State of the Vision – September 2003
Progress Report

The following update was assembled by Vision 2020 on behalf of the community organizations implementing the Action Plans.
Vision 2020 was an 18-month process involving over 13,000 residents, including our youth, to develop a Vision for our community’s future and an Action Plan to accomplish that Vision. In January 2001, the Plan was handed back to the community for implementation. Since that time more than 100 agencies and organizations have been actively involved implementing the Plan. What has been most impressive is the extraordinary increase in cooperation and collaboration throughout the community in accomplishing the community’s Vision.

Economic Development
Our Vision for Greater Bakersfield is…a community with a well-balanced economic base that provides diverse and stable employment opportunities with private and public sectors working together to enhance economic vitality. We are a community that provides entry level and vocational opportunities while developing our workforce to meet the changing needs of a dynamic economy. Our business-friendly community embraces well-planned economic growth and encourages a broad range of high quality employment and entrepreneurial opportunities

Strategy #1 - Expand telecommunications and other infrastructures to support new and existing industries.
1. Identify infrastructure needs for high tech/communications and technology cluster groups/CSUB Business School.

2. Inventory existing public and private high tech and communications infrastructure.

3. Develop and implement a technology plan for Greater Bakersfield to include public and private wiring grids, digital access, technology support structures, building codes, etc.

4. Apply for grants (California Trade and Commerce Agency, HUD, etc.)
“Connecting Kern County” is a joint County of Kern Administrative Office and City of Bakersfield Economic Development Department collaboration to inventory existing infrastructure, identify needs, establish a plan to address needs, and seek grants to fund the plan. In Phase I, a consultant facilitated workshops with representatives of education, government, health care, large employers, community based organizations, real estate, utilities and telecommunications to assess needs.

In Phase II, these same representatives developed outcomes, goals, and strategies based on the earlier assessment. Phase III included development of an implementation plan, including a geographic display of existing telecommunications infrastructure and recommendations for phased improvements. The steering committee for this planning process may become the Regional Technology Council for the countywide effort, and the technology industry cluster group. Funding for Phase I was provided by the County and City. Phases II and III were funded by a State grant applied for and administered by New Valley Connections of the Great Valley Center.

In Phase III the Steering Committee identified several potential projects to improve e-business infrastructure, and/or knowledge of it, in the County. From the list of potentials they focused initial efforts on three projects:

1. Rural Telecom – One group is charged with searching out opportunities to expand broadband into rural areas of the County. Efforts to pursue improved service in the Kern River Valley and the Arvin/Lamont/Weedpatch areas are underway.
2. Real Estate – This group is working on a system of displays that can be used by builders and others to display broadband options available in the construction of residential and commercial office structures. It is anticipated that the display concept developed by this group will have application for other educational and training venues related to uses for communication technologies.
3. Workforce Education – This group has provided a list of workforce training entities in the County that can be used to market the County to industry.

Lead Organizations: City of Bakersfield Economic Development and County of Kern Community Development
Timeframe: Initial steps completed, progress is ongoing

Strategy #2 - Attract new types of businesses consistent with our Vision.

1. Complete a cluster industry analysis specific to Greater Bakersfield; identify new industries to target and a marketing strategy for their attraction/growth.

2. Develop Cluster Task Forces to identify and recommend incentives necessary to attract investment capital in those sectors.

The County of Kern and the City of Bakersfield have adopted an economic development study, the Natelson Report, as their guiding economic development strategy. This report identifies nine industry clusters eight of which have been targeted for expansion/attraction. The Kern Economic Development Corporation (KEDC) and Kern County Board of Trade have been assigned and taken responsibility for forming industry cluster groups for each of the recommended clusters. Thus far, industry cluster groups have been formed for Financial Services/Call Centers, Plastics/Chemicals, and Tourism/ Retirement/ Film. Focused industry groups will eventually be formed for all of the recommended clusters.

Lead Organization: KEDC (City and County Economic Development supporting)
Time Frame: 2004

3. Target growth companies that meet clean air requirements, and create sustainable employment in jobs paying higher wages.

4. Develop a marketing plan, specific to targeted companies, that addresses issues identified.

KEDC, The City of Bakersfield Economic Development Department, and the Board of Trade continue to work towards attracting companies that meet clean air requirements and provide high wage employment. Significant success on this action item is at least partially dependent upon the success of many other strategies and action items in the Vision 2020 Plan, including improvements in technology/connectivity infrastructure, image, transportation, education, and quality of life. We expect that the high technology related industry cluster group or groups will also contribute to the success of this action item. In December 2000, the Board of Supervisors adopted an Economic Incentive Program, which provides incentives to certain business types meeting specified investment and employment thresholds. The program is designed so that incentives are maximized for businesses that meet the county’s economic development goals. Employment wages and environmental standards are among the criteria evaluated to determine the incentive amount a business will receive.

KEDC and Kern County’s community development department have met with a consultant to identify what technologies existing Kern County companies will need over the next ten years, who supplies that technology, what opportunities exist to recruit those suppliers to Kern County, and which local suppliers can meet that technology need. KEDC has applied for a grant from the Gas Company to cover the costs of this assessment.

KEDC has developed an economic development plan to in technology. The plan includes the technology assessment and the labor market study as well as the formation of a technology industry cluster supported by KEDC. The plan has been presented to City of Bakersfield and County of Kern elected officials. The plan will be implemented once funding is available for the assessment and to hire a technology business developer at KEDC.

Lead Organization: KEDC (City and County economic development supporting)
Time Frame: Ongoing

5. Conduct a review of companies, that fit the criteria identified over the last three years but that chose not to relocate here to determine the specific reasons for not selecting Bakersfield
The KEDC has developed a tracking system for assessing known expansion or relocation efforts that did not materialize. As this is a new effort, historical data does not exist. Information from this assessment will be used in future strategies to attract targeted industry expansion/relocation efforts.
Lead Organization: Kern Economic Development Corporation (KEDC)
Time Frame: Ongoing

6. Ensure the development of a regional technology group with public and private membership.
The Steering Committee established to guide the “Connecting Kern County” study (see report on Strategy #1) includes representatives from Government, Education, Health Care, Real Estate, Major Employers, Small Business, Telecommunications and Community Based Organizations. This Steering committee, may evolve into the envisioned regional technology group.
Lead Organization: Bakersfield and Kern County Community Development
Time Frame: 2005

Strategy #3 - Build on existing economic base: Agriculture (for example; applied technology, value-added agriculture, Genetic technology) and Energy (for example: natural gas, micro-energy generating).
1. Form a Joint Economic Commission (Cluster Group Task Force) to review existing industries identified as industries to build upon, and create synergy with other horizontal or vertical groups to support the building on the strength of these industries via incorporation and use of technology.
KEDC is currently developing the value added agriculture industry cluster. This is the first step in pursuing industries that will capitalize on the existing agriculture industry base to attract and grow related businesses, which will enrich the value of existing agriculture products via processing. As these “value added” products are exported to domestic and foreign markets they will improve Kern’s economy even more than the raw agriculture products from which they are produced.
Lead Organization: KEDC (City Economic Development supporting)
Time Frame: ongoing

Strategy #4 - Create a post-graduate Research and Development partnership with industry and universities.
1. Develop a high level task force to discuss focusing research and postgraduate programs on adding value to existing industries such as high tech agriculture to create an alignment and a competitive advantage similar to that found in Silicon Valley-Stanford and Sacramento-UC Davis.

No progress noted.

Lead Organizations: High Tech Cluster Group; KEDC; Workforce Investment Board (WIB)
Time Frame: 2001

2. Form an advisory group to assist in the planning and implementation of the newly approved CSUB Engineering Program.
The Chancellor has determined that there will not be an Engineering program at CSUB. Bakersfield College has engineering preparatory courses and CSUB has developed collaborations with other universities for transfer students. However, general progress has been made in the development of business partnerships with UC Merced, CSUB, CSU Northridge and Fresno. This effort is particularly focused on promoting math, science, and engineering related educational programs in the County as part of a larger effort to protect and promote the missions of Edwards Air Force Base and the China Lake Naval Warfare Center. The Aerospace Office out of Lancaster has acted as consultant to the County to produce a Base retention Plan for Edwards Air Force Base. A similar plan has been prepared for China Lake. Plan implementation now involves the effort of several East Kern Representatives on the Edwards Community Alliance, and others on the Math, Science, and Engineering Consortium.

Strategy #5 - Encourage and provide business development and entrepreneurial opportunities.
1. Identify needs of small business and existing family businesses and develop an action plan to encourage and provide business development and entrepreneurial opportunities.
The CSUB Family Business Institute (FBI) has established an incubator in conjunction with the Small Business Development Center. In addition, a joint effort of the Workforce Investment Board, CSUB, BC, Small Business Development Center, KEDC, and others is underway to develop a “One Stop” Business Services Center to better encourage business development and expansion.
Lead Organizations: CSUB Family Business Institute and the Weill Institute Small Business Development Center
Time Frame: 2004

Strategy #6 – Align the offerings of higher education with the needs of the new economy.
1. Survey high tech and other industries to determine what industry standards and what skill sets will be required to prepare students to work in the “new economy”.

KEDC, in partnership with Goodwill Industries of South Central California, contracted with the Wadley-Donovan Group to conduct a Labor Market Analysis. The analysis assessed the labor market dynamics that an incoming employer is likely to encounter at a Kern County worksite including depth of the labor pool, adequacy of training resources, ability to recruit and relocate professional talent. Considerable emphasis was placed on the staffing needs of distribution centers, customer service/contact centers, manufacturing enterprises, and technology operations. The analysis was funded by a grant from Pacific Gas and Electric Company and the Workforce Investment Board.

The Workforce Investment Board has surveyed all industries in Kern County. Results are posted on the following web site address: https://www.usworks.com/centralvalley.

Lead Organization: KEDC
Time Frame: Ongoing

2. Develop courses that focus on meeting the industry standards and workforce skill sets identified by surveys of high tech and other industries (outcomes of Action 1).

CSUB School of Business has been approved for a new e-business concentration which is also available on-line. Bakersfield College’s Applied Science and Technology Division is also focused in this area. CSUB is committed to providing appropriate courses based on outcomes of the survey (item 1 above). In addition, the CSUB Extended University now has a marketing person on staff to educate the public as to availability of courses relevant to the new economy. The Education and Business Sector Groups from the Connecting Kern County project are also working on action items that address this strategy.
Lead Organizations: CSUB; BC
Time Frame: Ongoing

3. Partner with high tech and other industries to develop internships for students.

CSUB, and Workforce Investment Board, and KEDC have taken responsibility for identifying internships. The Workforce Investment Board recently submitted a request for funding to the Governor’s Office for internships programs.

Lead Organization: CSUB, BC, WIB
Time Frame: Ongoing

4. Develop marketing plan to educate the public about the higher education programs currently in place that prepare students for the new economy

See #2 above. Also, the WIB has approved the Career Services Center (CSC) Marketing Plan to promote CSC as a community resource for all job seekers to use throughout their lifetime to learn and/or enhance job skills. It also establishes the CSC as a single source contact for employers seeking information in all aspects of employee expansion, retention, reduction or retooling.

Lead Organizations: CSUB; BC; WIB
Time Frame: Ongoing

5. Inventory, evaluate and prepare a plan to apply for existing federal funding, grants and foundation awards, which can fund technological training programs in our community college, state university and private institutions.
Employers' Training Resource is implementing a grant received for Career Technical Training. Purpose of the grant is to address the skill shortages being experienced in our community. ETR is working with Larry Fanucchi at Bakersfield College to enroll students.
Lead Organization: WIB (CSUB and BC supporting)
Time Frame: Ongoing

Strategy #7 - Create a permanent on-going nexus between community business employment needs and local educational requirements.
1. Utilize the Workforce Investment Board to identify current and future employer needs. One critical source of data is “cluster groups” teams comprised of business representatives from current and targeted growth industries (for example: oil, film, tourism, high tech, communications, retirement, value-added agriculture).

2. Produce an annual “State of the Workforce” report detailing strengths and weaknesses of the local workforce, its preparation system, metrics and action plans for improvement.
This is an objective of both Workforce Investment Board and Kern Economic Development Corporation (KEDC). As one example, the Workforce Investment Board has a business-led Board of Directors with representatives from all levels of education. Additionally, both KEDC and the Workforce Investment Board have assigned staff to work with employers to establish cluster specific strategies regarding the number of new jobs that need to be created to achieve the goals for reducing unemployment, increasing the county medium income and training/attracting a skilled workforce. Other goals include designing cluster specific workforce education/training programs; optimizing cluster specific marketing; and serving as a forum for the exchange of ideas within and between clusters.
In September 2001, the Workforce Investment Board presented the first annual State of the Workforce Report. The objective of this report is to provide an analysis of the policy of implications for achieving workforce excellence based upon the region’s competitive advantages, key workforce issues or challenges and on regional trend indicators.
Lead Organization: WIB
Time Frame: Ongoing

Strategy #8 - Develop a system-wide workforce preparation program, pre-kindergarten through University system that integrates quality academic instruction, relevant vocational education, and workforce responsibility skills (soft skills).
1. Develop plans to expand business and education programs such as Academies, School-to-Career, vocational classes, business mentoring, job shadowing, and internships.
Progress: ??
Lead Organization: WIB (KCEOC supporting pre-school)
Time Frame: 2001

2. Develop a Public Relations program educating the community on various career, education and training opportunities in the community.
This is a stated objective of the Workforce Investment Board. Progress is being made in some key areas. As a result of the collaborative efforts of the Workforce Investment Board, the Kern High School District, and Employers’ Training Resource, a new Career Academy for Arvin High School has been funded. There are more Career Academies in Kern County then anywhere else in the State. The Regional Occupation Center of the Kern High School District continues to provide high demand vocational education programs. A new public relations/information program, “Careers in Kern County”, has been launched by the Workforce Investment Board.
Lead Organization: WIB
Time Frame: Ongoing

Strategy #9 –Develop a plan to promote, publicize, obtain adequate funding, and implement a technology incubator.
This strategy has been completed and the lead organization is going for re-funding.

Strategy #10 - Identify, support and coordinate existing private-public collaborations such as KEDC, Greater Bakersfield Convention & Visitors Bureau, Vision 2020.
1. Develop “mega-group” to help coordinate existing efforts and eliminate duplication.
It has been determined that this action item is implemented by the Vision 2020 Facilitation Team.
2. Establish and communicate a specific legislative agenda for economic growth, including potential public funding.
The Greater Bakersfield Chamber of Commerce, Governmental Review Committee recommends legislative action.

Strategy #11 - Develop a Fast-track process for establishing a business, in Greater Bakersfield.
1. Develop permit information in a consistent format between City and County. Use existing business model for City and County to establish a simplified and timely business application process
Time Frame: Completed
2. Provide business permitting information, application, and permitting capabilities as a part of a common web portal.
The County of Kern, city of Bakersfield, Superintendent o Schools and KernCOG went on-line with a common web-portal (www.kerngov.net). Information and on-line service applications will be added as they are developed.
Time Frame: Completed

Strategy #12 - Develop and implement a plan to develop statistics measuring the economy and other relevant data for Greater Bakersfield.
1. Determine which sets of data needed and the best sources to obtain and maintain on going.

Ongoing assessment being conducted.
Lead Organization: CSUB (supporting WIB and KernCOG)
Time Frame: 2001

2. Form a task force to determine the university’s role relating to maintaining databases/information systems and conducting applied research. Develop funding plan.
Pending completion of Action item #1.

Education Vision Force
Our Vision for Greater Bakersfield is…a community that places priority on education and life-long learning and education. Our businesses and agencies work together to ensure responsibility for the success of our students. We recognize the vital link between education and the prosperity of our community and residents through vocational education and training opportunities for those individuals entering or re-entering the workforce. Our community offers a smooth transition from early childhood education through postgraduate training and recognizes the importance of higher education. We offer a broad range of opportunities that meet the needs of a new economy. All children in our community have an opportunity to learn from the same set of high performance standards.
[Note: The first 5 strategies listed have been prioritized by the Vision Force]
Items for future Consideration and Completed items are listed at the end of the report.

Strategy #3 - Target reading skills first.
1. Form a community-based “Target Reading First” Collaborative representing schools, families and children, and the community to develop and implement a focused, sustained plan to achieve the goals. (Model: Network for Children and other local collaboratives - seniors; homeless)

Reading is the number one factor in determining a student’s ability to be successful in any other course of study. Children who are introduced to reading at an early age and are supported in this skill in the home, in school, and in the community are more successful students and adults. There is a strong correlation between educational achievement and employment and the economy. Jobs of the future will require increasing levels of education. Strong educational performance is required for Greater Bakersfield to attract and retain high paying jobs. Schools, parents and families, and the community (businesses, non profits) all have a role to play in improving reading and educational performance.
A “Target Reading First” collaborative has been formed. Meetings are held monthly for the whole group, with sub-committee meetings also being held. Public and private sector participates. A web site, www.targetreadingfirst.org, has been set up to provide information to the public about the Target Reading First efforts. An Early Reading First grant of $1.5 million dollars has been applied for to help support this effort.
Lead Organizations: Target Reading First Collaborative
Time Frame: Ongoing

2. Implement “reading first” efforts in elementary and junior high schools - i.e. appropriate training for teachers and education of parents on the importance of reading.
a. Begin identifying existing programs (e.g. Rotary Club, Rolling Readers, Bakersfield Californian/KCSOS Community Reading Program, Community Connection for Child Care Book Buys, Baby Steps, Kern Adult Literacy) as the early steps in a continuum of reading projects.
b. Develop promotion campaign to educate community regarding existing programs and importance of reading.

The Community Reads program sponsored by KCSOS and the Bakersfield Californian is in its 4th year. The sixth cohort of tutors (225) is currently in classrooms providing reading assistance to second grade students. The project has trained a total of 800 tutors. The project has been invited to do a presentation at the International Reading Association conference in San Francisco.
Reading instruction continues to be a major KHSD emphasis. The district-wide effort continues to train teachers not typically expected to teach reading in how to diagnosis reading problems and prescribe and execute remedial instruction. Most recent test results reflect improvement in student reading abilities.

CSUB has begun three year long reading institutes that are instructing teachers on different reading pedagogies. CSUB places hundreds of its students as reading and writing tutors in K-12 schools.
The Kern Reading Association “First Book Bakersfield” was established in 2001 with the goal of getting books to low-income families and supporting others who are promoting family literacy. More than 250 children have received books and 13 literacy programs have received books through grants from the First Book Bakersfield Local Advisory Board. www.firstbook.org
Lead Organizations: KCSOS and CSUB
Time Frame: Ongoing

3. Promote the use of pre-reading programs for all licensed pre-school/child care facilities.

The California State Department of Education Child Development Division has implemented Prekindergarten Guidelines and the Desired Results Developmental Profile. Both of these tools are used to provide information and then assess effectiveness of early care and education programs funded by the State of California. This includes pre-reading activities. This will not impact private childcare programs at this time.
KETN/Santa Cruz office of Education/CCCC partnered to do a series of eight workshops that broadcast around the state on pre-kindergarten literacy. CCCC gives a canvas bag with a book that says, “Reading is Fun” to each income eligible family receiving assistance with childcare. -Information on pre-reading program published in a CCCC newsletter that goes to all licensed family childcare providers and childcare centers.
California Association for Education of Young Children is sponsoring statewide trainings in pre-kindergartner reading skills.
School Readiness Programs, funded by First 5 and under the auspices of the Kern County Network for Children, have established pre-reading programs in 3 school districts in Kern County. Additional school districts will be added in 2003-04.
The Target Reading First Collaborative submitted a $3.5 million Kern Early Reading First Initiative grant to the Federal Government. This proposal, a partnership between the Reading Collaborative, the School Readiness Initiative, Cal State University Bakersfield, the Network for Children, Community Connection for Child Care, and Bakersfield City School District will establish five centers for excellent. These centers will house literacy specialists who will train pre-K teachers, parents and children.
The Community Connection for Child Care does home visits with license exempt childcare providers. At these visits, books for young children are left and providers are trained in how to incorporate literacy into their programs.
Local television stations are promoting Reading as a part of their public service announcements.
California First 5 Commission has billboards and television spots promoting the value of reading with your children.
The Community Connection for Child Care has received funding from the Kern County Children and Families Commission to implement Quality Child Care Programs including Child Care Productions (a Video/TV program development) and Exempt Provider Training and Support Services. Both of these projects have a strong emphasis on pre-reading programs for licensed and exempt from licensure child care facilities.
The Kern County Children and Families Commission is also funding the Kern County Library to do a Reading Start program for preschoolers.
Bakersfield College, Taft College and Cal State University Bakersfield Early Childhood Education programs place an emphasis on pre-reading programs
Lead Organization: Community Connection for Child Care
Time Frame: Ongoing

Strategy #2 - Achieve seamless transition between grade levels.

1. To improve student performance, design and implement seamless transitions between grade levels, between pre-Kindergarten, elementary and high schools, and between high schools and post-secondary education.
a. Use Kern Learn as a vehicle for seamless transition with collaboration of the BCSD, Panama KCSOS, BC and CSUB.
KernLearn tutorial capabilities expanded to include 6th grade level standards. KernLearn launched Oct. 1, 2001 as a cooperative effort of the KHSD, KCSOS, Panama-Buena Vista and Bakersfield City School Districts. KernLearn addresses the academic needs of students in grades 7-12and, as such, streamlines the transition between junior high and middle school students in those districts to high school.
To capture youth who may not have access to a computer and therefore KernLearn at home, the United Way, Kern County Network for Children and Lightspeed Technologies applied for and received a planning grant from the James Irvine Foundation to develop a plan for increasing the utilization of KernLearn throughout the community. This group is targeting community collaboratives and nonprofit youth agencies (e.g. Police Activities League) to serve as community “hubs” where computers are available and where students can access KernLearn. Additionally, a youth mentoring component will be initiated where students will mentor other students as they access Kern Learn through these neighborhood-based programs. A proposal for implementation funds will be presented to the Irvine Foundation at the conclusion of the planning grant in January 2003.
College Bound, a new KHSD publication, provides a detailed account of KHSD efforts to increase graduate success with regard to satisfying all UC and CSU requirements for entrance commonly referred to as the “A to G” requirements. The publication highlights KHSD efforts such as increased college preparatory involvement at the freshman level, increased graduation requirements, increased counseling services, increased staff development with regard to “A to G” success, increased community awareness of “A to G” requirements and increased student success on the SAT, ACT, AP and other placement tests.
A CSUB sponsored California Academic Partnership Program that is creating a model for 6-8 and 9-12 grade cooperation is making great progress in implementing new strategies and pedagogies in math and reading/writing.

Lead Organizations: KHSD, KCSOS and Jim Burke Foundation Focus Group
Time Frame: Ongoing

b. Child Development and Family Services to work on the transition from pre-K to elementary.

The Kern County Network for Children, with funding through the Kern County First 5 Commission and the California First 5 Commission has implemented School Readiness.
The first year of this project targeted three school districts: Bakersfield City, Delano and Arvin. The project includes 5 essential and coordinated elements: Early Care and Education Services with Kindergarten Transition, Parenting and Family Support Services, Health and Social Services, Schools’ Capacity to Prepare Children and Families for School Success. This is a five-year project that intends to expand beyond the initial four school districts. New school districts will be added in September 2003. The initiatives developed in the first few years will be replicated and implemented in additional schools. It is anticipated that this will model for seamless transition between early care and education programs and Kindergarten.

New legislation encourages child development programs to transfer records to Primary schools so that essential information can be shared. This increases articulation between the two systems.

With leadership from Aera Energy, a School Readiness program has been piloted (July 2003) at two school districts: Greenfield and Rosedale. This will serve as a model for other pre-K programs and will include a component for summer programs, half-day preschool programs during the year and a parent education component.


Strategy #7 – Recruit, develop, and retain the best and brightest teachers and administrators, improve accountability, and reward superior performance and professional growth

1. Improve recruitment and retention strategies.

KHSD Personnel Division has launched an intensive effort to upgrade the Personnel Division Website to provide electronic application for teaching positions as well as significantly increased information, which promotes to the benefits of life in Kern County and a career with the KHSD.

An all day forum, dealing with recruitment and retention, sponsored by the Center for the Future of Teaching and Learning and in conjunction with CSUB, KCSOS, and local districts was held in April 2002. A final report was issued in Fall 2002 on ways to successfully recruit and retain teachers. This will be a model used statewide. A teacher-recruitment fair was held in Spring 2003 and attracted more than 400 applicants with over 35 districts participating.

Lead Organization: KCSOS and school districts, teacher organizations
Time Frame: Ongoing

2. Implement professional development programs to teach leadership and promote excellence in principals and administrators.

KHSD emphasis on teacher support and training continues but budget cuts proposed by the Governor could impact efforts on this front.

Efforts at coordinated efforts have not been successful. The different providers of education administration programs have gone their separate way.

CSUB offers a joint doctorate with University of the Pacific. CSUB is entering the implementation stage of a Joint Doctorate Program with UCSB. The program will have an education leadership development focus. CSUB was approved to conduct educational leadership intern program by State Department of Education.

The new teacher consortium (Beginning Teacher Support and Assessment (BTSA), Intern, and Pre-Intern) in collaboration with KHSD, BCSD, Greenfield S.D., and local universities has been able to reduce the number of teachers on emergency permits from 1100 in 1999-00 to 400 in 2001-02.

AB 75, Principal Training, began in Kern in 2002, which includes 80 hours of training with 80 hours of practicum.

The KHSD has been very pro-active in bringing to Kern County the best and brightest teachers. It has been very involved in state and local efforts to increase the number of credentialed teachers in Kern County through the Center for the Future of Teaching and Learning.

The KHSD has intensified in the past two years staff development efforts under the guidance of a new Director of Staff Development. This office’s efforts include ongoing and extensive workshops for new and experienced teachers, which allow them to stay current and perfect their craft. The KHSD has plans to develop a State Principals Training Initiative.

Lead Organization: CSUB, KCSOS and school districts
Time Frame: Ongoing


Strategy #9 – Raise the educational expectations of students, teachers, parents, and the community to:

1. Create a high level of awareness that reading and math skills are critical.

The Kern High School District is working closely with the California Dept. of Education to develop a mathematics workshop, which targets skills tested on the California High School Exit Exam. The KHSD was one of three school districts in the state chosen to conduct prototypes of a workshop that will eventually be provided statewide for students and their parents. In addition to providing students tutorial instruction in math, the workshop is designed to instruct parents on how they can best assist their student. Training has begun

CSUB is sending personal letters to parents of junior high students, which emphasizes the importance of early preparation and the critical nature of skills in mathematics and English. In the many presentations to groups of students of all ages, CSUB’s outreach staff and faculty emphasize the importance of English and mathematics skills.

Reading is a major focus for all new state and federal funding going to schools. All schools are involved in the selection of new reading materials and planning training for their teachers.

Lead Organization: KCSOS; KHSD; CSUB; BC; WIB
Time Frame: Ongoing

2. Create an expectation that all students will graduate from high school with the basic qualifications to pursue post secondary education if they choose to do so.

Three grant programs are currently in place that support this goal and serve approximately 75% of the school districts in Kern Co. They are California Student Opportunity and Access Program (CalSOAP), Academic Improvement and Achievement Act (AIAA) and Advancement Via Individual Determination (AVID). All three programs serve middle and high schools.

A new KHSD publication, CollegeBound, highlights a variety of KHSD efforts to heighten student pursuit of post-secondary education. Among the efforts highlighted is the development of an “A to G” Poster distributed regularly throughout the community, which provides information on all UC and CSU entrance requirements.

A Counseling component was added this summer to KernLearn, the KHSD’s new 24/7 on-line tutorial website for students, teachers and parents. The Counseling website provides a wide array of post-secondary information including financial aid, college entrance requirements, testing, and entrance application procedures.

The District has increased its graduation requirements including an additional 10 units of math and 10 units of English.

The District has revised its policies to incorporate teacher recommendations into the process by which students are determined to be eligible for college prep programs.

The District has implemented an SAT preparation program, which makes it possible for all students to take the exams considered vital to college acceptance.

Lead Organization: KCSOS, KHSD
Time Frame: Ongoing

3. Start academic and career advising in elementary and junior high schools covering CSU, UC, and other college requirements, and work force requirements, skills, and knowledge.

In response to sub strategies 1-4, CSUB already commits considerable resources to this strategy. The School of Education faculty and administration routinely give talks on this topic. Through special grants and long standing relationships with school districts English and Mathematics faculty are working to increase the awareness of the importance of reading and math skills. The University’s Outreach Services and its externally funded programs such as CAMP and Upward Bound are committed to raising the educational expectations of the region.

The District has developed an “A to G” poster, which details the UC and CSU entrance requirements. This poster is now distributed regularly to all of the district’s 35 feeder schools.
Three grant programs are currently in place that support this goal and serve approximately 75% of the school districts in Kern Co. They are California Student Opportunity and Access Program (CalSOAP), Academic Improvement and Achievement Act (AIAA) and Advancement Via Individual Determination (AVID). All three programs serve middle and high schools.

Lead Organization: KCSOS, CSUB
Time Frame: Ongoing

4. Develop well-defined “maps for success” for students illustrating academic and vocational paths, showing that all roads lead eventually to some post-secondary education.
The District has added a Counseling component to KernLearn, its online site, which provides students and parents a forum for planning for high school and college success.

Graphic presentations of career pathways are being developed for careers showing the educational requirements to become employed in a given occupation. Jobs are categorized into entry level, technical level, and professional. These are being utilized by career technicians on high school campuses and in the college career center to help individuals see the connections between employment and education. CSUB’s Outreach Services have such maps and are ready to share these with other partners.

Lead Organizations: CSUB; BC; UC Merced
Time Frame: Ongoing

5. Increase the awareness of students and their parents about the numerous scholarships and grants and opportunities for education after high school.

Kern County College Night is held each September and is open to all Kern County middle and high school students and their families. There are several breakout sessions for students and family members regarding financial assistance.

The aforementioned Counseling component of KernLearn (www.kernlearn.net) which facilitates student efforts to learn of and apply for a wide array of scholarships, grants other opportunities after high school.

CSUB’s Financial Aid Office continues to provide information on scholarships to schools throughout the county. The Financial Aid Office was recognized as having the best outreach program among the CSU campuses.

Lead Organization: KCSOS
Time Frame: Ongoing

6. Develop a marketing plan that includes the following components:

KCSOS is working with the Jim Burke Ford Foundation on a marketing plan to promote student successes in service learning is being formulated.

Lead Organization: KCSOS marketing professionals, school districts, BC, CSUB, UC Merced, local business, media
Time Frame: Ongoing

Strategies # 12, 5 & 11 - Increase opportunities for career preparation/skills programs, offer students more choices and incentives

Prepare a “Case for Support” to be used to advocate for the following

With regard to the funding issues of this strategy, Employers’ Training Resource (ETR) on behalf of the WIB has applied for two grants pertaining to youth. The first grant, YouthBuild, if funded, will provide economically disadvantaged 16-24 year olds with employment skills through on-site training experiences in housing construction and rehabilitation. The second grant is a demonstration grant for youth with disabilities. If funded, this model demonstration project will increase participation and improve results in those programs for young people with disabilities and assist with the transition.

The WIB will actively support the Kern High School District (KHSD) in expanding the cap above the existing 1,200 ADA at the Regional Occupational Center (ROC), including coordinating support efforts with business and contacting legislators. The WIB will also support the expansion of physical facilities at ROC commensurate with this growth.
The WIB will work with the ROC to develop a plan of action for the expansion of computer/technological capabilities and form a Joint Committee Advisory Board to include all levels of education and business representatives. The KEDC is currently working with the high-tech cluster groups and can be a source of information for this action item.
The Youth Council will continue to review/understand career academies and career technical skills programs as determined by identified need, student and parent interest and available resources.

Business and education will collaboratively stress SCANS skills as part of employment readiness.

Lead Organization: Bakersfield College, KHSD, WIB, CSUB, KCSOS
Time Frame: Ongoing


Strategies #12, 5 & 11

1. Develop an advocacy campaign for increased funding for the above programs.
Bakersfield College suggested that a strategy for lobbying at home and Sacramento be developed. The strategy should have “needs” clearly identified, a feasible timeline and key people to participate in the strategy.

An Ad Hoc Committee was formed to advocate for additional funding for our local area.
The WIB formed another Ad Hoc Committee to Explore Advanced Technical High School Opportunities, whose findings include that at this time, Kern County has the capabilities to service students through the Regional Occupational Center (ROC); however the Average Daily Attendance (ADA) needs to be raised in order to increase the number of students that can be served. The WIB has taken the responsibility to work with various state agencies to increase funding for additional students and programs at the ROC.

Lead Organizations: Bakersfield College; KHSD; WIB; CSUB; KCSOS
Time Frame: Ongoing

2. Conduct annual evaluation of progress

The “State of the Workforce” report is presented at the Annual Workforce Summit. Staff has been diligently working on a new format that will better represent our area and give greater coverage in the areas of education and workforce development.

Lead Organizations: Bakersfield College; KHSD; WFIB; CSUB; KCSOS
Time Frame: Ongoing

3. Develop and implement a plan to apply for existing federal funding, grants, and foundation awards to fund technological training programs in Community College, CSUB, and private institutions.

Employers’ Training Resource has staff dedicated to research funding opportunities and disseminates the information about the grant opportunities to those partnering agencies, which are eligible to apply.

Bakersfield College applied for, and received, a Title V Hispanic Serving Institution grant in the amount of $367,000 a year for five years. A key component of this grant is the focus on the establishment of Learning Communities in the areas of pre-health careers, information technology, math, engineering & science, and teaching careers. These Learning Communities will focus on broad preparation of students where quality academic instruction is integrated with specific career path information and workforce skill set development

Lead Organizations: Bakersfield College; KHSD; WFIB; CSUB; KCSOS
Time Frame: Ongoing

4. (Formerly Strategy #5 Action Item #1) Develop high school curricula that meet the needs, abilities and career goals of all students.

KHSD-KHSD administrators are very involved in the College Night program in which students and parents can meet with representatives from colleges and universities nationwide. The KHSD provides instruction at 14 comprehensive sites as well as a number of alternative educational programs, which collectively serve the needs of all of its more than 29,000 students. The District has intensified efforts to better prepare students to succeed at the post-secondary level while continuing a wide array of school-to-career programs. School sites offer college prep programs as well as a broad array of electives, which include vocational skills. The KHSD’s Bakersfield Adult School and Regional Occupational Center provide more than 8,000 students career and vocational training in more than a dozen career fields.

Lead Organizations: KHDS; Partnership Plus!; WIB
Time Frame: Ongoing

5. (Formerly Strategy #5, Action Item #2) Offer alternative learning environments or schools (e.g. academies and schools within schools for academically at risk or gifted).

The Kern High School Districts’ instructional programs include 12 school-to-career academies, accommodating more than 3,000 students, the largest concentration of such academies per capita of any school district in California.

Through the joint efforts of KHSD and ETR last year, Arvin High School has added the Manufacturing Career Pathway to its curriculum to address the shortage of workers being experienced in this career field. The Arvin Manufacturing Career Pathway has completed its first year in operation with much success. The Pathway offered a Summer Work Experience program, which offered students the opportunity to utilize the skills learned from their classes and gain valuable work experience.

The Academy Based Career Skills Training Ad Hoc Committee is developing a proposal for the implementation of strategic workforce demand Academies and Career Pathways in the High Schools.

Lead Organizations: KHSD, Partnership Plus, WIB
Time Frame: Ongoing

6. (Formerly Strategy #11 Action Item #1) Evaluate the effectiveness of existing programs and potential new programs.

Bakersfield College will support this strategy by providing information on business and industry partnerships participating in Bakersfield College Occupational Programs.
Kern High School District has been a very active participant in Workforce Investment Board and other community partnerships focused on school to career and vocational programs. District leadership has been extremely active in efforts to support current workshop issues as they relate to KHSD students.
Each of these organizations have participated on the Ad Hoc Committee formed by the WIB to evaluate advanced technical high school opportunities and the local schools’ educational offerings to students. Their findings were:

Bakersfield College was awarded a Title V grant in the amount of $367,000 a year over a five-year period. One key focus of that grant is the development of Learning Communities focusing on integration of quality academic instruction with career information and the development of occupation specific skills. These Learning Communities follow the cohort model utilized in high school academies and relies on industry partnership in development of internships, job site visits and mentor support for advanced students.
Lead Organizations: Employers Training Resource –WIB; Partnerships Plus; Bakersfield College; KHSD
Time Frame: Ongoing

7. (Formerly Strategy #11Action Item #2) Replicate the most successful programs at additional schools, developing partnerships to support them and using businesspersons to model appropriate workplace skills and behaviors.
During the 2001-02 school year, 14,000 students participated in job-shadow activities and over 300 local businesses and community organizations. The participants included students in grades K-12. They had the opportunity to observe and interview workers in real life job settings.
A special workgroup has been formed between members of the Vision Force for Economic Development, Vision 2020 leaders, the Kern County Superintendent of Schools and various school districts to examine opportunities to encourage, highlight, and replicate extraordinary educational achievements
Lead Organizations: Employers Training Resource –WIB; Partnerships Plus; Bakersfield College; KHSD
Time Frame: Ongoing

8. (Formerly Strategy #11 Action Item #3) Publicize the findings.
Employers’ Training Resources, on behalf of the WIB, has begun an annual “State of the Workforce” report. This report focuses on the synergism between education and the workforce as related to economic development. Relevant statistics are reported as well as their implications for the future our community.
The Kern County Network for Children annually publishes the “Report Card”, a publication that examines the issues affecting Kern County’s children. Provided within the “Report Card” are demographics, family economics, education, health and well-being and child and family safety.
In addition, information regarding the schools can be found on the website created by the Kern County Superintendent of Schools, Kern High School District, Bakersfield City School District and Panama Buena Vista Union School District – Kern Learn. Kern Learn is the curriculum and assessment portal for our community’s schools. Listed on this website are the types of resources available to Kern County students, teachers, and parents. A visitor to the site can view sample assessments, tutorials, resources, and guidance material
Lead Organizations: Employers Training Resource –WIB; Partnerships Plus; Bakersfield College; KHSD
Time Frame: Ongoing

9. (Formerly Strategy #11 Action Item #5)Create public /private partnerships that involve business in the course development and that secures new funding for teachers/administrators who wish to implement promising practices in vocational education.
Members of the Economic Development and Education Vision Taskforces and educational leaders have met to discuss strategies to coordinate this action. Also, ETR has appointed staff to research opportunities to raise the ADA cap for the ROC as well as funding opportunities for educational programs
Lead Organizations: Employers Training Resource –WIB; Partnerships Plus; Bakersfield College
Time Frame: Ongoing

Strategy #1 - Establish core competencies and standards of achievement for each K-12 grade in all subject areas
1. Communicate standards of achievement to parents and the community to help them understand what is expected.
By accessing KernLearn, the KHSD’s 24/7 on-line tutorial service (www.kernlearn.net), parents can access KHSD standards in math, English, social studies, and science.
KCSOS-KCSOS is currently working to develop a web site for parents that will include the California Content Standards by grade level, K-12. Also, all school districts in Kern County were sent a copy of a parents guide to the content standards that can be reproduced and distributed to parents. Many of the schools are using these at parent conferences and back-to-school nights.
Lead Organizations: KCSOS; KHSD; BC; CSUB
Time Frame: Ongoing

Strategy #4 – Evaluate and implement structural changes to improve student performance.
2. Legislate universal preschool.
In 2001, the State Legislature called for a Master Plan for Education. After one year of meeting in 7 major work groups, the plan was completed and in 2002-03 was presented to the legislature in the form of several bills. Due primarily to the state budget crisis, the bills became two year bills and will be heard again when the legislature reconvenes in 2003-04. The work group on School Readiness provided an outline for a new delivery system for early care and education. The components of this outline were incorporated into a Universal Preschool Bill.
Lead Organization: KCSOS supporting school districts
Time Frame: Ongoing

Strategy #5 – Increase engagement of junior high and high school students by offering more choices, incentives and awards, and better awareness of scholarships and other financial assistance available.

Incorporated into Strategy #12, July 2003.Strategy #6 - Encourage before- and after-school programs at school sites with an academic component. (e.g.- homework club, tutoring). Provide technical assistance to increase the number of school sites, which offer before and after school programs.

1. Encourage before and after school programs at school sites have an academic component

KCSOS has a coordinator in Instructional Services who is the point person on After School Programs. This coordinator keeps schools and districts informed of grant opportunities, rules and regulations updates, and facilitates an After School Programs Network, giving school and district personnel an opportunity to share information. There are many local support providers (non-profits/volunteers) that participate in the After School Programs.
The KHSD has implemented after school math and English tutoring programs.
The WIB through ETR recently submitted a grant proposal for a Youth Mentoring Mobile One-Stop. If awarded the funding for the project, the Youth Mentoring Mobile One-Stop will be equipped with 10 computer stations complete with software, access to the Internet as well as a staff of three individuals experienced in dealing specifically with youth to provide training, counseling, employability skills and information pertaining to continuing education and/or employment.

Lead Organization: KCSOS
Time Frame: Ongoing

Strategy #8 – Engage parents as active participants and champions of their children’s education.
Transferred to Youth & Family Vision Force


Strategy #10 - Support improvements to, and maximize the use of, school buildings and infrastructure.
1. Enlist the community’s support of efforts to pass legislation and fund school construction through activities such as:

Golden Valley High School opened in Aug. 2003. Progress continues on plans for another school to open probably in northwest Bakersfield in 2006. Recently proposed budget cuts do not impact these efforts. Golden Valley will be the fifth new school built by the KHSD with funds derived from a 1990 $97.5 million bond measure.

Currently, schools have mechanisms in place to obtain facility funding based on need (growth). Each district can initiate a school bond election with their community. Recent legislation has made it easier to gain the percent of votes needed to enact the bond measure. District also may apply for state facilities funding. This state income is generated by voter-approved, statewide, school facility bonds.

Lead Organizations: KCSOS; school districts; Greater Bakersfield Chamber of Commerce; Kern County Chamber of Commerce
Time Frame: Ongoing

2. Folded into Strategy #10, action item #1


Strategy #11 – Incorporated into Strategy #12


Strategy #13 - Educate the community on the value of lifelong learning and develop adult learning capability designed to allow people to “retool” their skills to prepare for professional and life opportunities.

1. Develop and implement a communications plan to educate the community on the value of lifelong learning.

Bakersfield College has hired a new Community Education Coordinator to work with the community and all campus departments to identify community needs and campus and community resources to meet those needs. Her charge is to present an annual overview of the offerings provided to support job skill enhancement, training for specific certifications or licensure and general interest offerings to the public. BC will convene meeting of the marketing staff for institutions to define the key messages to be incorporated into local mailings to constituents.

Individual meetings have been conducted with ETR Marketing, BCSD PIO and Bakersfield College PIO regarding marketing relative to education and work.

CSUB sees itself with lead responsibility for this sub-strategy. The Extended University Division already systematically assesses the need of the community for life-long learning opportunities.

Lead Organizations: CSUB; BC
Time Frame: Ongoing

2. Conduct needs assessment and plan to meet the lifelong learning needs of Greater Bakersfield’s residents

CSUB reports the University wants to lead this sub-strategy. The Extended University Division already assesses the need of the community for life-long learning.

Kern Economic Development Corporation and the Workforce Investment Board funded a study by the Wadley-Donovan Group, Inc. (WDG) to assess labor market dynamics that an incoming employer is likely to encounter at an area’s worksite, such as

Lead Organizations: CSUB; WIB; BC; KHSD (Regional Occupational Center)
Time Frame: Ongoing


Items for Future Consideration

Strategy #7, Item #4: Modify the tenure system for improved accountability (teachers re-elected based on performance and merit).

This action item is unattainable at the present time.

Lead Organizations: KCSOS; school districts; teacher organizations
Time Frame: Reconsider in 2005-2006.

Strategy #7, Item #5: Assess teacher and administrator performance by surveying parents, students, and teachers and using survey results in performance evaluations

This action plan is not legally attainable at the present time.

Strategy #7 Action Item #8: Implement career ladders for teachers and administrators with appropriate financial rewards to encourage professional development.

Discussions are ongoing. Due to budget issues this fiscal year this strategy will be looked at in future discussions

Lead Organizations: KCSOS; school districts; teacher organizations
Time Frame: Reconsider in 2005-2006.

Strategy #4, Item 1: Change kindergarten eligibility deadline to September utilizing legal authorization granted in AB25.

This action plan is not legally attainable at the present time.

Lead Organization: KCSOS in conjunction with school districts
Time Frame: Reconsider in 2005-2006.

Strategy #4, Item 3: Extend class size reduction to grades 4, 5, & 6

Unattainable due state budget problems. Some districts have discontinued class size reduction in grades k, 1,2,3, due to budget issues.

Lead Organization: KCSOS in conjunction with school districts
Time Frame: Reconsider in 2005-2006.

Strategy #5, Item 6: Incorporate vocational education into college prep programs by adding an optional extra period.

This action plan is not legally attainable at the present time.

Lead Organization: KHSD; Partnership Plus!; WIB
Time Frame: Reconsider in 2005-2006

Strategy #12 Action Item #5 (formerly Strategy #5 Action Item #4): Increase high school day by one or two periods so as to give more choices and flexibility to students.

This action plan is not legally attainable at the present time.

Lead Organization: KHSD
Time Frame: Reconsider in 2005-6

Strategy #12 Action Item #5 (formerly Strategy #5 Action Item #5): Create enrichment opportunities in vocational training scheduled after the regular day so more students can take advantage of them.

This action plan is not legally attainable at the present time.

Lead Organizations: KHSD; Partnership Plus; WIB
Time Frame: Reconsider in 2005-6.


Completed Items

Strategy #1, Action Item 1: Determine what the core competencies and standards of achievement are for each grade level K-12 in reading, writing, math, problem solving, and the application of technology.

California State content standards have been approved. See web site cde.ca.gov

Lead Organization: Kern County Superintendent of Schools (KCSOS)
Time Frame: Completed

Strategy #3, Action Item 4: Provide information on, and access to reading and literacy programs for every woman seeking prenatal care.

Lead Organizations: Community Connection for Child Care; KCSOS Child Development & Family Services; Bakersfield City School District; Kern County Children and Families Commission
Time Frame: Completed

Strategy #4, Action Item 4: Extend class size reduction to junior high and high school
KHSD statistics show average class size has been reduced steadily in recent years. Those statistics include:
96-97: 32.88
97-98: 32.01
98-99: 31.99
99-00:30.25
00-01: 29.49
? Class size has been reduced in KHSD freshman math and English classes to20 students
Lead Organizations: KHSD; KCSOS
Time Frame: Completed

Strategy #5, Action Item 3: Offer specialized high schools—e.g. fine arts, academic.
The KHSD has implemented in the past year educational partnerships with California State University, Bakersfield and other institutions of higher learning, which have resulted in “College Bound Academies” (CBA) at five campuses. Collectively, the CBAs provide more than a 1,000 district students tutoring, counseling, guidance and other support designed to encourage post-secondary success.
The KHSD has no plans to initiate magnet schools. The district believes the optimum high school experience is that which provides the full, comprehensive range of high school experiences – academics, athletics, extra-curriculars, fine arts, etc. To that end, the district is committed to primary provision for the comprehensive high school.
Lead Organizations: KHSD; Partnership Plus!; WIB
Time Frame: Completed

Strategy #4 Action Item #5: Develop a plan to establish a variety of tutoring programs in all elementary schools
There are currently 16 school districts receiving federal and state grant funds for After School Programs. These grants require academic assistance for low-performing and high-risk students. Tutoring programs are an element of all of these programs.
The State of California requires that extra assistance (tutoring) be provided for all students at risk of failure/not being promoted. All schools in Kern County offer some source of assistance/tutoring to these identified students.
Lead Organization: KCSOS in conjunction with school districts
Time Frame: Completed-The Implementation continues

Strategy #7, Action Item 3: Shorten the duration of the credentialing process.
The duration of the credential process is set by the California Commission on Teacher Credentialing. Within the unit limits imposed by the CCTC, CSUB has established three patterns. A BBEST program allows students to complete their multiple subjects credential concurrent with the BA in Liberal Studies. A second option allows students to begin their credential program after having completed 80% of their Liberal Studies major. A final option, the intern credential, allows students to work on the initial credential while serving as a teacher. Currently CSUB is seeking federal funds to initiate a program to serve second career individuals.
Lead Organization: CSUB
Time Frame: Completed

Strategy #7, Action Item 6: Develop an organizational chart that identifies clear lines of authority including responsibilities by and between school boards, superintendents, principals and teachers.
Organizational charts for every school in the KHSD are available.
Lead Organization: KCSOS
Time Frame: Completed

Strategy #7, Action Item 7: Carefully observe and assess teachers within the initial 2 years of employment.
This has intensified extensive teacher evaluation and in-service programs. The district’s Beginning Teacher Support and Assessment and Peer Assistance Review programs facilitate support as well as evaluation.
Lead Organizations: KCSOS; school districts; teacher organizations
Time Frame: Completed. The implementation continues

Strategy #10, Action Item 3: Conduct resource mapping to assess the current utilization level for school facilities and to determine how much additional use might be available, especially at non-traditional times such as evenings and weekends.
Many KHSD school sites are in use up to 18 hours per day. In addition to daytime programs, KHSD facilities are used in the evenings for Bakersfield College, Bakersfield Adult School and Workforce 2000 classes. These same facilities are used on weekends by various community groups including, churches on Sundays.
Lead Organizations: KCSOS; school districts
Time Frame: Completed

Strategy #10, Action Item 4: Maintain a web-based inventory of school facilities, times available, rules for use, and costs.
The magnitude of Strategy 10, items 3 and 4, of the Education Vision Report are a major endeavor. For example, the Kern County Superintendent of Schools, Bakersfield City School Dist., Panama-Buena Vista and Kern High School Districts have a total of 7.8 million square feet. This is an enormous amount of footage to inventory for web base facility use reservations.
Kern High, Bakersfield City and Panama Buena-Vista School Districts all estimate that their non-classroom, usable type of facilities are in use 80% of the time, Monday through Friday, during after-school hours. KCSOS facilities are in use after 5:00 p.m. about 90% of the time. As exhibited by district responses, use is higher than most realize.
Lead Organizations: KCSOS and school districts; neighborhood collaboratives
Time Frame: Completed. The implementation continues.

Strategy #12,#5&11 Action Item #5 (formerly Strategy #11 Action Item #4):
Determine current and future knowledge and skills needed by the business community that students should learn in school, and revise school curricula as needed and appropriate to align with workforce needs.
ETR reports SCANS (1191) identified five workplace competencies (Resources, Interpersonal Skills, Information Systems and Technology) and three-part foundation of skills and personal qualities (Basic skills, thinking skills and personal qualities) that are believed to be a necessary requirement for solid job performance.
A combined offshoot of the Kern Economic Development Corporation, Natelson High Tech Business Cluster, Connecting Kern County, and WIB efforts has resulted in the development of the WIB High Tech Workforce Development Ad Hoc Committee, which is currently engaged in the implementation of this strategy. The Committee is currently reviewing existing curriculum, reviewing the opportunity for a workforce study and evaluating the need for additional refinement of the Natelson report regarding High Tech industry development.
Also, Bakersfield College has supported action 4 by the dissemination of best practices, identification of future knowledge, and skills needed by business.
Lead Organizations: Employers Training Resource WIB; Partnerships Plus!; Bakersfield College
Time Frame: Completed. The implementation continues.

Quality of Life

Our Vision for Greater Bakersfield is… symbolic of the “American dream” with a family-friendly environment and affordable housing for all. We are an inclusive, culturally diverse, and tolerant community that welcomes and celebrates all people. Our community is forward-looking, friendly, safe and clean with esthetically pleasing physical surroundings that provide recreation and other family-oriented activities. Our community attracts and supports businesses and organizations because of our clean, healthy air and many diverse offerings of arts and culture for the enjoyment of all. We are a community that takes pride in our museums, theaters, and live musical entertainment. We maximize the use of trees, greenbelts, and water throughout the community, through the extensive use of walking and bike paths, neighborhood parks, and landscaped transportation corridors. And, we have maximized the river through the use of water elements that serve as cultural and recreational resources. Our youth are actively engaged in the development of our community. Our community serves as a model for quality, affordable childcare. We value and provide opportunities for our senior citizens.

Strategy #1 - Attain air quality standards.
1. Support the efforts of the California Air Resources Board (CARB), other state and local agencies, and Valley industry

The San Joaquin Valley Air Pollution Control District (SJVAPCD) provides data to track both ozone levels and particulate matter in relation to governmental standards and benchmarked with other communities. The data relevant to Greater Bakersfield will be included in the evolving Vision report, with charts and graphs to track progress.

Lead Organization:
Time Frame:

2. Support increased outreach and public education programs by the Valley Air Pollution Control District.

Vision 2020 conducted an Air Quality Forum at California State University during 2003 to help the general public understand air quality issues and our progress. Vision 2020 also provides up-dated information on our community’s progress in this critical element of our quality of life. Organizations concerned about clean air are encouraged to apply to the SJVAPCD for any grant programs that may be applicable to organization goals.

Lead Organization: San Joaquin Valley Air Pollution Control District (SJVAPCD)
Time Frame: Ongoing

Strategy #2 – Encourage the use of alternative fuel and low or zero emission vehicles in Greater Bakersfield.

1. Expand the use of alternative fuel and low or zero emission vehicles in Bakersfield for public and private use to achieve 10% usage.

Lead Organizations: City and County General Services and Roads
Time Frame: 2001 (start)
Funding: $500,000 federal funding

2. Create the private and public infrastructure necessary to support alternative fuel vehicles.
GET and the KCSOS have invested heavily in infrastructure for CNG but not for other alternative or renewable fuels. The County is partnering with other public and private agencies to help create sufficient demand for alternative fueling facilities so that they become more cost effective to construct and operate. The City is constructing a LCNG fueling station to facilitate fueling of City vehicles. KernCOG has provided funding for five fueling stations in the Kern region.
Lead Organizations: City; County General Services and Roads; fuel providers; Clean Cities Coalition; Kern Council of Governments (KernCOG). SJVAPCD has grant programs to support infrastructure for alternative fuel vehicles.
Time Frame: Ongoing
Funding: $800,000-$1,000,000/ CNG station, $40,000/EEV station

3. Add curriculum at local colleges to train mechanics to service alternative fuel vehicles
No Progress noted.
Lead Organization: Bakersfield College; BC Foundation; PG&E, Clean Cities Coalition
Time Frame: 2004 and ongoing

Strategy #3 – Reduce emissions from mobile sources by improving traffic flow.
1. Encourage more right-turn lanes.

The City currently has standards, which are designed to reduce emissions such as requiring more right turn lanes to enhance safety and improve traffic flow. The County is in the process of revising Development Standards to increase the number of right turn lanes required of new developments.

Lead Organizations: KernCOG; City; County Roads
Time Frame: On-going
Funding: New streets-developer funded; existing streets—CMAQ (Congestion Management Air Quality)

2. Encourage beltway freeway to get cars off the “stop and go” surface streets; investigate “systems” approach.

Both the City and County recently completed a study by U.R.S. Griener to study a systems approach to major roads and freeways in Metropolitan Bakersfield. Both the City and County adopted alternate #15 from this report as the preferred plan for future roads and freeways

Lead Organization: Kern COG
Time Frame: ongoing

3. Encourage carpool parking lots and carpool lanes on the beltways

KernCOG coordinated with Caltrans to install two carpool parking lots, one at Highways 184 and 58 and the other on Stockdale Hwy east of Kaiser Permanente. KernCOG will coordinate with other agencies to add lots as growth occurs and carpool lanes as a part of beltway design. In January 2002, the KernCOG Board of Directors approved funding for an outreach program to encourage the public to carpool.

Lead Organization: KernCOG
Time Frame: Ongoing

4. Create a walkable city to encourage pedestrians, discourage “maze” developments and “island cities” such as Laurelglen. Make shopping areas friendly to pedestrians.

A trolley system project is moving forward to accommodate pedestrian traffic in downtown Bakersfield. Three trolley, are anticipated over time, to help create a “walkable city”. The feasibility of such a system – with zero-emission trolleys – is under study.

A grant from PG&E and from the City of Bakersfield to the Arts Council will fund the installation of banners within the Arts District

Lead Organization: City, County, GET
Time Frame: 2010

Strategy #4 – Reduce air pollution associated with agriculture activities.

1. Encourage local officials to advocate state incentives for biomass plants to divert agriculture waste and reduce agriculture burns.

The State of California has a program designed to reduce agricultural burning through the support for biomass plants.

Lead Organizations: Elected officials; Nisei Farmers League; farm corporations and co-ops; Farm Bureau
Time Frame: Ongoing

2. Encourage agricultural burn alternatives.

Senator Florez has introduced legislation at the state level.

Lead Organization: Farm Bureau, farm corporations and co-ops
Time Frame: Ongoing


Strategy #5 – Increase tree shade canopy to 30% in Greater Bakersfield.

1. Create a Master Plan for Greater Bakersfield for greenbelts, water elements, and landscape corridors (connectors).

City’s master plan for trees, developed by the Urban Forester, is pending approval

Lead Organization: City, County Planning and Parks and Recreation, Tree Foundation, Ad Hoc Tree Advisory Committee, Kern River Parkway Foundation
Time Frame: 2004

2. Conduct training in tree planting and maintenance and proper pruning.

The Tree Foundation completed an analysis of destructive pruning practices in Greater Bakersfield. The results were very negative, i.e., destructive pruning is pervasive. As a consequence, the Citizen Forester Training program – funded by ChevronTexaco – will begin in the fall of 2003.

Lead Organization: Tree Foundation.
Time Frame: Ongoing

3. Develop a campaign to encourage people to plant trees in Greater Bakersfield.

A consortium of volunteer organizations and the City are working toward developing “pocket parks”. The Tree Foundation has ongoing efforts to encourage tree planting.

Lead Organization: Tree Foundation
Time Frame: Ongoing

4. Review and revise commercial and residential development specifications for landscape requirements.

New landscape requirements for new commercial developments were approved by the City Council – however, none is enforced unless someone reports a violation. The Bakersfield Municipal Code is being revised with an ordinance envisioned to streamline permits and specifications.. A “Tree Technical Manual” is the intended outcome. The County is also participating in this issue and will be reviewing tree standard prior to adoption of any ordinance.

Lead Organizations: Kern County Tree Foundation; City; County
Time Frame: 2004

5. Institute shade recommendations on school playgrounds.

This would require statewide legislation

Lead Organizations: Superintendent of Schools; Tree Foundation
Time Frame: Ongoing

Strategy #6 – Create 20 major tree-covered corridors that connect to and include the Kern River Parkway, safe bike paths, and GET bus routes by 2020.

1. Develop seamless tree ordinances in Greater Bakersfield to ensure a healthy, vibrant, sustainable, urban forest

One ordinance passed and one pending.

Lead Organization: City, County and Planning Commissions, Tree Foundation, Urban Forester
Time Frame: Completed in 2001

2. Update the tree ordinance for Greater Bakersfield. Include incentives for developers to exceed minimum number of trees as well as specify species to minimize air pollution and maximize shade canopy

The update of the Tree Ordinance for commercial, industrial, and multi-family property/developments has been completed to ensure 40% shade in parking lots for new commercial developments. The city Urban Forester is working with various groups on tree ordinance changes.

Lead Organization: City, County, Planning Commission, Tree Foundation
Time Frame: 2006

3. Create a healthy, vibrant, sustainable urban forest through maintaining and replacing current trees. Encourage City, County and adjacent property owners to plant and maintain trees in existing tree wells and planting strips.

The Tree Foundation of Kern plants between 1-2,000 trees annually in Greater Bakersfield

Lead Organizations: City; County; Tree Foundation
Time Frame: Ongoing

4. Encourage Golden Empire Transit (GET) ridership by planting trees to shade bus stops.

No progress noted

Lead Organizations: GET; Tree Foundation.
Time Frame: Started in 2001, then ongoing.

5. Create plan to ensure that all parking lots are 50% shaded at maturity by selecting, planting, and maintaining large canopy shade trees within and surrounding parking lots through the tree ordinance. Plan will help mitigate “heat island effect.”

Lead Organizations: City; County; Tree Foundation
Time Frame: Complete

6. Encourage use of reflective roofing materials and/or consider roof gardens on parking structures to help mitigate “heat island effect.”

This matter will require further research by both the City and County Building Departments.

Lead Organizations: City; County; Tree Foundation
Time Frame: 2004

7. Finish Chester Ave. greenbelt from 24th Street north to Kern River Bridge

Chester Avenue greenbelt has been completed through North Chester. The City has set aside funds to complete the design of landscaped medians adjacent to the Kern County Museum on Chester Avenue. The County has planted the streetscape along Chester Avenue in front of the Metropolitan Recreation Center to enhance the area’s attractiveness and to provide a green frontage.

Lead Organization: City; County
Time Frame: 2004

8. Create landscaped gateways, freeways and arterial roads. Increase freeway and entry point landscape standards.

Arterial landscaping is included in new development projects and freeway landscaping is under the jurisdiction of Caltrans, which is creating a State Route 99 corridor beautification project. The City has budgeted $1,045,000 over the past two fiscal years for landscaped median island improvements of existing asphalt medians incorporating a new more attractive median island standard throughout the City.

Lead Organizations: Caltrans; City
Time Frame: 2005

9. Implement public landscaping projects such as roundabouts and streetscapes
- Consider a metropolitan-wide maintenance district or privatize maintenance
- Develop joint, city-county standards for the metropolitan area with defined urban and suburban zones.
- Leverage grant monies for privately lead beautification projects
The City constructed two large, landscaped entry signs located on State Route 99, at the northern and southern boundaries of the City.
Lead Organizations: City; County
Time Frame: 2005

10. Incorporate more water venues, fountains, and/or trees in parks
- Adopt standards to require trees
- Encourage use of water through policies
- Incorporate art requirements in buildings
Lead Organizations: City; County
Time Frame: 2005

Strategy #7 – Leverage Proposition 12 and 13 funding to create a greenbelt corridor along the Kern River with a bike path from Lake Ming to Buena Vista Lake.
1. Complete a landscaped bike path from Lake Ming to Buena Vista Lake.

The City is using funds from Propositions 12 and 13 to enhance and extend the bike path along the Kern River. The Bellvue River Weir provides a pedestrian and bike path crossing from the new 30 acre park site connecting to the 40 acre open space/recharge area. The City has entered into arrangements with the County Parks to extend the existing bike path from CALM to Lake Ming. Several shoreline tree projects are being planned for restoration of tree corridors located between Chester and Golden State Avenue and another project from Cal State Bakersfield to the new 30-acre park site along the south shoreline of the Kern River. It is anticipated these tree-planting projects will be completed during 2002.

Lead Organizations: City; County
Time Frame: 2006

2. Create a master landscaping plan for the Kern River Corridor that includes recreational uses.

A master plan for the Western portion of the Kern River corridor has effectively been accomplished in the form of the Kern River Parkway, which extends from Panorama Drive in the East and Allen Road to the West. The western-most segment is a public-private partnership between the City of Bakersfield and Castle & Cooke to provide a major 30-acre park on both sides of the River.

Lead Organizations: City; County; Tree Foundation; Kern County Water Association
Time Frame: Completed


Strategy #8 – Provide additional recreational and other activities along the Kern River.

3. Improve river use for recreation with barbecues, chess tables, etc in parks along the river.

The City is planning a new 30-acre park at Buena Vista Road and Stockdale Highway adjacent to the Kern River. The park will include an aqua theater with an adjacent lake. There is an additional lake near Stockdale Highway. On the north side of the Kern River at this location is an additional 40-acre open space/recharge area with the possibility of having playing fields such as soccer, etc. This area will also serve as a trailhead for equestrian activities. The City Recreation and Parks department has implemented several programs which provide concerts in parks adjacent to the River, including the “Rockin’ By The River” and the “River Front Jazz” series of events which have been very successful and well attended.

Lead Organization: City
Time Frame: 2004

4. Landscape Kern River Parkway for safety including lighting, call boxes, and bike patrols.

No progress noted.

Lead Organizations: City Public Works; telephone companies; Bakersfield Police Department
Time Frame: 2004
Funding: Prop. 12 and 13; Bakersfield Police Department; company sponsorships

5. Start annual Greater Bakersfield cultural heritage festival along the river

No progress noted.

Lead Organizations: Citizen Advisory Committee; Arts Foundation of Kern; cultural groups
Time Frame: 2004

6. Provide seasonal art exhibits and sales along the river; increase frequency with time as popularity of the event grows.

No progress noted.

Lead Organizations: Arts Council of Kern; City
Time Frame: 2004

7. Provide maps and parkway information at Kern River parkway access point. Publicize the parkway entrances, exits, parks, etc.

No progress noted.

Lead Organizations: Kern River Parkway Foundation; City; County
Time Frame: 2004

8. Provide easier public access to the Kern River bottom at Beach Park by creating entrances to safe areas of the river.

Freeway Master Plan completed and approved/

Lead Organizations: City; Caltrans
Time Frame: Completed


Strategy #9 – Keep water in the Kern River year-round through Beach Park.

9. Support Governor’s $23 million Kern River Restoration project to keep water in Kern River through Beach Park.

The Kern River will flow through Beach Park, with the exception of the winter months when channel maintenance must take place.

Lead Organization: City, County, Kern County Water Agency
Time Frame: Complete

10. Center high density and retail/restaurant development along the river and downtown canals/riverwalks

Although no developmental progress is evident along the Kern River, plans are in process for commercial development along the canal running through Central Park known as the Mill Project.

This water element doesn’t reach the level of a riverwalk, it does represent progress toward this action step.

Lead Organizations: City; Redevelopment Agency; water districts
Time Frame: 2006

Strategy #10 – Develop a cultural/museum master plan incorporating the museums, a new performing arts center and Metro Park.

1. Form a public/private partnership to develop an integrated master plan for development for arts, museum, cultural and other resources. Provide a visualization of the cultural/museum master plan to develop public support for a bond to implement the master museum/entertainment plan. The funds are to be shared among those groups participating in the plan development.
Lead Organization: Arts Share
Time Frame: 2004

The County, in February 2000, completed the master plan for the Metropolitan Recreation Center (MRC) and is developing implementation strategies with the Museum Authority. The MRC sits on just over 100 acres and provides fields for Little League, a minor league baseball stadium, group picnic grounds, and other uses. The Master Plan also addressed the Museum’s approximately 17-acre grounds. The County continuously pursues funding to develop the recreation portion of the grounds. The Museum is governed by the Kern County Museum Authority, which was established by a joint powers agreement between the County and the Kern County Board of Education. The Museum Authority has planned development at the Museum consistent with the Master Plan. The Museum has also refined the plan and developed time lines and refined cost estimated for the activities, facilities, and programs desired at the Museum.

2. Research and ascertain feasibility of a Performing Arts Center to encourage cultural activity. Coordinate with the long-range plan of the Bakersfield Symphony Orchestra to build a 1,500-seat concert hall. Provide incentives to make it happen. Create a theatre district. Provide free parking.

The Downtown Charrette produced several design ideas and identified opportunities for the use of theaters and performing arts centers throughout the downtown. Specifically the creation of a theater district was proposed. These ideas will be further developed as specific improvement projects are pursued. There are three non-profit groups who have developed plans for a Performing Arts Center. A “white paper” comparing the three is in preparation. The theatre district envisioned in the Downtown Charrette has been completed.

Lead Organizations: Collaboration of Art Share; City; DBA; Bakersfield Museum of Art; Arts Council; Supt. of Schools; Symphony Associates
Time Frame: 2010

3. Convene monthly meeting of leaders from major Bakersfield attractions and community developments to share information and plans.
Lead Organization: Arts Council of Kern
Time Frame: Ongoing


Strategy #11 – Ensure that 20 cultural activities and exhibits are located throughout our community and represent our diverse community segments.

1. Create an event to bring culturally diverse groups together to support development of a multi-cultural museum.

The Hispanic Chamber led other local groups in sponsoring an expanded Mariachi Music Festival. Plans are in process for developing a multi-cultural museum.

Lead Organizations: Hispanic Chamber; City; Arts Council
Time Frame: 2005

2. Celebrate cultural diversity in parks by installing murals, landscaping, sculptures and other lasting displays.

Grant applications are in process by the City and Arts Council for PG & E funding of public art. A Mural Map is in process.

Lead Organization: Arts Council
Time Frame: Ongoing
Funding: Community Foundation; groups or individuals can sponsor pieces of art. Estimated cost is $30,000 per park with art to be placed in 10 parks throughout Greater Bakersfield. Set up an endowment for maintenance and seek state and federal funds for public art

3. Develop rotating seasonal exhibits to celebrate diverse local cultures at CSUB, Fox and Centennial Garden and other public venues.

Lead Organizations: Arts Council with Adobe Krow Gallery and Hispanic Chamber cooperating
Time Frame: Ongoing

4. Draft plan for public art to coordinate efforts of the art exhibits. Sponsor a contest to design an art plan for use throughout the community (from 12-2)

Public art is planned for the new downtown residences/Cottages.

Lead Organizations: Arts Council of Kern; Bakersfield Museum of Art; City
Time Frame: Ongoing


Strategy #12 – Inspire 1000 individuals and businesses to enhance their neighborhoods through murals and other public art media by January 2010.

1. Increase the level of public art including outdoor mosaics and open sculpture gardens.
Lead Organization: Arts Council of Kern
Time Frame: ongoing
Funding: Private donations, development assessments


Strategy #19 – Attack root causes of crime in Greater Bakersfield.

1. Coordinate interagency efforts to look beneath immediate problems and consider underlying causes or risk factors for crime and develop and implement crime mitigation plans. Consider economic factors such as education, unemployment, housing, nutrition; social factors such as inequality, lack of family support, access to services; family structure factors such as parental inadequacy, conflict, criminal behavior and family violence.

Lead Organizations: Bakersfield Police Department; Kern County Sheriff’s Office.
Time Frame: Ongoing

2. Obtain grant funding for root cause crime analysis coordinator

Lead Organization: Kern Chiefs Association
Time Frame: Postponed due to budget

Strategy #20 – Continuously improve the cleanliness of Greater Bakersfield.

1. Adopt universal curbside household recycling, keeping costs reasonable for residents and business owners

Lead Organizations: City; County Waste Management Department
Time Frame: Completed

2. Support “Keep Bakersfield Beautiful” organization.
Lead Organization: Keep Bakersfield Beautiful Committee
Time Frame: Completed in 2002 and ongoing

3. Work with Kern High School District (KHSD) to educate students about littering; integrate anti-litter campaigns with high school community service program.

No progress noted.

Lead Organization: Kern High School District
Time Frame: 2003


Strategy #21 – Celebrate cultural diversity and increase inclusiveness in our community.

1. Publish profiles of multi-cultural role models in the media and in public service announcements. Establish an annual multi-cultural citizen of the year award for a person who has encouraged inclusiveness.
The Bakersfield Californian continues to positively profile a diversity of citizens.

Lead Organizations: Hispanic Chamber of Commerce; African-American Coalitions; The Bakersfield Californian
Time Frame: Ongoing

2. Create collaboration between faith-based organizations to work toward a tolerant community by providing leaders and role models for others in the community to emulate.

Lead Organization: Interfaith Council of Kern
Time Frame: 2002 and Ongoing

3. Increase inclusiveness by encouraging members of minority communities to serve on civic boards and commissions.

The County received and responded to a request to document the gender and ethnic composition of the boards, committees, and commissions appointed by the Board of Supervisors. While gender identification is easy, ethnic identification is not and as such it is difficult document. All citizens are encouraged to apply to serve on Board appointed committees and commissions. Applications are readily available at the Clerk of the Board and can also be completed and electronically transmitted via the County’s web site. The County does not request information concerning the applicant’s gender nor ethnic background.

Lead Organization: City, County
Time Frame: Ongoing

4. Involve more of the community in our Sister Cities programs.
Lead Organization: Sister City organization
Time Frame: Ongoing

DOWNTOWN: the Heart of the City

Our Vision for Greater Bakersfield is…an inspiring magnet for those who live, work or play there and is truly the “heart of the city”. It is architecturally pleasing, with an emphasis on the use of water that provides an attractive backdrop for public art and sculptures, concerts and other cultural activities. It has a safe atmosphere that stimulates activity in a 24-hour downtown-a thriving center of activity including business, retail, government, entertainment, and residential uses. Our downtown boasts a collection of neighborhoods, each with its own unique aspects and is a place that captures our rich historical heritage.

Strategy # 1 – Encourage the Charrette process to develop design concepts for the Downtown area and get it translated along with this Vision into an official downtown plan.

1. Ensure that funding is available for completion of this process.
2. Encourage active participation by community representatives in the process.
3. Ensure that goals of Vision 2020 are incorporated and that the outcomes of the Charrette process become Vision 2020 action items.
The Downtown Charrette was completed May 2000, completing action items # 1 and 2.
The City has developed a work plan, and the Downtown Vision Force continues to monitor the progress of this plan. A Charrette-like process to develop a strategy for Old Town Kern (Baker Street) has been completed (7/03).
Lead Organizations: City; Vision 2020
Time Frame: 2001-2003 and ongoing

Strategy # 2 - Encourage mixed use development that includes a diverse mixture of housing retail and commercial uses.

1. Change zoning and ordinances to create mixed-use development that further encourages use of incentives and processes that respect the unique context of development in downtown.

Downtown zoning currently allows mixed-use development.

Lead Organizations: City; County; Redevelopment Agency
Timeframe: 2003

2. Create demand for infill development using incentives by connecting existing facilities with greenbelts and publicizing the lower costs associated when the infrastucture is already in place.

3. Identify uses consistent with downtown character and provide for consistent zoning with uses

3. Encourage business uses downtown.

4. Create energetic, mixed-use downtown with abundant after-work activities.

5. Develop a marketing plan with DBA and Assoc. of Realtors.

Economic Development, City of Bakersfield, is working to attract new development in the downtown area. Meetings were held 9/18/01 with downtown property owners to provide an update of the Charrette process.

Lead Organizations: City; County; Redevelopment Authority; Economic Development; private developers; KEDC; DBA; Association of Realtors
Time Frame: 2003-2010

Strategy # 3 – Provide free and accessible parking to include strategically placed large parking structures, open 24 hours to provide overlapping uses; island parking; park & ride perimeter parking; as well as more creative ways to integrate parking downtown.

1. Develop and launch a P.R. program.
2. Create half day or hourly rates that are affordable and encourage use of parking structures.
3. Encourage downtown merchants to provide validation for parking structures.
4. Develop ways to provide consolidated structures.
5. Establish a parking authority.
6. Implement recognizable and consistent signage on parking.
7. Adopt ordinances for parking signs.
8. Develop joint use agreements, Parking Authorities, and trolley/bus transportation.
9. Implement ordinance changes as needed.
10. Provide incentives to developers that are tied to parking issues.

The City has completed a parking study, and an inventory of parking places in garages and lots has been completed. (2003)
Lead Organizations: DBA; City; GET; Transportation Committee
Time Frame: 2003

Strategy # 4 – Develop parks of various sizes to provide green space for walking, relaxing/sitting, jogging, biking, and picnicking. Encourage the use of trees and flowers, lighting, street furniture, art signage, and flags. Use surface material that enriches the paving options on our streets, sidewalks, and curbing. Encourage private courtyards and landscaped spaces that provide opportunities for formal and informal leisure use and activities. Provide a pedestrian friendly atmosphere by linking the parks by historic trolleys, a river walk, or water taxis on a canal system.

1. Change zoning and ordinances to encourage development of parks and/or green space.
2. Provide incentives to developers and/or property owners to develop parks and/or green space.
3. Encourage collaboration of DBA, Tree Foundation, DBA and Arts Council.
Per the Charrette, and expansion of Central Park is on the priority list. 74 urban-style cottages are planned on 7.5 acres north of Central Park. Construction to commence in the summer, 2003. Public art and water features are planned as part of the entrance.
A Veteran’s Memorial will be developed in Central Park, which will include a museum, learning center, and possible amphitheater.
EDCD received $1 million of EPA funds to establish a loan program to provide loans to assist owners in cleaning up Brownfield sites in all three redevelopment project areas. This application was rated one of the best in the western U.S.
EDCD is applying for an Urban Park Development grant to develop a linear park along the Kern Water Canal from Golden State to California Avenue. The park will incorporate bike paths, walking paths, water features and redevelopment sites for retail and housing opportunities. Funding awards will be announced in the Fall 2003.

Strategy # 5 – Develop a River Street to become a center for community activites and outdoor enjoyment. Encourage the use of various water elements – fountains, pools, and ponds to enhance the parks, town squares, etc. Ensure the “system” is in place.

1. Develop strategies to make downtown canals more accessible and attractive through innovative design, while maintaining functionality and public safety.
2. Develop a “River Street” plan.
3. Tie scenic waterways and senior living areas with safe walkways for seniors and the community-at-large
4. Locate art shows or other cultural events at or near waterways.
Lead Organizations: City Council; City Planning; water districts; developers; Arts Council of Kern; Parks & recreation; Museum of Art; Bakersfield Symphony
Time Frame: 2002-2010

Strategy # 6 – Recognize historic buildings, sites, and neighborhoods. Develop historic walking and trolley tours with permanent historic displays that depict the history of our community.

1. Obtain historic designation on City, State or Federal Registers.
2. Provide incentives to developers and property owners to preserve and enhance historic structures.
3. Provide history of historic building/sites to be placed in a visible area.
4. Place outside kiosks along pedestrian walkways, in parks, and other “districts.
5. Publicize the availability of brochures for self-guided walking tours.
6. Work with Visitors and Convention Bureau to provide docents for group tours.
The Historical Preservation Commission has 2-3 downtown walking tours available; additionally, there are tours of other parts of the City like the Oleander area. Some kiosks, which provide a history of the City, are located downtown. The use of the centennial video will be considered for the kiosk at the Amtrak station.

Lead Organizations: Historical Preservation Committee; Historical Society; City; Convention & Visitors Bureau; Kern County Museum
Time Frame: 2002-ongoing

Strategy # 7 – Expand the downtown street light design and streetscape design, and incorporate benches, garbage cans, tables and chairs.

1. Expand program to sidewalk areas
2. Pursue funding for expanded areas
3. Encourage expansion of the design to include additional areas.

Lead Organization: City
Time Frame: 2002-2005

COMMUNITY PLANNING

Our Vision for Greater Bakersfield is… a community with a clear set of development and land use policies that encourage in-fill development, while discouraging urban sprawl and leapfrog development into prime agricultural lands. Our community encourages a high level of cooperation between agencies leading to utilization of the most efficient and cost effective services. Our community maintains its small town characteristics while encouraging well-planned growth. We value distinct neighborhoods and pursue preserving the character of those neighborhoods. We actively seek to revitalize blighted areas. Our community is visually pleasing and is a place where all residents take pride in their neighborhoods.


Strategy #1: Provide consistent urban services within defined metropolitan area.

1. Encourage City and County to agree on and work together to develop consistent urban services.

a. Utilize agreements, as necessary, to avoid inconsistent services including, but not limited to, the following areas: development; public safety departments; and recreation.
b. Utilize joint City and County task forces to identify inconsistencies and concentrate efforts to be consistent.
c. Include policy and goal sections in the Metropolitan Bakersfield General Plan update that encourage consistent urban services across jurisdictions.
d. Develop a public relations campaign to educate and inform the public regarding the inconsistencies and the need for consistency.

City and County have set up a task force to better coordinate urban services and utilize joint powers agreements when appropriate. County updated their improvement standards to be more consistent with City standards, and City and County staffs have completed their review, effective July 2003. A joint meeting will be initiated to jointly review and resolve any remaining issues.

The vast majority of policies recommended in this Action item were incorporated in the recently adopted Metropolitan Bakersfield General Plan Update.

Lead Organization:
Time frame:

2. Continue to develop ordinances jointly between the City and County.

Lead Organizations: City; County
Time Frame: On-going

3. Encourage annexations of County islands into the City. Discourage annexation that creates “islands”. Provide financial or other incentives.

Annexations are the responsibility of the Local Agency Formation Commission (LAFCO). LAFCO has the power to terminate an annexation proceeding that would create an “island” of unincorporated territory. On May 26, 1996, the Board of Supervisors adopted a resolution stating its neutrality in a city annexation proposal. The City evaluates each proposed annexation to identify various programs and funding sources, which may assist with improving the proposed annexation areas up to current city standards. Depending on the ability to provide services and types of services currently provided, districts may be eliminated in cases where it is feasible.

Lead Organization:
Time Frame: On-going


Strategy #2: Provide property owners with incentives to create in-fill or redevelopment.

1. Create ordinances that would modify or lower fees, taxes, or parking requirements to encourage in-fill development. Provide for the use of development agreements. Consider bonus density.

Density bonus provisions are already included in State law and the County zoning ordinance for qualifying projects. Differential building permit fees are also provided for senior low-income housing.

Enabled by Local Partnerships, City contracted with 4 local developers who constructed 10 single-family dwellings as part of the Lakeview in-fill housing program-completed in 2003. The construction of 75 cottages north of Central Park began in July 2003;
Redevelopment is planned for the area bounded by “Q” Street, California Avenue, Union Avenue, and Golden State Highway, which includes City Center at the southern end with the aquatics center and ice rink, Park Village (cottages and senior housing), and City Walk Village on the east and west ends (restaurants/retail/urban style apartments); The Baker Street Charrette was conducted May 16-17, which focused on 11 blocks. A $2 million streetscape contract has been awarded, and the first four blocks will start soon. The City was awarded a $1 million Brownfield site grant in June 2003. A $5.5 million grant will be applied for in November 2003 for the development of a “linear park” with enhanced canal features and a bike trail between Golden State Highway and California Avenue. The Padre Hotel project is back on track.

Lead Organization:
Time Frame:

2. Update the related policies in the 2010 plan.

Recently adopted Metropolitan Bakersfield General Plan update provides new and additional policy direction with comprehensive changes to the fee schedule and application processing procedures. Coordination with affected local special districts to gain concurrence and consistency of policies is also ongoing.

Time Frame: Completed

3. Reduce time delays for development in the downtown and other centers through programs for expedited environmental planning review and traffic studies.

Since January 2000, the County has used HOME Partnership Act funds to assist developers in funding 148 low income multi-family housing units.

Lead Organization: City, County
Time Frame: Ongoing


Strategy #3 - Require non-contiguous development to provide all necessary infrastructure or provide economic disincentives through variable fees.

1. Develop new variable traffic model for impact fee.

Time Frame: Adoption anticipated for 2004.

2. Provide for sewer infrastructure in growing areas.

The County has already begun implementing this Strategy by creating a “Planned Sewer Area” for CSA 71 to provide sewer infrastructure in this growing area. Additional ordinances will be enacted to implement this Strategy as the need arises. Additional reviews of the applicability of a variable fee structure will occur after adoption of the upcoming “Planned Sewer Area” study for the balance of the CSA 71 area, which would provide the legal justification for such a fee. Other variable fee schedules will have to be evaluated on a case-by-case basis to determine if legal justification can be established based on provision of service considerations.

Time Frame: Completed


Strategy #4 - Encourage the City and County to work together on land use and development issues to provide a combined vision on what growth is acceptable or desired.

1. Encourage joint meetings between relevant staff and elected representatives.

The City Council and the Board of Supervisors meet jointly to share information, provide policy direction, and take action on items of mutual interest and jurisdiction. Staff members meet on an on-going basis.

2. Adopt agreements for shared services and shared tax revenues where appropriate.

An annexation tax sharing agreement between the City and the County is already in place.


Strategy #5 - Implement consistent review criteria by which agricultural land conversions can be evaluated.

1. Adopt policies in the Metropolitan Bakersfield general plan that discourages the premature conversion of farmland.

The Metropolitan Bakersfield general plan update includes policies that discourage the premature conversion of farmland.

Lead Organization:
Time Frame: Completed


Strategy #7 - Streamline and provide incentives for first time homebuyers in blighted areas.

1. Work with City program to reduce the red tape. Possibilities include requiring one inspection stating all items that need to be completed up front.

2. Provide assistance to first time homebuyers in completing the HUD and Community Development Department process

3. Adapt program to make it more customer service friendly.

The County, through its Community Development Program Department, offers closing cost assistance to eligible low-income homebuyers through its successful "First Time Homebuyers Program," which contributes to building stable neighborhoods by promoting home ownership. City staff amended the First Time Home Buyers Assistance Program to allow for down payment and closing cost financial assistance for homebuyers participating in the Lakeview In-Fill Housing Program.

Lead Organization: Association of Realtors
Time Frame: Ongoing


Strategy #8 - Create stricter code enforcement to help maintain neighborhoods and increase visual standards.

1. Work with neighborhood collaboratives.

Good relationships have been established with neighborhood collaboratives, particularly in the two metropolitan code compliance pilot project areas. City staff has developed a program for neighborhood preservation in areas where new in-fill housing is promoted by the City’s housing programs. Kern County Code Compliance with the support and assistance of the East Bakersfield Community Coalition's members accomplished the demolition of dilapidated properties in East Bakersfield's blighted county islands. Ordinance barriers to Kern County Code Compliance were eliminated (e.g. Code Enforcement Officers were prevented from initiating the abatement process without a complaint from near by residents).

2. Identify resources to guide the property owner through the assistance programs when they cannot afford to do the repairs. Establish a process where homeowners who cannot correct code violations can voluntarily have those violations corrected by the city or county at no or reduced cost.

County Community and Economic Development provides programs and funding to help rehabilitate units. Since January 2000, the County Code Compliance Program has demolished 30 buildings, boarded up and cleaned up 38 properties, and cleaned up 15 properties. Assistance is provided to property owners on a limited basis working with Collaboratives.

2. Encourage cooperation of City and County and Environmental Health Services on Code enforcement. Empower City and County staff to notify each other of code violations.

City and County staff regularly confer with each other regarding metropolitan code enforcement issues. The Neighborhood Watch Program includes staff from Public Works, Development Services, and Code Enforcement in addition to public safety personnel to provide residents with assistance and information regarding City services of interest to the neighborhood.

3. Establish scheduled curbside pickup of bulky items.

Universal Trash collection was passed in Kern County to help prevent illegal dumping. Scheduled curbside bulky waste pickup has been initiated. The County with cooperation of franchise waste haulers has provided neighborhood “bulky waste days”.

4. Assign liens to other properties in order to provide incentives for property owners to clean up.

Since January 2000, the county has funded 25 owner rehabilitation projects (to bring homes up to code) for $1,087,880 and 125 HOME Access projects (to make homes handicapped accessible) for $194,490.

5. Implement a public relations program to educate neighborhoods.

Regular neighborhood meetings have been curtailed due to budget constraints (2003).

Lead Organizations: County; City
Time Frame: Ongoing


Strategy #11: Retrofit existing neighborhoods to be more pedestrian friendly and provide for pedestrian friendly thoroughfares in new developments.

1. Lower traffic speeds on residential streets. Consider implementing traffic calming devices, lowering speed limits, and reducing street size standards. Improve street lighting.
The City has implemented several traffic calming strategies including speed bumps/traffic undulations and mid-intersection median planters. City also minimizes the number of 4-way intersections within neighborhoods, and long straight street alignments on local streets, which could promote speeding. Street standards have been updated to allow for reduced widths on low volume streets

2. Adopt ordinances for off-street parking.

Time Frame: Competed

3. Develop a program, identify funding requirements and grant sources.

4. Encourage pedestrian friendly features in neighborhood design.

Lead Organization: City, County
Time Frame: Ongoing


Strategy #12: Adopt incentives for improving utilization of existing problem commercial areas and provide incentives for reuse of commercial zones.

1. Identify areas for commercial redevelopment, including spot areas for pocket redevelopment.
2. Adopt policies in support of the strategy, including update of the Metropolitan Bakersfield General Plan.
Time Frame: Completed
3. Implement ordinances that provide incentives such as tax increases, rebates, or modification of fees.
4. Provide pedestrian access.
5. Repeal prevailing wage law for redevelopment areas.

In August 1999, two new redevelopment project areas were established for Old Town Kern-Pioneer and Southeast Bakersfield areas. Redevelopment, under the California Community Redevelopment Law, provides the necessary stimulus to reverse deteriorating trends, remedy blight, and create a new image for many communities using tax increment financing. The City’s Enterprise Zone designation was extended five more years to stimulate investment and increase employment in the Zone area. The Southeast Metropolitan Bakersfield Enterprise Zone consists of approximately four square miles. The Enterprise Zone offers unique state income tax benefits in addition to other incentives for job-creating businesses. These benefits include: Hiring Tax Credits, a program under which firms can earn $29,234 or more in state tax credits for each qualified employee hired; Sales Tax Credits, a program whereby companies can earn sales tax credits on purchases of manufacturing equipment; Expense Deduction, which allows for up-front expensing of certain depreciable property; Net Operating Loss Carryover where up to 100% of a company's net operating loss can be carried over up to 15 years; Lenders' Benefits, a program where lenders pay no state taxes on net interest earned on loans to Enterprise Zone businesses; and Credit Carryover which allows state tax credits to be applied to future tax years. City staff has worked with the owner of the former Chaparral Motel property to demolish and develop a 40-unit apartment complex and a 30,000 square foot retail commercial project on the 5.2-acre site. The City has demolished the vacant substandard commercial building located at the Northwest corner of Kentucky and Baker streets.

Lead Organizations: City, County
Time Frame: Ongoing

Remaining Strategies:

Strategy #6 combined with Strategy #2.

Strategy #9: Involve youth in redeveloping blighted neighborhoods. - Moved to Youth & Family.

Strategy #10: Provide financial or other incentives for urban areas in the County to be annexed into the City. – Combined with Strategy #1.

Strategy #13: Provide incentives for reuse of commercial zones –Combined with Strategy #12.

Strategy #14: Use Pocket redevelopment – Combined with Strategy #12.



QUALITY OF LIFE:

Strategy #17 – Structure home building regulations to perpetuate our current affordable housing.

1. Develop incentives to offset costs of quality of life programs and encourage quality of life behaviors for builders.

Historical data indicates the relative affordability of housing in the Metro area as compared with other communities; however, “affordable” housing is a higher percentage of median income than in other communities in California. The City has programs provided by the Economic and Community Development Department, which encourage affordable new housing construction, and rehabilitation focused on in-fill and targeted areas within the city. The City also has a fast track program for the prompt review and approval of housing plans. The County Resource Management Agency and its component departments have worked to simplify the project review and permit approval processes. Special emphasis is placed on keeping costs low and passing the savings on to those who are seeking permits. The County Ordinance Code and Development Standards are undergoing updates to incorporate current good planning practices.

Lead Organization: City, County
Time Frame: 2005

2. Encourage communication between builders, community groups, non-profits and citizenry through meetings, forums and Livable Communities Summit.

Lead Organizations: Building Industry Association (BIA); Smart Growth Coalition; Tree Foundation; Citizen Advisory Committee.
Time Frame: Ongoing

TRANSPORTATION

Our Vision for Greater Bakersfield is… a community that is proud of its efficient, environmentally friendly transportation system that serves all areas of the community. As an international gateway with a modern airport, our community is connected to major cities in California through a high-speed rail system.

Strategy #1 - Create additional revenue sources to increase priority for state and federal transportation funding.

1. Create additional revenue source to become a self-help community in order to qualify for funding at a higher level.

Kern County Citizens for Quality Transportation (KCCQT) is a broad-based group whose purpose is to identify ways to achieve self-help status. Current proposal is to promote a 1/2cent sales tax for the November 2004 ballot. In addition, KCCQT is lobbying in support of legislation to reduce majority percentage for passage of tax initiatives from 66 2/3rd to 55%.

“Roads to Ruin,” released by the Kern Transportation Foundation and KernCOG, identifies the transportation needs in the Kern region. The report also addresses the options available to increase transportation funding that would classify Kern as a self-help county.

Lead organization: Kern County Citizens for Quality Transportation
Time Frame: 2005


Strategy #2 - Increase pedestrian pathways and bike routes

1. Include provisions for pathways and bike routes for developing areas in the Metropolitan Bakersfield general plan update

City and County staff continue to look for opportunities to expand and improve our bikeway facilities through various means including when roads are resurfaced and re-striped, when roads are newly constructed, and when in the course of regular maintenance bikeway striping can be installed. KernCOG has adopted an area-wide bike route plan.

2. Adopt and implement policies to retrofit existing areas.

The City’s bike path is being extended, and renovations on the existing bike path are under construction.

Lead Organizations: City; County
Time Frame: Ongoing


Strategy #3 - Encourage completion of route 58.

1. Update the Metropolitan Bakersfield General Plan

The County of Kern and the City of Bakersfield have updated Bakersfield Metropolitan General Plan reflecting a new Route 58.

Lead Organizations: City; County
Time frame: Completed

2. Design policies to implement strategy

Both the City and County recently completed a study by U.R.S. Griener to study a systems approach to major roads and freeways in Metropolitan Bakersfield. Both the City and County adopted alternate #15 from this report as the preferred plan for future roads and freeways. Future work concerning a specific route adoption study and project study report is complete, as is planning for the eventual adoption of the related specific plan. The Kern River Freeway has been converted to a local “freeway” by STIP with the City of Bakersfield as the lead agency for implementation. The City has acquired right of way and tier 2 environmental is in process. Final engineering is in process with an estimated 2006 completion.

Lead Organizations: KernCOG; City; County
Time Frame: 2010-2020


Strategy #4 - Recognize the link between land use and transportation.

1. Provide for more compact development, less sprawl, and higher density development.

2. Encourage annexation to provide consistent, well-planned projects/development.

County is expanding sewer requirements for new development.

3. Develop incentives for higher density development around transportation areas.

The City participated in the relocation and construction of the new Amtrak station, which is adjacent to the downtown and nearby entertainment venues, hotels and public buildings. The City is working with developers to provide higher density developments.

5. Create a policy in the Metropolitan Bakersfield general plan update.

The linkage between land use and transportation is already acknowledged and the County’s planning activities already take this matter into account when plan revisions are considered. Policy issues have been considered as a part of the general plan update. The feasibility of modifying density factors and development standards are the subject of subsequent reviews.

Lead Organizations: City; County
Time Frame: Ongoing



Strategy #5 - Encourage joint metropolitan transit policies/goal consensus between City, County and the public.

1. Update the Metropolitan Bakersfield general plan.

Joint transit policies between the City and the County, and public consensus, has been established during the general plan update process. The plan approved included pertinent Vision 2020 policies. The MTIS Executive Committee meets quarterly to outline strategies to improve public transit. Kern COG will provide staff and technical support to the City of Bakersfield, County and GET updating the multi-modal aspects of the Metropolitan Bakersfield General Plan.

Lead Organization: MTIS, supported by the City & County
Time Frame: 2002 and on-going


Strategy #6 - Expand the public transportation system

1. Obtain additional operations funding.

Kern COG will coordinate with CALCOG and AMPO to obtain more operating funds from the federal government through new legislation or rule changes, and will also attempt to identify additional funding sources. A process is currently being implemented whereby Kern Regional Transit annually performs an unmet needs study to determine opportunities to increase the number of routes and services levels.

2. Become a “self help” county for higher state and federal transportation funding. See Strategy 1.1

Lead Organizations: Golden Empire Transit, Kern COG, City, County
Time Frame: Ongoing


Strategy #7 - Streamline the state and federal environmental review process.

1. Advocate at the state and federal level for the streamlining of the environmental review process.

Caltrans is taking the lead in streamlining the process.

Lead Organizations: Caltrans; County; City
Time: Ongoing


Strategy #8 - Obtain community consensus on the location for the high speed rail station in Greater Bakersfield.

Completed. The City and County have reached consensus on a downtown location.


Strategy #9 - Provide a long-term plan for airport infrastructure

1. Extend the length of the runway to 5000 feet.

Funding obtained and runway extension is completed. The Airports Department has worked closely with Congressman Bill Thomas on funding for needed projects at Meadows Field. The construction of the new terminal is underwqy and scheduled for completion in 2005.

2. Create “Airport Ambassadors” who can help raise funds or corporate sponsorships for the fountain and entry design of the new terminal.

Funding is complete.

3. Solicit in-kind labor by the City and County.

The Airports Department accesses the Sheriff’s work release program to offset labor costs for general grounds keeping.

4. Redesign Highway 65 as it relates to the airport and the new terminal and work with the County to nominate the project for Cal Trans funding.

Redesign is being studied on needed improvement to Hwy. 65.

5. Protect airport usage and airspace through appropriate land use planning.

The Department has purchased 236 acres that are contiguous to Meadows Field to ensure compatible development and to discourage residential encroachment. Airport Land Use Compatability Plan update to be adopted in 2004.

Lead Organization: County
Time Frame: 2005

Strategy #10 - Educate community on topics such as cargo opportunities, international gateways and flight availability.

1. Develop and fund public service announcements – “Fly Bakersfield First”. Solicit support of City, County and business leaders.

The Airports Department regularly runs print advertising and uses a wide variety of venues, such as public presentations and speaking engagements, to promote the benefits of flying from Meadows Field.

2. Identify additional funding.

Time Frame: Ongoing

3. Combined with Strategy # 1.

4. Encourage large businesses and corporations to have them check fares out of Bakersfield and call the airport if fares are not in line with LAX prices. (30 day window)

The Department’s “Make a Difference” program includes an agreement from local air carriers to try and keep their fares from Bakersfield within $40 of their fares from Los Angeles on the same itineraries. The “Make A Difference” program is promoted to all major travel agencies throughout the County. If a travel agent finds a fare discrepancy greater than the $40, by contacting the Airport’s marketing manager, they can have the fare adjusted. The program has been very successful thus far. The Department’s market plan includes direct promotion of this program to larger businesses and corporations.

5. Install better signage that is recognizable and consistent.

The Airports Department has worked with Caltrans to improve signage..

6. Rename the airport. Name the terminal for Meadows and rename the airport.

Not Recommended

7. Encourage new airport terminal to use electric equipment and vehicles. Have low emission rental vehicles available at the airport.

Plans for the new terminal do include aircraft service equipment that will be powered by fixed electrical supply or the terminal’s electrical supply. Rental car operations are autonomous business operations. While these companies can be encouraged to offer low emission rental vehicles, it is not possible to dictate that they do so.

Lead Organization: County
Time frame: Ongoing


YOUTH AND FAMILY

Our Vision of Greater Bakersfield is…

Strategy #1: Engage parents as active participants and champions of their children's education.

1. Develop and implement “twilight” programs that make use of school facilities after the regular day and encourage children and parents to learn together.

This is an active effort and there continues to be significant progress in regarding this strategy. The Boys & Girls Club has successfully begun operating satellite sites on school campuses until 6:00 PM daily. Progress in the design and of the implementation of "Kern Learn." The goal is to have community based sites to implement the "Kern Learn" internet resource web site so that students and their parents have easy access to take practice exams that are correlated to the California Department of Education's high school exit exam test content standards. Sites such as the PAL Center, and several local community based collaboratives sites will be the first to pilot the project. The goal is to achieve seamless transition between grade levels and engage parents as active participants and champions of their children’s education.

2. Develop and implement first visitor programs (Baby Steps and others) so that every family experiencing the birth of a child has a positive educational contact within the first few weeks of the birth.

With tobacco tax dollars, the Kern County Commission on Children and Families distributed funds for the Baby Steps Project. Baby Step is a unique partnership between the Kern County Superintendent of Schools, the Bakersfield City School District and the six county hospitals (Kern Medical Center, San Joaquin, Delano Regional Medical Center, Mercy, Ridgecrest Community and Memorial).

Time Frame: Completed

Strategy #2 - Assure broad-based recreation programs in all neighborhoods of Greater Bakersfield.

1. Establish a recreation master plan based on the North of River Recreation District model for use in all neighborhoods.

Time Frame: Completed

2. Strengthen existing recreation districts through development of foundations and increased public awareness of parks. City Council should direct a needs assessment specific to each ward. Stimulate civic action by bringing neighborhoods together for mutual purposes

A citywide parks needs assessment was completed and a recreation master plan has been adopted.

3. Develop incentives for water park developers to encourage attractive development in Metro Park/downtown.

Although a "water park" has not been developed the Youth & Family Vision Force feels the downtown swimming pool fulfills this Action Item.

4. Create a partnership between Golden Empire Transit (GET) and city parks to transport children to parks during the summer.

There has been no progress to date. This Item is a future Vision initiative.

5. Create neighborhood parks on vacant land and add restrooms to all parks.

There has been no progress to date. This Item is a future Vision initiative.

6. Increase volunteer leadership for recreation programs, including high school Students.

There has been no progress to date. This Item is a future Vision initiative.


Strategy #3: Coordinate regular, on-going schedule of community-wide events at area parks, schools, etc. (cultural fairs, recreational fairs, job fairs, fishing derbies, etc.)

1. Focus on youth activities to be sponsored by community based organizations.

This project is complete. There are a number of on-going events in the community from fishing derbies to art events for children.

2. Work with the Chamber of Commerce and Board of Trade to develop a master list of all events and activities for youth to be published in local newspapers and magazines and posted on appropriate web-sites.

This project is complete. After careful review of the most effective and broad-based ways to disseminate information to the community of events, it was concluded that to support and promote the use of the Bakersfield Californian's community outreach efforts. The Bakersfield Californian provides information in their special supplement, Parent Wise. The information is also available online at “mykernlife”, sponsored by The Bakersfield Californian.


Strategy #4 - Create a streamlined universal insurance/liability plan for schools, churches, etc.

1. Make a formal request to the City, County and the Kern County Insurance Association and Self Insured Schools of California (SISC) to investigate and if needed, create a universal liability form and/or waiver.

This project is complete. The County's Risk Management Division has a Special Event Liability Insurance program that has been in effect for the last nine years. The Program has a very simple and easy process, whereby the insurance premium amount based on proposed event and facility usage, and the premium is collected and certificate of insurance issued.


Strategy #5 - Offer free events to families at various sites throughout Greater Bakersfield.

1. Create free, family-oriented activities, similar to those offered at the Marketplace.

This project is complete. The Youth & Family Vision Force found that on the average, one free event for families is held in our community on a weekly basis. As a group we agreed to find ways to inform the community through the organization we are currently affiliated with. This Action Item continues to be monitored by the Youth Activities Coalition.


Strategy #6: Provide consistent safety and law enforcement throughout Greater Bakersfield.

1. Utilize joint powers agreements and consistent enforcement of ordinances for policing incorporated and unincorporated areas.

This project is complete. Joint powers agreements are in place for consistent enforcement.

2. Develop a plan to integrate BPD and KCSO data and voice communication capability.

There has been no progress to date. This Item is a future Vision initiative.

3. Design an effective model of “community policing” in all neighborhoods within Greater Bakersfield (unify and expand).

This is an active effort. There continues to be significant progress in regarding this strategy. The Bakersfield Police Department opened two new sub-stations located at Hughes Lane and East 11th Street and Martin Luther King Jr. Blvd. The response has been very positive and a success thus far. The BPD operates out of the two sites during typical business hours with an officer and community outreach and crime prevention staff. The Sheriff's Department has opened their new sub station located on Flower Street. The Bakersfield Police Department is in the planning stages of developing a comprehensive plan to enhance their community policing efforts in a targeted community. The idea is to bring together each Division of the BPD in a coordinated effort with local schools and agencies to provide an intensive continuum of community policing services from intervention to prevention. If successful it will serve as a model for other law enforcement agencies. Thee Bakersfield Police Department opened two new sub-stations located at Hughes Lane and East 11th Street and Martin Luther King Jr. Blvd. The response has been very positive and a success thus far. The BPD operates out of the two sites during typical business hours with an officer and community outreach and crime prevention staff. The Bakersfield Police Department has formed a Hispanic liaison committee and will include two students to represent the youth voice. The Bakersfield Police Department also successfully implemented a mentor training in which 39 volunteers took part in from the Department provided by Family to Family. The goal is to link the volunteers to a youth in need of mentoring and job skill development.

4. Conduct public awareness campaign of community policing.

There has been no progress to date. This Item is a future Vision initiative.

5. Conduct a written needs survey to define residents’ specific safety concerns and establish metrics to measure progress in improving community safety.

There has been no progress to date. This Item is a future Vision initiative.

6. Develop safer community spaces by ensuring all streets, parks, shopping centers and other public spaces are clean, well lit and landscaped.

There has been no progress to date. This Item is a future Vision initiative.


Strategy #7: Encourage inclusiveness and tolerance of other cultures with elementary school curricula and life-long learning classes.

1. Encourage CSUB and BC to create programs in curriculum to teach tolerance.
Students should "take it on the road."

There has been no progress to date. This Item is a future Vision initiative.


Strategy #8 - Perpetuate the family-friendly culture of our city through intergenerational activities; include single parent families.

1. Offer free family days at museums and senior centers.

There are many free activities through out our community. The Senior Collaborative continues to promote and link seniors to intergenerational activities.

2. Assemble booklet to help event organizers be more sensitive to the needs of seniors at events.

There continues to be significant progress in regard this strategy. The Senior Collaborative has developed resource and referral information for seniors and continues to collect and distribute information throughout our community. The Senior Collaborative whose mission is to develop a shared vision of serving seniors, their families, and the community by building an interdependent system to address issues and opportunities. Their goals our to bring public and private interest together and identify key issues and problems regarding our senior population as well as find solutions and encourage intergenerational cooperation. They currently have five subcommittees: transportation, health care, long-term care services, housing, and community outreach. Currently under a Long Term Care Innovation Grant the Senior Collaborative is working with many community groups, agencies, and business partners to find ways to allow adults to remain at home and enjoy independent lives in our community as well as link community service information at the local community level.


Strategy #9 - Provide resources for teens that are mentally ill and/or chemically dependent.

1. Develop residential and outpatient facilities for mentally ill and chemically dependent youth.

There continues to be significant progress in regarding this strategy. Kern County Mental Health Children's System of Care Treatment and Recovery Committee, a multi-disciplinary trans-agency group of stakeholders, took part in a service gap analysis. The recently completed document will now serve as an action plan to improve services education, outreach and the needed steps to ensure that the needs of children and adolescents are met. Early identification and treatment of behavioral health problems result in a significant reduction in the duration and severity of an illness. The committee formulated a series of recommendations that they believe are extremely important to the health and well being of our children and should be addressed by the community as a whole. The recommendations are in line with achieving the goals of the Strategy #9 in the Vision 2020 Plan.


Strategy #10 - Provide youth exiting the foster care system with scholarships, housing, etc., to encourage higher education as well as technical schools.

1. Create a task force to address the issues of youth exiting the foster care system and develop and build long-term strategies to support the youth in the transition to age 21.

There continues to be significant progress in regarding this strategy. The Transitional Age Foster Care Task Force spear headed by the Department of Human Services in response to Vision 2020's Strategy #10, Action Item #10 was formed. The Task Force, which meets quarterly, works to improve the success of foster youth exiting the system. One outgrowth of the group has been the formation of the Urgent Action Team for foster youth that are preparing to age out of the system. The Urgent Action Team try's to ensure that each youth has a "plan" such as a place to live, ability to pursue educational or employment opportunities, transportation housing, etc. If the youth does not have a plan, then the Urgent Action Team is contacted and a plan is developed. There are four components housing, employment, health, and mental health. An RFP proposal was issued and a grantee selected to provide Wraparound services for youth that are at risk for out of county placement in a foster or group homes. The ultimate goal of Wraparound is to keep children with their birth families, with relative caretakers or foster families, by providing intensive, comprehensive, integrated support services in their home. This reduces out of county placement and overall cost and has better long-term results for the youth.

2. Support legislation extending benefits to foster children after 18.

Due to the State budget the goal at this point is to hang on to what we have.


Strategy #11 - Offer leadership training for high school students.

1. Create Leadership Bakersfield for youth.

This project is complete. Youth Leadership training program was developed as a class project of Team Three of the 2001 Leadership Bakersfield class. To date it has graduated two classes.

2. Offer leadership/citizenship courses at all grade levels.

There has been no progress to date. This Item is a future Vision initiative.


Strategy #12 - Promote and support youth councils throughout the community.

1. Coordinate, strengthen and expand youth advisory councils.
This strategy is completed and we continue to support efforts of youth council throughout our community and try to ensure representation from Vision 2020 is involved and/or available for presentations.

2. Hold and expand youth policy conferences where youth develop goals, strategies, and action plans and are responsible for making action steps happen.

There continues to be significant progress in regarding this strategy. The 4th Annual Leaders In Life Youth Conference took place spring of 2003. The idea for the Conference started four years ago as a vision of Morgran Clayton to provide an opportunity for our youth to come together in our community and it has now grown to an event that attracts youth from all over the State. Youth actively plan, develop and implement the day's event with the assistance of an adult planning committee. Over 900 youth attended the Conference this year and planning has begun for 2004.

Strategy #13 - Provide a myriad of choices for those in need of childcare.

1. Expand on-site, affordable day care centers at large government and business employment sites.

There has been no progress to date. This Item is a future Vision initiative.

2. Provide incentives for businesses to provide child care benefits.

There has been no progress to date. This Item is a future Vision initiative.

3. Provide 24-hour “drop-in” day care within walking distance of transit centers and major workplaces.

There has been no progress to date. This Item is a future Vision initiative.


Strategy #14 - Increase incentives for childcare providers so it becomes a viable form of employment.

1. Benchmark communities that are known for producing quality childcare.

The Kern County Child Care Council has developed a comprehensive, countywide, early care and education strategic plan. It is a road map for not only the Council, but any agency, organization or community group interested in improving the child delivery system in our community. Due to the State budget crisis the plan is designed to be flexible and a working document to be revisited on an annual basis. The five key goals of the plan are: Goal 1 - Quality early care and education services for infant/toddlers, preschool and school age children will be affordable and available throughout Kern County. Goal 2 - Quality early care and education services, in every appropriate setting, will be available throughout Kern County to promote optimal child development and school readiness. Goal 3 - Community partnerships will be committed to improving the early care and education delivery system. Goal 4 - Successful advocacy will ensure high standards for the early care and education system throughout Kern County. Goal 5 - Education and public awareness will ensure a comprehensive, quality continuum of childcare options available throughout Kern County.

2. Encourage low interest rate loans for childcare facilities.

Communication for Child Care working with local banks has developed a plan for those needing loans for a child care facility.

3. Expand and enhance affordable and accessible training programs for childcare providers.

This project is complete. Community Connection for Child Care offers a myriad of choices and opportunities.

4. Expand the number of LiveScan machines throughout our community that are free and accessible.

This project is complete. Live Scan machines may be accessed at the KC Sheriff's Department, Department of Human Services, and Community Connection for Child Care.


Strategy #15 - Involve youth in re-developing blighted neighborhoods.

1. Identify targeted neighborhoods, programs, and resources involving youth.

This strategy is complete and we continue to support efforts of to involve youth in working to improve their neighborhoods. There is still a lot of activity Southeast Bakersfield, East Bakersfield, Oildale and 34th Street area with activities involving youth in redevelopment and clean up efforts in conjunction with their local community based collaboratives. Other communities continue to use their efforts as models to emulate ways to improve their neighborhoods.

IMAGE

Our Vision for Greater Bakersfield is… a community that has a positive perception of itself. Our community is seen as a destination place for business and tourism based on its reputation. We are perceived as a thriving metropolitan area with a small town atmosphere and big city amenities. We are a community know for our friendliness, family-oriented atmosphere and diversity.

Strategy #1 - Create a process and structure to ensure focus and completion of activities in a collaborative fashion to measurably improve the image of Greater Bakersfield among internal (residents) and targeted external audiences.

1. Evolve Image Vision Force into a collaborative partnership group to address image issues facing Greater Bakersfield. This will include securing commitment of current members and recruiting additional members.

Lead Organization: Vision 2020 Image Vision Force
Timeframe: Completed


Strategy #2 - Identify funding needs and potential sources of funding.

1. Secure funding from partners (where available) as well as other identified sources.
2. Involve the help of a grant writer/editor to review funding solicitation documents.
Lead Organization: Collaborative Partnership Group established in step 1
Time Frame: Completed for Phase 1, in process for Phase 2

Strategy #3 - Hire a marketing/public relations agency to conduct baseline research to: reveal the perceptions and attitudes about Greater Bakersfield among residents; reveal the perceptions of Greater Bakersfield among business decision-makers and travelers.

External Research has been completed and results are available on the Vision 2020 website. Internal research was completed through the Vision 2020 process.
Lead Organization: Collaborative Partnership Group to hire marketing/public relations agency; marketing/public relations agency to conduct baseline research.
Time Frame: Research completed December 2001Strategy #4a - Marketing/public relations agency creates an internal and external campaign based on the data gathered in the baseline research phase and the tactics and messages proposed by the Vision 2020 Image Vision Force. These efforts should be focused on creating the image for Bakersfield envisioned by residents who participated in the Vision 2020 process.
A new RFP has been released and is available on the Vision 2020 website, for this phase of the project. Funding efforts are in progress.
Lead Organization: Marketing/public relations agency under the direction of the Collaborative Partnership Group
Time Frame: 2004
Funding: Sources identified in step 2 Strategy #4b - Marketing/public relations agency conducts an internal and external campaign to include the following tactics

Internal campaign
¸ Fast facts publication
¸ Reward residents and local businesses for promoting Greater Bakersfield
¸ Radio advertising and feature stories
¸ TV advertising and feature stories
¸ Print advertising and feature stories
¸ Partnering with collaboratives, nonprofits, businesses and other organizations promoting Greater Bakersfield
¸ Highway signage
¸ Publish positive statistics about the community
¸ Create Bakersfield-enhancing quality of life indicators and use them to promote the community

External campaign
¸ Fast facts publication
¸ Pitch stories to publications throughout California
¸ Primary portal website with information on Bakersfield
¸ Presentations and displays at county fairs and state conventions
¸ Highway signage
¸ Publish positive statistics about the community
¸ Create Bakersfield-enhancing quality of life indicators

Lead Organization: Marketing/public relations agency under the direction of the Collaborative Partnership Group
Time Frame: 3-year campaign to commence 2004
Funding: Sources identified in step 2Strategy #5: Evaluate the effectiveness of the internal and external campaigns by conducting post campaign research and comparing the results with the baseline data.

 

HEALTH & WELLNESS
Our vision for Greater Bakersfield is…

Strategy # 1 - Reduce the incidence of negative health factors associated with outdoor air quality. (Healthy People 2010 Objectives: 8-1, 8-4)

1. Develop a research team to track negative health factors (asthma, allergies…) associated with outdoor air quality in Kern County.
2. Provide the public with information regarding the impact outdoor air quality has on health.
Lead Organizations: Operation Clean Air; Kern Asthma Coalition; American Lung Association; Central Valley Air Pollution Control District; Children’s Hospital Central Valley; California Air Resources Board; Green Car Journal; Clean Air Now
Target: Individuals (1 year and older) ever diagnosed with asthma
Baseline: 12.4% diagnosed with asthma
Data Source: California Health Interview Survey 2001 www.chis.uclas.edu

Strategy # 2 - Decrease childhood obesity. (Healthy People 2010 Objectives: 19-3)

1. Develop and implement a quality health curriculum for grades K-6. (HP2010: 7-2, 22-8, 22-9, 22-10)
2. Encourage healthy dietary behavior of school-aged children by providing healthier alternatives to school cafeteria choices and vendor food selection. (HP2010: 19-15)
3. Encourage youth participation in physical activity by providing appropriate recreational, community, and after-school opportunities. (HP2010: 22-6,22-7)
4. Empower parents with educational opportunities focused on the importance of health and wellness in the home (proper diet, adequate physical activity, and appropriate healthy lifestyle behaviors). (HP2010: 22-11)
Lead Organizations: Childhood Obesity Coalition; Project LEAN (California Obesity Prevention Initiative); Kern County Superintendent of Schools; Kern High School District; UC Cooperative Extension; Parks & Recreational Services; Boys & Girls Club; Kern County Network for Children; Kern County Children & Family Commission; City & County Planning Commission; Kern County Child Abuse Prevention Council; CAHPERD; American Heart Association; WIC Program
Target: 20% overweight (grades 5, 7, & 9)
Baseline: 36.9% (grades 5, 7, & 9)
Data Source: California Physical Fitness Report 2001-02 (www.cde.ca.gov/statetests/pe/pe.html) Strategy # 2.5 - Increase the percentage of adults at a healthy weight level in Kern County. (Healthy People 2010 Objectives: 19-3)1. Provide nutritional information regarding fast food restaurants to the public. (HP2010: 7-10)
2. Synergize the efforts of local media (TV, radio, & newspaper) as a vehicle to distribute pertinent health and wellness information. (HP2010: 7-10, 23-2)
3. Encourage employers to provide a comprehensive employee health promotion program for their employees that focuses on proper diet, exercise and healthy lifestyle modifications. (HP2010: 7-5, 19-16, 22-12)
4. Encourage employees to participate in their employers comprehensive health promotion program. (HP2010: 7-6)
5. Provide increased access, awareness and participation of community recreational programs/events for adults, and the facilities where they can participate. (HP2010: 22-14, 22-115)
Lead Organizations: CHW Central California; Department of Special Needs & Community Outreach; Kern Press Club; Bakersfield Californian; Bakersfield Chamber of Commerce; UC Cooperative; State Farm; Kaiser; Parks and Recreational Services; American Heart Association
Target: 60% adult population at a healthy weight
Baseline: 37%
Data Source: California Health Interview Survey 2001: www.chis.ucla.edu. BMI

Strategy # 3 - Reduce the number of teen pregnancies in Kern County.
(Healthy People 2010 Objectives: 9-7)

1. Expand quality mentoring programs for at risk youth (high school, college, and nurse case management) and parents (parent-to-parent mentoring) (HP2010: 9-11)
2. Emphasize the importance of the family and increased parental involvement and encourage proper parenting skills.
3. Ensure quality health care and counseling services are readily available for at-risk youth.
4. Implement school curriculum that emphasizes abstinence as the primary form of responsible sexual behavior and all other alternative forms of responsible sexual behavior as secondary. (HP2010: 9-8, 9-9, 9-10, 9-11)
5. Undertake a root cause analyses to understand why Kern County has such a high rate of teen pregnancies.
Lead Organizations: Kern County Department of Public Health (Maternal, Child & Adolescent Health Program); Kern Family Health Care (Local Initiative for Medi-Cal Managed Care); Blue Cross of California (Commercial Plan for Medi-Cal Managed Care); Kern County Superintendent of Schools; Clinica Sierra Vista; Kern High School District; Network for Children (Adolescent Issues Committee)
Target: 25 per 100,000
Baseline: 75.2 per 100,000
Data Source: California Department of Health Services

Strategy # 4 - Reduce the incidence of heart (cardiovascular) disease in Kern County.
(Healthy People 2010 Objectives: 12-1)

1. Encourage education of the general public regarding age-appropriate healthy lifestyle behaviors/activities known to reduce the risk of cardiovascular disease. (HP2010: 7-10)
2. Encourage increased physical activity by adults of all ages. Provide community sports, events, and outdoor activities throughout the year to promote physical activity. (HP2010: 22-12, 22-14, 22-15)
3. Encourage employers to provide a comprehensive employee health promotion program for their employees that emphasizes decreasing risk factors for cardiovascular disease (i.e. - smoking cessation, cholesterol screening, hypertension screening, diet analysis, lifestyle appraisals, physical activity etc). (HP2010: 7-5, 7-6, 12-12, 12-15, 19-16, 22-12)
4. Increase the number and availability of quality non-smoking programs. Encourage individuals to stop smoking. (HP2010: 27-1, 27-12, 27-18)
5. Educate the public on early warning signs of heart disease and how to respond appropriately. (HP2010: 12-2, 12-4, 12-8)
Lead Organizations: Kern County Heart Association; American Lung Association; Parks & Recreational Services; Bakersfield Chamber of Commerce; UC Cooperative Extension; State Farm; Kaiser
Target: 166 per 100,000 (age-adjusted health rate) (HP2010 Objective)
Baseline: 239 per 100,000 (age-adjusted death rate)
Data Source: California Department of Health Services, County Health Status Profiles 2002. www.dhs.ca.gov/hisp/chs/phweek/cprofile2002/cprofile2002.htm

Strategy # 5 - Increase the proportion of people in Kern County with an identified health care provider so each has a “medical home” to which to turn.
(Healthy People 2010 Objectives: 1-1)

1. Encourage consistent preventative health care for individuals of all ages. (HP2010: 1-2, 1-3)
2. Ensure health insurance coverage for all income levels by making healthy family programs available. (HP2010: 1-1)
3. Increase awareness of eligibility for public health coverage.
4. Enhance the process for enrolling individuals in health care.
5. Encourage all businesses to provide health care insurance for both full- and/or part-time employees.
Lead Organizations: Prop 10; Blue Cross & Kern Family Health Care (Healthy Families); County of Kern (Safety Net); Kern County Health Department; Kern Medical Center; Bakersfield Chamber of Commerce; First 5 Kern; Department of Human Services; Clinica Sierra Vista
Target:
Baseline:
Data Source:

Strategy # 6 - Increase the total number of trained health care personnel in Kern County.
(Healthy People 2010 Objectives:)

1. Identify health professions in Kern County where staffing shortages are most prevalent.
2. Provide training opportunities in Kern County for health professions in short supply (e.g. pharmacists, nurses, x-ray technicians, lab techs, dietitians, etc)
3. Promote and support healthcare career development/exposure in high schools (e.g. expand Health Academy)
4. Oversee a central coordination of funding opportunities for individuals choosing a healthcare career in Kern County.
5. Promote Kern County as a unique community that cares about the health of its residents and a community where the entire spectrum of quality healthcare can be found.

Lead Organizations: Kern County High School District; Bakersfield College; California State University; San Joaquin College; University of Phoenix; Kern Medical Center; Kern Community College District
Target:
Baseline:
Data Source:

Strategy # 7 - Reduce the number of deaths due to cancer in Kern County.
(Healthy People 2010 Objectives: 3-1)

1. Increase participation in early cancer screening of all at-risk individuals.
2. Encourage employers to provide a comprehensive employee health promotion program for their employees that includes age appropriate cancer screening opportunities and encourages healthy lifestyle changes known to reduce the risk of cancer. (HP2010: 7-5, 7-6, 19-6, 22-13)
3. Increase general awareness of the importance of proper diet, exercise, and lifestyle in reducing an individual’s risk for cancer.
Lead Organizations: American Cancer Society; Bakersfield Chamber of Commerce; UC Corporative Extension; State Farm; Kaiser
Target: 160 per 100,000 age-adjusted death rate (HP2010)
Baseline: 177 per 100,000 age-adjusted death rate
Data Source: California Department of Health Services, County Health Status Profiles 2002 www.dhs.ca.gov/hisp/chs/phweek/cprofile2002/cprofile2002.htm

Strategy # 8 - Reduce number of deaths due to drugs in Kern County.
(Healthy People 2010 Objectives: 26-3)

1. Identify root causes of adult and adolescent substance abuse in Kern County (negative peer pressure, lack of law enforcement, lack of mental health care, etc.)
2. Aggressively attack identified root causes of substance abuse specific to Kern County.
3. Encourage access of, and participation in, preventative and rehabilitative substance abuse programs.
4. Encourage appropriate youth activities/programs designed to engage youth in life enhancing, healthy behaviors (ie. jobs, after school programs etc.)
5. Champion expansion of health care plans to include mental health issues.
Lead Organizations: Kern County Mental Health; Boys & Girls Club; Friday Night Live; Kern County Substance Abuse Prevention Education (KCSAPE); Kern County Community Action Against Drug and Alcohol Abuse (CAADAA); Californians for Drug-Free Youth (CSAP)
Target: 1.0 age-adjusted death rate (HP2010)
Baseline: 13.8 age-adjusted death rate
Data Source: California Department of Health Services, County Health Status Profiles 2002. www.dhs.ca.gov/hisp/chs/phweek/cprofile2002/cprofile2002.htm

Strategy # 9 - Establish a comprehensive healthy living curriculum for grades K-12.
(Healthy People 2010 Objectives: 26-3)

1. Reverse the de-emphasis of Physical Education and integrate health and wellness into the Physical Education curriculum – including proper diet, healthy lifestyle behaviors, exercise, and physical fitness testing. Potentially present developed curriculum at a state level. (HP2010: 7-2, 22-8, 22-9, 22-10)
2. Integrate health and wellness principles into the overall public school curriculum (i.e. - reading, math, science, etc.)
3. Involve parents in modeling healthy behaviors to the children (i.e. - meal preparation, fun family activities, etc.)
4. Implement and improve the state mandate to provide healthy food in school cafeterias. (HP2010: 19-15)
5. Encourage teachers to model healthy living by actively participating in a school employee health promotion program. (HP2010: 7-5, 7-6, 19-16, 22-13)
Lead Organizations: California State Department of Eduction (Health Framework); California State Department of Education (Health Challenge Standards); Healthy Kids Resource Center (Curriculum and Support Materials); California Association of Health Care; Physical Education; Recreation and Dance; American Heart Association; Kern County Superintendent of Schools
Target:
Baseline:
Data Source:

Strategy # 10 - Reduce the incidence of sexually transmitted diseases in Kern County.
(Healthy People 2010 Objectives: 25-1, 25-2, 25-3, 25-11, 25-16)

1. Ensure age appropriate responsible sexual behavior education is included in high school and junior high curriculum. Enhance communication between high school educators and community health professionals.
2. Assure that appropriate screening is readily available for at-risk youth/individuals. 3. 3.Identify and coordinate appropriate counseling organizations for at-risk individuals. Provide opportunities to enhance parent/teenage child relationships and encourage proper parenting skills.
4. Promote positive peer pressure by elevating community moral standards. Utilize the media to promote responsible sexual behavior (abstinence) to appropriate audiences.
5. Emphasize the importance of the family, possibly identifying a community “family” night, where family members can spend time together one evening each week.
Lead Organizations: Kern High School District; Kern County Department of Public Health STD Community Intervention Program; Kern County Superintendent of Schools; Kern County Mental Health; Kern Child Abuse Prevention Council
Target:
10a: AIDS – 1.0 new cases per 100,000 population
10b: Gonorrhea – 19.0 new cases per 100,000 population
10c: Syphilis – transmission (primary & secondary) to 0.2 cases per 100,000
10d: Chlamydia – 200 cases per 100,000 population
Baseline:
10a: AIDS – 12.5 AIDS cases per 100,000 population
10b: Gonorrhea – 112.5 cases per 100,000 population
10c: Syphilis – 5 cases per 100,000 population
10d: Chlamydia – 394.7 per 100,000 population
Data Source: Kern County Department of Public Health, Health Status report 2002

 

 

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