Four Phases of B3K

Since B3K’s beginning in early 2020, we have been keeping track of our progress. These 4 stages represent goals set, milestones reached and the future direction of B3K.

  • Planning started in early 2020
  • Brookings hired
  • Governance Structure Designed
  • Research and Analysis
  • Market Assessment
  • Goals Developed
  • Implementation Teams launched
  • Strategy outlined in Work Group Plans
  • Activating Plans
  • Developing more inclusive Governance Structure

Where We Are Now

B3K is currently in the Implementation Phase of our action plan. The current goals of this phase are:

Developing a more inclusive governance structure

  • Leadership Council formed to provide funding and guidance
  • Appointed J.P. Lake as Executive Director to become self-sustaining
  • Pursuing a permanent governance structure
  • Building out the Deep Prosperity Committee

Activating Plans

  • Setting up a metrics dashboard
  • Stakeholder and committee engagement
  • Pursuing grant opportunities at a regional scale (CERF) through the Kern Coalition, a partnership of KCCD, CAPK, B3K, the Labor Council, and Building Healthy Communities Kern


B3K implementation teams are in the process of activating tactics outlined in the strategy to create more quality jobs and access to them. Here are some of B3K’s Implementation Teams’ accomplishments so far:

  • The Entrepreneurship Team has merged with the Kern Initiative for Talent and Entrepreneurship (KITE) to institutionalize the programmatic activity underway, such as the certification of AltaOne Federal Credit Union as the first community development financial institution (CDFI) headquartered in Kern County.
  • The Aerospace Team is setting up a Talent-to-Industry Exchange to bridge employer needs and educational/workforce offerings. This will enhance the reliability of the local talent pipeline and broaden access to good and promising jobs.
  • The Advanced Manufacturing Team launched the Manufacturing Alliance of Kern County, which brings together regional manufacturing firms to collectively problem solve on shared issues related to workforce development training and recruitment, employee retention, business support, regulation, etc.
  • The Business Services Team is identifying best practices from around the country in anchor institution procurement policies to inform a local review and enhancement of policies to enable greater utilization
  • The Energy and Carbon Management Team continues to build on the momentum underway in Kern, including the CSUB Carbon Symposium in April, the announcement of the U.S. Department of Energy Community Local Energy Action Program grants awarded to the County of Kern and City of Bakersfield and Chevron’s announcement of a carbon capture and storage project at the Kern River Eastridge Cogeneration plant.

Where We Are Going

  1. Inclusion – An open invitation to ensure that prosperity reaches the entire community.
  2. Engagement – Expanding our coalition of volunteers. You have a say in how we design the structure for this new phase.
  3. Action – Project manager to be hired. Brookings institute ramping down over time. Implementation Teams executing plans.