, the City works with the collaborative to distribute Notice of Funding Availability for City HUD funds, Action Plan and CAPER notices, community input surveys, and public outreach flyers including postings at homeless shelters and public/private housing providers. Additionally, the City of Bakersfield received several responses for the Consolidated Plan survey from local homeless shelters regarding homeless service priorities and needs.
5. Describe performance standards for evaluating ESG.
In determining programmatic performance indicators for ESG activities staff examined the recent performance of similar ESG-eligible activities. Specifically, staff examined the performance of previous years’ Shelter activities and made a determination regarding the approximate number of individuals that could reasonably be served by the program. The approximate amount of people expected to be served through ESG Shelter programs is 600. Likewise, staff examined the Rapid Rehousing, Homeless Prevention and Outreach components of the ESG program, and projected that 10 households could be reasonably served through Rapid Rehousing, 10 households could be assisted through Homeless Prevention, and 60 persons could be served through Street Outreach using ESG funds. Funds were then allocated accordingly. City staff works regularly with the CoC Planning and Performance Committee to review outcomes and provide guidance and if needed refine performance standards. The City of Bakersfield is currently working with the committee to align performance measurements more closely with those of the CoC.
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HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:
HOME Investment Partnership Program (HOME) funds are not used by the City of Bakersfield beyond the forms of investment identified in Section 92.205.
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:
The ”Hope to Home” program is a citywide homebuyer program previously managed by a subrecipient- Ventura County Community Development Corporation (VCCDC), including the review and selection of qualified applicants, drafting, signing, and recording all documents. VCCDC provides deferred interest loans up to $40,000 for qualified homebuyers. To meet the affordability requirements the City intends to use the recapture provision consistent with 24 CFR
92.254(a)(5)(ii)(1), recapturing the entire HOME investment should the property be sold within the 10-year period of affordability. Loans through this project will be subject to 2% interest annually, due and payable in 30 years. The period of affordability requirements will be set consistent with the minimum requirements of 24 CFR 92.254(a)(4).
Pursuant to 24 CFR 92.254(a)(5)(ii), the City requires that HOME funds be recaptured if the property does not continue to be the principal residence of the buyer for the duration of the affordability period secured by an affordable housing covenant. The recapture provision shall apply to a HOME assisted property only when a Direct HOME Subsidy is provided to a homebuyer.
The recapture provision will ensure that the City of Bakersfield recoups all or a portion of the HOME assistance to the homebuyers if the housing does not continue to be the principal residence of the family for the duration of the affordability period.
Per 24 CFR 92.254(a)(5)(ii)(A), In establishing recapture requirements, the City of Bakersfield is subject to the limitation that when the recapture requirement is triggered by a sale (voluntarily or involuntarily) of the housing unit, and there are no net proceeds or the net proceeds are insufficient to repay the HOME investment due, the City of Bakersfield will only recapture the net proceeds, if any. The net proceeds are the sales price minus superior loan repayment (other than HOME funds) and any closing costs.
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
All HOME assisted activities are enforced by a deed of trust, note, agreement, and affordability/primary residency covenant for the property. The period of affordability will be determined by the amount of HOME subsidy (and other potential funding sources) and shall be
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between 5 and 30 years. The City of Bakersfield permits the sale of HOME-assisted units to qualified households at the time of review and approval. In the event a HOME assisted unit is subsequently sold to another buyer, which is under the requirements of the recapture provision, those funds will be recaptured in accordance with 24 CFR 92.254(a)(5)(ii)(A)(1). These requirements will be enforced through a property covenant, which will be carried on the property through the period of affordability. The City of Bakersfield will also utilize a deed of trust, promissory note, and agreement to enforce these requirements. All HOME-assisted projects are monitored annually to determine compliance with affordability requirements.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:
The City does not anticipate using HOME funds to refinance existing debt secured by multifamily housing. The City monitors each HOME assisted project annually for compliance.
5. If applicable to a planned HOME TBRA activity, a description of the preference for persons with special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(l)(2)(vii)).
N/A
6. If applicable to a planned HOME TBRA activity, a description of how the preference for a specific category of individuals with disabilities (e.g. persons with HIV/AIDS or chronic mental illness) will narrow the gap in benefits and the preference is needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2)(ii) and 91.220(l)(2)(vii)).
N/A
7. If applicable, a description of any preference or limitation for rental housing projects. (See 24 CFR
92.253(d)(3) and CFR 91.220(l)(2)(vii)). Note: Preferences cannot be administered in a manner that limits the opportunities of persons on any basis prohibited by the laws listed under 24 CFR 5.105(a).
N/A
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Housing Opportunities for People with HIV/AIDS (HOPWA)
The HOPWA program provides critical emergency assistance to persons living with HIV/AIDS to prevent the loss of housing and becoming homeless while addressing social, economic, health and mental health challenges. The program assists eligible clients throughout Kern County with case management services, food, and transportation assistance with the goal of achieving housing stability and access to care.
The following agencies and personnel delivering HOPWA services to the citizens of Bakersfield and Kern County:
• City of Bakersfield Community Development Department – HOPWA Contact: Priscilla Martinez, Economic and Community Development Principal
• Sponsor agency - Kern County Health Department - HOPWA Contact: Patrick Salazar, Public Health Program Manager
• Sub-recipient – Clinica Sierra Vista – HOPWA Contact: Margarita Rossen, Program Director • Housing Authority of the County of Kern – HOPWA Contact: Mardi Sharples, Housing Management Director
One-year goals for the number of households to be provided housing through the use of HOPWA activities are as follows:
• Short-Term Rent, Mortgage, and Utility assistance payments (STRMU) to prevent homelessness of the individual or family - provide housing for 80 clients • Tenant-Based Rental Assistance (TBRA) - assist 40 households • Short Term Housing Facilities – assist 20 households
• Facility Based Permanent Supportive Housing – assist 5 individuals • Supportive Services – provide supportive services for 100 clients • Housing Information Services – provide housing information services for 100 individuals Kern County is the foremost provider of services to persons with HIV/AIDS in the county area, partnering with various agencies and nonprofit/faith-based organizations.
Consolidated Plan 2025-2030
Community Engagement Summary
Memorandum
To: Nina Carter, Community Development Principal
From: Diana Elrod and Erica Snyder, Consultants
CC: Adriana Legorreta, ECD Planner & Daniel Peterson, Planner I The City of Bakersfield’s community engagement process for the 2025-2030 Consolidated Plan generated consistent themes across community partner focus groups, community meetings, and survey. A comprehensive community engagement strategy was developed to solicit feedback from the full community. City staff conducted outreach and shared information about the Consolidated Plan and surveys at three community meetings and the Downtown Bakersfield Association Community Fair. Additionally, City staff shared and requested four community partners listservs to provide details community engagement to their respective groups, utilized media through a press release, radio interviews and two news interviews, as well as multiple social media postings. Lastly, City staff emailed and/or dropped off paper surveys at 22 community partner agencies.
Based on the above community outreach, resident participation are as follows:
• Community Partner Focus Groups: 39 community partners • Community Meetings: 37 residents
• Survey: 496 responses (471 in English, 25 in Spanish) • Total community participants: 572 individuals (not de-duplicated) Overall, we found residents in the City of Bakersfield have concerns pertaining to affordable housing (e.g., rental housing affordability, first-time homebuyers’ assistance, increased housing costs), addressing homelessness (e.g., homelessness prevention, behavioral health services, and access to housing), as well as economic development (e.g., job training, living wage, and finding/maintain jobs). While other needs were identified, these three areas were heard at all levels of engagement.
Given the community needs, the consultant team has put together a summary of the findings by engagement. Based on the feedback received, we are proposing five goals to guide your future Consolidated Plan investments.
2 Recommended 2025-2030 Goals
1. Invest in and preserve the supply of affordable housing for low-and- moderate income households, including homeownership opportunities.
Previous: Increase and preserve the supply of affordable housing for low- and-moderate income households.
2. Prevent and reduce homelessness, including increased supports related to mental and behavioral health.
Previous: Prevent and reduce homelessness.
3. Foster and improve the quality of life by increasing access to economic development opportunities.
Previous: Foster community and economic development.
Note: Goal was previous four, it has been moved to the third goal based on community feedback.
4. Improve community infrastructure and facilities to promote safe and vibrant communities.
Previous: Improve public infrastructure and facilities to promote safe and vibrant communities.
5. Increase vital services for special needs populations, including children and youth, seniors, persons with disabilities, and persons living with HIV/AIDS.
Previous: Enhance facilities and services for the non-homeless special needs population, including seniors, persons with disabilities, and persons living with HIV/AIDS.
COMMUNITY ENGAGEMENT THEME S
CONSOLDIATED PLAN 2025 -2030
COMMUNITY MEETINGS
VIRTUAL ZOOM MEETING (OCTOBER 22 ND )
• Concerns that public notices and
outreach seem to be disjointed and may
not be shared with the
groups/populations who are most
impacted.
• Increased calls from citizens for rental
assistance and eviction assistance post-
COVID funding winding down.
• Need for infrastructure and street
improvement
BAKER STREET COMMUNITY ROOM (OCTOBER 22 ND )
• Need for more affordable housing.
• Infrastructure and streets are really bad
in some areas in Bakersfield.
• Need for economic development, need
jobs in order to afford homes because
housing costs exceed income.
Community is seeing a decline in local
businesses.
BAKERSFIELD SENIOR CENTER (OCTOBER 23 RD )
• Adequately address basic needs and the
need to flourish as a person (e.g., phones,
showers, and food) for people who are
experiencing homelessness.
• Concerns about limited housing stock
and desire to see creative housing
options (e.g., community land trust) and
increased education on housing for
residents.
• Need for increased community services,
such as, senior services and facilities,
community/day centers, utility
assistance for families.
• Community expressed concerns about
transparency in the City’s delivery of
information to residents.
FOCUS GROUPS
AFFORDABLE HOUSING (OCTOBER 7 TH )
• Attended by 11 partners, including the
City.
• Going after HCD money, Homekey,
CERNA, etc. Some of it is drying up.
Biggest challenge seen is in the last two
years, how competitive the 4% tax credit
program is, comparable to 9% and
historically hasn’t been the case.
• Saw a steep increase in housing costs, a
40% increase on cost per square foot
(may be higher now). General private
market growing and not keeping pace.
• Affordability levels rose sharply. Have had
those with low/extremely low income
served by the market, saw the gap
exacerbated by the costs.
• Labor market disruption and difficulty to
recruit employees, wage cost increases,
still some impact for a segment of the
population who dropped out of the labor
force.
• Having a hard time finding land to build
on that’s on the market and zoned
properly.
• Relied on Cal HOME funding, state
budget is changing and funding is getting
reduced, going to require getting creative
and look for funding in different areas.
• Big push locally for farmworker housing.
• Idea to explore manufacturing here, there
is a group in the area. New market ground
in the industry.
• Affordability of housing, we know it’s hard
in Kern County/Bakersfield for Latinos
and Black folks to own a home, lowest
ownership rates.
• Threats of evictions is hitting at higher
levels.
• Seen growth/public visibility, there are
still a lot of folks who don’t know about
programs and access to programs.
Important to meet folks where they are,
get the word out about programs,
services, etc. Fielding calls on a daily
basis where people aren’t aware of a
multitude of programs to drive what is
available as we build on.
• Disconnect between those who need the
services and the services
• We used to be more connected during the
pandemic, but now we have become
more siloed. We need a resource hub. A
few years back we started the housing
collaborative locally, we need to get that
back going.
ECONOMIC DEVELOPMENT (OCTOBER 10 TH )
• Attended by 4 community partners.
• Things have regressed to where they were
before COVID and beyond
• Less risk taking, more caution. Unwilling
to make large investments
• Sustainability planning - more reservation
about taking risks in case we get a new
pandemic
• Working with local CDFIs - capital here to
help you
• Some businesses did not survive, but the
ones that did are solidified
• Businesses struggle to maintain, not
opportunities for special needs
• Looming economic crisis
• Lack skill sets to do the work where they
are hiring at higher paid jobs
• Workforce development orgs are great
but need soft skills; technical skills can
be taught (communication skills,
customer service, empathy, non-verbal
cues etc.)
• Cultural differences also a barrier -
mistrust, hopelessness, suspicion
• Small biz and entrepreneurs are
important component
• Logistics/transportation and high-speed
rail will continue to be important
• Environmental technology
• High demand for mental health
• Digital divide between people with
disabilities and hiring offices (with
international or national corporations)
NONPROFIT SERVICES PROVIDERS (OCTOBER 16 TH )
• Attended by 12 community partners.
• Need to provide food for seniors and
services. Also, transportation for seniors
getting to and from our facility and other
facilities for their additional services (e.g.,
grocery store and doctors/providers).
There is a need for medically-tailored
meals. Increased due to health issues.
Healthcare, from a chronic perspective
(diabetes, hypertension, and
cardiovascular). More education and
healthcare access.
• Food insecurity is a major thing and food
connects with housing, substance abuse,
and serious mental illness. Kern County
is large and not transportation easily,
needing to provide services in outlying
areas.
• Advocate for overall health access,
affordable healthcare.
• Foodbank trying to meet community
needs, expanded square footage, funds
to operate are minimal. The community is
not addressing food security in an
equitable and just way, resources to
operate are slim. Ties into housing, if food
is inaccessible to population, relationship
to the ability for disadvantaged
communities to achieve housing. People
see we have a homeless issue, but we
have an inequitable allocation of
resources.
• Agencies get funds that are complicated,
but difficult to administer and
administrative costs to operate are not
available. Flexible funding is hard,
funding can be too prescriptive.
• Youth population, addressing basic
needs/food insecurity/housing/skill
building. Need brick and mortar,
supports, and assistance.
• COVID brought our organization into the
21st century. Grew agency, advanced
technology. Advance IT to meet
community needs
• COVID caused many agencies to be
recognized as trusted partners for
community members and had extra
resources, but funds dry up and the need
didn’t.
• Need has been growing post-COVID.
Looking at what we have less resources.
Housing is more of a crisis now. Housing
is up. Need safe housing. People are just
surviving.
• Youth/family field: lots of isolation and
fear during COVID. Separation from
services, clients are different. Traumas
are different than before COVID.
• COVID highlighted disparities and
inequities for social determinants of
health
• We have a unique community, not
affluent in any way.
• Median income is below the state
average. Elements on Maslow’s hierarchy
of needs (food and housing) has to be
addressed if we’ll have economic growth
in city or county.
• Guidelines and restrictions were lifted at
the time, they are now being poured back
on. We don’t have the freedom to extend
or expand programs, feel pressure
returning.
• Seems to be more pushback against
equitable work that municipalities are
trying to do. We just got through COVID
and proved these things are needed, but
due to other narratives, there is pushback
to sustaining that work. Concern we’ll
perpetuate and expand disparities and
we may be worse off in 5-years. Need to
continue to do and invest in work.
• Bright spots: there are strong
relationships between nonprofit partners
and the ecosystem has been built out.
The City was a partner and helped
nonprofits understand the various roles.
• Seen solidarity collaboration and work.
Working across groups/interest/sectors.
HOMELESSNESS (OCTOBER 17 TH )
• Attended by 11 community partners.
• Causes of homelessness – prevention
outside of rental assistance
• Agreement from others – for every one
person who exits, three enter
• Service calls suggest maybe including
law enforcement on prevention side (DV)
• Get medical and educators to identify
potential triggers on DV/SA
• Love to see more public entities coming
to providers; can’t hire consultants
• Need immediate placement; some can’t
get into shelters because of background
so fall into homelessness
• Don’t have all the money to do everything
but collabs with hospitals work because
hitting same clientele
• Also look at school systems to educate
kids about homelessness; schools not
empowered to act on children’s behalf
• Pilot project with school district – CAPK
staff on site partnering with community
resource teams; work with families to
identify needs
• Employment issues are barriers across
board, no good jobs and therefore
housing is a problem
• Once Covid funding stopped, huge influx
of food, shelter, housing needs
• Unrestricted funds from CARES was
helpful; flexibility should be built into
• Nature of chemical addiction changed –
fentanyl, Narcan every week
• Getting people into affordable housing is
one of the most important ways to
prevent homelessness – minimum wage
earners can’t get into housing
• Maybe obstacle is workforce training
• Now need 24 hours security to support
homeless population, adding to cost –
people having mental crises; violent
behavior on the rise
• PSH sites are targets for drug dealers and
traffickers – need security, whole
different level of services needed now
• PSH target timing consistent with
misdemeanors and felonies being
reclassified
• Compassion fatigue - harder to count on
support from community
• Hard to handle changes, some beyond
our control but still have to demonstrate
progress
• Done a lot of great work but people don’t
see it because the problem is getting
worse
• Top homeless prevention strategies
• Prevention, PSH, mental/addiction health
• Also need interim housing
• Need more non-congregate interim
options
• Aftercare case management also needed;
appalling lack
• Strategic Action Plan – touches on a lot of
what we are already talking about
• Community bright spots
• Our collaboration is good; all very close in
this work
• CoC University
• Hiring of lived experience individuals,
lifting up employment side of the work
• Quality of congregate shelter is top notch
INTERVIEWS
HOUSING AUTHORITY OF THE COUNTY OF KERN (OCTOBER 21 ST ) • Fundamental problem: Prices/cost to
develop housing versus income of
tenants
• Middle class people moving to other
states with remote work
• LMI can’t afford to leave
• Increasing State minimum wage, while
positive, pushes people above 60% of
median so no longer eligible for most
affordable housing
• Biggest challenge is construction cost –
up to $500K per unit
• 50% - 80% of AMI hardest to serve
• “NOAH” used to exist in large numbers in
Bakersfield 10 years ago but not now
• HA became a moving to work agency,
testing step rents of 3% of FMR to help
people budget to pay more for rent
• Now have a mandatory self-sufficiency
program for non-disabled and seniors to
include job training, substance abuse
support
• Trying to get tenants to think about their
future; provide financial incentives for
completion of the program
• HA has 600 unused vouchers because
there is not enough money
• Lack of coordination at the State level in
terms of affordable housing financing
• City is now at the table as an important
partner
GREATER BAKERSFIELD LEGAL AID (OCTOBER 21 ST )
• More fair housing complaints based on
source of income
• Discrimination based on income is still
prevalent
• State TPA helped with evictions overall,
but there are many loopholes in terms of
situations where people are not covered
• Even LIHTC projects have been trying to
raise rents beyond what is allowed
• Previous problems with landlords
claiming they are doing substantial
remodels in order to remove Section 8
tenants; new requirements should
eliminate that loophole
• One or two years ago, there were fewer
discrimination cases, but this year there
have been more referrals
• Race-based discrimination still is one of
top 25% of cases
• Also, disproportionate number of sexual
harassment cases
CONTINUUM OF CARE/HOMELESSNESS (OCTOBER 22 ND )
• In five years, much has changed – more
pressure on the system of care
• Have an inflow problem – more people
coming into the system than leaving
• Prevention is key component of Strategic
Action Plan, but where are people going
to go?
• Need more developers to come into the
community to build housing
• Seeing an increase of 30% in population
year over year due to housing costs, drug
abuse and mental health issues
• Family reunification is one strategy to
prevent people from becoming homeless
in the first place
• Foreclosures also problematic, need to
prevent those
• Organizational problems – no ED at CoC,
staff stretched
• If prop 36 passes, will create additional
pressure
• City and others now at the table because
of COVID funds, more collaboration
KERN COUNTY COUNCIL OF GOVERNMENTS (OCTOBER 23 RD )
• Challenge to meet the Housing Element’s
RHNA requirements because of cost
• $450K per door but with low rents – how to
subsidize?
• Remote workers are coming here for relatively
inexpensive housing – can get a relative
mansion for $750K as opposed to LA
• This pushes out middle income buyers
• Birth rates are dropping, collapse in the
number of children so enrollment is down
• COVID made us change how we look at
ridership, as there is so much more remote
work
• COG not focused on addressing the digital
divide
• The need for childcare from 0-4 years is an
impediment to employment
• Bakersfield Housing Element needs more
higher densities to meet RHNA, but these
densities do not pencil
• Lots of truck traffic in the area because of
distribution hubs, and with that comes more
LMI workers
KERN COUNTY PUBLIC HEALTH (OCTOBER 24 TH )
• COVID brought public health into spotlight
• Health equity didn’t exist before
• New partnership with other agencies,
including the City
• Telehealth is great, but many people are
illiterate and don’t know how to access
• People are making slightly too much money to
qualify for affordable housing $13 a month too
much in one case
• Suspiciousness/mistrust of government in
communities of color is happening
throughout the region – “we live in a Trump
nation”
• Need to reach out to immediate community
• Because things changed so rapidly at the
beginning of COVIDF, mistrust built
• People felt left behind
• Public did not see government as a trusted
messenger
• Difficult for people to know services exist
• With respect to Lead Based Pain,
undocumented population no longer trusted
health workers, therefore higher BLLs during
pandemic
• Experiencing a huge maternal health crisis –
losing doctors, losing services
• Once COVID money dried up, there was no
follow up
• If someone is in a shelter, they will not seek
help for postpartum depression because they
will lose their bed
• Health literacy – clients do not understand,
some cannot read, but still having kids
• Children in Bakersfield have across-the-board
worse outcomes since COVID
• No preventive medicine, no immunizations
• Folks with HIV deal with similar housing
issues, plus substance abuse
• TBRA needs to be increased
• The overall compounding issues are
behavioral health, substances, and housing
• Bright spots: revisions to grant requirements
mean more LBP funding]
• Looking at city-wide smoke-free housing
• Difficulty of mixing street people with families
– different needs, and more danger
• Subsidy layering is a problem
• Red tape: things are reactive, not proactive;
force people to literally be out on the street
before they can receive benefits
• Agencies often work in silos – opportunities to
work together
• State is very inflexible in its programs; they
don’t understand ow things actually work
• No easy way to provide services to unhoused
people
• Burnout is real
Untitled Title
In what zip code do you reside?
455 responses
In which age bracket are you?
471 responses
City of Bakers<eld Community Needs Survey471 responses
Publish analytics
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925039320393263933019330593306-54679330993312935050
25 50
75 100
1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)3 (0.7%)3 (0.7%)3 (0.7%)3 (0.7%)3 (0.7%)3 (0.7%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%) 31 (6.8%)31 (6.8%)31 (6.8%)
1 (0.2%)1 (0.2%)1 (0.2%)
42 (9.2%)42 (9.2%)42 (9.2%)
79 (17.4%)79 (17.4%)79 (17.4%)
1 (0.2%)1 (0.2%)1 (0.2%)
55 (12.1%)55 (12.1%)55 (12.1%)
1 (0.2%)1 (0.2%)1 (0.2%)
92 (20.2%)92 (20.2%)92 (20.2%)
20 (4.4%)20 (4.4%)20 (4.4%)32 (7%)32 (7%)32 (7%)
1 (0.2%)1 (0.2%)1 (0.2%)
26 (5.7%)26 (5.7%)26 (5.7%)23 (5.1%)23 (5.1%)23 (5.1%)22 (4.8%)22 (4.8%)22 (4.8%)13 (2.9%)13 (2.9%)13 (2.9%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%)1 (0.2%) Copy
Under 1818-3435-4444-6465+11.9%
29.7%
27.8%
30.4%
What is your race?
446 responses
What is your ethnicity?
451 responses
What is your gender?
459 responses
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American Indian/Alaska Nativ…Black/African AmericanAsianNative Hawaiian/Other Pacific…White/CaucasianMulti-racialPrefer Not to Answer 1/3
16.1%
14.1%9.2%
45.7%
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Hispanic or LatinoNot Hispanic or LatinoPrefer Not to Answer
11.1%
48.6%
40.4%
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FemaleMaleNon-BinaryTransgenderPrefer not to answer
40.7%
55.3%
2025-2030 Consolidated Plan
Which areas of need are of most interest to you? (Select all that apply) 470 responses
Choose five (5) of the most critical Housing needs in your community. 463 responses
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0 100200300400
Affordable Housing
Housing and Services for…
Community Facilities (e.g…
Social and Public Service…
Infrastructure
Accommodations for thos…
Economic Development (…
Homelessness Communi…
367 (78.1%)367 (78.1%)367 (78.1%)
303 (64.5%)303 (64.5%)303 (64.5%)
195 (41.5%)195 (41.5%)195 (41.5%)
213 (45.3%)213 (45.3%)213 (45.3%)
178 (37.9%)178 (37.9%)178 (37.9%)
170 (36.2%)170 (36.2%)170 (36.2%)
252 (53.6%)252 (53.6%)252 (53.6%)
4 (0.9%)4 (0.9%)4 (0.9%)
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0 100200300400
Accessibility improvemen…Owner-occupied housing…Construction of Affordabl…First-time Downpayment…Senior HousingHousing for those with di…Housing for large familiesFair Housing servicesLead-based paint issuesHeating/Cooling HVAC 133 (28.7%)133 (28.7%)133 (28.7%)155 (33.5%)155 (33.5%)155 (33.5%)324 (70%)324 (70%)324 (70%)303 (65.4%)303 (65.4%)303 (65.4%)213 (46%)213 (46%)213 (46%)195 (42.1%)195 (42.1%)195 (42.1%)179 (38.7%)179 (38.7%)179 (38.7%)266 (57.5%)266 (57.5%)266 (57.5%)35 (7.6%)35 (7.6%)35 (7.6%)178 (38.4%)178 (38.4%)178 (38.4%) Choose three (3) of the most critical Homelessness needs in your comm unity.
459 responses
Choose three (3) of the most critical Infrastructure needs in your commu nity.
456 responses
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0 100 200 300
Permanent supportive ho…Emergency/overnight sh…Landlord engagement pr…OutreachNavigation centers/centr…Homelessness preventio…Mental and behavioral he…Substance use programsStorage facilities/lockers 274 (59.7%)274 (59.7%)274 (59.7%)145 (31.6%)145 (31.6%)145 (31.6%)67 (14.6%)67 (14.6%)67 (14.6%)82 (17.9%)82 (17.9%)82 (17.9%)87 (19%)87 (19%)87 (19%) 245 (53.4%)245 (53.4%)245 (53.4%)247 (53.8%)247 (53.8%)247 (53.8%)165 (35.9%)165 (35.9%)165 (35.9%)30 (6.5%)30 (6.5%)30 (6.5%) Copy
0 100200300400
Water/sewage improvem…
Street/Road improvements
Street lighting
Sidewalk improvements
Tree planting and urban…
Accessibility improvemen…
Broadband internet access
Electric vehicle charging…
169 (37.1%)169 (37.1%)169 (37.1%)
314 (68.9%)314 (68.9%)314 (68.9%)
241 (52.9%)241 (52.9%)241 (52.9%)
190 (41.7%)190 (41.7%)190 (41.7%)
188 (41.2%)188 (41.2%)188 (41.2%)
66 (14.5%)66 (14.5%)66 (14.5%)
105 (23%)105 (23%)105 (23%)
54 (11.8%)54 (11.8%)54 (11.8%)
Choose three (3) of the most critical Social and Public Services needs in your community.
469 responses
Choose two (2) of the most critical Economic Development needs in your community.
461 responses
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0 100 200 300
Senior activitiesYouth activitiesChildcare servicesPublic transit and transpo…Health servicesMental Health ServicesLegal servicesCenters/services for pers…Domestic violence servicesHIV/AIDS servicesFair HousingFood BanksSubstance Use Services 98 (20.9%)98 (20.9%)98 (20.9%)181 (38.6%)181 (38.6%)181 (38.6%)120 (25.6%)120 (25.6%)120 (25.6%)118 (25.2%)118 (25.2%)118 (25.2%)113 (24.1%)113 (24.1%)113 (24.1%)222 (47.3%)222 (47.3%)222 (47.3%)54 (11.5%)54 (11.5%)54 (11.5%)37 (7.9%)37 (7.9%)37 (7.9%)55 (11.7%)55 (11.7%)55 (11.7%)8 (1.7%)8 (1.7%)8 (1.7%) 172 (36.7%)172 (36.7%)172 (36.7%)109 (23.2%)109 (23.2%)109 (23.2%)91 (19.4%)91 (19.4%)91 (19.4%) Copy
0 100200300400
Job creation/retention
Job readiness programs
Commercial and industrialrehabilitationGrants/loans to smallbusinessesCounseling/training forsmall businessesStorefront/facadeimprovement 328 (71.1%)328 (71.1%)328 (71.1%)
223 (48.4%)223 (48.4%)223 (48.4%)
76 (16.5%)76 (16.5%)76 (16.5%)
118 (25.6%)118 (25.6%)118 (25.6%)
78 (16.9%)78 (16.9%)78 (16.9%)
81 (17.6%)81 (17.6%)81 (17.6%)
Choose two (2) of the most critical Community Facilities needs in your c ommunity.
456 responses
Do you have any challenges to internet access?
458 responses
Fair Housing Choice
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0 100 200 300
Community centersChildcare centersPark and recreational fac…Food BanksHomeless SheltersMedical FacilitiesFire stations and Equipm…Healthcare FacilitiesLibraries 145 (31.8%)145 (31.8%)145 (31.8%)112 (24.6%)112 (24.6%)112 (24.6%)110 (24.1%)110 (24.1%)110 (24.1%)125 (27.4%)125 (27.4%)125 (27.4%)210 (46.1%)210 (46.1%)210 (46.1%)45 (9.9%)45 (9.9%)45 (9.9%)31 (6.8%)31 (6.8%)31 (6.8%)45 (9.9%)45 (9.9%)45 (9.9%)69 (15.1%)69 (15.1%)69 (15.1%) Copy
Yes, I don't have internet acc…Yes, I have internet access at…Yes, I can only access the int…No, I can access the internet…High costInternet affordability Don't have a computer
1/3
13.3%
55%
20.1%
Have you ever encountered any form of housing discrimination or know s omeone who has?
464 responses
Housing Discriminiation
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YesNoNot sure12.9%47.4%
39.7%
15. If yes, in what way did you or someone you know face discrimination ?
179 responses
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0 25 50 75 100
Refusing to rent or sell…Discouraging the rental…Steering potential tena…Facing unfavorable ter…Refusing, discouraging…Unfair, misleading, and…Not Applicable Owner being very disre…Section 8 housing is ra…They wouldn’t rent a h…Discriminate because t…Failing to do repair to t…discriminate for family…Homeless shelters kick…How many people in th…In danger on the street…Not against me but the…Unfit for human accupa…Being harassed by the…55+ community manag…Refusing to rent to me…Past Criminal Backgro…refusal to rent based o…Stopping maintenance… 95 (53.1%)95 (53.1%)95 (53.1%)49 (27.4%)49 (27.4%)49 (27.4%)50 (27.9%)50 (27.9%)50 (27.9%)43 (24%)43 (24%)43 (24%)50 (27.9%)50 (27.9%)50 (27.9%)54 (30.2%)54 (30.2%)54 (30.2%)9 (5%)9 (5%)9 (5%)4 (2.2%)4 (2.2%)4 (2.2%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%)1 (0.6%) If yes, what do you believe was the basis for the discrimination faced by you or someone you know?
180 responses
Bakersfield Housing Trends
What is your housing status currently? (Where you live) 456 responses
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0 50 100 150
Race/Color/EthnicityNational originGender IdentitySexAgeReligionFamily status (e.g. single…DisabilitySource of IncomeSexual OrientationMarital StatusOther 109 (60.6%)109 (60.6%)109 (60.6%)17 (9.4%)17 (9.4%)17 (9.4%)18 (10%)18 (10%)18 (10%)16 (8.9%)16 (8.9%)16 (8.9%)42 (23.3%)42 (23.3%)42 (23.3%)5 (2.8%)5 (2.8%)5 (2.8%)46 (25.6%)46 (25.6%)46 (25.6%)27 (15%)27 (15%)27 (15%) 93 (51.7%)93 (51.7%)93 (51.7%)14 (7.8%)14 (7.8%)14 (7.8%)12 (6.7%)12 (6.7%)12 (6.7%)28 (15.6%)28 (15.6%)28 (15.6%) Copy
Own homeRental unitWith family and/or friendsUnhousedCongregate Housing Setting (College Dorm, Nursing Home,Shelter or Group Home)
10.1%
14.7%14.3%
24.1%
36.8%
Which of the following do you consider to be the biggest challenge to achieving equitable housing? Select one.
456 responses
Have you personally experienced/seen any of the below housing trends in your community? (Select all that apply.)
446 responses
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Lack of affordable housing st…Inadequate funding for low-in…Discriminatory lending and ho…Zoning and land-use regulatio…Insufficient support for the ho…Other income does not match the pr…
1/4
13.6%16.7%
51.8%
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0 100200300400
Increase in absentee lan…
Increased monthly rent
Increase in security depo…
Increase in evictions
Decreasing home values
Increasing housing prices
Increased mortgage fore…
Increase in property taxes
137 (30.7%)137 (30.7%)137 (30.7%)
347 (77.8%)347 (77.8%)347 (77.8%)
189 (42.4%)189 (42.4%)189 (42.4%)
126 (28.3%)126 (28.3%)126 (28.3%)
57 (12.8%)57 (12.8%)57 (12.8%)
307 (68.8%)307 (68.8%)307 (68.8%)
74 (16.6%)74 (16.6%)74 (16.6%)
181 (40.6%)181 (40.6%)181 (40.6%)
Has an individual/entity/organization denied you housing or treated you differently related to housing? (Choose all that apply) 272 responses
Thank You
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0 25 50 75 100
Homeowner's Association
Housing advertisement/fl…
Insurance Agent/Carrier
Landlord
Mortgage Lender/Bank
Property Manager
Real Estate Agent
Other
29 (10.7%)29 (10.7%)29 (10.7%)
13 (4.8%)13 (4.8%)13 (4.8%)
19 (7%)19 (7%)19 (7%)
89 (32.7%)89 (32.7%)89 (32.7%)
29 (10.7%)29 (10.7%)29 (10.7%)
84 (30.9%)84 (30.9%)84 (30.9%)
27 (9.9%)27 (9.9%)27 (9.9%)
80 (29.4%)80 (29.4%)80 (29.4%)
Forms
Fondo
¿En qué código postal resides?
25 responses
¿En qué grupo de edad te encuentras?
25 responses
Encuesta de Necesidades de la Comunidad
de la Ciudad de Bakers eld
25 responses
Publish analytics
Copy
9330 93304 93307 93308
0 5
10 15
20 1 (4%)1 (4%)1 (4%) 4 (16%)
19 (76%)
1 (4%)1 (4%)1 (4%)
Copy
Menores de 18 años
18-34
35-44
45-64
65+
16%
12%
48%
24%
11/15/24, 11:04 AM Encuesta de Necesidades de la Comunidad de la Ciudad de Bakersfield https://docs.google.com/forms/d/14jNfZGPm1aHaruppUQpCcS7S26oSKxB-b8H1fvvgro8/viewanalytics 1/11 ¿Cuál es tu raza?
25 responses
¿Cuál es tu origen étnico?
24 responses
¿Cuál es tu género?
25 responses
2020-2025Plan Consolidado
Copy
Indio Americano/Nativo de Al…
Negro/Afromamericano
Asiático
Nativo de Hawái/Otros isleño…
Blanco/Caucásico
Multirracial
Prefiero no contester
1/2
8%
20%
60%
Copy
Hispano o Latino
No Hispano o Latino
100%
Copy
Hembra
Masculino
No binario
Transgénero
Prefiero no contestar
40%
56%
11/15/24, 11:04 AM Encuesta de Necesidades de la Comunidad de la Ciudad de Bakersfield https://docs.google.com/forms/d/14jNfZGPm1aHaruppUQpCcS7S26oSKxB-b8H1fvvgro8/viewanalytics 2/11 ¿Qué áreas de necesidad son de mayor interés para usted? 25 responses
Elija cinco (5) de las necesidades de vivienda más críticas en su comunidad.
25 responses
Copy
0 10 20 30
Vivienda asequible
Vivienda y servicios para…
Instalaciones comunitaria…
Servicios Sociales y Públ…
Infraestructura
Alojamiento para person…
Desarrollo económico (e…
17 (68%)17 (68%)17 (68%)
21 (84%)21 (84%)21 (84%)
10 (40%)10 (40%)10 (40%)
18 (72%)18 (72%)18 (72%)
13 (52%)13 (52%)13 (52%)
13 (52%)13 (52%)13 (52%)
19 (76%)19 (76%)19 (76%)
Copy
0 5 10 15
Mejoras de accesibilidad…
Rehabilitación de viviend…
Construcción de vivienda…
Asistencia para comprad…
Construcción de nuevas…
Vivienda para personas…
Vivienda para personas c…
Vivienda para familias nu…
Servicios de Vivienda Justa
Problemas de pintura a b…
Calefacción/Aire acondici…
5 (20%)5 (20%)5 (20%)
12 (48%)12 (48%)12 (48%)
14 (56%)14 (56%)14 (56%)
13 (52%)13 (52%)13 (52%)
12 (48%)12 (48%)12 (48%)
15 (60%)15 (60%)15 (60%)
7 (28%)7 (28%)7 (28%)
11 (44%)11 (44%)11 (44%)
15 (60%)15 (60%)15 (60%)
4 (16%)4 (16%)4 (16%)
7 (28%)7 (28%)7 (28%)
11/15/24, 11:04 AM Encuesta de Necesidades de la Comunidad de la Ciudad de Bakersfield https://docs.google.com/forms/d/14jNfZGPm1aHaruppUQpCcS7S26oSKxB-b8H1fvvgro8/viewanalytics 3/11 Elija tres (3) de las necesidades más críticas de las personas sin hogar en su comunidad.
24 responses
Elija tres (3) de las necesidades de infraestructura más críticas de su comunidad.
24 responses
Copy
0 5 10 15 20
Vivienda de apoyo perm…
Refugios de emergencia/…
Programas de participaci…
Difusión
Centros de navegación/s…
Servicios de prevención…
Servicios de salud menta…
Programas de consumo…
Instalaciones de almacen…
13 (54.2%)13 (54.2%)13 (54.2%)
9 (37.5%)9 (37.5%)9 (37.5%)
3 (12.5%)3 (12.5%)3 (12.5%)
1 (4.2%)1 (4.2%)1 (4.2%)
9 (37.5%)9 (37.5%)9 (37.5%)
7 (29.2%)7 (29.2%)7 (29.2%)
17 (70.8%)17 (70.8%)17 (70.8%)
12 (50%)12 (50%)12 (50%)
0 (0%)0 (0%)0 (0%)
Copy
0 5 10 15 20
Agua/Mejoras en el alcan…
Calle/Mejoras viales
Alumbrado publico
Mejoras en las aceras
Plantación de árboles y v…
Mejoras de accesibilidad…
Acceso a Internet
Estaciones de carga de v…
10 (41.7%)10 (41.7%)10 (41.7%)
15 (62.5%)15 (62.5%)15 (62.5%)
18 (75%)18 (75%)18 (75%)
6 (25%)6 (25%)6 (25%)
6 (25%)6 (25%)6 (25%)
5 (20.8%)5 (20.8%)5 (20.8%)
7 (29.2%)7 (29.2%)7 (29.2%)
4 (16.7%)4 (16.7%)4 (16.7%)
11/15/24, 11:04 AM Encuesta de Necesidades de la Comunidad de la Ciudad de Bakersfield https://docs.google.com/forms/d/14jNfZGPm1aHaruppUQpCcS7S26oSKxB-b8H1fvvgro8/viewanalytics 4/11 Elija tres (3) de las necesidades más críticas de Servicios Sociales y Públicos en su comunidad.
25 responses
Elija dos (2) de las necesidades de Desarrollo Económico más críticas en su comunidad.
25 responses
Copy
0 5 10 15
Actividades para persona…
Actividades juveniles
Servicios de cuidado de…
Transporte público y serv…
Servicios de salud
Servicios de Salud Mental
Servicios Legales
Centros/servicios para p…
Servicios de violencia do…
Servicios de VIH/SIDA
Vivienda Justa
Bancos de Alimentos
Servicios para el Abuso d…
7 (28%)7 (28%)7 (28%)
6 (24%)6 (24%)6 (24%)
7 (28%)7 (28%)7 (28%)
4 (16%)4 (16%)4 (16%)
10 (40%)10 (40%)10 (40%)
4 (16%)4 (16%)4 (16%)
8 (32%)8 (32%)8 (32%)
2 (8%)2 (8%)2 (8%)
3 (12%)3 (12%)3 (12%)
0 (0%)0 (0%)0 (0%)
13 (52%)13 (52%)13 (52%)
5 (20%)5 (20%)5 (20%)
6 (24%)6 (24%)6 (24%)
Copy
0 5 10 15 20
Creación/retención de
empleo
Programas de preparación
para el trabajo
Rehabilitación comercial e
industrial
Subvenciones/préstamos a
pequeñas empresas
Asesoramiento/
capacitación para peque…
Mejora de escaparates/
fachadas
18 (72%)18 (72%)18 (72%)
15 (60%)15 (60%)15 (60%)
1 (4%)1 (4%)1 (4%)
3 (12%)3 (12%)3 (12%)
11 (44%)11 (44%)11 (44%)
2 (8%)2 (8%)2 (8%)
11/15/24, 11:04 AM Encuesta de Necesidades de la Comunidad de la Ciudad de Bakersfield https://docs.google.com/forms/d/14jNfZGPm1aHaruppUQpCcS7S26oSKxB-b8H1fvvgro8/viewanalytics 5/11 Elija dos (2) de las necesidades más críticas de las instalaciones comunitarias en su comunidad.
25 responses
¿Tiene algún problema para acceder a Internet?
25 responses
Elección de Vivienda Justa
Copy
0 5 10 15
Centros comunitarios
Guarderías
Parque e instalaciones re…
Bancos de Alimentos
Refugios para personas…
Facilidades médicas
Estaciones y equipos de…
Centros sanitarios
Bibliotecas
8 (32%)8 (32%)8 (32%)
5 (20%)5 (20%)5 (20%)
4 (16%)4 (16%)4 (16%)
4 (16%)4 (16%)4 (16%)
11 (44%)11 (44%)11 (44%)
8 (32%)8 (32%)8 (32%)
2 (8%)2 (8%)2 (8%)
5 (20%)5 (20%)5 (20%)
3 (12%)3 (12%)3 (12%)
Copy
Si, No tengo acceso a Interne…
Si, Tengo acceso a Internet e…
Si, Solo puedo acceder a Inte…
No, Puedo acceder a Internet…
ALTO COSTO
si pero es alto costo
No tengo con que usar el inte…
no telefono
1/2
20%
24%
8%
24%
11/15/24, 11:04 AM Encuesta de Necesidades de la Comunidad de la Ciudad de Bakersfield https://docs.google.com/forms/d/14jNfZGPm1aHaruppUQpCcS7S26oSKxB-b8H1fvvgro8/viewanalytics 6/11 ¿Alguna vez se ha encontrado con alguna forma de discriminación en la vivienda o conoce a alguien que lo haya hecho?
25 responses
Elección de Vivienda Justa
En caso afirmativo
En caso afirmativo, ¿de qué manera usted o alguien que conoce enfrentó discriminación?
13 responses
Copy
Si
No
No estoy seguro
8%
44%
48%
Copy
Negarse a alquilar o vender una
casa
Desalentar el alquiler o la venta
de una vivienda
Dirigir al posible inquilino/
propietario a una casa o veci…
Enfrentar términos
desfavorables en un préstam…
Negar, desalentar o cobrar m…
Prácticas de préstamo injusta…
7.7%
38.5%
7.7%
38.5%
11/15/24, 11:04 AM Encuesta de Necesidades de la Comunidad de la Ciudad de Bakersfield https://docs.google.com/forms/d/14jNfZGPm1aHaruppUQpCcS7S26oSKxB-b8H1fvvgro8/viewanalytics 7/11 En caso afirmativo, ¿Cuál crees que fue la base de la discriminación que enfrentaste tú o alguien que conoces?
16 responses
Elección de Vivienda Justa cont.
¿Siente que está bien informado sobre la discriminación en la vivienda? 24 responses
Cuál es el estado de su Vivienda actualmente? (Dónde vives) 25 responses
Copy
Race/Color/Ethnicity
National origin
Gender Identity
Sexo
Edad
Estado civil
Religión
Estado civil (por ejemplo, pad…
1/2
18.8%
25%
25%
Copy
Sí
No
Tal vez
20.8%
29.2%
50%
Copy
Casa propia
Unidad de alquiler
En familia y/o con amigos
Sinhogar
Entorno de vivienda colectiva
(dormitorio universitario, hogar
de ancianos, refugio o grupo)
32%
20%
44%
11/15/24, 11:04 AM Encuesta de Necesidades de la Comunidad de la Ciudad de Bakersfield https://docs.google.com/forms/d/14jNfZGPm1aHaruppUQpCcS7S26oSKxB-b8H1fvvgro8/viewanalytics 8/11 ¿Cuál de los siguientes considera que es el mayor desafío para lograr una vivienda equitativa? Seleccione uno.
25 responses
¿Ha experimentado o visto personalmente alguna de las siguientes tendencias de vivienda en su comunidad? (Seleccione todas las que correspondan).
23 responses
Copy
Falta de viviendas asequibles
Financiamiento inadecuado
para programas de vivienda
para personas de bajos ingre…
Políticas discriminatorias en
materia de préstamos y vivien…
Regulaciones de zonificación y
uso de la tierra que limitan la…
Apoyo insuficiente a los
programas de prevención del…
8%
52%
36%
Copy
0 5 10 15 20
Aumento de propietarios…
Aumento del alquiler me…
Aumento en el monto del…
Aumento de los desahucios
Disminución del valor de…
Aumento de los precios d…
Aumento de las ejecucio…
Aumento de los impuesto…
Renta muy alta
10 (43.5%)10 (43.5%)10 (43.5%)
14 (60.9%)14 (60.9%)14 (60.9%)
14 (60.9%)14 (60.9%)14 (60.9%)
3 (13%)3 (13%)3 (13%)
2 (8.7%)2 (8.7%)2 (8.7%)
16 (69.6%)16 (69.6%)16 (69.6%)
7 (30.4%)7 (30.4%)7 (30.4%)
9 (39.1%)9 (39.1%)9 (39.1%)
1 (4.3%)1 (4.3%)1 (4.3%)
11/15/24, 11:04 AM Encuesta de Necesidades de la Comunidad de la Ciudad de Bakersfield https://docs.google.com/forms/d/14jNfZGPm1aHaruppUQpCcS7S26oSKxB-b8H1fvvgro8/viewanalytics 9/11 ¿Una persona/entidad/organización le ha negado la vivienda o le ha tratado de manera diferente en relación con la vivienda? (Elija todas las que correspondan)
16 responses
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0 1 2 3 4 5 6
Asociación de Propietarios
Anuncio de vivienda/vola…
Agente/Transportista de…
Propietario
Prestamista/Banco Hipot…
Administrador de Propied…
Agente Inmobiliario
Duenos cobran mucho p…
4 (25%)4 (25%)4 (25%)
1 (6.3%)1 (6.3%)1 (6.3%)
3 (18.8%)3 (18.8%)3 (18.8%)
6 (37.5%)6 (37.5%)6 (37.5%)
5 (31.3%)5 (31.3%)5 (31.3%)
1 (6.3%)1 (6.3%)1 (6.3%)
4 (25%)4 (25%)4 (25%)
1 (6.3%)1 (6.3%)1 (6.3%)
F o r m s
11/15/24, 11:04 AM Encuesta de Necesidades de la Comunidad de la Ciudad de Bakersfield https://docs.google.com/forms/d/14jNfZGPm1aHaruppUQpCcS7S26oSKxB-b8H1fvvgro8/viewanalytics 10/11 ConPlan 25-30 Outreach by City of Bakersfield Staff:
Provided an overview of the survey, and left copies for them to take:
• MLK Community Initiative Meeting Date: Same as ConPlan (about 40 participants) - October 22
• Bakersfield High School Latino Parents Group (Spanish) (About 10 participants) – October 23
• Cal State Bakersfield Master of Public Administration Class: (about 30 participants) – October 21
Sent to Their Listserv or Contacts:
• Bakersfield Kern Regional Homeless Collaborative
• Kern County Behavioral Health and Recovery Services
• Greenfield Walking Group (Spanish)
• Leadership Counsel (English and Spanish)
Posted on Social Media for us:
• Kern Family Health Care
Tabled at a large Community Fair and passed out surveys:
• Downtown Bakersfield Association - Party in the Park @ Mill Creek Park – October 17th
City of Bakersfield Media:
• Press Release
• Interview for Radio: KUZZ – October 21
• Interviews for TV News: Channel 58, Channel 23
• Interview for TV News: Channel 58, Channel 23
• Social Media Push on Facebook, Twitter, Linked in (All Spanish and English) o Additional push October 21st on Facebook, Twitter, Linked in (All Spanish and English)
Focused email and paper survey drop off:
• Kern Alliance for Non-Profits and Children First email and paper survey drop off • Williams Elementary – email only
• AppleCore Project - email only
• Stay Focused Ministries - email and paper survey drop off • Housing Authority - email and paper survey drop off
• Jakara Movement - email and paper survey drop off
• Family Resource Center - email only
• Children First - email only
• Community Interventions - email and paper survey drop off • Boys and Girls Club - email and paper survey drop off • CAPK (1300 18th Street) - email and paper survey drop off • Network for Children - email and paper survey drop off • GBLA - email and paper survey drop off
• Kern Art Council - email and paper survey drop off
• Open Door Network - email and paper survey drop off
• Mission at Kern - email and paper survey drop off
• Brundage Lane Navigation Center - email and paper survey drop off • CAPK (1631 30th Street) - email and paper survey drop off • Greenfield Walking Group- email and paper survey drop off • Shepower Leadership Academy- email and paper survey drop off • CAL State Bakersfield - email and paper survey drop off • Dolores Huerta Foundation – email only
1. 2.
Mark only one oval.
Under 18
18-34
35-44
44-64
65+
City of Bakersfield Community Needs Survey
The City of Bakersfield needs your input!
The City of Bakersfield is in the process of preparing the City’s Consolidated Plan for Housing and Community Development for the upcoming 5 years, 2025-2030. Over the next five years, the City will be investing millions of dollars in affordable housing, homelessness prevention and services, and community services and amenities. The City will also continue its efforts to identify and overcome barriers to affordable and accessible housing.
The Consolidated Plan affects many communities and organizations across the county, and input from the county's stakeholders and residents are essential to identifying needs and allocating resources.
Your voice will guide these decisions and help create healthy, safe, and thriving communities in Bakersfield!
*All survey responses are anonymous and no effort will be made to identify respondents.*
In what zip code do you reside?
In which age bracket are you?
10/9/24, 3:19 PM City of Bakersfield Community Needs Survey https://docs.google.com/forms/d/1cbwpuirJRiC3A343cGgFVQn9-elKgxnU3PumZJEjLjQ/edit 1/10
3. Mark only one oval.
Other:
American Indian/Alaska Native/Native American
Black/African American
Asian
Native Hawaiian/Other Pacific Islander
White/Caucasian
Multi-racial
Prefer Not to Answer
4. Mark only one oval.
Hispanic or Latino
Not Hispanic or Latino
Prefer Not to Answer
5. Mark only one oval.
Other:
Female
Male
Non-Binary
Transgender
Prefer not to answer
What is your race?
What is your ethnicity?
What is your gender?
10/9/24, 3:19 PM City of Bakersfield Community Needs Survey https://docs.google.com/forms/d/1cbwpuirJRiC3A343cGgFVQn9-elKgxnU3PumZJEjLjQ/edit 2/10 2025-2030 Consolidated Plan
The City's Consolidated Plan is updated every five years. It provides the federal government with a community profile, documents community needs, and outlines how the City will address those needs with federal funding.
Your responses to the questions below will inform the City's updated Consolidated Plan and help guide community investment for the next five years!
6. Check all that apply.
Affordable Housing
Housing and Services for those experiencing Homelessness Community Facilities (e.g. libraries)
Social and Public Services (e.g. healthcare)
Infrastructure
Accommodations for those with Special Needs
Economic Development (jobs/businesses)
7. Check all that apply.
Accessibility improvements (ADA)
Owner-occupied housing rehabilitation
Construction of Affordable Rental Housing
First-time Downpayment homebuyer assistance
Senior Housing
Housing for those with disabilities
Housing for large families
Fair Housing services
Lead-based paint issues
Heating/Cooling HVAC
Which areas of need are of most interest to you? (Select all that apply) Choose five (5) of the most critical Housing needs in your community. 10/9/24, 3:19 PM City of Bakersfield Community Needs Survey https://docs.google.com/forms/d/1cbwpuirJRiC3A343cGgFVQn9-elKgxnU3PumZJEjLjQ/edit 3/10
8. Check all that apply.
Permanent supportive housing
Emergency/overnight shelters
Landlord engagement programs
Outreach
Navigation centers/centralized services
Homelessness prevention and diversion services
Mental and behavioral health services
Substance use programs
Storage facilities/lockers
9. Check all that apply.
Water/sewage improvements
Street/Road improvements
Street lighting
Sidewalk improvements
Tree planting and urban greenery
Accessibility improvements (ADA)
Broadband internet access
Electric vehicle charging stations
Choose three (3) of the most critical Homelessness needs in your community.
Choose three (3) of the most critical Infrastructure needs in your community. 10/9/24, 3:19 PM City of Bakersfield Community Needs Survey https://docs.google.com/forms/d/1cbwpuirJRiC3A343cGgFVQn9-elKgxnU3PumZJEjLjQ/edit 4/10
10. Check all that apply.
Senior activities
Youth activities
Childcare services
Public transit and transportation services
Health services
Mental Health Services
Legal services
Centers/services for persons with disabilities
Domestic violence services
HIV/AIDS services
Fair Housing
Food Banks
Substance Use Services
11. Check all that apply.
Job creation/retention
Job readiness programs
Commercial and industrial rehabilitation
Grants/loans to small businesses
Counseling/training for small businesses
Storefront/facade improvement
Choose three (3) of the most critical Social and Public Services needs in your community.
Choose two (2) of the most critical Economic Development needs in your community. 10/9/24, 3:19 PM City of Bakersfield Community Needs Survey https://docs.google.com/forms/d/1cbwpuirJRiC3A343cGgFVQn9-elKgxnU3PumZJEjLjQ/edit 5/10
12. Check all that apply.
Community centers
Childcare centers
Park and recreational facilities
Food Banks
Homeless Shelters
Medical Facilities
Fire stations and Equipment
Healthcare Facilities
Libraries
13. Mark only one oval.
Other:
Yes, I don't have internet access at home.
Yes, I have internet access at home, but the quality is unreliable Yes, I can only access the internet at public locations.
No, I can access the internet without issue.
Fair Housing Choice
Every five years, the City conducts an Assessment of Fair Housing. It identifies the discriminatory barriers residents face in accessing the housing of their choice and provides action steps for overcoming those barriers.
Your responses to the questions below will help the City improve housing accessibility and affordability for years to come!
*All survey responses are anonymous and no effort will be made to identify respondents.* To report housing discrimination, contact Greater Bakersfield Legal Assistance.
Choose two (2) of the most critical Community Facilities needs in your community.
Do you have any challenges to internet access?
10/9/24, 3:19 PM City of Bakersfield Community Needs Survey https://docs.google.com/forms/d/1cbwpuirJRiC3A343cGgFVQn9-elKgxnU3PumZJEjLjQ/edit 6/10
14. Mark only one oval.
Yes Skip to question 15
No Skip to question 17
Not sure Skip to question 17
Housing Discriminiation
15. Other:
Check all that apply.
Refusing to rent or sell a home
Discouraging the rental or sale of a home
Steering potential tenant/homeowner to a different home or neighborhood Facing unfavorable terms in a home loan or lease
Refusing, discouraging, or charging more for home or rental insurance Unfair, misleading, and/or deceptive loan practices
Not Applicable
Have you ever encountered any form of housing discrimination or know someone who has?
15. If yes, in what way did you or someone you know face discrimination? 10/9/24, 3:19 PM City of Bakersfield Community Needs Survey https://docs.google.com/forms/d/1cbwpuirJRiC3A343cGgFVQn9-elKgxnU3PumZJEjLjQ/edit 7/10
16. Check all that apply.
Race/Color/Ethnicity
National origin
Gender Identity
Sex
Age
Religion
Family status (e.g. single parent)
Disability
Source of Income
Sexual Orientation
Marital Status
Other
Bakersfield Housing Trends
17. Mark only one oval.
Own home
Rental unit
With family and/or friends
Unhoused
Congregate Housing Setting (College Dorm, Nursing Home, Shelter or Group Home) If yes, what do you believe was the basis for the discrimination faced by you or someone you know?
What is your housing status currently? (Where you live) 10/9/24, 3:19 PM City of Bakersfield Community Needs Survey https://docs.google.com/forms/d/1cbwpuirJRiC3A343cGgFVQn9-elKgxnU3PumZJEjLjQ/edit 8/10
18. Mark only one oval.
Other:
Lack of affordable housing stock
Inadequate funding for low-income housing programs
Discriminatory lending and housing policies
Zoning and land-use regulations that limit housing diversity Insufficient support for the homelessness prevention programs
19. Check all that apply.
Increase in absentee landlords
Increased monthly rent
Increase in security deposit amount
Increase in evictions
Decreasing home values
Increasing housing prices
Increased mortgage foreclosures
Increase in property taxes
Which of the following do you consider to be the biggest challenge to achieving equitable housing? Select one.
Have you personally experienced/seen any of the below housing trends in your community? (Select all that apply.)
10/9/24, 3:19 PM City of Bakersfield Community Needs Survey https://docs.google.com/forms/d/1cbwpuirJRiC3A343cGgFVQn9-elKgxnU3PumZJEjLjQ/edit 9/10
20. Homeowner's Association
Housing advertisement/flyer/informational brochure
Insurance Agent/Carrier
Landlord
Mortgage Lender/Bank
Property Manager
Real Estate Agent
Other
Thank You
Thank you for taking time to complete this form to share the needs in your community.
This content is neither created nor endorsed by Google.
Has an individual/entity/organization denied you housing or treated you differently related to housing? (Choose all that apply)
Forms
10/9/24, 3:19 PM City of Bakersfield Community Needs Survey https://docs.google.com/forms/d/1cbwpuirJRiC3A343cGgFVQn9-elKgxnU3PumZJEjLjQ/edit 10/10 City of Bakersfield
ESG Program Performance Standards
ESG Component Outcome
Street Outreach
• Number of persons placed in shelter,
safe havens or permanent housing
• Number of persons with more non-
cash benefits
• Number of persons participating in
case management or Aftercare
Services
Emergency Shelter
• Number of persons exiting to
temporary or transitional housing
• Number of persons exiting to
permanent housing
• Number of persons participating in
Case Management or Aftercare
Services
Rapid Re-housing
• Number of persons who maintained
their permanent housing for 6 months
or longer
• Number of persons exiting to
permanent housing
• Number of persons with Higher income
at program exit
• Number of persons with more non-
cash benefits
• Number of persons participating in
Case Management or Aftercare
Services
*Subject to changes as necessary to support the collaboration between the Kern County Homeless Collaborative (CoC) and the City of Bakersfield ESG Programs.