BAKERSFIELD CITY COUNCIL
POST-MEETING AGENDA
REGULAR MEETING
April 23, 2025, 3:30 p.m.
Council Chambers, City Hall, 1501 Truxtun Avenue
1. ROLL CALL
2. PUBLIC STATEMENTS
a. Non-Agenda Item Public Statements
b. Agenda Item Public Statements
3. REPORTS
a. General Plan Policy Frameworks
Staff and Rincon Consultants will provide a Report on the General Plan Update Framework and seek input from City Council.
Staff recommends City Council consider the Report from Rincon Consultants as it relates to the General Plan Policy Framework and include them in the Bakersfield 2045 General Plan Update.
*1. PowerPoint presentation
*2. Written material provided by Jessica Janssen
4. CLOSED SESSION
a. Conference with Legal Counsel - Existing Litigation; Closed Session pursuant to Government Code Section 54956.9 (d)(1) for the following two matters:
Blas Parra, et al v. City of Bakersfield, et al Kern County Superior Court Case No. BCV-18-100718, TSC
1. Conference with Labor Negotiator pursuant to Government Code Section 54957.6
2. 5. CLOSED SESSION ACTION
6. ADJOURNMENT
ADMINISTRATIVE REPORT
MEETING DATE: April 23, 2025 AGENDA CATEGORY: Reports TO: Honorable Mayor and City Council
FROM: Phillip Burns, Development Services Director
DATE: April 18, 2025
SUBJECT: General Plan Policy Framework for Bakersfield 2045 General Plan Update.
Staff and Rincon Consultants will provide a Report on the General Plan Update Framework and seek input from City Council.
RECOMMENDATION:
Staff recommends City Council consider the Report from Rincon Consultants as it relates to the General Plan Policy Framework and include them in the Bakersfield 2045 General Plan Update.
BACKGROUND:
In 2021 the City of Bakersfield embarked on a long-range planning effort to comprehensively update the City of Bakersfield’s General Plan. The Bakersfield 2045 RISE General Plan update will provide policy guidance on land use, housing, transportation, infrastructure, community design, conservation, and other development-related topics. State law requires every city and county in California to prepare and maintain a General Plan. On October 4, 2024, City Staff and Rincon Consultants brought to your Council the General Plan Land Use Map (land use alternatives) for evaluation and input to determine if the land uses and development patterns articulated through the Land Use Map best reflect the community’s vision for the future of Bakersfield.
City Staff and Rincon Consultants now wish to bring forth the recommended General Plan Policy Framework for your consideration and input. We seek your Council’s recommendations on whether there are any major gaps in the topics or issues addressed that need to be included in the Administrative Draft General Plan Update. Whether there are any suggestions on how to refine the recommendations to ensure they align with priorities and are implementable.
The frameworks have been developed to reflect specific input received during the community focus group process and over the last few weeks staff has conducted review sessions with individual Councilmembers to obtain their views and perspectives. The frameworks are designed as general strategies to address each identified concern and will be further refined into policies and implementations in the Administrative Draft General Plan Update. These are not currently actual policies and actions.
This effort is intended to build on the information previously collect ed and on issues identified through the previous phases. This includes emerging themes from the community engagement process, the existing conditions report data, and additional plans, programs and resources utilized by the City of Bakersfield. The frameworks present high level strategies for addressing the key topics of concern for the City of Bakersfield. The frameworks have been presented to related committees, interested key community members, and to individual City Council members to confirm direct ions prior to drafting the full elements.
The frameworks are used to guide conversation with the Bakersfield RISE key interested community members, other City departments, Planning Commission, and City Council and gather input on the core
policy strategies, particularly where there may be a need for additional direction or alignment. Additional community engagement may also be conducted to ensure buy -in and to incorporate input on these strategies. Input received on the frameworks will be incorp orated into the Administrative Draft General Plan.
Framework Topics
A summary of topics in each framework is provided below. This is not intended to be the final organization in the General Plan, and part of the framework discussions will include identif ying where the City would like policies related to these topics to be placed in the Administrative Draft General Plan. The framework topics below are: Land Use, Annexation and Infrastructure, Downtown, Quality of Life, Cultural and Natural Resources, Safety, Mobility, and Economic Development.
The City recently completed its Recreation and Parks Master Plan, Kern River Parkway Plan, and Central City & Citywide Tree Plan ; many desired outcomes and strategies included in these plans are not replicated in the frameworks.
Land Use will focus on placemaking strategies, the making of complete neighborhoods, growth strategies, promote desired land use mixes, and land use compatibility standards.
Annexation and Infrastructure will address Sphere of Influence (SOI) expansion and annexation planning, infrastructure for annexation areas, and disadvantaged communities in annexation areas.
Downtown will look at land use and design in the downtown area, discuss historic preservatio n, transit- oriented development, and improving active transportation in downtown.
Quality of Life will address public art and city culture, incorporated disadvantaged community’s needs (all topics), improving park and open space access for disadvantaged c ommunities, water quality in disadvantaged communities, air quality, and healthy food and physical activity.
Cultural and Natural Resources will view topics on open space, climate adaptation, recreation and parks, open space and urban forestry, Kern River management, citywide water quality, and historic resources.
Safety will cover all hazards, climate adaptation, water conservation, specific hazard risk mitigation, and hazardous materials.
Mobility covers public transit, active transportation, mobility technology innovation, and truck routes and shipping.
Economic Development will view promoting desired industries, permitting and application process streamlining, and utility provision for industry attraction.
Impact of Not Receiving Direction on the General Plan Policy Frameworks. Without clear direction from the City Council on the General Plan Policy Framework , the critical General Plan elements —such as Circulation, Parks and Open Space, Environmental Justice, Safety, Noise, and Air Quality —are at ris k of significant delays.
The Importance of Immediate Direction. Providing direction now is essential for keeping the General Plan update on schedule and ensuring that development strategies across the City remain cohesive. This direction will allow staff to transition quickly from the planning phase to execution, avoiding delays that could affect other City initiatives. Acting promptly will also demonstrate the City’s commitment to strategic growth, fostering confidence among residents and stakeholders and garnering wider support for
long-term goals. The General Plan approved in a timely manner will allow development to tier off the environmental documents approved and streamline the pace of development.
FISCAL IMPACT:
There is no fiscal impact to the City General Fund resulting from this General Plan Policy Framework. Any future developments resulting from these General Plan Policy Frameworks will be subject to the appropriate application processing fees , which have been deemed adequate to cover all operational expenses related to processing projects.
COUNCIL GOAL:
Community Character & Quality of Life
Economic Opportunity for All
ATTACHMENTS:
1. BkGPU_Framework LandUse and Design
2. BkGPU_Framework Annexation and Infra
3. BkGPU_Framework Downtown
4. BkGPU_Framework QualityofLife
5. BkGPU_Framework CulturalNaturalResources
6. BkGPU_Framework Safety
7. BkGPU_Framework Mobility
8. BkGPU_Framework EconDev
Citywide Policy Recommendations
Issue Issue Summary Desired Outcome Strategy Recommendations Compact and
Cohesive
Development
Pattern
Bakersfield’s current urban form is
characterized by a predominantly
low-density, automobile-oriented
development pattern. Many
neighborhoods lack a diverse
range of housing types which
restricts opportunities for
different household sizes and
income levels. Close access to
services such as businesses,
restaurants, and public amenities
remains limited, reinforcing
dependence on personal vehicles.
While some pedestrian-friendly
areas exist, they are often
fragmented and do not support a
cohesive, walkable community.
Many neighborhoods have
numerous vacant and
underutilized residential and
commercial parcels further
contributing to a lack of vibrancy
and automobile dependency.
Increased residential
density concentrated
in vibrant mixed-use
centers and
corridors,
comfortably
accessible via public
and active
transportation
providing jobs,
services, and
amenities close to a
variety of housing
types.
1. Complete Neighborhoods:
Bakersfield faces challenges in
providing public services due to
incomplete neighborhoods
characterized by low density,
inequitable access to amenities, and
a lack of community and public
services. Many areas lack the
necessary residential density to
support walkable communities,
resulting in insufficient access to
essential services like grocery stores,
healthcare, and recreational
facilities. This disparity
disproportionately affects lower-
income and minority populations.
The absence of nearby amenities
and public services limits
opportunities for healthy living and
diminishes quality of life.
1.A. Encourage employment opportunities within residentially focused neighborhoods and housing opportunities within commercial districts with the goal of fostering a balanced jobs-to-housing ratio in each of the city’s neighborhoods.
1.B. Encourage the colocation of neighborhood serving commercial uses and residential in a manner that increases residents’ access to essential goods and services without the use of a personal vehicle.
1.C. Develop community benefit standards and incentive structure for new development that require the inclusion of publicly accessible open space based on the type, location, and scale of the project.
1.D. Provide for and encourage the development of a broad range of uses in the commercial areas to provide for the needs of residents within their neighborhoods and reduce the number and length of trips made in personal vehicles.
1.E. When prioritizing capital improvement projects, including parks development, public amenity enhancements, and infrastructure improvements, prioritize currently disinvested areas and disadvantaged neighborhoods.
1.F. Develop a City land banking program to acquire and hold land for the purpose of community- focused development, prioritizing affordable housing development, equity focused community benefit projects, stimulation of economic growth, and targeted investment in revitalization.
1.G. Allow and encourage mixed-use developments along designated commercial corridors and neighborhood cores including:
• Along Chester Avenue and F Street and in the vicinity of the planned California High Speed Rail station in the Downtown Core
• Along Baker, Niles, and Kentucky Street in Old Town Kern • Along the Brundage Lane and Oak Street corridors.
• Surrounding the CSU Bakersfield campus
• Along the MLK Boulevard Corridor
• In the vicinity of the Morning Drive / Highway 178 interchange • In the vicinity of the Kern Canyon Road / Highway 178 intersection See neighborhood specific recommendations below.
1.H. Strengthen partnerships with community and faith-based organizations to develop coordinated efforts for providing shelter, food, outreach, and homeless prevention services.
Land Use
2. High Density Residential and Mixed-
Use Development: Allow and
encourage the development of high-
density residential and transit-
oriented development (TOD) in key
focus areas. Flexible zoning
regulations should allow for the
integration of residential,
commercial, and recreational
spaces, providing convenient access
to amenities such as grocery stores,
entertainment, healthcare facilities,
and public transportation. These
policies can help enable
development of underutilized land
and promote equitable,
multifunctional neighborhoods that
better meet diverse community
needs.
2.A. Encourage high-density residential developments and employee-intensive commercial and industrial uses to locate within walking distance of high-frequency transit stops. Collaborate with GET to provide or increase coordinated services to areas with high concentrations of residents, workers, or visitors.
2.B. Promote the reuse of vacant, underutilized and inefficient commercial uses for economically productive purposes, including higher intensity businesses, housing, and mixed-use development.
2.C. Encourage the consolidation of small parcels, joint public-private partnerships and land clearance and resale, to facilitate revitalization of underused and obsolete commercial properties.
2.D. Provide density bonuses and expedited permitting processes for mixed-use projects that include both residential and commercial components especially when in a vertical mixed-use configuration.
2.E. Conduct a feasibility study to identify key opportunities for infill development and capital improvements to roads throughout the City in order to direct funding to areas where new development and capital improvements could be made in tandem.
2.F. Consider providing financial incentives to attract infill development on vacant and underutilized properties including the following:
• Prioritization of capital investment strategies for infrastructure, services, and amenities to support development
• Financial incentives such as fee reductions, regulatory exemptions, enhanced infrastructure financing districts (EFIDs), opportunity zones and Enterprise Zones. • Ministerial approval of infill housing and mixed-use projects consistent with objective development and design standards
Work with owners of large, vacant properties to proactively seek out development opportunities.
2.G. Utilize a Specific Plan or Area Plan to establish an economic development zone to encourage the development of research, technology, and educational uses in combination with high-density residential surrounding the planned California High-Speed Rail station and the CSU Bakersfield campus.
3. Place Based Strategies and
Revitalization: Create a cohesive
and quality sense of place through
revitalization of underinvested
neighborhoods and quality of life
improvements that promote a sense
of community and belonging.
3.A. Promote revitalization of neighborhoods in need by installing and maintaining public improvements, encouraging infill development compatible with the scale and character of existing development, and supporting public and private efforts to upgrade and maintain neighborhood appearance and the existing housing stock.
3.B. Identify place-based strategies to direct targeted investments and revitalization efforts in urban neighborhoods, focusing on the unique character, needs, and opportunities of each area. Strategically allocate resources to enhance economic vitality, improve infrastructure, and foster community identity. See neighborhood specific recommendations below.
3.C. Promote the maintenance of existing residential units and improvements through code enforcement and the Housing Rehabilitation Program to ensure a quality living environment for residents and consistency with their neighborhood setting.
3.D. Maintain sidewalks, parkways, street trees and landscaping throughout the residential neighborhoods to create a pleasant environment for walking and outdoor activities.
Placemaking
and community
Character
Concerns about public safety and
the deteriorating condition of
storefronts are prevalent
throughout the city, affecting both
the attractiveness of commercial
areas and the ability to draw in
new businesses. Many storefronts
and parcels are in disrepair, and
streets often lack sufficient
lighting, aesthetic features, and
inviting public spaces, creating an
environment that feels less secure
and welcoming. There is strong
interest in attracting a diverse mix
of businesses, especially by
modifying zoning to allow more
commercial uses in areas like Casa
Loma and Dr. Martin Luther King
Junior Boulevard. Improving
transit connections between Old
Town Kern and the Downtown
Core is also seen as essential for
better access and mobility.
Enhancements in lighting,
pedestrian safety, and multi-
modal options are critical to
creating a more accessible and
appealing environment
throughout Bakersfield.
4. Streetscape and Walkability:
Improve the experiences of
pedestrians and cyclists, focusing on
safety, connectivity, and enjoyable
environments.
4.A. Support public and private efforts to reinvest in and renovate existing commercial development to increase economic vitality, improve aesthetic appearance, expand pedestrian orientation and enhance street frontages.
4.B. Implement a Placemaking Grant Program for community-led projects that enhance public spaces and attract businesses.
4.C. Conduct a parking study to identify opportunities to reduce minimum off-street parking requirements for commercial developments.
4.D. Establish a façade improvement grant and loan program to offer grants and low interest loans to small businesses and commercial property owners along corridors in need of investment.
4.E. Pair newly designated mixed-use districts with capital improvements to roads to reduce travel lanes and calm traffic to create a more inviting streetscape.
4.F. Implement development and design standards which require buildings in higher intensity mixed- use and residential districts to address and enhance the streetscape including:
• Require a percentage of building frontage be built to the front property line. • Require developers to provide pedestrian amenities such as benches, waste receptacles, street trees, publicly accessible open spaces
4.G. Revise the zoning code to require neighborhood-scale commercial developments that fit the local context and character. Incorporate design guidelines that promote walkability, mixed-use spaces, and pedestrian-friendly streetscapes.
4.H. Encourage the creation of business improvement districts to pool the resources of the local business community to make targeted improvements to commercial and mixed-use corridors.
4.I. Develop public art initiatives to beautify commercial areas and draw visitors.
4.J. Offer tax credits and grants for the preservation and adaptive reuse of historic buildings within identified historic districts.
4.K. Designate specific areas for entertainment districts and simplify the approval process for businesses in these sectors.
4.L. Develop community gardens, parks, and recreational/cultural areas on vacant lots to improve urban livability and attract further development.
Thriving
Industrial
Centers
Bakersfield faces challenges in
maintaining thriving industrial
employment centers while
addressing the environmental and
community impacts of industrial
activities. Industrial uses are
critical to the local economy,
providing jobs and supporting
economic growth; however, they
can contribute to air and noise
pollution, negatively affecting the
quality of life for nearby residents.
This issue is further complicated
by the need for truck accessible
transportation routes and
infrastructure. There is growing
concern over how to balance the
economic benefits of industrial
growth with the need to protect
public health, preserve
environmental quality, and
maintain livable neighborhoods.
Improved industrial
landscape and job
opportunities for
Bakersfield residents
and improved
compatibility with
surrounding uses
5. Siting of Industrial Uses: Identify
and designate appropriate areas for
industrial land uses that minimize
conflicts with residential and
recreational spaces, while ensuring
accessibility to major transportation
routes. Consider environmental
impacts, noise, and air quality when
siting industrial developments to
protect community health and
maintain quality of life.
5.A. Promote the transition from heavy to light industrial uses in areas surrounded by residential neighborhoods by restricting new heavy industrial uses through updates to the Zoning Code, and ensuring that new light industrial projects proposed near residential areas utilize design features that minimize impacts to the surrounding neighborhoods.
5.B. Transition industrial areas in Downtown to commercial and resident serving uses and mitigate the negative impacts of industrial uses in Old Town Kern, Gosford Southwest, Brundage Land, and the Martin Luther King Jr. Boulevard corridor.
5.C. Prevent land use compatibility conflicts between heavy industrial uses and residential neighborhoods through zoning, project design approvals, and land use decisions.
5.D. Support the continuation and infill development of industrial uses in the Gosford southwest.
5.E. Site warehousing and distribution uses along identified truck routes away from concentrations of residential uses.
6. Industrial Development and
Performance Standards: Implement
development and design standards
for industrial land uses that prioritize
buffering, landscaping, and noise
reduction to minimize their impact
on surrounding areas. Require site
design that addresses environmental
concerns, such as air and water
quality, and promotes sustainable
practices to enhance compatibility
with adjacent land uses.
6.A. Adopt design and development standards for industrial land uses with special consideration given to industrially zoned properties abutting residential uses and other sensitive receptors.
6.B. Offer tax breaks, grants, and low-interest loans to attract new light industrial and manufacturing businesses and support existing ones.
6.C. Upgrade transportation networks, utilities, and communication systems in industrial zones to enhance operational efficiency and attractiveness.
Focus Area Neighborhood Specific Recommendations
Downtown Core
*See Downtown Framework
Old Town Kern Preferred Land Uses Light industrial, Medium and High Density Residential, Neighborhood Mixed Use, Neighborhood Commercial • Encourage the development of neighborhood serving grocery stores, medical facilities, and community spaces to increase access to essential goods and services.
Streets • Identify opportunities to reduce street widths throughout OTK’s residential streets to lower traffic speeds, discourage through traffic, add on street parking, and street trees.
• Pair newly designated mixed-use districts with capital improvements to roads to reduce travel lanes and calm traffic to create a more inviting streetscape.
Building Massing and
Orientation
• Allow and encourage neighborhood-scale 3-4 story residential mixed-use development along Baker Street, Kentucky Street, and Niles Street corridors.
• Maintain the fine grained (small lot) medium density residential character encouraging variety of 1-3 story housing types including single-family houses, duplexes, triplexes, townhomes, and small apartment buildings. • Encourage the development of neighborhood scale retail that activates the streetscape of each mixed-use corridor. • Encourage the vertical mixing of uses with resident serving retail and lifestyle service uses on the ground floor with residences above.
• Introduce form-based development standards to ensure neighborhood scale development and alignment with historic nature. • Facilitate the conversion of aging industrial buildings to flex space including live-work housing, small scale manufacturing and production.
• Facilitate lot consolidation to enable larger scale redevelopment of aging and abandoned industrial and commercial uses.
Open Space Acquire land for the creation of a new community serving park near the Baker Street and Monterey Street intersection and pocket parks throughout Old Town Kern.
Parking and Access Require new development to utilize existing alleyways for parking and loading to maintain on street parking and minimize the number of driveways crossing the pedestrian sidewalk.
Placemaking and
Revitalization
Opportunities
• Implement historic district/cultural district overlay in Old Town Kern to preserve historic character • Develop public art initiatives to beautify commercial and industrial areas and draw visitors. • Prioritize public investment in streetscape improvements, litter and graffiti removal, and façade improvement. • Encourage the creation of business improvement districts to pool the resources of the local business community to make targeted improvements to commercial and mixed-use corridors.
• Require developers to provide pedestrian amenities such as benches, waste receptacles, street trees, and publicly accessible open spaces.
• Mitigate noise and aesthetic impacts of industrial uses on residential with transition zones to lower intensity commercial uses, building design, and landscaping.
• Improve conditions along BNSF railway right-of-way with code enforcement, litter removal, landscaping, soundwalls and dust control measures.
• Improve aesthetic and public health conditions along the East Side Canal between Williams Street and Sacramento Street through code enforcement, litter removal, landscaping, screening, or a structural cap.
City in the Hills Preferred Uses Low-, Medium-, and High Density Residential, City Center Mixed-Use, Regional Commercial, Neighborhood Commercial Mixed-use centers should emphasize the creation of a self-contained urban center with high density residential, vertically mixed-use retail, entertainment, residential, and office space, as well as full-service grocery
Streets Establish transit oriented mixed-use centers in the vicinity of the Morning Drive / Highway 178 interchange and the vicinity of the Kern Canyon Road / Highway 178 intersection.
Building Massing and
Orientation
• Activate Mesa Marin Sports Complex as both a regional and neighborhood park through a combination of high-density mixed-use development adjacent to the park and regional and highway serving restaurants and retail with access from Highway 178.
Open Space • Identify opportunities for preservation of large scale, natural open spaces to improve access to recreation, views of southern Sierra foothills, and California grassland habitat.
• Provide for recreational trails and viewpoints in preserved open spaces.
Connections and
Transitions
• Require that new neighborhood commercial centers maximize pedestrian and bike connections to adjacent residential neighborhoods to reduce car dependency and create recreation opportunities and community gathering spaces.
• Incorporate pedestrian and bike paths throughout large scale subdivisions emphasizing connections to community parks, retail spaces, and employment centers.
Placemaking and
Revitalization
Opportunities
Reinforce City in the Hills as an important gateway to greater Bakersfield with gateway and wayfinding signage.
CSU Bakersfield Preferred Uses • Medium- and High Density Residential, City Center Mixed-Use, Professional Office, Neighborhood Commercial, Public Institution. • Encourage Research, Technology, and education uses surrounding CSUB through the development of a University District Area Plan or overlay that includes specific land use, development, and design standards intended to maximize incubator and innovation industry and attract regional and state business partners. • Encourage the development of high-density residential and vertically mixed-use projects with neighborhood serving retail on vacant land west of the CSUB campus to allow students and employees to live within a high-quality job center. • Allow the transition of large-scale office campuses in this area towards a mixed-use residential and innovation district as market trends shift.
Connections and
Transitions
Proactively plan for pedestrian and bike connectivity, as well as connections to the campus, as large footprint properties develop and redevelop to ensure future subdivisions allow for active transportation between residential and commercial uses.
Enhance streetscapes, active transportation infrastructure, and connectivity along the major transportation corridors near and into CSUB, including Stockdale Highway, Camino Media, Old River Road, Don Hart Drive, and Kroll Way.
Brundage Lane Preferred Uses • Low-, Medium-, and High Density Residential, Neighborhood Mixed-Use, Neighborhood Commercial • Encourage the development of neighborhood serving grocery stores and community spaces to increase access to essential goods and services. • Discourage the development of new drive-through restaurants.
Streets • Reduce travel lanes along Brundage Lane to calm traffic to create a more inviting streetscape. • Install high-visibility crosswalks and HAWK signals where appropriate to increase safety for pedestrians crossing Brundage Lane and Oak Street. Look to reduce linear distance between crosswalks to under 1000 feet. • Identify opportunities to reduce street widths throughout nearby residential streets to lower traffic speeds, discourage through traffic, add on street parking, and street trees.
Building Massing and
Orientation
• Allow and encourage neighborhood-scale 3-4 story residential mixed-use development along both sides of Brundage Lane between Oak Street and Martin Luther King Junior Boulevard and on Oak Street between Brundage Lane and California Avenue. • Encourage the development of neighborhood scale retail that activates the streetscape of each mixed use corridor. • Encourage the vertical mixing of uses with resident serving retail and lifestyle service uses on the ground floor with residences above.
• Introduce form-based development standards to ensure neighborhood scale development. • Facilitate lot consolidation to enable larger scale redevelopment of aging and abandoned industrial and commercial uses.
Open Space Acquire land for the creation of a new community serving parks and pocket parks throughout neighborhoods immediately north of Brundage Lane.
Connections and
Transitions
• Maintain gridded street network to maintain connectivity between Brundage Corridor and surrounding neighborhoods. • Encourage transitional commercial and high density residential north of the Brundage Corridor.
Parking and Access • Require parking areas are located to the rear or side of new buildings to maintain an active streetscape and support the development of a contiguous street wall.
• Require new development along Brundage Lane and Oak Street to utilize existing alleyways and side streets for parking and loading to minimize the number of driveways crossing the pedestrian sidewalk and maintain traffic flow on the primary streets. • Implement a tree-planting program along the Brundage Lane and Oak Street Corridors and surrounding neighborhoods, both within the public right-of-way and in front setbacks in collaboration with property owners.
Placemaking and
Revitalization
Opportunities
• Develop public art initiatives to beautify commercial and industrial areas. • Prioritize public investment in sidewalk repair and litter and graffiti removal. • Encourage the creation of business improvement districts to pool the resources of the local business community to make targeted improvements to commercial and mixed-use corridors.
• Require developers to provide pedestrian amenities such as benches, waste receptacles, street trees, and publicly accessible open spaces.
Gosford Southwest Preferred Uses • Light Industrial, Heavy Industrial, Low- and Medium-Density Residential, City Center Mixed-Use, Regional Commercial, Neighborhood Commercial • Support the continuation and expansion of industrial uses in the Gosford southwest to maintain the area as the industrial heart of Southwest Bakersfield and major employment center.
• Continue to support the concentration of auto-mall uses on the east side of Wible Road. • Offer tax breaks, grants, and low-interest loans to attract new light industrial and manufacturing businesses and support existing ones.
Streets Support the creation of a business improvement and maintenance district for the Gosford Southwest industrial area to ensure adequate funding for increased road maintenance due to trucking and distribution uses.
Building Massing and
Orientation
Continue to require landscaped front setbacks to reduce urban heat and improve aesthetics of industrial park areas.
Open Space • Explore partnerships or the acquisition of land for a community or regional scale park near the intersection of Akers Road and Pacheco Road.
• Require development of newly designated mixed-use land along Akers Road to provide publicly accessible park space.
Connections and
Transitions
• Continue to encourage the buffering of heavier industrial uses from surrounding residential by allowing less impactful commercial and light industrial uses along the South side of White Lane and East side of Gosford Road. • Adopt design and development standards for industrial land uses with special consideration given to industrially zoned properties abutting residential uses and other sensitive receptors. • Promote the transition from heavy to light industrial uses in areas surrounded by residential neighborhoods.
Parking and Access Require new development along White Lane to utilize side streets for vehicular access to minimize the number of driveways onto White Lane to maintain traffic flow.
Placemaking and
Revitalization
Opportunities
Upgrade transportation networks, utilities, and communication systems in industrial zones to enhance operational efficiency and attractiveness.
Rosedale Corridor Preferred Uses City Center Mixed-Use, Regional Commercial, Neighborhood Commercial, Light Industrial, Professional Office Support the development of light-industrial, office, and regional commercial on the east side of Coffee Road between Brimhall Road and Rosedale Highway.
Streets Enhance and maintain parkway environment along Rosedale Highway with wider landscaped setbacks for new development.
Building Massing and
Orientation
Encourage consolidation of smaller commercial parcels for new horizontal mixed-use development with commercial uses fronting Rosedale Highway and medium to high density residential to the rear of the site.
Open Space Utilize utility ROWs adjacent to the Northwest Promenade retail center and between Langley and Brimhall Road as linear parks to add needed park space and buffer regional commercial uses from residential neighborhoods.
Create a new linear park space buffering the PGE substation from residential neighborhoods to the west.
Connections and
Transitions
Buffer regional commercial scale uses from lower density residential neighborhoods with open space or resident commercial uses, while allowing for pedestrian connections between residences and businesses.
Parking and Access Require new development along Rosedale Highway to utilize side streets for vehicular access to minimize the number of driveways onto Rosedale Highway to maintain traffic flow.
MLK Corridor Preferred Uses • Medium-, High-, and Very High-Density Residential, Neighborhood Mixed-Use, Neighborhood Commercial • Develop a Martin Luther King Junior Corridor area or master plan to better guide the redevelopment of the MLK corridor north of Highway 58. o Encourage the development of neighborhood serving commercial uses on the east side of MLK Boulevard at its intersection with Brundage Lane to buffer heavier industrial and warehousing related uses to the east. o Encourage the development of neighborhood serving grocery stores and community spaces to increase access to essential goods and services. o Surrounding this mixed-use center, encourage the development of medium density residential neighborhoods. o Encourage the development of neighborhood scale retail that activates the streetscape of the mixed use corridor. • Establish a transit oriented mixed-use center in the vicinity of the intersection of White Lane and Cottonwood Road. Emphasize the creation of a self-contained urban center with high density residential, vertically mixed-use retail, entertainment, residential, and office space, as well as full-service grocery.
Streets Calm traffic along MLK Boulevard north of 58 to create a more inviting streetscape.
Building Massing and
Orientation
• Allow and encourage neighborhood-scale 2-4 story residential and mixed-use development along both sides of MLK Jr. Boulevard between 10th Street and Highway 58.
• Encourage the vertical mixing of uses with resident serving retail and lifestyle service uses on the ground floor with residences above.
• Introduce form-based development standards to ensure neighborhood scale development. • Facilitate lot consolidation to enable larger scale redevelopment of aging and abandoned commercial properties.
Open Space • Require incorporation of publicly accessible community parks and open spaces for new subdivisions. • Acquire land for the creation of a new community serving park and pocket parks throughout neighborhoods immediately east and west of MLK Boulevard.
Connections and
Transitions
• Buffer new and existing industrial uses through the incorporation of adequate landscape buffers, sound walls, and lower impact commercial uses.
• Proactively plan for pedestrian and bike connectivity as large footprint properties develop and redevelop to ensure future subdivisions allow for active transportation.
• Incorporate pedestrian and bike paths throughout large scale subdivisions emphasizing connections to community parks, retail spaces, and employment centers.
• Require that new neighborhood commercial centers maximize pedestrian and bike connections to adjacent residential neighborhoods to reduce car dependency and create community gathering spaces.
Parking and Access • North of 58, require parking areas to be located to the rear or side of buildings to maintain an active streetscape on MLK Jr.
Boulevard and support the development of a contiguous street wall. • North of 58, require new development along MLK Boulevard to utilize existing alleyways and side streets for parking and loading to minimize the number of driveways crossing the pedestrian sidewalk and maintain traffic flow on the primary streets.
Placemaking and
Revitalization
Opportunities
• Require developers to provide pedestrian amenities such as benches, waste receptacles, street trees, and publicly accessible open spaces.
• Implement a tree-planting and landscaping program along the MLK Corridor and surrounding neighborhoods, both within the public right-of-way and in front setbacks in collaboration with property owners. • North of 58, encourage the creation of business improvement districts to pool the resources of the local business community to make targeted improvements to commercial and mixed-use corridors. • Prioritize public investment in sidewalk repair and litter and graffiti removal.
Issue Issue Summary Desired Outcome Strategy Options Recommendations/Policies SOI Expansion and
Modification Constraints
The City of Bakersfield is contending with
several boundary and service provision
issues. There are boundary restrictions to
the North due to the City of Shafter limits,
and Kern County has adopted the Oildale
Community Vision Report for the
North/Central SOI area and the East
Bakersfield Community Vision Plan for the
East SOI area. The City’s 2023 Municipal
Service Review (MSR) identified over 40
County Service Areas (CSAs) and Special
Districts that provide public services in
unincorporated areas within the SOI.
Bakersfield’s continued growth is
constrained by the current SOI, and
efforts to expand or modify it face
regulatory and coordination challenges
with neighboring jurisdictions. These
constraints limit the City’s capacity to
manage land use, infrastructure, and
public services within the SOI, creating
obstacles for strategic growth and
development planning.
Successfully expand the SOI to include
strategic areas for incorporation, ensuring
equitable access to services and infrastructure
within these boundaries. This expansion will
support coordinated and sustainable urban
development, aligning with consistent
standards across the region.
1. Expand the City’s SOI to Enhance Service
Provisions: Identify key areas for SOI
expansion, focusing on where the City
can extend utilities to improve service
delivery (e.g. trash/recycling,
curb/gutter/sidewalk). Conduct a
thorough analysis to pinpoint zones for
effective utility expansion, supporting
overall service enhancement.
1.A Identify priority areas for SOI expansion where the City can extend essential services like trash/recycling, sidewalks, and stormwater infrastructure. Use GIS
mapping to pinpoint zones with high service needs and
economic growth potential.
1.B Partner with utility and service providers to
coordinate phased service extensions to newly
annexed areas, with a focus on prioritizing services
that demonstrate significant community benefit.
1.C Implement infrastructure improvements in newly
annexed areas to meet City standards for services such
as sidewalks, stormwater management, and waste
collection. Prioritize these improvements through a
phased approach funded by a mix of state and federal
grants, impact fees, and public-private partnerships.
Establish special assessment districts or bonds as
needed to distribute costs broadly, ensuring that
individual property owners are not financially
burdened by these necessary upgrades.
2. Develop Incentives to Facilitate SOI
Expansion Negotiations with Kern
County: Create an incentives package to
strengthen the City’s negotiating position
with Kern County on SOI expansion,
establishing clear benefits before formal
discussions begin.
2.A Develop a comprehensive incentive package to
facilitate SOI expansion, including infrastructure
investment credits, shared revenue agreements, and
tax incentives. Use these incentives to reduce financial barriers and encourage voluntary annexation in
targeted areas, creating mutually beneficial
arrangements with Kern County and supporting
efficient service expansion.
2.B Seek grants to support infrastructure
improvements in new annexation areas, increasing
appeal for County support and financial stability.
Annexation and Sphere of Influence
Issue Issue Summary Desired Outcome Strategy Options Recommendations/Policies
3. Engage with Kern LAFCo to Address SOI
Constraints and Policy Alignment:
Collaborate proactively with Kern LAFCO
to navigate existing SOI limitations and
align City policies with the objectives of
the next MSR/SOI cycle.
3.A Proactively collaborate with Kern LAFCo to address
regulatory constraints impacting SOI expansion. Work
jointly to align City policies with the upcoming
MSR/SOI update, streamline annexation processes,
and establish efficient, consistent standards for SOI
modifications that support the City’s growth and
service objectives. Regularly review and adapt policies to address emerging issues and ensure alignment with
state and regional goals.
4. Pursue SOI Expansion in Strategic Areas
of the Northeast and South: Work with
Kern County and Kern LAFCO to support
SOI boundary expansion in targeted
Northeast and South areas, ensuring
these regions benefit from improved City
control and service provision.
4.A Conduct feasibility assessments in the Northeast
and South SOI areas to identify infrastructure needs,
community impacts, and financial viability.
4.B Partner with Kern County to create service
agreements and infrastructure plans for phased
annexation in these priority areas.
4.C Engage with local interested parties to build
community support for annexation and address
specific service improvement needs in expansion areas.
County Island Annexation
Constraints
Several County Islands within Bakersfield
city limits resist annexation due to
concerns over loss of autonomy and
potential increases in taxes and other
costs, creating challenges for cohesive
urban management and consistent service
delivery. Kern LAFCo strongly supports the
annexation of these County Islands and
advocates for compliance with the
Cortese-Knox-Hertzberg Act (CKHA).
Engaging with LAFCo early in the process
can help align annexation strategies and
Annex all County Islands within the city limits
to reduce inefficiencies and provide public
services
5. Prioritize County Island Annexations:
Identify high-priority County Islands for
annexation, starting with those eligible
for protest waiver proceedings to
expedite the process. Research recent
annexation examples in other regions to
learn best practices for handling local
opposition and political challenges.
5.A Prioritize the annexation of County Islands within
City limits, focusing on those eligible for protest
waivers to streamline and expedite the annexation
process.
5.B Establish a criteria-based ranking system to
objectively assess and prioritize County islands for
annexation based on factors such as service gaps,
infrastructure needs, and population density.
5.C Develop a timeline for annexing prioritized County
Islands, setting clear benchmarks to track progress and
Issue Issue Summary Desired Outcome Strategy Options Recommendations/Policies support streamlined approvals, as
required by Government Code Sections
56375 and 56375.3, which mandate
LAFCo's annexation approval and allow
for waiver of protest proceedings.
maintain transparency with residents and interested
parties.
5.D Coordinate with City departments to assess
resource needs for each annexation, ensuring that
service expansion aligns with the City’s capacity and
budget.
6. Develop Engagement and Outreach
Campaigns: Implement a comprehensive
outreach strategy to address resident
concerns, correct misconceptions, and
showcase the benefits of annexation.
Through town halls, multimedia
campaigns, and open forums, provide
residents with clear, accessible
information and opportunities to express
their views.
6.A Implement a comprehensive and inclusive
community engagement strategy for County Island
residents that communicates the benefits and impacts
of annexation. Use a range of methods—including
town halls, multimedia outreach, translated materials,
and culturally relevant workshops—to reach a diverse
audience. Ensure all residents have access to clear,
transparent information on financial implications,
service improvements, and City resources, while
providing multiple opportunities for community input
and feedback.
6.B Tailor outreach efforts to the unique demographics
of each County Island, using culturally relevant
messaging and language translation as needed to reach
diverse populations effectively.
6.C Establish a feedback loop with County Island
residents to continuously gather input during the
annexation process, adjusting engagement strategies
based on resident responses and concerns.
6.D Partner with local community organizations,
schools, and businesses to co-host engagement events
and help build trust within the County Islands,
enhancing outreach impact.
Issue Issue Summary Desired Outcome Strategy Options Recommendations/Policies
7. Offer Incentives to Encourage
Annexation: Make annexation more
appealing by offering residents tangible
benefits like improved services, access to
grants and funding, and temporary
waivers on certain fees. These incentives
aim to offset potential concerns and
highlight the advantages of joining the
City.
7.A Enhance the appeal of annexation by offering
incentives, including improved access to City services, support programs, and funding opportunities that
benefit residents and businesses within annexed areas.
7.B Provide temporary fee waivers or other financial
incentives, where feasible, for residents and businesses in County Islands agreeing to annexation, making the
transition more attractive and manageable.
7.C Design a phased benefits program that introduces
service improvements in stages, showcasing the
tangible benefits of annexation as each phase is
completed.
7.D Create a special annexation grant program to help
residents or small businesses offset initial costs
associated with joining the City, further incentivizing annexation.
7.E Offer limited-duration rebates or discounts on
property taxes for newly annexed areas as an incentive
for residents to alleviate financial concerns related to the transition.
8. Collaborate with Kern LAFCo to
Streamline Approval Processes: Work in
partnership with Kern LAFCo to align
annexation efforts with regulatory
requirements, ensuring smooth approval.
Coordinate with LAFCo on a phased
annexation approach to efficiently
address high-priority areas while
8.A Work with Kern LAFCo to obtain preliminary
feedback on annexation proposals for high-priority
County Islands, ensuring they align with LAFCo’s
requirements and address any potential issues early,
streamlining the formal approval process.
8.B Develop a joint annexation task force with Kern
LAFCO to proactively identify and resolve potential
issues before formal annexation proceedings begin.
Issue Issue Summary Desired Outcome Strategy Options Recommendations/Policies managing community and logistical
impacts.
8.C Establish regular check-ins with Kern LAFCo and
Kern County to maintain alignment on annexation
goals, share updates, and refine the annexation
process as needed.
Infrastructure
Development Planning
Strategies
Infrastructure development and
management in newly annexed areas and
within the SOI face funding and
coordination challenges impacting timely
service delivery and integration.
Develop comprehensive infrastructure
systems that effectively consolidate services,
ensuring that annexed areas are seamlessly
integrated into the city’s overall operational
structure. This integration aims to enhance
efficiency and improve service delivery across
the newly incorporated areas.
9. Promote Shared Facilities and Services
for Cost Efficiency: Enhance efficiency
and reduce operational costs by
promoting shared use of facilities and
services between the City and county
islands. Identify existing city and county
facilities that can be consolidated or
shared with newly annexed areas and
develop agreements for sharing critical
services such as emergency services,
water management, and waste disposal
to eliminate redundancies.
9.A Encourage shared facility opportunities to
eliminate unnecessary costs and enhance public
service delivery. Develop a comprehensive plan that
outlines potential shared facilities and services,
with a focus on cost-efficiency and improved service
delivery.
9.B Establish agreements for shared services with
Kern County and relevant special districts to reduce
operational redundancies in areas such as
emergency services, water management, and waste
disposal.
9.C Promote regional collaboration to identify
further opportunities for consolidating services
between the City and County islands, supporting
streamlined service delivery in annexed and SOI
areas.
10. Align Planning Efforts with CSAs and
Special Districts for Cohesive Growth:
Facilitate smoother annexation and
service consolidation by aligning city
planning with CSAs and other special
districts within the SOI by establishing
regular coordination meetings between
CSA/Special district reps to discuss
annexation plans and potential for
service integration and creating joint
10.A Coordinate with CSA and Special District MSR
studies to encourage the potential for annexation and
to facilitate service consolidation, reducing costs and avoiding duplication of services.
10.B Establish regular coordination meetings with CSA
and special district representatives to discuss
annexation plans, service integration, and shared
infrastructure projects.
Issue Issue Summary Desired Outcome Strategy Options Recommendations/Policies planning teams to align the city's long-
term plans with those of nearby CSAs
and special districts ensuring cohesive
growth and resource sharing.
10.C Create joint planning teams to align the City’s long term planning goals with those of nearby CSAs and
special districts, fostering cohesive growth and
efficient resource-sharing.
11. Develop a Capital Improvement Plan
Aligned with Long-Term City Goals:
Update the Capital Improvement Plan
(CIP) to prioritize infrastructure funding
and improvements in annexation-
targeted areas. Incorporate
infrastructure needs into regular CIP
reviews, focusing on projects that
enhance infrastructure quality in both
existing and newly annexed areas.
11.A Continue to update the City’s CIP to ensure
adequate public services and facilities in City limits and SOI areas targeted for annexation.
11.B Incorporate infrastructure needs for annexed
areas into the regular CIP review process, prioritizing projects that improve infrastructure quality in both
new and existing areas.
Equitable Service
Distribution and Access to
Support Annexation
Disadvantaged communities in
unincorporated areas adjacent to the City
often experience limited or interrupted
access to essential services, contributing
to inequities in quality of life. These
service gaps discourage annexation and
complicate the City’s efforts to ensure
equitable development and service
standards across its SOI.
Promote equitable access to City services by
encouraging the annexation of
disadvantaged unincorporated areas.
Improve infrastructure and service delivery in
these areas post-annexation, supporting
consistent service standards across the City.
12. Identify Disadvantaged Areas for
Targeted Annexation Efforts: Use data to
identify unincorporated areas with
significant service gaps and prioritize
these areas for annexation to improve
access to City services and infrastructure.
12.A Develop and maintain an Annexation Priority Map
to guide the City’s annexation efforts, identifying
disadvantaged unincorporated areas adjacent to the
City with significant service gaps. This map will inform future annexation discussions and coordination efforts
with Kern LAFCo and the community.
12.B Conduct annual assessments of disadvantaged
unincorporated areas within the City’s SOI to keep
annexation priorities aligned with current needs, using indicators such as service gaps, infrastructure
condition, and community demographics.
12.C Engage Kern LAFCo early in the planning process
for annexation proposals in prioritized disadvantaged
areas, ensuring aligning with LAFCo’s guidelines and
Issue Issue Summary Desired Outcome Strategy Options Recommendations/Policies leveraging opportunities for streamlined review where
feasible.
13. Develop an annexation Incentive
Program for Disadvantaged Areas:
Provide financial and service-based
incentives to make annexation more
attractive for disadvantaged
communities, such as fee waivers,
improved infrastructure, and access to
City-funded programs.
13.A Establish an Annexation Incentive Program to
offset some of the costs of annexation for
disadvantaged unincorporated communities, providing
options such as reduced fees or temporary service rate
adjustments to make annexation more accessible.
13.B Prioritize initial infrastructure and service
upgrades in newly annexed disadvantaged
unincorporated communities, such as basic road and
utility improvements, to demonstrate immediate
benefits of annexation and foster community trust in
City services.
13.C Expand access to City-funded programs to some
disadvantaged unincorporated community residents,
such as housing assistance or small business support,
to help improve community resilience and encourage
integration into City systems.
14. Align CIP with Equity Goals: Integrate
newly annexed disadvantaged areas into
the City’s CIP to prioritize infrastructure
upgrades and service expansion, ensuring
equitable service distribution.
14.A Develop an Infrastructure Integration Plan
specifically for newly annexed disadvantaged areas,
outlining a phased approach for upgrading
infrastructure to meet City standards. This plan will
identify priority projects, estimated timelines, and
potential funding sources, ensuring these areas receive systematic and timely improvements post-annexation.
14.B Adopt equity-based criteria in CIP prioritization to ensure infrastructure projects in newly annexed
disadvantaged areas are given appropriate attention
and funding, particularly in areas with significant
service gaps.
14.C Establish a Post-Annexation Infrastructure Review
Program to monitor and assess the infrastructure and
service needs of newly annexed areas over a defined
period (e.g., 5 years). Conduct regular assessments and
Issue Issue Summary Desired Outcome Strategy Options Recommendations/Policies community check-ins to identify emerging needs,
adjust priorities, and allocate resources accordingly,
ensuring sustained infrastructure improvements that
align with City standards and community expectations.
Issue Issue Summary Desired Outcome Strategy Options Recommendations/Policies Placemaking and
Downtown Identity
Limited residential development,
vacant and underutilized
properties, and an auto-oriented
built environment combined with
the economic impacts of the
Covid-19 pandemic have
contributed to a downtown
environment which has struggled
to maintain the critical mass of
activity needed to create a strong
sense of place.
Downtown
Bakersfield has a
strong sense of
place, community
identity, and is a
destination for the
region.
1. Downtown Specific Plan: A
downtown-specific plan can
provide a focused framework to
guide development, land use, and
public improvements, ensuring
alignment with community goals
and vision. Such a plan helps
prioritize investments, attract
businesses, and create a vibrant,
cohesive downtown that balances
economic growth, historic
preservation, and public space
activation.
1.A. Prepare a Downtown Specific Plan that
emphasizes cohesive, high-quality, and
pedestrian-oriented development that
enhances the visual appeal of mixed-use
spaces as public and private investment
gradually redevelops a downtown area. The
goals of the plan should include preservation
of historic assets, sustainable development,
and streamlining the approval process to
foster a vibrant, attractive, and functional
urban environment.
1.B. Develop tailored development and
design standards for the Downtown that
provide guidance for the approval of high-
quality development that produces long-term
benefit.
1.C. Use the development of a Downtown
Specific Plan to consolidate
recommendations in existing vision and
guiding documents such as the Downtown
Corridor Enhancement Master Plan, Making
Downtown Bakersfield, and the Downtown
Bakersfield High-Speed Rail Station Area Plan.
1.D. Update the permitting process to
streamline approvals for temporary events in
Downtown Bakersfield to provide more
opportunities for drawing vendors and
residents into the downtown area.
2. Streetscape Improvements:
Streetscape enhancements, such
as buildings fronting sidewalks,
facade improvements, public
lighting, and street trees, create a
more inviting and walkable
environment that attracts visitors
and supports local businesses.
These improvements enhance the
aesthetic appeal and safety of the
area, encourage public activity,
and foster a sense of community
pride, all of which contribute to
2.A. Establish building placement and
frontage standards to shape the public realm
and enhance walkability. Standards could
address pedestrian-oriented entranceways,
building locations, ground-floor activity, and
frontage design to create an engaging
streetscape.
2.B. Revise use regulations to prioritize
pedestrian-friendly activities, such as outdoor
dining and sidewalk seating, to energize the
Downtown area.
2.C. Update parking and loading regulations
to minimize curb cuts and driveway access
Downtown
economic vitality and a vibrant
public realm.
points, ensuring parking and loading areas do
not dominate the streetscape.
2.D. Secure funding for pedestrian-focused
streetscape enhancements, including
outdoor seating, pedestrian-scale lighting,
interactive public art, trash receptacles,
street trees, and shaded areas.
2.E. Seek additional grant opportunities and
design assistance programs to support facade
improvements, signage upgrades, and other
aesthetic enhancements for property and
business owners.
2.F. Leverage local financing tools to fund the
improvement of public spaces and
streetscapes in the downtown core. These
tools can include Enhanced Infrastructure
Financing Districts (EIFD), property-based
business improvement districts (PBID), and
small-scale tax increment financing districts,
and Community Revitalization and
Investment Authorities (CRIAs)
3. Branding, Signage, and
Wayfinding: A cohesive branding,
signage, and wayfinding system
for the downtown area can help
create a distinct identity, improve
navigation, and enhance the
visitor experience. This should
include consistent visual
elements, directional signage, and
informational displays that
highlight key destinations,
promote local businesses, and
foster a sense of place.
3.A. Define Downtown Districts and develop
a wayfinding and signage strategy.
3.B. Work with the Downtown Business
Association to develop a Downtown branding
plan highlighting opportunities and
attractions of Downtown.
3.C. Develop and place gateway signage at
key entrances to downtown and distinct
districts within downtown including the
Chester Avenue corridor and the future High-
Speed Rail Station area.
3.D. Designate an entertainment district that
encourages the growth and concentration of
restaurants, nightlife, and entertainment
uses in Downtown.
4. Historic Preservation and
Adaptive Reuse: Historic
preservation and adaptive reuse
efforts can maintain and enhance
the unique architectural and
cultural heritage of a downtown
4.A. Work with the Historic Preservation
Commission to adopt an Adaptive Reuse or
similar ordinance to encourage the
revitalization and reuse of historic Downtown
structures.
4.B. Encourage Downtown property owners
to seek State and Federal funding sources to
district, providing a tangible
connection to the local history.
These practices can not only
preserve iconic landmarks but
also creatively repurpose them for
modern uses, enhancing the
district's distinct character and
fostering a sense of continuity
and community pride.
preserve and restore historic building
façades.
4.C. Develop an historic neon signage
ordinance that preserves and enhances the
rich history of historic signage in Downtown
Bakersfield and creates a balance between
the needs of businesses, light pollution, and
placemaking.
4.D. Conduct an historical assessment of
Downtown buildings that are eligible for
historical status on the state and/or federal
registry.
4.E. Continue promoting and funding
programs for the rehabilitation of designated
historic properties, leveraging resources like
the Mills Act, federal tax incentives, and
historic easement initiatives in partnership
with preservation organizations.
5. Revitalization: Focus
downtown revitalization efforts
on activating public spaces by
encouraging a mix of uses, events,
and amenities that draw people
and foster vibrant street-level
activity. Strategies should include
hosting community events,
supporting outdoor dining and
retail, incorporating public art,
and enhancing walkability to
create a dynamic environment
that attracts visitors, spurs
development, and drives
economic growth.
5.A. Collaborate with local artists and arts
organizations in support of efforts to
encourage indoor and outdoor art exhibits in
galleries, vacant storefronts, and public
places.
5.B. Facilitate temporary events, such as art
walks and vendor fairs, to attract visitors and
bring vibrancy to the streets of Downtown.
5.C. Support local food access initiatives by
encouraging farmer’s markets and periodic
food truck events in key areas.
5.D. Support the growth of small businesses
through incentives such as reduced fees,
small business loans, and streamlined
permitting processes.
5.E. Adopt Crime Prevention through
Environmental Design (CPTED) principles to
enhance safety by requiring designs that
encourage “eyes on the street”, updating
standards, and ensuring adherence to City
CPTED policies.
6. Public Plazas, Parks, and Urban
Greening: Investing in public
6.A. Expand and formalize parklets as an
allowed and accepted form of providing
urban greening.
plazas, parks, and urban greening
in the downtown area is essential
to support the anticipated
residential growth and enhance
quality of life for future residents.
These spaces provide
opportunities for recreation,
community gathering, and
environmental benefits, creating a
more livable and attractive urban
core that complements increased
housing density.
6.B. Allow and encourage the creation of
pop-up parks, and community gardens on
otherwise vacant lots.
6.C. Identify opportunities to strengthen
connections to the Kern River Parkway Bike
Trail including but not limited a protected
bike lane along 21st Street to Beach Park.
6.D. Adjust zoning standards to mandate the
inclusion of publicly accessible open space
and private open space based on the type,
location, and scale of new development.
2. Balanced Land Use Downtown Bakersfield currently
has a daytime population of
approximately 25,000, largely
made up of government and
healthcare employees, but has
less than 5,000 residents, mostly
in the Westchester
neighborhood. A residential
population base is key to
fostering an economically
prosperous and diverse
Downtown, providing local
businesses with a consistent and
reliable source of customers, as
well as better leveraging
municipal resources like transit,
utilities and public services.
Extensive
Development of
residential and
mixed-use
development
Downtown.
7. High Density Residential and
Mixed-Use Development:
Encouraging high-density
residential and mixed-use
development in the downtown
area can transform it into a
vibrant, 24/7 district by increasing
the nighttime population and
creating a balanced live-work
environment. This approach
supports local businesses,
enhances public safety through
continuous activity, and
maximizes land use efficiency,
fostering a dynamic urban core.
7.A. Pursue development of the remaining
city-owned properties in the Mill Creek
Entertainment District.
7.B. Prioritize capital improvement projects
and private investment that supports the
development of a new mixed-use, creative
office retail, commercial and residential
district that connects the Downtown Core to
the Mill Creek Entertainment District.
7.C. Support the development community of
Bakersfield to facilitate the development of
housing on vacant and underutilized sites in
Downtown.
7.D. Create an inventory of surplus publicly
owned parcels Downtown. Establish a
strategy to hold, merge, sell and/or lease
publicly owned parcels to ensure that future
development meets criteria established in a
future Downtown Specific Plan that is
consistent with the City’s goals for
Downtown.
7.E. Proactively work with property owners of
underutilized parcels to either reinvest in
Downtown or sell their holdings to those who
will.
7.F. As a part of a future Downtown Specific
Plan, develop a package of incentives to
promote the revitalization of the historic
Downtown core for projects that are aligned
with the city’s goals for Downtown. These
incentives could include expediting
permitting, reduction in impact fees, and tax
increment financing among others.
7.G. Transition industrial areas in the vicinity
of Garces Circle and the Highway 178 /
Golden State Avenue interchange to
commercial, residential mixed-use and
resident serving uses.
8. Transit Oriented Development:
Transit-oriented development
(TOD) is an urban planning
strategy that focuses on creating
mixed-use, high-density
communities centered around
public transportation hubs. This
approach aims to reduce reliance
on cars, enhance accessibility, and
promote sustainable living by
integrating residential,
commercial, and recreational
spaces within a walkable distance
from transit stations.
8.A. Prioritize Downtown capital
improvement projects to facilitate strategic
growth downtown, especially in the vicinity
of public transit.
8.B. Allow high-density residential and mixed-
use development in the vicinity of high-
quality public transportation such as the
planned High-Speed Rail Station, Amtrak
Station, and high-frequency bus routes.
8.C. Codify the Making Downtown Bakersfield
High-Speed Rail Station Area Plan, which calls
for large scale residential and mixed-use
development in the downtown near the
planned High-Speed Rail Station. This can be
accomplished through inclusion in a
consolidated Downtown Specific Plan.
8.D. Leverage the Federal Transit
Administration (FTA) and Smart Growth
America technical assistance grants to build
equitable, compact, and mixed-use
development around transit stations or along
transit corridors downtown.
8.E. Allow and encourage mixed-use
development throughout Downtown
especially F Street and Chester Avenue to
better connect Downtown with the planned
High-Speed Rail station area.
3: Shared and Active
Transportation
Downtown Bakersfield faces
several transportation
challenges, including long car
A downtown where
residents and visitors
have access to a
9. Pedestrian and Bicycle
Improvements: Investment in
pedestrian and bicycle
9.A. Develop Downtown Pedestrian Design
Standards that prioritize pedestrian and
bicycle mobility on key corridors.
commutes, declining public
transportation ridership, and a
pressing need for multimodal
transit options. The current
infrastructure creates an
uncomfortable environment for
pedestrians, discouraging walking
and cycling. To address these
issues, it's crucial to develop a
comprehensive transit system
that integrates various modes of
transportation, improving
accessibility and making the
downtown area more pedestrian-
friendly and sustainable.
high-quality public
transportation
system and feel
comfortable walking
and biking to their
destination.
infrastructure promotes a
healthier, more active lifestyle by
providing safe, accessible routes
for all street users, which reduces
traffic congestion and car
dependence.
9.B. Preserve and enhance pedestrian
connectivity between the historic core and
the new HSR station site.
9.C. Create pedestrian-friendly crossings at all
intersections through methods like reducing
crossing distances, reducing turn radii, and
improving accessibility infrastructure at all
crossings.
9.D. Utilize the Downtown Bakersfield
Corridor Enhancement Plan as a framework
for guiding capital improvements intended to
improve downtown walk- and bikeability.
Consider incorporating this into a future
Downtown Specific Plan.
9.E. Invest in protected bike lanes along main
corridors to connect destinations throughout
Downtown including the high-speed rail
station, Amtrack station, Civic Center, Mill
Creek Park, Mechanics Bank Arena, the
Convention Center, the Kern River Trail, Old
Town Kern and other districts.
9.F. Utilize street design strategies such as
curb bulbouts and high-visibility crosswalks
to shorten pedestrian crossing distances,
lower vehicle turning speeds, and improve
pedestrian visibility.
9.G. Coordinate with the school district on
opportunities to expand and enhance a safe
routes to school program to facilitate walking
and biking to downtown schools.
10. Parking and Transportation
Demand Management: A
Transportation Demand
Management (TDM) program is a
valuable tool for addressing traffic
congestion and reducing reliance
on single-occupancy vehicles,
especially in high-density areas.
By promoting alternative
commuting options such as
carpooling, public transit, biking,
and walking, TDM programs can
improve mobility, lower
10.A. Establish a Transportation Demand
Management (TDM) program for the
downtown area to reduce traffic congestion,
promote sustainable transportation options,
and improve mobility. The program should
encourage carpooling, public transit use,
biking, and walking, while supporting policies
such as flexible parking requirements and
employer-based incentives for alternative
commuting methods.
10.B. Develop downtown incentive zoning for
the inclusion of shared mobility and other
transportation demand management (TDM)
greenhouse gas emissions, and
support sustainable urban
development.
measures, such as carsharing, bike-sharing,
bicycle parking and/or storage, proximity to
public transportation, shared parking, transit
passes, and other strategies in return for
density bonuses and other incentives.
10.C. Require new developments and
businesses to install bike parking and storage
facilities for residents, visitors, and employee
use.
10.D. Reduce or eliminate parking
requirements for commercial uses
Downtown in addition to the State
elimination of parking requirements within
0.5 miles of a high-quality transit stops.
11. Improved Public
Transportation: Improved public
transit enhances downtown
livability by providing efficient,
reliable alternatives to car travel,
reducing traffic congestion and
pollution. This shift encourages a
more walkable, vibrant urban
environment where residents can
easily access amenities and
services, fostering a healthier and
more sustainable community.
11.A. Implement a Bus Rapid Transit (BRT)
system on key routes into Downtown to
reduce car trips commuting downtown.
Priority signaling and dedicated lanes at
intersections should be used to improve the
efficiency of the system.
11.B. Create a circulator shuttle service that
provides frequent, free or low-cost
connections between the High-Speed Rail
station and specific locations throughout the
city (such as the University) to downtown
destinations as a supplement to regular GET
and Kern Transit bus service.
Issue Issue Summary Desired Outcome Strategies Recommendations Community Health Air Quality:
Bakersfield scored first out of 199
metropolitan areas across the nation for
annual particle pollution (chronic exposure
to particulates caused by pollutants such
as soot, diesel exhaust, chemicals, metals,
and aerosols) and scored second in annual
number of high ozone days. The majority
of disadvantaged communities (DACs) have
elevated levels of pollution for ozone,
particulate matter with a diameter of 2.5
microns or less (PM 2.5), diesel particulate
matter (PM), and lead pollution. Asthma
and other respiratory diseases were
identified as one of the top three health
problems facing Kern County, and high
rates of asthma are concentrated in
Downtown, East, and Southeast
Bakersfield. These areas have high
concentrations of industrial uses, as well as
a convergence of several state highways
that run through these neighborhoods,
which likely contributes to poor air quality
and high asthma rates.
1. Reduction in the amount of particulate
matter, ozone, and lead pollution.
2. Reduction in number of asthma
hospitalizations
1. Pollution reduction and prevention and
promote sustainable transportation:
Reduce emissions from industrial activities
and transportation through methods such
as strengthening air quality regulations,
promoting the use of cleaner technologies,
and improving public transportation
infrastructure, with priority on DACs. These
strategies will limit pollution exposure and
reduce asthma hospitalizations.
1.A. Update the zoning code to require
that siting, design, and location of new
development, including the use of buffer
zones and development requirements,
minimize adverse impacts to air quality.
1.B. Avoid inappropriate location of
residential uses and sensitive receptors in
relation to uses that include, but are not
limited to, industrial and manufacturing
uses and any other uses which have the
potential for creating a hazardous or
nuisance effect.
1.C. Increase and protect urban greenery
by adopting urban greenery development
standards.
1.D. In conjunction with the San Joaquin
Valley Air Pollution Control District
(SJVAPCD), develop standard methods for
determining and mitigating project air
quality impacts and related thresholds of
significance for use in environmental
documents.
1.E. Consult with the SJVAPCD during CEQA
review for projects that require air quality
impact analysis and ensure that the
SJVAPCD is on the distribution list for all
CEQA documents.
2. Raise public awareness about pollution
and exposure risks: The City can use
various communication channels (social
media, public events, news outlets, etc.),
and collaborate with community
organizations to raise public awareness
about pollution and exposure risks. The
community can be empowered to take
individual preventive measures and
advocate for collective efforts regarding
pollution exposure.
2.A. Partner with schools, community
organizations, and Kern County Public
Health Department to disseminate
information on asthma triggers and early
detection.
2.B. Develop and promote a city-led
program to provide free lead tests to
households using funding from the US
Department of Housing and Urban
Development’s Lead-Based Paint Hazard
Control Grant Program (LBPHC), and
provide resources to remove lead in homes
when found.
2.C. To increase protections for workers’
health and safety during bad air quality
Quality of Life
days, coordinate with Cal/OSHA to
increase enforcement and trainings for
employers of outdoor workers and
warehouse workers.
2.D. Work with Cal/OSHA to strengthen
enforcement of existing PPE and break
requirements and expand those
requirements to include PPE and indoor
breaks on poor air quality days.
2.E. Integrate air quality alerts as a part of
the City’s existing notification system
coupled with a public education campaign
partnering with local schools to assist with
disseminating information to students and
parents on air quality.
2.F. Collaborate with the public and private
sectors, local news, and media to educate
on air quality concerns and City efforts to
reduce air pollution.
2.G. Inform the community on the health
issues/leading symptoms of air pollution,
preventative measures to reduce health
impacts, and resources for serious air
quality related health issues.
2.H. Coordinate with the Health
Department to identify funding sources to
expand services that provide masks and
other PPE for public use in grocery stores,
schools, libraries, City-owned facilities, and
other frequented locations for direct public
access.
3. Upgrade existing structures and
implement remediation programs:
Structural upgrades and remediation
efforts can mitigate air pollution sources,
enhance environmental quality and public
health, and address disparities in air
pollution exposure.
3.A. Create a community organization
partnership focused on providing air filters
and cooling mechanisms in low-income
homes.
3.B. Establish an Innovation Incubator
Fund to support and promote new air
quality improvement technologies such as
industrial air pollution control technology
and community clean air refuge centers.
Particulate Matter Reduction:
Many communities in the City of
Bakersfield rank in the high 80th and 90th
Reduce DAC exposure to diesel truck
particulate matter.
4. Reduce Exposure to Diesel Particulate
Matter: Consider strategies that reduce or
eliminate new polluting uses near DACs
4.A. Prohibit the establishment of new
truck routes in local or collector streets
located within DACs.
percentiles for diesel particulate matter.
These communities contain many of the
city’s factories, mechanic shops, truck
yards and overall industry and truck traffic.
Residents testify that large commercial
trucks continually travel throughout East
and Southeast Bakersfield, primarily
through Union Avenue and highway 58
that act as connectors to highway 99.
and residential areas, and work to identify
and mitigating existing polluting sources
can help to improve health outcomes and
the overall quality of life of residents.
4.B. Conduct a study to identify current
truck routes and their effects on the
nearby residential communities and
reroute existing truck routes if significant
adverse impacts are found.
4.C. Ensure clear signage is posted to
identify truck routes, truck parking areas,
and appropriate idling facilities to help
guide truck drivers and ensures adherence
to designated routes.
4.D. Upon the issuance of a certificate of
occupancy for a business overseeing
warehouse operators, fleet operators, and
truck drivers, provide the business with
truck route maps as a part of the
permitting package to promote awareness
and compliance.
4.E. Collaborate with regional
transportation and air quality agencies to
ensure that truck routes align with broader
regional plans and environmental goals.
4.F. Establish a local ordinance that
exceeds the state vehicle idling
restrictions, including restrictions for bus
layovers, delivery vehicles, trucks at
warehouses and distribution facilities,
particularly when these activities take
place near sensitive land uses (schools,
healthcare facilities, affordable housing,
and elder and childcare centers).
Pesticide Exposure:
Exposure to high levels of some pesticides
can cause immediate illness or delayed
conditions such as birth defects and
cancer. Concentrations of pesticide
exposure are higher on the outskirts of the
city, where residential households are in
close proximity to County agricultural
lands. Nitrate contamination is also found
in Bakersfield, caused by fertilizer or
manure leaching into groundwater and
contaminating wells.
Reduce community pesticide exposure
from agricultural operations in the city.
5. Land use controls: Farmworker families
and other people who live near fields can
be exposed to pesticides, both outdoors
and inside homes. The city can establish
land use controls to reduce impacts from
pesticide on sensitive populations.
5.A. Coordinate with the County
Agriculture Commissioner to connect
agricultural operators to technical
resources, funding programs, and training
that promote minimization of agricultural
pollution spray and runoff, including
organic farming methods, integrated pest
management strategies, bioswale and
groundcover vegetation plans, and field
location and orientation.
5.B. Evaluate the required buffer between
residential and agricultural uses to ensure
continued effectiveness and consistency
with modern best practices.
6. Support alternatives to pesticides and
educate/connect farmers to resources:
The City can support alternatives to
pesticides by connecting farmers to
educational resources. Promoting
alternative pest management methods
could reduce the reliance on chemical
pesticides. Educating and connecting
farmers to relevant resources that could
help implement sustainable practices
would increase resilience and minimize the
risks associated with the use of pesticides.
6.A. Coordinate with the County
Agriculture Commissioner to reduce
contaminated runoff by assisting
agricultural providers near DACs with
integrated pest management technique
transitions by connecting them to
resources for technical assistance and
grants, such as those offered through the
California Department of Food and
Agriculture (CDFA) Organic Transition Pilot
Program.
6.B. Require buffering and screening
requirements as part of the development
review process for all new potentially
pollution producing land uses proposed to
be located adjacent to existing sensitive
land uses that have historically been
associated with heightened levels of
pollution. These land uses associated with
pollution include industrial land uses,
agricultural operations using pesticides
applied by spray techniques, wastewater
treatment plants, and landfills and waste
treatment facilities.
6.D. Coordinate with Kern County to seek
funding to provide financial support to
employers and households with high
pesticide exposure to obtain pesticide
reduction aids, such as HEPA filter
vacuums.
7.A. Engage with local business owners to
identify constraints to locating grocery
options and farmers’ stands, particularly in
DACs.
Healthy and Affordable Food and Physical
Activity:
The City of Bakersfield has level of service
(LOS) standard of 4.0 acres of parks and
open space per 1,000 residents. However,
the City is currently providing an LOS of
Increase residents’ access to open space,
public spaces, and healthy and affordable
food in order to enhance the physical
health and health outcomes.
7. Expand access to fresh and nutritious
foods: Expand access to fresh foods to
alleviate food insecurity and improve
health, particularly in areas on the
outskirts of the city that are underserved
by supermarkets and farmers markets,
7.B. Create partnerships with local and
regional agencies to establish community
garden programs at community centers.
7.C. Connect with local schools and identify
funding sources to add school gardens
and/or greenhouses to school properties
2.06 acres per 1000 residents, which
means there are not sufficient park
facilities. The majority of Bakersfield also
has a tree coverage of 0 to 6 percent.
Downtown and East Bakersfield have
higher access to parks and higher tree
coverage than the rest of the city.
A significant portion of Bakersfield is
underserved by parks that can be accessed
within 15 min of walking or biking,
particularly on the outskirts of the city.
A needs assessment conducted during the
Recreation & Parks Master Plan planning
process revealed that residents were
concerned about safety and vandalism,
routine maintenance, park cleanliness,
broken amenities and facilities, restrooms,
and worn or outdated
equipment/structures.
Kern County has some of the highest rates
of obesity in the state, which is related to
poor diet and limited access to physical
activity. Southeast and Downtown
Bakersfield areas have the highest
percentage of individuals living near
supermarkets, while the outskirts of the
city have the lowest percentage. However,
community members noted that there is
still limited access to fresh foods in
Downtown Bakersfield. The majority of the
Farmers’ Markets are located in areas that
have relatively high supermarket access.
The majority of Bakersfield has lower
walkability than at least 50 percent of
California census tracts. Only a small
percentage of people commute via active
transportation.
through incentive programs, public-private
partnerships with food retailers, flexible
design standards, and flexible zoning.
that could be overseen by the school to
teach students about growing, biology, and
nutrition.
7.D. Establish a working relationship with
grocery store retailers to encourage the
location of new stores in underserved
areas.
7.E. Improve public awareness and
increase enrollment for food services and
resources for communities in need.
7.F. Work with communities to understand
what types of food programs would feel
most supportive and implement those
programs once determined.
8.A. Support school districts and local
communities in the development of
Walking School Bus or Biking School Bus
programs for schools to improve bike and
pedestrian access to schools, especially in
Disadvantaged Communities.
8. Educational programs for nutrition and
healthy lifestyles: Implementing
educational programs for nutrition and
healthy lifestyles, such as walking groups
and nutrition classes, aims to reduce the
prevalence of diet and exercise-related
health issues. This strategy not only
addresses health disparities but also
contributes to the overall well-being of
Bakersfield's residents.
8.B. Improve the affordability of
recreational activities by identifying
funding for and expanding youth and
senior recreational activities such as team
sports, exercise-related courses, and other
recreational lessons to provide these
services at low- or no-cost to participants
and provide financial support to families
enrolling their children in team sports.
8.C. Establish a city-wide health and
wellness day in coordination with local
CBOs to offer linguistically and culturally
accessible recreational or nutritional
activities throughout the city and learn
about health and wellness.
8.D. Continue to build and promote the
City’s Health and Wellness webpage for
residents to have additional information
on services offered and best practices for
healthy living.
8.E. Connect residents with information on
the Community Action Partnership of Kern
to access information on food
distributions, farmers markets, and
nutrition courses.
8.F. Identify funding and teachers, such as
local business owners or the Community
Action Partnership of Kern, for low-cost
nutritional food cooking courses hosted at
community centers and schools.
9.A. Create a prioritized list of parks and
open space projects to direct funding and
investment in DACs, so that when such
funding is available and secured
improvements can be implemented
quickly.
9. Expansion and accessibility
improvements for park facilities with a
focus on prioritizing equity: Improve the
accessibility of park and recreational
resources through increased park space
and availability, decreased park access
costs, improved transit and connectivity to
and between recreational resources, and
identification of underutilized plots
throughout the city that can be targeted
for park conversion.
9.B. Increase the availability of accessible
open space by identifying underutilized
rights-of-way within DACs to be converted
into parklets or natural open space,
particularly in areas near existing or
planned high density residential uses.
Funding sources could include the Outdoor
Recreation Legacy Partnership Program,
Route to Parks Grants Program, and
Outdoor Equity Parks Program. Prioritize
park development in gap areas identified
in the RPMP, with a goal of providing
neighborhood or community parks within a
1/2- or 3/4-mile travel distance in all areas.
9.C. Promote low-cost and free open space
recreation opportunities in the city by
establishing and promoting city-wide park
play days that provide residents with a
variety of sports to play with their
community.
9.D. Meet annually with GET to analyze
existing gaps in the city’s transit system
and collaboratively strategize to improve
transit access in DACs. Utilize Parks
California’s Route to Parks grants program
to connect DACs with parks and open
space.
9.E. Review and, if needed, update the
comprehensive Active Transportation Plan
every five years to continually enhance the
city’s bicycle and transportation system.
9.F. Promote the use of new and improved
bicycle and pedestrian infrastructure
through bike to work days, ride to school
days, and other programs that encourage
the use of active and public transportation
options.
9.G. Utilize the park nexus study to re-
evaluate park development to identify
areas within the city in need of park
improvements and potential funding
mechanisms for such improvements.
9.H Increase City's parkland goal to a
minimum of 3 acres per 1,000 residents to
maintain consistency with State standards
and service ratios.
9.I. Evaluate opportunities to charge
impact fees associated with non-
residential development to offset impacts
associated with employee and visitor use.
10.A. Conduct a study to identify
opportunities to adapt underutilized,
community-focused spaces into resiliency
centers. Identify funding sources such as
the Public Safety and Vital Services (PSVS)
fund.
10. Adaptive Reuse for public facilities:
Adaptive reuse of underutilized buildings
for the use of public facilities limits urban
sprawl and reduces the impact of new
construction. Focusing on increasing access
to community facilities, such as resiliency
centers to combat effects of extreme heat
days.
11.A. Partner with GET to identify gaps in
multi-modal connections and bus stop
locations within DACs and craft
recommendations to close gaps as a part
of GET’s bus stop improvement program,
implementation of improvements at
priority locations, and multimodal
connectivity plans.
11. Increase public transit and active
transportation infrastructure: Increasing
connections through public transit and
bike and pedestrian infrastructure
throughout the city addresses issues of
inequity by providing accessible and
affordable mobility options for all residents
and connecting them to resources and
11.B. Partner with GET and Kern Regional
Transit to identify opportunities to
improve accessibility features for those
with disabilities, making it easier for those
with various abilities to utilize existing and
planned services.
11.C. Update the City’s Bicycle and
Pedestrian Safety Plan at least once every
opportunities. Additionally, the expansion
of active transportation infrastructure
promotes a healthier lifestyle by
encouraging physical activity.
five years in order to capture changes in
the transportation system, transportation
technologies, and changes in the safety
and flow of the city’s circulation system.
11.D. Identify areas near schools that need
expanded sidewalk and crosswalk
improvements and seek opportunities to
improve pedestrian access to schools in
conjunction with other infrastructure
improvements such as new sewer lines, as
feasible.
11.E. Review and update development
standards to include active transportation
amenities.
12.A. Expand and promote programs to
remediate homes found to have toxins
such as paint and pipes containing lead,
ensuring that all families have access to
these programs.
Safe and Sanitary Homes
Hazardous Materials Exposure in Homes:
Access to safe and sanitary homes is
critical to the general health of a
community. Poor quality housing resulting
from structural aging, overcrowding, or
neglect, may expose community members
to contaminants and health hazards that
can impact health and life expectancy.
Community members in Bakersfield can
live in safe, toxin free homes.
12. Reduce At-Home Exposure: Reduce
exposure to pollutants in the home by
providing financial assistance for needed
remediation or upgrades and education on
safely managing toxins in the home.
12.B. Identify funding in partnership with
the Bakersfield Fire Department to create
a program to equip homes with free or
low-cost carbon monoxide detectors and
other fire resiliency upgrades and devices.
12.C. Continue to promote the City’s free
smoke detector program to ensure
residents are prepared for and properly
alerted of in-home fires.
12.D. Provide information and resources
regarding tenants’ rights and home safety.
Partner with local trusted community
partners to assist in providing information
and hearing concerns from tenants.
12.E. Coordinate with the Health
Department to improve public education
and awareness of household toxins
through informational programs and
resources, including examples of low- or
non-toxic products. Prioritize informational
campaigns in DACs and those most
impacted by household toxin exposure.
13.A. Partner with local organizations and
collect input from community members to
provide comfortable and considerate
scheduling and location options when
planning City engagement opportunities.
Community Engagement
Engaging with Diverse Communities:
Residents in DACs face a variety of
challenges when it comes to participating
in civic engagement and the government
decision-making process, including
residents who are elderly, non-English
speakers, or lack sufficient broadband
internet access.
Equitable engagement opportunities for
people for all residents within Bakersfield.
13. Diversify Engagement Options: By
providing various times, locations, and
language services and other accessibility
features the City can create more
opportunities for diverse groups of people
to engage with the public decision-making
process.
13.B. Create engagement opportunities
that provide for co-creation of policy and
program design so that DACs are a part of
the decision-making process in policies and
practices that impact their neighborhoods,
their lives, and the community as a whole.
13.C. Improve accessibility features for
elderly and disabled individuals.
13.D. Ensure that promotion of community
events and engagement opportunities are
provided in various mediums to reach
different age groups.
13.E. Provide adequate language services
in all civic engagement activities.
14.A. Consider establishing community
advisory boards with diverse community
members to provide ongoing input and
guidance on city projects and policies.
Encourage cross-collaboration and
ownership of community members in the
public decision-making process.
14. Center Community Voices: The City
can more effectively address community
concerns and needs when community
members are directly involved in the
decision-making process. By uplifting
community voices, the City has an
opportunity to learn from its constituents
and foster trust between residents and
City staff.
14.B. Develop a policy on how to provide
fair compensation for community
members participating in engagement
activities, such as travel and childcare
costs, reimbursement for meals, and
reimbursement of parking fees.
14.C. Conduct community needs
assessments to identify priorities and areas
for improvement.
14.D. Use community feedback to track the
effectiveness of community-led initiatives
and adjust strategies accordingly.
15.A. Establish a cross-departmental
community academy to provide an
environment that supports learning,
participation and collaboration by raising
awareness and understanding of City
functions, processes, programs and
services.
Civic Involvement:
Civic involvement is a barrier for many
residents due to complex governmental
organization and a lack of clarity on
processes. Improving this understanding
can foster critical thinking, enhance
political awareness, and promote social
responsibility. Secondary school students
in particular would benefit from greater
civic involvement and knowledge, as it
improves diverse input in government
decision-making and helps develop
leadership skills, build confidence in public
speaking, and contribute to creating more
engaged, proactive communities.
Empower residents, particularly students,
to learn more about their local
government and community.
15. Engage with Students: Organizing
opportunities to have students and other
young people learn about the way their
local government works can inspire future
generations of city leaders and improve
social and political involvement from
younger people.
15.B. Partner with local schools to organize
field trips to city departments or allow
department members to present to
students to teach about the civic process
and city duties.
15.C. Work with local schools to identify
opportunities to integrate civic education
across various subjects such as history,
social studies, English and STEM courses to
offer a holistic understanding.
15.D. Partner with local schools to
encourage students to participate in
community service projects or internship
opportunities tied to civic learning
objectives.
15.E. Promote the importance of civic
education through public awareness
initiatives to engage parents and
community members.
16.A. In the design of the physical
environment, promote the inclusion of
artistic considerations in local decision-
making.
Community Art and Culture Art:
Bakersfield’s art history is deeply rooted in
the local community and reflects the city’s
diverse cultural influences. The Bakersfield
Museum of Art, established in 1956, has
played a significant role in showcasing
regional and contemporary art, often
highlighting works by local artists. The city
is also home to various public art
installations, murals, and galleries that
celebrate both its agricultural heritage and
the multicultural makeup of its residents.
Preserving art culture in Bakersfield fosters
creativity, strengthens community identity,
and promotes cultural understanding. It
enriches the local economy, supports
artists, and provides a platform for diverse
voices, ensuring the city’s cultural legacy
continues to thrive and evolve.
Integrate the arts as a necessary
component of the quality of life for all
residents in Bakersfield and promote their
importance for the economy and spirit of
the city.
16. Promote an Arts Culture in the City:
The City has a deep history with the arts.
By increasing public awareness of arts
programs and investing in local artists or
art programs, particularly in historically
disinvested communities, the City can aim
to strengthen and build upon that history.
16.B. Increase public awareness of the arts
in Bakersfield through greater promotion
of existing art programs and services in the
community and schools.
16.C. Support a stable funding base for
small, medium, and large arts
organizations and develop new funding
sources to enable arts organizations of all
sizes to respond to demand for services.
16.D. Assist in the improvement of arts
organizations' facilities and access to
enhance the quality and quantity of arts
offerings.
16.E. Continue to support and increase the
promotion of the arts and arts activities
throughout the City for the benefit of
visitors, tourists, and residents.
17.A. Work with the Arts Council of Kern to
establish and promote existing and new
culturally-based arts programs, such as the
Council’s Common Ground Program.
17. Foster New Partnerships: Encourage
the growth of public art and practice of the
arts in the city by partnering with local
organizations to expand the reach of
existing programs and create new
programs for public enjoyment.
17.B. Identify and address the needs of
arts programs and facilities for various
segments of Bakersfield by identifying and
prioritizing funding for arts programs that
center DACs.
17.C. Continue to increase City support for
organizations and developing institutions
that reflect the diverse cultural traditions
of the Bakersfield population.
17.D. Foster public art through
partnerships and promotion of local artists
and artist programs in with city.
18.A Review, revise and coordinate city
permit policies and codes to better meet
the needs of the arts.
18. Create New Opportunities for Arts
Spaces: Streamlining the City’s permitting
process and utilizing other land use
strategies can allow for more public arts
programs and art displays.
18.B. Support and expand programs
directed at enabling arts organizations and
artists to comply with City building and
safety codes and to rehabilitate arts
spaces.
18.C. Increase the use of City owned
neighborhood facilities for the arts.
18.D. Preserve existing performing spaces
in Bakersfield.
18.E. Identify opportunities for developers
to include arts spaces in private
developments.
19.A. Identify a single point of contact
between the music community and the
city, such as a music liaison, to help
facilitate communication and mediate
conflicts.
Music:
Bakersfield, California is known as the
"Country Music Capital of the West Coast"
and is the birthplace of the Bakersfield
Sound, a subgenre of country music.
Bakersfield is defined by its influences
of rock and roll and country, and its heavy
use of electric instrumentation and
backbeats. Keeping this culture alive is an
Ensure that opportunities to experience
music are provided to people of all ages
and abilities and encourage musicians to
visit Bakersfield through the provision and
promotion of music venues and spaces.
19. Increase Opportunities for Music-
sharing Activities: Improve the availability
of opportunities for musical performances
and events by improving communication
between the City and artists, establishing
easier pathways for event creation, and
providing spaces for music sharing
throughout the city. This, in turn, could
engage with community with surrounding
19.B. Identify opportunities to provide and
add a range of venue spaces to offer
opportunities for smaller, local and larger
artists to perform in the city.
19.C. Streamline the permitting process for
music to be hosted at local businesses and
community events.
20.A. Preserve the cultural identity of
neighborhoods through historic
important part of the city’s history, culture,
and economy.
businesses and activities and improve the
social quality of the city.
preservation and adaptive reuse of
buildings.
Cultural Celebration:
Celebrating the diverse cultures of
Bakersfield is essential to recognizing and
honoring the city’s rich heritage and the
contributions of its various communities.
The city’s population is a vibrant mix of
ethnicities, each contributing to the
region’s identity. Celebrating these
cultures through festivals, events, and local
traditions fosters understanding and unity
among residents while preserving the
unique histories of these groups.
Create spaces for diverse local groups to
promote, celebrate, share, and engage in
their culture.
20. Save Space for Cultural Activities: The
City can foster a culturally respectful and
responsible city by encouraging and
promoting various culturally based
programs and facilities. Creating
partnerships with local cultural
organizations provides opportunities for
those groups to highlight their knowledge
and heritage.
20.B. Identify opportunities to add in new
cultural appreciation centers, such as
museums or galleries showcasing local and
international artists.
20.C. Consider the establishment of
cultural districts or zones that aim at
preserving historical building repurposed
for cultural uses, encourage foot traffic,
and have a high concentration of cultural
venues and creative businesses.
20.D. Work with local cultural groups and
organizations to host annual events for
groups to showcase their culture and
organizations offerings.
21.A. Work with local schools and colleges
to identify free and low-cost learning
opportunities open to the public and
actively promote those programs to
residents seeking additional educational
opportunities.
Lifelong Learning Educational programs:
Bakersfield has historically had a lower
level of educational attainment compared
to the statewide average in California.
Many residents hold high school diplomas,
but the city also has a significant portion of
the population with less than a high school
education. Additionally, a substantial
number of adults in Bakersfield do not
have a college degree or other forms of
formal training.
Foster meaningful partnerships with higher
education institutions to provide additional
opportunities for community learning.
21. Encourage Higher Education: Working
with local colleges on improving the
promotion of and the affordability of
college-level courses for interested
residents will open up new educational
and economic opportunity for community
members, while also drawing in new
students for these schools.
21.B. Work with colleges to promote
financial assistance programs for those
starting or re-entering college.
21.C. Partner with colleges to expand and
promote college-readiness programs for
high school students, particularly those
who would be first-generation graduates
or are in economically disadvantaged
families. Include financial planning and
tuition assistance information as part of
these programs.
22.A. Identify funding to provide diverse
learning options for adults to cater to
different learning styles and abilities on a
variety of topics and skills.
Adult Education and Skill Building:
Adult education programs, including those
focusing on literacy and vocational
training, are key to addressing these gaps
and supporting workforce development in
the region. Providing additional
Provide a variety of adult learning
programs.
22. Provide New Learning Opportunities:
Continued education for adults can inspire
personal and economic growth. By
providing free and low-cost courses,
counseling, and other adult learning
opportunities, the City is investing in its
22.B. Partner with local businesses to
provide skills training aligned with industry
demands.
22.C. Work with the Kern County
Department of Social Services, the
Community Action Partnership of Kern,
educational opportunities can foster a
more educated workforce, reduce poverty,
and strengthen the local economy.
Additionally, adult education encourages
lifelong learning, which can improve
overall community well-being and
resilience.
people learning new skills they can carry
home, into the job market, or into the
public decision-making process.
and other career guidance organizations to
provide counseling and job placement
services.
22.D. Identify funding to provide grants for
residents to take college-level courses
and/or stipends for school supplies to
assist residents in their learning efforts.
Cultural and Natural Resources
Issue Issue Summary Desired Outcome Strategies Recommendations Cultural and Historic
Preservation
The City has 15 designated historic
resources in the Bakersfield Register of
Historic Places and National Register of
Historic Places, and significant historic
and cultural areas not officially listed.
According to stakeholder input, many
potentially historic buildings are
demolished instead of repurposed.
Historic preservation ensures that
future generations will see and
experience the legacy left behind by
past generations.
Opportunities to celebrate and
preserve the city's cultural and
historical heritage.
1. Celebrate the City's Heritage:
Celebrate the city's historic and cultural
heritage to acknowledge and foster a
sense of identity, pride, and unity
among residents and preserve the
intangible traditions, customs, and
historical narratives of the community.
Moreover, celebrating and showcasing
the city’s heritage attracts visitors and
promotes tourism, contributing to the
city's economic vitality.
1.A. At least once every five years, update the local register of designated cultural places, historic districts, and areas of historic interest to capture any changes to properties or areas currently on the list, and identify any properties or areas that should be added or boundaries modified.
1.B. Create an online, interactive map that showcases identified historic and cultural locations with current and historic information about the site.
1.C. Adopt a historic context statement to serve as an official guiding document for the identification, evaluation, and conservation of the city's historic and cultural resources. The Historic Context Statement will provide a framework to better understand the historical significance of properties, districts, and cultural sites, thereby informing future planning and decision- making processes related to preservation and development.
1.D. Work with the Historic Preservation Commission to develop a methodology for identifying and safeguarding neighborhoods that are defined by intangible cultural assets, including non-physical assets such as customs and practices, art, beliefs, languages, folklore, and food.
1.E. Determine the applicability of a Legacy Business Registry to save longstanding, community-serving businesses that often serve as valuable cultural assets.
1.F. Maintain a formal partnership with local organizations that can contribute to the knowledge, education, and maintenance of Bakersfield’s historic and cultural heritage.
1.G. Partner with local artists to strengthen the role of public art and enhance the visual image of Bakersfield.
1.H. Work with the Historic Preservation Commission and local organizations to organize heritage tours and workshops to share knowledge on the city’s historic landmarks and cultural heritage.
1.I. Partner with the School Districts to create school programs and events that promote local history and culture, fostering an appreciation for preservation among young people.
1.J. Implement programs to document and digitize the city’s historic records, oral histories, and cultural artifacts, ensuring they are accessible for research and public education.
Cultural and Natural Resources
2. Adaptive Reuse: Promote adaptive
reuse of historic buildings to ensure
their continued relevance and preserve
important aspects of the city’s past.
Encourage the conversion of heritage
structures into functional spaces, such
as museums, galleries, or community
centers, while preserving their
architectural and historical significance.
2.A. Encourage the adaptive reuse of historic structures for new purposes, such as converting old warehouses into community centers or housing, while preserving the original architectural features.
2.B. Provide property tax abatements, grant assistance, or other incentives to encourage property owners to restore and maintain historic properties.
2.C. Provide technical assistance through city staff or partner organizations, offering guidance to property owners and developers on best practices for preserving architectural features during adaptive reuse.
2.D. Designate specific areas of the city as adaptive reuse districts where historic buildings are concentrated, and apply applicable zoning and design regulations to facilitate their reuse.
Kern River Natural Resources: The Kern River is a
vital natural resource that supports
habitat, local agriculture, recreation,
and urban water needs. It plays a
crucial role in groundwater recharge,
as much of the river's flow is diverted
into canals and spreading basins to
replenish the aquifer beneath
Bakersfield. However, this often leaves
the riverbed dry during parts of the
year, raising ecological concerns, such
as habitat loss for wildlife. Additionally,
water rights disputes, drought, and
over-allocation threaten the long-term
sustainability of the Kern River's
resources. Efforts to balance
agricultural demands, urban growth,
and environmental preservation
remain ongoing challenges for the
region.
A thriving ecosystem centered
around the Kern River and its
natural assets.
3. Kern River Preservation: Implement
the Kern River Parkway Management
Plan and ensure the continued
maintenance and stewardship of the
river’s vital natural resources.
3.A. In partnership with knowledgeable community partners, identify site selection criteria and annually identify sites to improve naturalization and habitat restoration or maintenance.
3.B. Review and update, as needed, the Kern River Parkway Management Plan every five years to ensure that the plan stays current with existing water conservation policy and integrates new techniques over time.
3.C. As guided by the Kern River Parkway Management Plan, develop a coordinated natural areas maintenance plan that includes actions to allow natural species and ecosystems to thrive.
3.D. Coordinate with the Kern River Watershed Coalition Authority, Kern River Watermaster, and State Water Resources Control Board to prepare and implement an integrated pest management plan for pesticide use along the Kern River to minimize pollution runoff into the river, provide an ecosystem-focused approach to management, and reduce potential health impacts of pesticide use.
3.E. Invest in ecological restoration projects along the Kern River to enhance habitat for wildlife and improve biodiversity, even during dry periods.
3.F. Develop strategies to address the impacts from long-term shifts in temperatures and weather patterns, including variability in water availability, through scenario planning and investments in resilient infrastructure.
Recreation and Access: The Kern River
Parkway is a significant recreational
asset to the city and region, providing
natural open space and park access as
Improved trail access and safety,
more recreation opportunities,
improved wayfinding and signage,
and amenities such as shade,
seating, and trailheads.
4. Connected and Accessible
Recreation Areas: Use the Kern River
Parkway Plan, Active Transportation
Plan, and Recreation & Parks Master
Plan to maximize recreational access
4.A. Identify opportunities for newly developed trails throughout the city to connect to the Kern River Parkway, as described in the Kern River Parkway Plan, Active Transportation Plan, and Recreation & Parks Master Plan. Consider mapping possible connections to refer to for land use and trail planning decisions.
Cultural and Natural Resources
well as trails and camping. The
Parkway is owned, managed,
and maintained by several different
public, nonprofit, and private agencies
and jurisdictions, each
with different management goals.
Additionally, residents have expressed
concerns regarding safety, facility
maintenance, and illegal camping.
Strategies to address these concerns
have been included in the recently
completed Kern River Parkway
Management Plan, and therefore not
repeated here.
through improved trail connectivity,
clean and safe recreation areas, and
amenities that serve all residents and
visitors.
Open Space Habitat and
Connectivity
Rewilding Opportunities and Habitat
Connectivity: SB 1425 and AB 1889
direct jurisdictions to identify
opportunities for rewilding, and to
include strategies for improving
wildlife mobility and connectivity in
the General Plan.
Identified areas for potential
rewilding opportunities, such as
naturalizing park space, applying
biophilic principles to projects, and
strategies to integrate key habitat
areas into the built environment.
5. Data Driven Decisions For
Naturalization: Use existing
environmental data to maximize
naturalization of critical areas, improve
connectivity, and implement existing
management plans.
5.A. As part of implementation of the Recreation & Parks Master Plan, develop criteria for incorporating naturalization areas in existing and newly developed parks. This could include having a naturalized area in developed parks for habitat protection, groundwater recharge, and wildlife passage using methods such as informational native plant gardens, native plants landscaping, and naturalized areas set aside in developed parks.
5.B. As identified multi-use trail projects are constructed as outlined in the Active Transportation Plan, identify opportunities to contribute to rewilding along trail alignments through native and natural landscaping, naturalization of trail right-of-ways, and consideration of wildlife movement.
5.C. Protect special-status species through regular site surveys for new projects in identified habitat areas, construction monitoring in locations a special status species is likely to occur, and relocation when necessary to prevent unnecessary take of species.
5.D. Coordinate with the County to review and potentially update the Metropolitan Bakersfield Habitat Conservation Plan.
5.E. Use GIS data and available data tools to identify key areas where parks, tree canopies, and river corridors can connect to form a cohesive network of open spaces. This network should be multi- beneficial to serve wildlife connectivity, natural habitat management, recreation, and climate resilience goals.
5.F. Conduct necessary ecological assessments in order to identify and map critical habitat linkages, and use this mapping tool to ensure protection and improved connectivity through land use decisions and development requirements.
Cultural and Natural Resources
5.G. When evaluating tree plantings and implementation of the Central City & Citywide Tree Plan, consider local habitat and potentially present species in the selection of trees and vegetation for the specified area.
5.H. Identify options and funding for replacing nonfunctional turf with naturalized, drought-tolerant landscaping.
Open Space and Park Access:
The Recreation & Parks Master Plan
highlights Bakersfield's shortage of
park space and limited access
compared to cities of similar size. This
disparity is particularly evident in
certain areas of the city, including
designated Environmental Justice (EJ)
Communities, which face greater
barriers to accessing parks and open
spaces. These strategies and
recommendations aim to build on the
ones in the Recreation & Parks master
Plan, improving access and fostering a
citywide, integrated approach to open
space and park availability.
Equitable access to parks and open
space for all residents
6. Park Provision for Areas Most in
Need: Prioritize parkland gap areas
identified in Recreation & Parks Master
Plan for development of new parks.
6.A. Prioritize park acquisition and development in the gap areas identified in the Recreation & Parks Master Plan, including Southeast Bakersfield.
6.B. Coordinate with developers to set aside and develop new parks in new residential areas, or to include publicly accessible private open space or recreation opportunities.
6.C. Discuss opportunities with school districts to expand joint-use agreements that ensure public access to school recreation facilities, especially in unserved gap areas where the acquisition and development of additional parks is not feasible.
6.D. Explore opportunities to provide small footprint facilities on partner sites and small park properties where larger parks are not feasible. These can leverage small existing greenspaces, such as unused lawn or space around schools, libraries, fire stations, utility corridors, etc.
6.E. Identify opportunities for the reuse of existing land in older and underserved communities to incorporate green spaces through non-traditional urban greening efforts such as pocket-parks, green plazas, and natively landscaped public spaces.
Resiliency: Parks and open spaces are
not only vulnerable to future climate
changes and hazard events but also
hold the potential to enhance
community resilience. By strategically
utilizing the City's network of parks
and open spaces, there is a valuable
opportunity to advance broader
climate adaptation and hazard
mitigation goals.
7. Open Space Management for
Climate Resilience: Identify
opportunities to use open space and
natural resources management to
mitigate climate impacts and improve
the City’s resiliency to hazards.
7.A. Prioritize tree planting and urban greening in areas with the lowest Tree Equity Scores or comparable metric, in alignment with the updated Central City & Citywide Tree Plan.
7.B. Work with the Tree Advisory Committee, once established, to develop a recommended tree list for private and commercial land.
7.C. Consider future changes to flood and drought risks focused on the Kern River when updating related plans and programs.
7.D. When identifying and developing future parks and open space, consider locations and features that will maximize carbon capture, floodwater management, and urban heat reduction.
8. Leverage Grant Funding: Leverage
local resources and align with state and
federal priorities to direct grant
procurement opportunities.
8.A. Develop strong partnerships with local conservation organizations and academic institutions to strengthen applications with expertise and community connections.
8.B. Monitor State and federal priorities and funding streams to take advantage of available grants, such as those for climate resilience, community partnerships, and holistic conservation planning efforts.
Cultural and Natural Resources
8.C. Regularly review and update plans and programs to ensure they reflect modern conservation priorities and initiatives.
8.D. Develop a detailed list of target projects, including budgets and timelines, to expedite application development and ensure Bakersfield is competitive.
8.E. Set aside monies in an established fund to leverage for matching grants and have monies available when opportunities arise for new land acquisition that aligns with the City’s parks and open space goals.
Water Quality Drinking water in Bakersfield for those
on municipal water meets or exceeds
the state and federal standards for
water quality. However, challenges
due to pollution runoff and concerns
with well water safety. Urban runoff
from streets, agriculture, and industrial
areas introduces pollutants such as
pesticides, fertilizers, oils, and heavy
metals into waterways, including the
Kern River and local canals. These
contaminants can degrade aquatic
ecosystems and affect the water used
for agriculture and recreation.
Additionally, the region's reliance on
groundwater raises concerns about
well water quality, as substances
considered safe at smaller
concentrations may become harmful
as the water table depletes during
drought conditions. Contamination
from human activity can also
contaminate well water and pose risks
to human health.
Safe household water for all
Bakersfield residents.
9. Pollution Reduction: Use planning,
permitting, and site planning to reduce
pollution runoff and groundwater
infiltration.
9.A. Regularly assess the usage and types of pesticides and herbicides on City-owned parks and other City-owned landscaped areas such as medians and parkways, publicly accessible open spaces, and near schools.
9.B. Minimize runoff from roadways through strategies such as, but not limited to, roadway greening, adding stormwater
retention/detention ponds, or sediment traps.
9.C. Establish partnerships with community organizations that focus on natural resources and water conservation to work collaboratively and identify opportunities for public-led water resource stewardship.
9.D. Create accessible, multi-lingual community education on water contaminants, and promote usage of the city-based community hotline to report water quality issues.
9.E. Continue working with local organizations that establish interim solutions for poor water quality, such as water bottle programs, vouchers for hotels or alternate places to shower. Partner with the organizations to promote awareness on these services.
9.F. Work with local community groups and businesses to host manual cleanup of water bodies.
9.G. Establish a baseline of how many households are affected by water quality and prioritize improvements for households that need it most.
Issue Issue Summary Desired Outcome Strategy Options Recommendations/Policies Seismic and Geologic Hazards The city is subject to various types of seismic hazards due to its proximity to historically
active faults and geologic vulnerabilities to
seismic activity. Existing seismic risks include
fault rupture, ground shaking, liquefaction,
subsidence, and earthquakes. Subsidence is
widespread across the city with the greatest
impacts in the southwestern portion of the
city. As well as posing a risk to life and
personal property, seismic hazards can
impact City infrastructure such as water
storage, natural gas lines, and
telecommunications. In particular,
Bakersfield has a history of earthquake
impacts downtown in buildings with
unreinforced masonry, especially with
basements and tunnels under public right of
ways.
Increased building and
infrastructure resiliency to
withstand seismic hazards.
1. Build redundant public infrastructure
that is resilient during seismic events:
Plan for infrastructure resilience, such as
fortified and redundant water and gas
supply infrastructure, to minimize
damage from seismic events and ensure
residents are still able to access critical
services. Beyond immediate safety,
redundant infrastructure also ensures a
swift recovery of essential services.
1.A Identify critical utility networks (electricity, water, communication) that do not have multiple supply routes to ensure continuity of services during a disaster. For
identified networks, work with local providers to establish a plan to provide alternate services or design redundant infrastructure, prioritizing projects that offer the greatest resilience benefits relative to cost.
1.B When new critical infrastructure is installed, require multiple supply routes for utilities where feasible to ensure continued functionality if one path is disrupted.
1.C Assess existing public critical facilities to identify risks associated with seismic, geological, flood, fire, and climate change hazards. Develop and prioritize a list of capital improvement projects to mitigate the identified risks.
1.D Provide incentives for private businesses to invest in resilient infrastructure, such as expedited permitting or tax incentives.
1.E Actively pursue grants such as FEMA’s Building Resilient Infrastructure and Communities (BRIC) to support
initiatives.
2. Strengthen the seismic resiliency of the
City’s existing infrastructure and
building stock: Retrofit high risk
buildings to reduce vulnerability, protect
lives and minimize economic disruptions.
Resilient buildings also ensure the
functionality of essential services during
and after earthquakes, promoting overall
community resilience.
2.A Adopt regulations to incentivize high-risk and essential buildings (e.g., hospitals, schools, fire stations, emergency response centers) to undergo seismic retrofitting within a specified timeframe.
2.B Utilize data analytics to prioritize retrofitting projects, track progress, and evaluate the effectiveness of resilience measures.
2.C Identify funding sources for establishing a low-interest loan program for seismic retrofits for unreinforced
masonry buildings, particularly in Downtown Bakersfield.
2.D For projects that include an existing building retrofit, provide benefits such as expedited permitting processes or recognition programs to encourage private investment in resilience projects.
Hazardous Materials Bakersfield contains hazardous material sites such as LUST sites, contaminated
groundwater sites under the jurisdiction of
State Water Resources Control Board
(SWRCB) Site Cleanup Program, and
A safe and healthy
environment for all
Bakersfield community
members, while still
3. Utilize effective land use management
to reduce exposure to hazardous
materials: Reduce exposure to
hazardous materials through effective
land use planning in the form of zoning,
3.A Identify and map existing hazardous waste sites for reference when making land use planning decisions.
3.B Assist active oil and gas operators in understanding and complying with the requirements of SB 1137, including
resources such as the Department of Conservation
Safety
hazardous sites under the California
Department of Toxic Substances Control
(DTSC) Site Cleanup Program. A total of 482
sites contain hazardous materials, 470 of
which are closed cases and 12 of which are
active. While the closed cases have a
lowered threat to health and environment,
some contamination may remain. These
sites include current and previous land uses
such as metals facilities, industrial and
manufacturing facilities, automotive
facilities, rail yards, dry cleaners, refineries,
and former oil fields. There are also active,
idle, cancelled, and plugged oil wells
throughout the city, as well as numerous
natural gas and hazardous liquid pipelines
throughout Bakersfield. Residents have
reported issues with leaking oil wells near
residential uses.
supporting necessary
operations.
buffers, restrictions, and/or
redevelopment.
Operator Compliance Assistance materials, identify
alternate land uses for properties owned that are within a CalGEM identified Health Protection Zone, and methods of compliance for existing wells and facilities located within a health protection zone.
3.C Establish an appropriate land use buffer for sensitive uses to prevent the siting of new hazardous waste
producing uses, and enforce stringent regulatory
compliance of existing hazardous materials and waste so that they are managed and minimized adjacent to or within close proximity of sensitive uses.
3.D Coordinate with federal, state, and county agencies to ensure pollution from city-adjacent sites do not impact Bakersfield residents or impact air and groundwater
resources.
3.E Coordinate with and assist regional, state, and federal agencies engaged in cleanup efforts of uncontrolled
contaminated sites previously used for waste disposal.
4. Increase employee training and public
awareness: Partner with employers,
local and regional agencies, and
organizations to provide comprehensive
training and understand the risks
associated with handling potentially
harmful materials. Increased awareness
will improve adherence to proper
handling, from storage to emergency
response, mitigating the potential for
accidents. Public awareness campaigns
further educate communities on
potential hazards, fostering responsible
practices and emergency preparedness
4.A Provide public information regarding residential
collection of household hazardous wastes including paint containers, electronics, household chemicals, motor oils, and pesticides, and promote development of facilities that collect these materials.
4.B Create easy-to-understand materials that explain
common household toxins, their health effects, and safer alternatives.
4.C Host free mini-workshops at community centers,
libraries, and schools to educate residents on how to safely use and dispose of potentially harmful materials, including hands on demonstrations where possible.
4.D Organize events in easy to reach and well trafficked locations where residents can bring household toxins for safe disposal. Offer vouchers, rebate coupons, or samples of non-toxic products in exchange for hazardous ones.
Heat and Drought Projections for Bakersfield show an increase in temperatures, extreme heat days, and
prolonged drought conditions with
increased variability in precipitation
patterns. Air quality is anticipated to worsen
because of increased temperature. Heat and
drought impacts are likely to
Increase community resiliency
to extreme heat and drought.
5. Develop city-wide initiatives to reduce
water usage and ensure sustainable
water supplies during times of drought:
5.A Encourage local water districts and purveyors to
implement tiered water pricing and incentives for
residential and commercial properties to install water- efficient landscaping, lawn-to-garden, and landscape
toolbox programs. The City should work with water
districts to advocate for these measures and provide
support in designing the tiered pricing structure and
establishing clear guidelines for incentive eligibility.
disproportionately impact certain groups of
people in Bakersfield.
5.B Continue partnering with the Water Association of Kern County and other related groups to expand public
education campaigns to promote water conservation
habits, targeting schools, businesses, and community
organizations.
5.C Collaborate with water districts to implement advanced metering infrastructure to monitor water usage in real- time, allowing for better identification of leaks and
excessive usage. City staff can work with water districts to develop data-sharing agreements and protocols.
5.D Establish a rebate program for residents and
businesses that replace high-water-use appliances with
water-efficient models. City employees should coordinate with local suppliers to provide discounts and ensure the rebate program is accessible to all income levels.
5.E Seek opportunities to plan and/or install purple pipe for current and future use when installing or upgrading utilities infrastructure for new and existing buildings.
5.F. Develop a water conservation unit that includes a
mixture of planners and engineers to implement City
conservation strategies.
6. Increase the resilience of city
infrastructure to better cope with
extreme heat conditions, reducing
health risks for residents.
6.A Partner with local community partners to gain insight on existing community concerns regarding health impacts of extreme heat and to develop strategies that incorporate community-driven mitigations with expert-led solutions; prioritize implementation in the neighborhoods that are most disproportionately impacted by the effects of
extreme heat.
6.B Promote available rebates and incentives for
weatherization and electrification and conduct open
dialogues with community members on effective and
affordable home weatherization strategies to improve
resilience to extreme heat.
6.C Work with local energy providers to make investments in upgrading the power system infrastructure and ensuring power system reliability and energy resilience. Identify and prioritize solar and microgrid backup power projects.
6.D Coordinate with local community centers,
organizations, and trusted partners to increase prevalence and access to resilience centers, beginning in systemically impacted communities, that provide refuge from extreme
heat, while also offering multilingual support services, uninterrupted power supply, food and medical treatment,
economic development resources, and other services
identified by populations made sensitive by systems and EJ Communities. Identify and address gaps in public
awareness of resilience centers and transportation
opportunities to centers.
6.E Identify priority areas for additional shade structures and implement a strategy to install. Shade structures could include drought safe trees, canopies, awnings, and shaded bus stops, among other things.
6.F Encourage the use of cool roofing materials, reflective surfaces, and permeable pavements in new construction
and retrofits to reduce urban heat island effects. Partner with local energy providers to install solar-powered shade structures in parks and public gathering areas, providing both shade and renewable energy.
Emergency Preparedness and
Communications
Insufficient planning can lead to delayed
responses, resource constraints, and
coordination gaps among agencies. These
challenges hinder effective emergency
response and complicates decision making
and resource planning.
Effective communication protocols during
emergency events can be impeded by
technological failures, information overload,
language barriers, and public panic. These
can lead to misinformation.
Effective planning and
sufficient resources to
improve community resiliency
and improved communication
during natural disasters.
7. Improve response time, resource
constraints, and coordination gaps
through effective planning and
technology system: Use effective
planning to pre-allocate resources,
conduct trainings and drills, establish
clear roles, and implement robust
communications systems.
Comprehensive emergency planning can
lead to quicker, more organized, and
efficient responses to reduce the impact
of an emergency.
7.A Establish a redundant and resilient public
communications system that builds on existing
communications tools and systems (such as the Wireless
Emergency Alert, Nixle, and Everbridge) to ensure
uninterrupted emergency communications and allows for
continuity of communications through methods such as
alternate power sources, phone/text alerts, neighborhood checks, traditional broadcasts, and signage.
7.B During evacuations, provide evacuees with guidance on evacuation route conditions along with dynamic rerouting information to decrease travel times and reduce
congestion on highly traveled roads (for example, GPS
routing systems or digital message boards along routes).
7.C Create a registry to accurately document where
“Access & Functional Needs” populations are located,
along with the location of other potentially vulnerable populations, such as senior housing facilities and schools, and those without access to a personal vehicle.
7.D Coordinate with agencies operating or managing dam
facilities on operations, maintenance, and training
activities, and provide Emergency Action Plans annually.
8. Community Education and Training:
Educating residents on potential hazards
and best practices during emergencies
can empower communities to take
proactive measures to protect
themselves and their neighbors. Training
8.A Work with local resource groups such as a
neighborhood fire station or Home Owners Association to conduct regular evacuation training with single-access
community members. Encourage residents in single-access communities to maintain emergency supplies for 3-10
days.
sessions on first aid, disaster
preparedness, and other skills equip
communities to respond quickly and
effectively in an emergency.
8.B Provide Community Emergency Response Training
(CERT) to increase disaster preparedness training to the community at the neighborhood level.
8.C Provide multi-lingual (English and Spanish at a
minimum) public health, emergency preparedness, and
evacuation information and signage to citizens through
libraries, the City website, radio, schools, and other social media platforms.
8.D Promote a culture of preparedness for residents and businesses to increase resilience to hazard events.
8.E Improve coordination between frontline emergency
personnel, media sources, and school districts to ensure accurate and clear information is being disseminated.
Mobility
Issue Issue Summary Desired Outcome Strategies Recommendations Public Transit Public transportation in Bakersfield
faces challenges with long car
commutes and declining ridership,
with fixed-route ridership at half its
pre-pandemic level. While most
residents live near a bus route, west
Bakersfield has fewer routes. High-
density areas like Oildale and
Hillcrest are served, but lower-
income areas near Old River Road
lack access to GET Bus routes,
although many households have
vehicles. Several high transit need
areas in west Bakersfield are only
served by a single route, highlighting
gaps in service and the need for
improved accessibility and coverage.
Increased transit ridership
throughout the city
1. Improve Accessibility: Ensure that public
transportation is usable by everyone, including people
with disabilities and those in underserved areas.
Enhanced accessibility can attract more users and
promote equitable, widespread transit use throughout
the city. Expanded frequency as well as bus stop and
bus upgrades will also make public transit more
accessible for residents.
1.A. Incorporate bike-sharing stations and secure bike parking at major transit stops to improve multimodal travel options.
1.B. Prioritize new developments along corridors where public transit routes can support higher frequencies and consider multimodal access when reviewing development applications.
1.C. Coordinate with GET to ensure new routes or increased frequencies are planned for areas with high development potential.
1.D. Collaborate with GET to align funding for the City’s priority traffic signaling system, ensuring integration with the expansion of the Bus Rapid Transit (BRT) network. Identify key corridors for dedicated lanes and priority signal controls to enhance speed and reliability.
1.E. Design bus stops with shelters, seating, lighting, and real-time information displays to enhance passenger comfort and safety.
Coordinate with GET to ensure multilingual transit and service availability information.
1.F. Integrate green spaces and pedestrian-friendly elements in streetscape design to encourage walking and biking to transit stops.
1.G. Ensure new developments are designed to facilitate easy access to nearby transit stops, with pedestrian paths and bike lanes leading directly to them.
1.H. Coordinate with GET Bus to identify key underserved areas and implement shorter, high-frequency bus routes to improve accessibility.
2. Provide incentives: Provide incentives, like
discounted fares or transit benefits, to make public
transportation more financially attractive. This
approach can encourage frequent use, especially
among low-income riders and commuters, boosting
ridership. Incentives also foster long-term habit
changes, promoting a shift from private car use to
public transit.
2.A Identify funding and opportunities to provide amenities for transit users, such as public wi-fi access and charging ports.
2.B. Provide and promote discounted transit passes for students, seniors, low-income residents, and employees of participating businesses.
2.C. Provide and promote discounted transit fares during major community events to promote transit use and reduce traffic congestion.
2.D Work with major employers in the City to establish TDM programs that include transit subsidies or reimbursements for employees, shift
Mobility
schedules aligned with transit stop timing, or tax credits for participating businesses.
3. Leverage Technology: Leverage technology, such as
real-time tracking and mobile payments, to enhance
the user experience by providing convenience and
reducing uncertainty. These innovations make public
transit more reliable and user-friendly, attracting more riders and improving overall satisfaction, thereby
encouraging wider adoption of transit services in the
city.
3.A. Identify strategies to transition to zero-emission buses, prioritizing routes in densely populated and high-traffic areas to reduce pollution.
3.B. Explore partnerships and promotion of Token Transit passes and the associated app-based booking systems to integrate regional and microtransit with traditional public transportation, offering seamless transfers and unified payment options. Offer trainings for tech upgrades to ensure a seamless transition for riders less comfortable with technology.
3.C Investigate the feasibility of implementing real-time tracking for transit stops.
Active Transportation Bakersfield faces significant active transportation challenges that
contribute to low rates of active
transportation (walking and biking),
including a lack of connected and
high quality infrastructure, limited
accessibility for seniors, and
frequent road conflicts and traffic
congestion, particularly around
schools.
Expanded active transit
options throughout the city
and increased safety and
accessibility for pedestrians
and bicyclists
4. Comprehensive Bicycle and Pedestrian
Infrastructure: Improve and expand the active
transportation network to provide safe, connected,
and accessible routes for non-motorized travel. This
promotes healthier lifestyles, reduces traffic
congestion, and lowers environmental impact, while
also improving the overall livability and accessibility of urban areas for all residents.
4.A. Review the Bakersfield Active Transportation Plan at least once every five years and update if needed to improve metric tracking and implementation.
4.B Conduct a Bicycle and Pedestrian Level of Traffic Stress (LTS) analysis to include in the Bakersfield ATP, particularly in areas of stress reducing improvements.
4.C. Work with bike-sharing and scooter-sharing vendors to provide options at transit hubs to facilitate seamless first and last mile connectivity, seeking solutions to common barriers of success.
4.D. Create pedestrian-friendly zones around transit stations and commercial and mixed-use hubs that include well-lit, wide walkways and clear signage to encourage walking.
4.E. Identify priority corridors for future creation of bike boulevards with traffic calming measures to prioritize cyclist safety.
4.F. Design crosswalks with high-visibility markings, pedestrian signals, and refuge islands in the middle of wide streets.
4.G. Incorporate green infrastructure and shading options, such as trees, planters, and canopies along walkways to enhance the streetscape and provide shade for pedestrians.
4.H. Introduce rest areas in highly trafficked areas for pedestrians and bicycle riders that include shaded areas, benches, and water fountains for public use.
Mobility
4.I. Improve bicycle and pedestrian safety by developing protected, single-use routes particularly in areas with highest fatality rates in order to lessen the risk of accidents between vehicles, bikers, and pedestrians.
4.J. In consideration of AB 43, evaluate and consider adjustments to local speed limit setting allowances including in areas identified as Business Activity Districts, Senior Zones, School Zones, Safety Corridors, or High Pedestrian or Bicyclists Activity areas to improve traffic safety.
5. Enhance Public Safety Measures: Enhance public
safety measures for active transportation to increase
the security and attractiveness of walking and biking.
Measures such as improved lighting, traffic
enforcement, and safe crossings reduce accidents and
crime, encouraging more people to choose active
modes of transport, thereby promoting healthier
communities and reducing reliance on cars.
5.A Continue to identify opportunities to establish and enhance Safe Routes to School programs that include crossing guards, marked crosswalks, and traffic calming measures around schools.
5.B. Identify streets that require safety improvements to increase accessibility for students, people with disabilities, seniors.
5.C. Implement traffic calming measures such as narrowed lanes, speed bumps, raised crosswalks, and curb extensions in residential areas.
5.D. Improve communication with and gather feedback from community organizations, social media, constituents, churches, surface organizations, and local news stations to prioritize improvements and inform the public of street safety project updates.
5.E. Prioritize adding lighting and other visibility features to roadways, pedestrian walkways, and bike lanes to improve the safety of users.
Mobility Innovations Continuously evolving technology is revolutionizing how community
members navigate cities and
interact with mobility infrastructure.
Innovations in self-driving vehicles
and micromobility are enhancing
individuals' travel experiences by
offering more convenient and
flexible transportation choices.
At the same time, smart
infrastructure, Internet of Things
(IoT) technology, big data
management and analysis, and
artificial intelligence are changing
Modern mobility
infrastructure and
information systems that are
adaptable to future
advancements and improve
the safety and travel
experience of all mobility
users.
6. Develop a flexible Transportation Network. Design
the transportation infrastructure to be adaptable and
expandable, allowing for the integration of emerging
technologies such as autonomous vehicles, electric
scooters, and other micromobility options.
6.A. In coordination with GET, identify key growth areas of the city that will benefit from future transit stops, higher frequency routes, and facilities. Prioritize job centers, residential clusters, and mixed-use development areas, connection with the downtown and future high speed rail station, and underinvested areas of the city.
6.B. Seek opportunities and funding to modernize transit stations and stops with improved accessibility features, real-time information displays, and integrated ticketing systems.
6.C. Consider the long-term transportation and development planning in coordination, using updates to the City’s General Plan, Active Transportation Plan, and CIP, as well as updates to GET and other transit providers plans as a time to align efforts.
6.D. Maintain compliance under AB 1236 and AB 970 to streamline permitting for Electric Vehicle Charging Stations.
Mobility
how jurisdictions manage
infrastructure and traffic.
• Update land use permitting and design standards to include standards for ZEV infrastructure.
• Align with KernCOG’s electric mobility plan to integrate ZEV infrastructure into building requirements. Coordinate with Public Works to include in the zoning code update.
• Establish economic development as a key objective premised on the longer dwell times for public Level II charging, providing opportunities to spur commercial/retail growth. Shorter dwell times for DC Fast Charging also provide limited economic opportunities for convenience retail, fast food, coffee, etc. • Identify amendments to zoning regulations to streamline ZEV infrastructure.
7. Invest in advanced information systems and smart
infrastructure. Where opportunities arise, integrate
smart infrastructure equipped with Internet of Things
(IoT) devices, sensors, and data analytics platforms to enable real-time monitoring, management, and
optimization of traffic and mobility systems.
7.A. Continually explore and test big data tools that can forecast traffic trends, optimize signal timings, and manage congestion proactively.
7.B. Identify appropriate information systems upgrades that integrate data from various sources to support decision-making and enhance traffic management.
Regional and Local
Goods Movement
While agriculture and food products
will continue to play an important
role in this growth, the SJV is also
becoming a major distribution and
logistics center with expanding
numbers of mega-distribution
centers and even new
manufacturing facilities. This growth
will contribute to the need for
improved goods movement systems
in Bakersfield and the larger region.
Embrace and plan for the
expansion of distribution and
logistics industries by
incorporating future growth
into transportation network
planned improvements and
coordinating with KernCOG
on regional connectivity.
8. Coordinate goods movement regionally, with
consideration to future growth and minimizing
impact on sensitive uses.
8.A. Review existing designated truck routes in Bakersfield and their relation to the existing and preferred future land use development.
Evaluate needed changes to designated truck routes to accommodate future land use and transportation network changes in alignment with AB 98 when developing or expanding logistics facilities.
8.B. Ensure that city employers with 100 employees or more comply with Rule 9410 of the San Joaquin Valley Air Pollution Control District requiring non-agriculture and military employers to adopt reasonable and feasible measures to reduce ozone emissions via an employer- based trip program that encourages employees to use alternative transportation methods through incentives such as such as transit passes, ridesharing opportunities, or active transportation incentives.
8.C. Upgrade or improve visibility of truck route signage to ensure better compliance. Strengthen enforcement measures to keep trucks on designated routes.
Economic Development
Issue Issue Summary Desired Outcome Strategies Recommendations Industries in Transition Although they will still be viable for the foreseeable future, Kern
County’s historic core industries –
agriculture and oil production – are
transitioning. Oil and gas
production's viability is threatened
by State policy and climate change
trends, while agriculture faces
operational pressures and
sustainability concerns. Logistics, a
newer core industry, struggles with
community acceptance due to
environmental impact and job
quality concerns.
Repositioning of industries to
create positive economic
outcomes
1. Technology Driven Economic Development:
Leverage the strengths in agriculture, manufacturing,
and logistics to promote technology-driven research
and development related to modern advancements
of these industries.
1.A. Establish a Research, Technology, and Education overlay zone in identified locations in Downtown and near the CSUB campus to promote and facilitate technological research and development related to local industry, such as collaboration with local industries and partnerships with CSUB and Bakersfield College. [EDSP crossover]
1.B. Advertise the City to compatible technology driven industries such as agri-tech, advanced manufacturing, environmental technology, renewable energy R&D, and autonomous
transportation R&D.
1.C. Identify incentives, such as modernized infrastructure and telecommunications, financial incentives, permit streamlining, and high quality amenities to implement and promote to desired businesses.
1.D. Partner with the local secondary education providers and research institutions to leverage their expertise, facilitate collaborative research and workforce training, and networking.
1.E. Establish an economic development fund (potentially leveraging available State and Federal resources) to support workforce training programs, infrastructure improvements, and small business grants. [EDSP crossover]
1.F. Organize and facilitate entrepreneur networking groups, building on key partner-driven initiatives. [EDSP crossover]
1.G. Develop and maintain an online business incentives guide, providing a “one stop” resource for incentives available to businesses in Bakersfield. [EDSP crossover]
2. Energy Production: Oil and gas production is
anticipated to continue for the foreseeable future,
and the historic focus on energy production can
provide the foundation for an expanded focus on
renewable energy and related emerging technologies
such as carbon management. The City can work with
oil and gas companies to meet their current needs,
foster future sustainable business practices, and
transition markets to renewable energy.
2.A. Identify and promote financial incentives, including regional and State funding, for oil and gas companies that invest in renewable energy projects, carbon capture and storage, and other sustainable practices.
2.B. Regularly review and update policies to reflect advancements in technology, changes in the energy market, and evolving environmental goals.
Economic Development
3. Ties to Regional Initiatives: Bakersfield’s
opportunities vis-à-vis transitioning industries are
closely aligned with several major regional economic
and workforce development initiatives currently
taking shape in Kern County. By leveraging these
regional investments, the City’s General Plan policies
can be more impactful relative to desired outcomes.
Although the landscape of economic development
partnerships in the region is likely to evolve over the lifespan of the updated General Plan, the City can
have a leadership role in directing the future course
of these initiatives,
3.A. Actively participate in regional economic and workforce development initiatives (e.g., B3K Prosperity and the Kern Coalition) related to Kern County’s transitioning industries.
3.B. Position Bakersfield as an advanced manufacturing and R&D hub with capacity to support technology and aerospace
development in eastern Kern County (including the Mojave Air and Space Port).
Market Demand Demand for retail commercial will
increase in response to population
growth, but the global reduction in
brick-and-mortar retail demand will
present a “headwind” to overall
retail growth. Older malls and power
centers will likely require attention
from a tenant-mix perspective
(possibly introducing opportunities
for mixed use development) in order
to remain viable in the long run. The
current office market in Bakersfield
is soft, with high vacancy rates
(nearly 12%) and expectations that
absorption of office space will be
minimal for the foreseeable future.
Opportunities for new office
development are likely to be
neighborhood-specific and tied to
the success of a concerted economic
development effort to attract new
office-using industries (e.g. tech
firms) in commercial/mixed-use
environments attractive to
entrepreneurial startups. The surge
in industrial construction over the
past 10 years has resulted in a short-
term oversupply of industrial space
Land use designations, zoning,
and incentives that respond to
the current and future economic
market
4. Mixed Use Development: New retail centers in the
future are likely to be smaller and focused on a mix of “lifestyle” uses (including restaurants, entertainment, fitness/recreation, other personal services, and
housing). Residential density can facilitate financially feasible infill development or redevelopment of older
properties. Intensification of residential uses can also enhance demand for adjacent retail, restaurant and
service businesses. Mixed-use zoning can therefore
be a catalyst for reinvigoration of key focus areas
such as the Downtown Core.
4.A. Review permitting and approvals process for businesses and strive to continually improve efficiency, clarity, and collaboration during application submittal and review.
4.B. Encourage adaptive reuse of older or underutilized commercial buildings into mixed-use developments, supporting densification without requiring extensive new construction.
Provide incentives to developers to encourage this
4.C. Collaborate with private developers to create mixed-use projects that include accessible housing or community spaces, ensuring economic inclusivity and fostering vibrant
neighborhoods.
4.D. Encourage high density housing and visitor serving commercial such as restaurants, shops, and corner markets near the HSR station and other public transit hubs to promote walkability, reduce traffic congestion, and attract residents and businesses that value proximity to public transit.
4.E. Prioritize the inclusion of workforce housing in mixed-use developments to ensure that the area’s workers can afford to live nearby, reducing commuting costs and supporting local
businesses.
4.F. Create branding and marketing campaigns for mixed-use districts, highlighting the unique combination of amenities, retail, and living spaces to attract both businesses and residents.
4.G. Partner with anchor institutions (e.g., universities or hospitals) to support mixed-use developments that provide housing, retail, and services for employees, students, and visitors.
4.H. Explore the use of a Tax Increment Financing (TIF) strategy to fund infrastructure improvements in areas targeted for
Economic Development
and elevated vacancy rates
(currently about 11% compared to
less than 5% for all years between
2014 and 2022). Nevertheless,
demand for new industrial space is
projected to remain strong over the
next 10 years. Consistent with
recent market trends, most of the
industrial demand in Bakersfield is
likely to be for logistics facilities.
Through aggressive economic
development efforts, the City can
cultivate demand for higher-value
industrial uses such as
manufacturing and R&D,
densification and mixed-use development, making those areas more attractive to developers and investors. [EDSP crossover]
4.I. Offer additional density bonuses to developers who include affordable housing units, green space, or community services as part of their mixed-use projects beyond baseline requirements.
5. High-value industrial uses: The City can prioritize
higher-value aspects of logistics (e.g., R&D related to goods movement technology), and other also
industrial uses such as technology-oriented
manufacturing and research and development.
5.A. Improve the transportation connectivity of Bakersfield by improving airport, rail, and highway access and infrastructure, making Bakersfield more accessible for goods movement as well as business travelers.
5.B. Explore the use of tax abatements on property for a fixed period to reduce initial operational costs for technology, R&D, and manufacturing companies.
5.C. Identify available grants or subsidies for specific activities such as research and development, workforce training, and site preparation. Promote and assist interested businesses in applying for these grants or subsidies.
5.D. Invest in transportation infrastructure and promote linkages between “Smart Mobility” and targeted industries.
5.E. Partner with local universities, community colleges, and technical schools to develop training programs specifically targeted at the skill needs of advanced manufacturing, logistics, and R&D companies.
5.F. Create public-private partnerships to connect trained workers with employers in high-value industrial sectors to address labor force needs.
5.G. Ensure robust utility infrastructure such as reliable electricity, high-capacity water supply, broadband, and natural gas lines to meet the needs of advanced manufacturing and R&D activities
5.H. Offer concierge services to guide companies through the process of locating in the city, navigating regulations, and accessing city services. Assign dedicated staff to assist high-value industrial companies in getting up and running quickly.
v
v
Key Policy
Frameworks
April 23, 2025
Project Team
Della Acosta, Project Manager
Jose Fernandez, Associate Planner
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 3
Agenda
Project Overview and Timeline
Policy Development Process
Input on Key Policy Frameworks
Project Overview
What We’ve Done and Where We ArePage 61 of 80
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 5
General Plan Update Process
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 6
Vision Statement
Bakersfield is a resilient and diverse city that cultivates collaboration in order to provide the highest quality of life for its people. We celebrate our diversity and enjoy a deep sense of community that is fostered through safe and affordable neighborhoods, plentiful parks, and vibrant cultural centers. Natural systems, working lands, and urban life blend together for a thriving economy where high-quality goods and services are accessible through multimodal means and active lifestyles are supported by urban greenery, clean air, and transformative planning.
Refer to the Vision
and Guiding Principles
Document on
bakersfield2045.com
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 7
Guiding Principles
Sustainable Living
Economic Vitality
Equitable Access to Quality Services and Infrastructure Embracing Community Diversity and Identity
Purposeful and Cohesive Planning
Health, Safety, and Quality of Life
Refer to the Vision
and Guiding Principles
Document on
bakersfield2045.com
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 8
Development of Policy Frameworks
Key Considerations and Process
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 9
Key Policy Introduction
9 Identify high level strategies for addressing the key topics of concern for Bakersfield. Goal
Identify emerging themes from community
engagement, the existing conditions report data, and
additional plans, programs and resources
Process
Carried over, built on, or filled gaps from the previous input and other reports and plans, striving to accomplish the visionMethod
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 10
Policy Development Process
• Widespread engagement conducted to gain
insight on major policy issues and solutionsStep 1
• Project team conducts a review and identifies
emerging themes and develops draft frameworks
Step 2
• Frameworks are used to guide conversations to
gather additional input and direction
Step 3
• Frameworks presented to Council for inputStep 4
• Input received on the frameworks is incorporated
into the Draft General Plan
Step 5
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 11
Framework Engagement To Date
Pop-Up Events
Workshop Events (Virtual and In-Person)
Focus Group Interviews
Departmental Interviews
Council Member Interviews
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 12
Key Policy Frameworks
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 13
Land Use and Design
What would make
the
recommendations
more feasible?
What could be
improved? What is missing?
Placemaking strategies
Complete neighborhoods
Growth strategies
Promoting desired land use mixes
Land use compatibility standards
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 14
Annexation and Infrastructure
SOI expansion and annexation
planning
Infrastructure for annexation areas
Disadvantaged communities in
annexation areas
What would make
the
recommendations
more feasible?
What could be
improved? What is missing?
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 15
Downtown
Land use and design in downtown
Historic preservation in Downtown
Transit oriented development in
Downtown
Improving active transportation in
Downtown
What would make
the
recommendations
more feasible?
What could be
improved? What is missing?
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 16
Quality of Life Public art and city culture
Incorporated disadvantaged
community needs
Improving park and open space for
disadvantaged communities
Water quality in disadvantaged
communities
Air quality
Healthy food and physical activity
What would make
the
recommendations
more feasible?
What could be
improved? What is missing?
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 17
Cultural and Natural Resources
Open space climate adaptation
Recreation and parks
Open space and urban forestry
Kern River management
Citywide water quality
Historic resources
What would make
the
recommendations
more feasible?
What could be
improved? What is missing?
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 18
Safety
All hazards
Climate adaptation
Water conservation
Specific hazard risk mitigation
Hazardous materials
What would make
the
recommendations
more feasible?
What could be
improved? What is missing?
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 19
Mobility
Public transit
Active transportation
Mobility technology innovation
Truck routes and shipping
What would make
the
recommendations
more feasible?
What could be
improved? What is missing?
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 20
Economic Development
Promoting desired industries
Permitting and application process
streamlining
Utility provision for industry
attraction
What would make
the
recommendations
more feasible?
What could be
improved? What is missing?
BAKERSFIELD GENERAL PLAN AND HOUSING ELEMENT UPDATE 21
Thank you!