CALIFORNIA STATE UNIVERSITY, NORTHRIDGE
COMMUNITY SERVICES DEVELOPMENT \' AT COLLEGE OF THE CANYONS
A thesis submitted in partial satisfaction of the requirements for the degree of tvlaster of Arts in '. Education, Educational Administration, Supervision and Higher Education
by
Bruce D. Fortine
June, 1977 'r
California State University, Northridge TABLE OF CONTENTS
Page
LIST OF TABLES iv
LIST OF !\lAPS v
Chapter
1. THE PROBLEM . . 1
Introduction 1
The Problem . 2
2. COMMUNITY SERVICES IN THE COivll'-ruNITY COLLEGE 4
Functions of the Community College 4
The Community Services Function . 7
Community Services in California 8
The Development of Community Services Nationally 11
Summary .... 13
3. HISTORY OF THE SANTA CLARITA COl\IMUNITY COLLEGE DISTRICT ...... 14
The Creation of the College District 14
Organization and Problems . 18
The College is Established 21
Conclusion 22
4. THE COMMUNITY SERVICES OFFICE AT COLLEGE OF THE CANYONS ...... 24
The Creation of a Community Service's Office 24
The Beginning Program 29
The Current Program 31
ii TABLE OF CONTENTS (Continued)
Chapter Page 4. THE COMMUNITY SERVICES OFFICE AT COLLEGE OF THE CANYO~S (Continued) 24
Conclusion 36
5. PROFILE OF STATISTICAL AND EXPRESSED NEEDS OF THE SANTA CLARITA VALLEY 37
Location 37
Population 37
Ethnic Population 39
Housing 43
Employment 47
Income 48
Transportation 52
Law Enforcement 55
General Information 59
6. FINDINGS, POSSIBLE GROWTH AREAS AND RECOMMENDATIONS 60
Areas of Community Service Expansion 62
Recommendations for Future Research and Program Development 63
BIBLIOGRAPHY 67
iii LIST OF TABLES
Table Page
1. Organizational Chart of the Santa Clarita Community College District ...... 26
2. Duties and Responsibilities of the Administrative Assistant-Community Services and Information 27
3. Santa Clarita Valley Population Growth: 1975-2000 38
4. Resident Income 44
5. Single Person Households 45
6. Employment by Occupational Classification for White, Black, Spanish-American Residents (16 Years and Over) in the Santa Clarita Valley ...... 49
7. Employment by Industry for ~~ite, Black, Spanish American Residents (16 Years and Over) in the Santa Clarita Valley ...... 50
8. White, Black and Spanish-American Experienced, Unemployed Persons (16 Years and Over) by Occupation in the Santa Clarita Valley 51
9. Income for White, Black and Spanish-American Families in the Santa Clarita Valley 54
10. Crime Rate Comparison on the Seven Major Crimes 58
11. Law Enforcement Personnel . ; ...... 59
iv LIST OF MAPS
Map Page
1. Black Population 40
2. Spanish-American Population 41
3. Major Thoroughfares of the Santa Clarita Valley . 53
4. Santa Clarita Valley Bus Service Routes ..... 56
_l
v ABSTRACT
CQl>.lMUNITY SERVICES DEVELOPMENT
AT COLLEGE OF THE CANYONS
by
Bruce D. Fortine
Master of Arts
In Education, Educational Administration,
Supervision and Higher Education
In 1973, the Board of Trustees of the Santa Clarita Community
College District approved the creation of the Community Services
; Office. In this thesis, a brief history of the growth and development
of the community college functions is included, with emphasis on the
community services aspect.
The study centers on the creation, expansion, and evaluation
of the Office of Community Services as this office has developed i during the history of College of the Canyons.
In order ~to project possible future areas into which the
community services program might grow, a social and economic study of the community was undertaken. This study identifies the ethnic
composition of the population, the location of ethnic groups in the
vi Santa Clarita Valley, and includes a comparative study of income and employment. Other areas included are housing, transportation systems, law enforcement and crime, and general social services and institu tions such as schools and hospitals.
In conclusion, areas where the community services office might meet, or take the leadership in meeting, present and future needs of the citizens of the Santa Clarita \'alley.
vii Chapter 1
THE PROBLEM
Introduction
The junior college concept is uniquely American in develop-
: ment. Originally it was a means of providing two years of college
courses to students who geographically or financially could not
'immediately attend a four year institution. As the junior college
• developed, this "transfer" function became one of many. Occupational
, programs were introduced as well as avocational courses. Counseling,
:placement, and student activities were gradually added to the general
academic program.
The last function to be added to the junior college \.-as
community services. This emphasis on involving more of the popula-
tion of the district affected even the name of the institution. A
junior college is now more often referred to as a "community'' college.
Although the community services aspect has been identified as
a part of the operation of the junior college for over 30 years, it
has been only during the last decade that this area has been emphasized
and developed.
California, because of a 8pecial tax, has been able to take a
leadership role in developing the concept of community services. One
of the first enigmas to emerge in this expansion was that a specific
definition of community services was almost impossible to compile.
True to its function, each individual community service program was f.) t 1 2
busily attempting to meet the needs of its individual population.
Since each community is different, the needs are different, and,
consequently, so is the community service program. At best, the only
consistent, definable areas are in the common general goals and objec-
ti ves of community services. How these were met v.,ras up to each
college.
TI1e Problem
In 1967, after a delay occasioned by certain legislation,
Santa Clarita Valley, California, was able to establish its first
junior college-·-College of the Canyons. After the site had been
purchased, a staff hired, and construction begun, it was apparent to
i the Board of Trustees and the administration that if the school was
to truly meet the needs of the people, community services needed to
. be assigned to a special administrative arm. Therefore, in 1973 the
Board approved the creation of the Community Services Office.
The question for the administration and the Board of Trustees
at this time is how the relatively new Office of Community Services at
College of the Canyons can better meet the needs of the service area.
Although the community services.prcigram began with limited
funds and facilities, it was met with enthusiasm from the public, as
reflected by the rapid growth in participation over the past three
years. Since the program was still in the experimental stage, many
offerings were made on an experimental basis. A more concrete study
of the community was needed.
In this thesis, a brief history of the growth and development
of the community college functions is included, with emphasis on the 3
community services aspect.
The study centers on the creation .. expansion, and evaluation of
the Office of Community Services as this office has developed during
the history of College of the Canyons.
In order to project possible future areas into which the
community services program might grow, a social and economic study
of the community was undertaken. This study identifies the ethnic
composition of the population, the location of ethnic groups in the
Valley, and includes a comparative study of income and employment.
Other areas included are housing, transportation systems, law ertforce-
. ment and crime, and general social services and institutions such as
schools and hospitals.
The last section of the thesis summarizes the research findings
and indicates areas where the community services office might meet,
or take the leadership in meeting, present and future needs of the
citizens of Santa Clarita Valley. Chapter 2
C0r'-1t'-'1UNITY SERVICES IN THE COHMUNITY COLLEGE
The function of the junior or community college has changed.
from its inception to the present day. This is primarily due to the i unique ability of this institution to respond to society's demands
; more rapidly than other educational institutions whose operations are
more clearly defined and established.
Since the purpose of this chapter is to explain and define the
community services aspect of the community college, it is first
necessary to delineate this function from its other functions.
Philosophically, one might argue that all programs of the
community college can be considered to be community services. Opera
tionally, however, there has been an increasing tendency to create
divisions of community services by separating the administration of
short courses, seminars, workshops, lectures, consultations, concerts,
community studies, and social action programs from the administration
of degree and certificate programs.
Functions of the Community College
Before explaining the community services operation, it is
:necessary to identify all the major functions of the community college. •
James Thornton has characterized the evolution of the community
college in three stages, which are related to the major proposed
4 5
functions of the institution. The first two stages he refers to as
"education for transfer" (1850-1920), and expansion of "occupational programs" (1920-1945). The addition of occupational curricula gave the junior college a new complexion. Nonetheless, it did not achieve its full stature as a community college until the development of the third stage, beginning in approximately 1945, when the co!Th1lunity service concept came into being. 1
Although many lists of the purposes of the community college may be found, the vast majority of such colleges, to meet the needs of a changing society, have now committed themselves to five major purposes:
1. The transfer function; providing the first and second year of a college program which is to be completed by study at a four-year college or university;
2. The vocational/technical function; providing programs of varying lengths and forms through which students may develop or upgrade vocational competencies;
3. The student personnel services function; providing edu cational, occupational, and personal counseling, as well as student activity programs, financial aid, health services, food service, placement, and various related special services;
4. The general education function; providing courses which facilitate the development of the student's academic, vocational, or avocational skills through making him more aware of the world around him and his role in it;
S. The community services function; providing programs, courses, and activities to serve,those individual and community needs not best served by college degree or certificate programs. 2
lJames W. Thornton, Jr., The Community Junior College (Ne1v York: John Wiley and Sons, 1960), pp. 46-53.
2Gunder A. Myran and Nathan C. Shaw, Community Services in the Commun}ty College (Washington, D. C. MJC, 1969), p. 7. 6
The program of the community college may be thought of as
two- fold: formal education and informal education. Through its formal
dimension, sometimes characterized as schooling, the community college
. provides transfer, occupational and general education, as well as
guidance and counseling programs for youth and adults enrolled in
regularly scheduled day and evening classes on the campus. It is
through its informal, community dimension that the junior college
truly becomes a con@unity college. The chief phenomenon accompanying
this metamorphosis has been the development of programs of community
service.
Chancellor Samuel B. Gould of the State University of New
York has underscroed the importance of this aspect:
It is my conviction that a college, in addition to its more readily accepted intellectual dimension, should have the ~imension of community that offers a place for the general life enrichment of all who live nearby; young and old, artisan and farmer and member of a profession, college graduate and comparatively unskill ed. Thus many of the gaps or weaknesses that the ne\v pressures of numbers are bound to create in formal education can be filled or strengthened as a college opens its doors and its resources to all in a friendly and informal fashion, without thought of credits or degrees or anything more than to assist the burgeoning of under standing in the individuals as a member of a personal, physical, political, economic, artistic and spiritual world.3
The philosophy that the community college campus encompasses
the length and breadth of the college district, and that the total
population of the district is its student body, makes it possible for
the community college, in a massive and untraditional way, to broaden
the base for higher education by taking the college to the people,
3samuel B. Gould, Knowledge Is Not Enough (Yellow Springs: Press, 1959), pp. 55-56. 7
and to free itself from the traditional image of the American college
and university which sees college primarily, if not entirely, as an
institution concerned with educating youth. 4
Today, campus planners and architects design a campus to
' maximize the community service concept. Campus plans today avoid
giving the impression that the campus is a walled-off fortress,
intended to keep the community out. Instead, the college campus has
an atmosphere of openness with an invitation to the community to come
and enter. Spacious dining and meeting rooms are provided in new
campuses. Inviting outdoor bulletin boards and information centers
are desirable. Theater, library, and athletic facilities are made
available to the non-student population in the·community.S
The Community Services Function
Since the programs, courses, and activities administered under
community services vary through time and from college to college, it
is difficult, and perhaps not desirable, to attempt a universally
applicable definition of this concept. Research has revealed many
different definitions of community services found in the literature
of the community college movement. AI though these definitions differ
in precise content, they encompass essentially the same concept.
In 1969, the National Council on Community Services recognized
4Ervin L. Harlacher, The Community Dimension of the Community College (Englewood Cliffs: Prentice-Hall, Inc., 1969), pp. 3-4.
5charles R. f'.lonroe, Profile of the Community College (San Francisco: Jossey-Bass Inc., 1972), p. 31. 8
, community services as a major function of the community college. At
this time, the Council developed the following objectives for community
• services:
1. To become a center of community life by encouraging the use of college facilities and services by community groups when such use does not interfere with the college's regularly scheduled programs;
2. To provide for all age groups educational services that utilize the special skills and knowledge of the college staff and other experts and be designed to meet the needs of community groups and the college district community at large;
3. To provide the community, including business and industry, with the leadership and coordination capabilities of the college, assist the community in long-range planning, and join with in dividuals and groups in attacking unsolved problems;
4. To contribute to and promote the cultural, intellectual, and social life of the college district community and the develop- ' ment of skills for the profitable use of leisure time.
Once community service was accepted by many as being a legiti-
mate function of the community college, a great effort was made to de-
fine it specifically. This, of course, was not easy since approximate-
ly eight hundred community colleges in the 1960's were responding to
eight hundred different communities. While there were some common
activities, there was also a wide divergence of programs to meet
these differing needs. 6
: Community Services in California ! ' From the be,ginning, California was a leader in the field of
community services, at least in terms of quantity of offerings. The
· state had the opportunity to use an unusual permissive recreation tax
6Thornton, The Community Junior College, p. 66 9
: as a means of financing community services; this was not overlooked by
aggressive administrators. For years, California educators availed
themselves of the inexact definitions of community service classes and
community recreation in the Education Code.
According to the Code, "recreation means any activity, volun-
. tarily engaged in, which contributes to the physical, mental, or moral
development of the individual or group participating therein." This
was license to finance any program outside the scope of the regular
community college instructional program and, since subsequent clarifi-
cation of the law only tended to support the community services concep4
most colleges were able to spend restricted monies, which by law,
could not be used in the regular instructional program. 7
Reacting quickly to a growing and unexplored opportunity, the
California Junior College Association in 1964 formed a standing
committee on community services. The committee, headed by Ervin
Harlacher, set the pace and clarified the language used by two-year
colleges to describe community service programs all over the nation.
Harlacher, in his request to the California Junior College Associa-
tion, listed six major reasons for establishing this standing
committee:
1. Research indicates that community services is now recog nized as a major function of the community junior college.
2. Community services is recognized in the California Educa tion Code, with provisions for financing, as a function of the junior college.
7Hope M. Holcomb (ed.), "Reaching Out ThTough Community Services," New Directions for Community Colleges, Vol. XIV (1976) p. 4.' 10
3. There is a need to clarify the task.and a committee could do this, especially in the area of finance.
4. There is a need for definition and a committee could pro vide this.
5. There is no leadership in the area of community services and no accreditation recognition of the function.
6. There is danger of splitting community services into committee areas of adult education, public relations, and recrea tion. 8
The work of the committee was clearly directed toward recog- nizing community services as a function of the California community colleges. As a result of Harlacher's leadership, the group had managed within one year to: add community services to the official association statement of the purposes of the California junior colleges; prepare the Junior College Guidelines for the expenditure of the tax fund; and, recommend the inclusion of community services as a part of the accreditation process of the Western Association of
Schools and Colleges.
In 1966, as a result of the committee's recommendation, the
Accrediting Commission for Junior Colleges of the Western Association of Schools and Colleges included a new section on community services in its standards and application. This inclusion not only gave enormous credence to community services but served as a general out- line for future definitions. It required evidence from the college seeking accreditation that community service was an active function of the institution. It also required detailed description of the
8Holcomb, "Reaching Out Through Community Services," p. 5. 11
administration and organization of community services, the use of
facilities, educational services, and cultural and recreational
services. Included in educational services were: non-credit short
courses, seminars, workshops, institutes, conferences, symposiums;
. leadership in community research and development; community counseling
. and consultative services; use of radio-television stations; and
:provision of faculty and student programs for community groups.
It was through the efforts of professional administrators and
i college presidents in California that a stable foundation for program
:development was made.9
The Development of Community Services Nationally
With California taking the lead in the development of ; i ! community services, other colleges throughout the nation soon began
to follow. By far, the most significant national action occurred in
September, 1968, when the Kellogg Foundation sponsored a three-year
community services project by the American Assoication of Junior
Colleges. Its advisory committee, not surprisingly, included many
Californians. Harlacher's report to the American Association of
Junior Colleges, whi.ch became his book The Community Dimension of the
Community College, formed the basis on which the American Association
! of Junior Colleges project was built. After due consideration, the !
! advisory committee formed a National Council on Community Services
for Community and Junior Colleges. One of its first tasks--to provide
9Holcomb, "Reaching Out Through Community Services," p. 6. 12
a national definition of community services--was accomplished so thoroughly that this definition still stands as the most comprehensive available:
Community services is now widely recognized as a major function of the community college. And while the community college serves its community through its regular programs and activities, an increasing number of colleges now provide, in cooperation with other community agencies, special programs of community services, i~e., educational, cultural, and recreational services above and beyond regUlarly scheduled day and evening classes. By so doing, these institutions recognize that by definition the community college has· an obligation to:
1. Become a center of community life by encouraging the L~e of college facilities and services by community groups \vhen such use does not interfere with the college's regularly scheduled day and evening programs;
2. Provide educational services for all age groups which utilize the special skills and knowledge of the college staff and other experts and are designed to meet the needs of community groups and the college district community at large;
3. Provide the community with the leadership and coordination capabilities of the college, assist the community in long-range planning, and join with individuals and groups in attacking un solved problems;
4. Contribute to and promote the cultural, intellectual, and social life of the college district community and the development of skills for the profitable use of leisure time.lO
Since this definition appeared in the first bulletin of the
National Council in 1969, it has been used in one way or another by most community colleges. The language is familiar and appears in
college publications in many forms, usually in the purpose or goal statements.
lO"Conununity Services Bulletin of the Ame:rican Association of Junior Colleges," Forum, Vol. I (January, 1969), p. 1. 13 i-
SummaTy
Thus, we see the role of the junior college fuTther changing
\vith the growing emphasis of community involvement thTough a ne~-;
: function--community services. Although this function was first
established in 1945, it has not met with £Tuition until the last
decade.
California, with the benefit of a special tax, was able to
assume a leadership position in this area. Today, community services
is a recognized and established function in almost all junior colleges
ln California, and in many others throughout the nation. Chapter 3
HISTORY OF THE SANTA CLARITA COM!vJUNITY COLLEGE DISTRICT
The Creation of the College District
For many years, the people of the Santa Clarita Valley had
' desired that a junior college be established in their area. An appli-
; cation had been submitted to the State Board of Education, but had been.
turned down because the community did not have sufficient potential
enrollment to meet state standards. As a result, local students had
to attend colleges in neighboring districts or take up temporary
residence in college towns up and down the state. The cost of educa-
ting these students was a 62 cent tax rate levied by the county on
the local Santa Clarita Valley taxpayers. The area had an assessed
valuation of 105 million dollars, and 400 students were taking 11 c 1 asses 1n. ot h er JUnlor . . co 11 eges.
A new move to acquire a community college began to crystallize ;
April, 1967. It was announced to the community by James Hoffner,
Superintendent of the William S. Hart High School District, that a
letter had been received from State Senator John Harmer requesting
that local community leaders attend hearings in Sacramento to testify
favor of a State Senate Bill that would facilitate the formation
a junior college district in the Santa Clarita Valley. The
11History of the Santa Clarita Community College District Scrapbooks, College of the Canyons (Office of Community Services) Vol. I, p. 2.
14 15
Senator asked that a member of the high school board of trustees,
representatives of Parent Teacher Associations, and members of
1 Chambers of Commerce plan to attend hearings on his bill before the
Senate Education Committee.
Harmer had introduced a Senate Bill which would lessen atten
dance requirement projections required by the State before an elec
tion could be called locally to establish a junior college district.
Under then existing state law, an area had to be able to demon
strate that the junior college would have at least 1,000 full-time·
students enrolled before an election could be called. Harmer's bill
would change the time allowed to build up enrollment from two to four
years in areas that were distant from other junior college districts.
Assemblyman Newton Russell introduced Harmer's bill in the State
Assembly.
WilliamS. Hart High School District's new board member-elect
Elisha J. "Aggie" Agajanian and Superintendent Hoffner traveled to
Sacramento and testified before the Senate Education Committee, and
the key 13-man committee took no more than 5 minutes to vote a
unanimous "do pass" recommendation. The doors had been opened for
the establishment of a junior college.
On May 21, 1967, Senator Harmer reported a vote of 30-0 in
the State Senate in favor of his bill. It was the first piece of
successful legislation he had written.
Subsequently, the bill was given a "do pass" recommendation
Assembly Education Sub-Committee and it was passed unopposed 16
by the Assembly. On July 6, 1967, in the presence of Assemblyman
. Russell, Senator Harmer and Superintendent Hoffner, Governor Ronald
Reagan signed the bill into law. The legal process had been completed .
• The final decision was up to the people.
The decision of the people was to come quickly. Dr. Fred
Bewley, Assistant Superintendent, Los Angeles County Superintendent
of Schools Office, announced that the date of the junior college
election would be November 21, 1967. Superintendent Hoffner appointed
E. J. Agajanian and Judge C. M. MacDougall to head the drive to form
the district. Board President Curtis Huntsinger, of the William S.
Hart High School District, added members to the committee. They were:
Jim Keysor, President of the Newhall-Saugus-Valencia Chamber of
Co~nerce; Art Evans, President of the Canyon Country Chamber of
Commerce; Charles Weeks, Chairman of the Joint Progress Committee; and
Attorney Sam Thompson of the Property Owners Association. It was this
group that would screen prospective citizens for the balance of the
all-important committee that would be charged with the responsibility
of not only the passage of the election, but the future of the local
junior college.
Within a fe\v days, a committee was selected for the task.
Committee members were: William G. Bonelli, Jr., owner of the Bouquet
Water Company; Tom Lowe, President of the Newhall Land and Farming
Company; Jim McMahon, President of the Santa Clarita National Bank;
Mrs. Elizabeth Tate, Vice President of Princess Homes D_evelopers;
and Mrs. Jeanne Stidham, Manager of the Newhall-Saugus-Valencia
Chamber of Commerce; and Bruce Fortine, an executive with Century 17
Records, who was elected executive secretary of the committee. The committee began its monumental three-fold assignment: disseminating
information in favor of forming the district; explaining the proposed tax rate; and getting out the vote.
Candidates for the five-person board of trustees filed slowly, with Deputy Marshal Bob Rollins of Saugus the first person to declare himself a candidate. By the end of the filing period, 40 persons had filed for the board, including Fortine and Bonelli of the
steering committee.
On November 21, 1967, the voters of the Santa Clarita Valley spoke loudly and clearly as a record number of citizens braved heavy rains to give overwhelming approval to the formation of the new district:
SHALL A NEW JUNIOR COLLEGE DISTRICT BE FORMED Yes 3,216 IN THE TERRITORY COMPRISING THE WILLIAM S. No 237 HART UNION HIGH SCHOOL DISTRICT?
SHALL THE t.iA.XIMUM TAX RATE OF THE PROPOSED NEW Yes 3,149 JUNIOR COLLEGE DISTRICT IN THE TERRITORY COM No 276 PRISING THE WILLIAM S. HART UNION HIGH SCHOOL DISTRICT BE $.60 PER ONE rillNDRED DOLLARS ($100) OF ASSESSED VALUATION?
The formation of the district had been approved by a 93 per-
cent majority and the tax rate by 92 percent. Board of Trustee members elected were: William G. Bonelli, Jr., Sheila Dyer, Bruce
Fortine, Peter F. Huntsinger, and Edward Muhl. 12
On December 13th, Dr. Fred Bewley gave the oath of office to
12History of the Santa Clarita Community College District Scrapbooks, Vol. I, p. 5. 18
·the five new board members in historic ceremonies. William G. Bonelli,
Jr., was elected President and Edward Muhl elected Vice President-Clerk
in the first legal action of the new board.
·Organization and Problems
The Board of Trustees began the task of organizing the neidy
named Santa Clarita Valley Junior College District. James Hoffner,
Dr. Mel Ross, and Dr. Gerald Hedden were given permission to serve
as temporary administrators by the Board of Trustees of the high
school district until college administrators could be hired. A
budget of 45,000 dollars was established to carry the district
through the first six months of operation. 13
The first problem facing the board was locating a site for
the college. Many people thought the location of the Saugus Reha-
bilitation Center, an alcoholic rehabilitation facility, owned by
the City of Los Angeles, and operated by Los Angeles County, would
make an ideal campus location. The site had been vacated by the
County and was being offered for sale by the City. The City was
considering selling the property to real estate developers or leasing
the facility to a Watts labor school for juveniles. A committee
comprised of Bonelli and Muhl, and Tom Lowe of the Newhall Land
and Farming Company was directed to meet with officials of the
! City of Los Angeles Real Estate Department to discuss the
13History of the Santa Clarita Community College Scrapbooks, :vol. I, p. 12. 19 feasibility of getting the middle mesa of the property for a college campus.
After much investigation and evaluation, the Board decided to abandon any plans to obtain the Saugus Rehabilitation Center for a campus. This decision was based, in part, on a report by Dr. J.
Milton Beck, Junior College Consultant for the State Department of
Education. Beck's report indicated the site was inadequate because
it was short of acreage and because the. existing buildings had
unusable space for educational pu1-poses that would not qualify for
state aid. The Board abandoned any further plans to obtain the
Saugus Rehabilitation Center for a campus .14
Another task of the Board was to hire a district superinten-
dent-president. The Board asked Dr. Richard Clowes, Los ~>\ngeles
County Superintendent of Schools, to draw up a proposal of qualifi-
cations for the district superintendent. The Board decided not to
try to open classes the next September, feeling that the new
superintendent should have the opportunity to hire his mm staff
according to his educational theories.
A nationwide search for a district superintendent-president
was finally ended with the appointment of Dr. Robert C. Rockwell.
Rockwell was a former Air Force Captain, graduate of Harvard
University, and rece:lved his masters degree and doctorate from
the University of Southern California. He had been Dean of
14History of the Santa Clarita Community College District Scrapbooks, Vol. I, p. 21. 20
Instruction and Guidance at Fullerton Junior College, and, at the time of his appointment, was Superintendent-President of Santa
Barbara City College. Rockwell was given a four-year contract in order to begin building and organizing the new college.
In mid-June, the Board authorized a 16.5 million dollar construction bond election to be held on September 17, 1968. Board member Bruce Fortine was named chairman of the citizens committee to assist in the passage of the bond election, and the firm of Allison,
Rible, Robinson and Ziegler was selected to begin design of the ne\v college. The bond election was subsequently cancelled by the Board.
The William S. Hart High School District agreed to let the new college use the Hart High School campus after regular high school hours for its first temporary campus. Additional administra..:. tors Norman G. Mauck, Jr., Vice President and Assistant Superinten dent for Instruction, and Charles F. Rheinschmidt, Assistant
Superintendent for Student Personnel were hired as were Joleen Bock,
Director of Instructional Resources, and the college's first faculty member, Dr. Elfriede M. Hummel.
The first change on the Board came with the defeat of board member Sheila Dyer in the election of April, 1969. John Hackney, an attorney, was elected to replace 1'4s. Dyer.
The community, graduating seniors from William S. Hart High
School, and college staff were involved in naming the new college.
College of the Canyons was the name chosen.
Dr. Rockwell and his staff, in conjunction with five other 21
junior colleges, prepared special legislation th~t was introduced in
the Senate by Senator Donald L. Grunsky and co-authored by Senator
John Harmer. Senate Bill 508 which was approved by the legislature
and signed by Governor Ronald Reagan would divert acquisition and
construction funds previously denied to these junior colleges because
of lack of sufficient enrollment to qualify. Under the bill, the
state would pay 80 percent of the cost of construction with the
remaining 20 percent to be paid by the local taxpayer.
The College is Established
The College of the Canyons opened its doors for the first
time on September 29, 1969, at WilliamS. Hart High School with an
enrollment of 800 students. The first Associated Student Body
' Officers were: Paul Driver, President; Elizabeth Swanson, Vice
President; James Dyke, Treasurer; Dee Pace, Associated Women's
Representative;· and Dana Schnepple, Associated Men's Representative.
Slowly, the form of the college district was beginning to take
shape. The Board voted to purchase 160 acres of land from the
Newhall Land and Farming Company at the intersection of the Golden
State Freelvay and Valencia Boulevard for approximately 1,440,000
dollars. A bond election was called and, on January 20, 1970, the
voters approved the issuing of 4 million dollars in bonds . 15
lSHistory of the Santa Clarita Community College District Scrapbooks, Vol. I, p. 56. 22
The first school year was completed with the graduation cere-
mony held June 26, 1970, in the high school cafeteria. Fifteen stu-
· dents, who were completing their work started at other colleges,
· received words of congratulations from Dr. Richard Clowes, Los Angeles i County Superintendent of Schools.
On October 5, 1970, when the new college campus \vas opened,
over 1,000 students matriculated to attend classes which were held in
leased, temporary classrooms. The new ca.mpus was officially dedicated
on October 26, 1970, and the community was joined in celebrating the
event by United States Senator George Murphy, comedian Bob Hope, and
Los Angeles County Supervisor Warren Dorn.
The voters were again called upon to indicate approval of the
expansion of the college and did so in an election held on February 6,
1973, with an overwhelming 80 percent vote in favor of an 8 million
dollar bond election.16
The first permanent building, the Instructional Resource Center, was opened for classes on January 2, 1974, and in the space of two
years, the Laboratory Center, Classroom Center, and Student Center were added. The last building to be constructed, the Physical Educa-
tion Center, was completed in May, 1976. The citizens of the Santa
Clarita Valley had a community college of their own.
Conclusion
TI1e Santa Clarita Valley had.its own college, the first five
16History of the Santa Cla;ita Community College District Scrapbooks, Vol. II, p. 84. 23
years following inception had been spent organizing and building a
solid program.
By 1972, College of the Canyons had reached an enrollment of
1,586 students. These students were served by 35 full-time instruc-
tors, 8 administrators, and 23 supportive, classified staff. The
operational budget was 1,939,045 dollars. 17
Yet, there was still one area that had not been developed--
community services. What was the College of the Canyons doing to
:make the community aware of its existence? What was the College of
' the Canyons doing to encourage the people to visit the campus and i ' , to utilize the facilities? In fact, what was the College of the
' t Canyons doing to help meet community needs, other than offering a ' somewhat traditional program which served, predominantly, one section
: of the population'?
It became apparent to the Board of Trustees and the admin-
istration that a new administrative staff position was needed to
act as liaison between the college and.the people of the Santa
Clarita Valley. In short, College of the Canyons needed, and was.·
ready for, a community services program.
17History of the Santa Clarita Community College District Scrapbooks, Vol. II, p. 63. Chapter 4
THE COMMUNITY SERVICES OFFICE AT COLLEGE OF THE CAt\lYONS
The Creation of a Conununi ty Services Office
In its Application for Accreditation to the Accrediting
Commission for Junior Colleges of the Western Association of Schools
and Colleges in 1972, the new college indicated the following:
The Board of Trustees, in adopting the community services function as one of its objectives, recognized its importance and value to the community. In the organization and develop ment of the new College, however, certain priori ties of function had to be set in view of existing circumstances.
With a good adult education program already in operation by the Hart High School District and with a shortage of buildings and classrooms for College use, it appeared wise to offer a minimal community service program.
As the College grows and facilities are completed, the College will move ahead in this area. Until these new facilities become available, however, the community service program will be a limited one. 18
The Accreditation Evaluation Team recognized the unique cir-
cumstances being experienced by the new college, but did recommend
that the position of Dean of Community Services be shown on the
college organization chart as a position to be filled. It was also
recommended that a community services administrator be employed as 19 ! soon as possible. ;
18Robert C. Rockwell, "Application for Accreditation, 1972" (unpublished, College of the Canyons, 1972), p. 89.
19"Report of Accreditation Evaluation Team" (unpublished, :College of the Canyons, 1972), p. 17. ·
24 25
Table 1 shows the Organization Chart of the Santa Clarita
:Community College District.
The Office of Community Services was established on July 1,
1973 by the Board of Trustees. Subsequently, an Administrative
·Assistant for Community Services was hired, as \~as a Connnunity Services·
. Specialist, to assist in facilitating community service programs and
'the general publicity thereof. Table 2 lists the duties and respon-
sibilities of the Administrative Assistant-Community Services and
Information.
The primary objective of the new Community Services Office
was to institute and foster programs for district residents with the
ultimate goal of making the College of the Canyons an educational,
cultural, social, and recreational center for community life. The
:criteria, as indicated in the Accreditation Self-Study, were:
1. To make the College a center of community life by encouraging the use of college facilities and services by community groups.
2. To provide educational services for all age groups, i.e., non-credit short courses and clinics, utilizing special skills and knowledge of college staff and other experts, designed to meet the needs of community groups and the community at large.
3. To provide the community, including business and industry, with the leadership and coordination capabilities of the College, assist the community in long-range planning, and join with individuals and groups in alleviating unsolved problems.
4. To contribute to and promote the cultural, intellectual, social, and recreational life of the community and the develop ment of skills for profitable use of leispre time.20
20"Accredi tation Self-Study, 1974" (unpublished, College of the Canyons, 1974), p. 53. ··------·--··············· ...... _... _.. ______TABLE I ~-- l \ SANTA Cl,i\RTTA CClM~lllN!TY CCll.T.r:r.n D!STR!CT
Ler:end• nts
Administrative Assistant Public lnformntion- Acndemie Senate I Community Services I I Assistant Superintendent·!· Assistant Superintendent- Assistant Sup~ri~tcndcnt· \ Student Personnel Instruction and Vice President Uusincss Services I -j Dc:tn of AJmisslOIIS nnd Hocords I Instruction-Occup:ttional Fiscal Services Director Education G---- Extended Day De:!l\ of St\~1t i\ct'iv_~~~s I Purchasing Sccrct:uy J I iic'n I t.Ti"(i,~wpat ions J I, ~t~d~n~s:o0R~n~s~ ~ Physical Plmnt Director Dc:m of lnstructlon-A-:::ndemi.c Education !i Summer Sl'SSion Bookstore Man~gcr Supervisor of Custodinns
Counselors I Assistnnt Dcon of Instruction iiupcrvhor ot Groundsi l'irst Division of·G~idoncc "I 1'/archouscrnanJ .. - ...... - - - Assistant Deon of Instruction Veternns' i\ff:d rs Advisor j Second Division Maintcnnncc Personnel I I i\~sistant llcnn or lnstr\lction Third Divlsion Inspectors/ - of Instnlctlonal ltcsourcc~ - ~ - - - . - . . ... • I crvi~;l' of Flnancinl Aids
N 0\ ?7_,
TABLE 2
DUTIES AND RESPONSIBILITIES OF THE ADMINISTRATIVE ASSISTANT cm:IMUNITY SERVICES AND INFOR~L'\TION
Selection
Subject to approval by the Board of Trustees, the Administrative Assistant will be appointed by the Superintendent and will be directly responsible to him (please note that this is a classified positi
Duties and Responsibilities a. Assists the Superintendent-President in developing a compre hensive program of community services and interpreting the aims and goals of the College to the community. b. Develops feature programs involving the College and cooperates with the media in presenting them to the community. c. Develops additional news media such as letters to parents, community leaders, and other schools and colleges. d. Assists in serving as College Host to visiting community groups. e. In cooperation with various divisions of the College, coordinates programs of community services, including forums, lectures, institutes, other cultural events, and College calendar. f. Organizes and directs a College Speakers Bureau. g. Develops and implements the public information program of the College. h. Makes periodic reports to the community and prepares mailing lists for such reports. i. Produces general information fact sheets, brochures, annual reports, and community news let.ters. 28
TABLE 2 (Continued)
j. Provides a clearing rhouse for general information about the College, its history, present activities and plans. k. Maintains resource file on College information including bibliographies, pictures, clipping file, and mailing lists.
1. Assists all College divisions with editorial, photographic, and graphic arts lwrk. m. Publicizes achievements of faculty, students, and alumni. n. Coordinates and produces publicity on all College events, including student achievements in academic and extra-curricu lar areas.
o. Develops techniques for creating favorable internal staff relations such as faculty newsletters, bulletin boards, etc. p. Performs other public information and community service activities as directed bythe Superintendent-President. 29
The Beginning Program
In making the ·transition from a young, academically-oriented institution to an "open door" college, it was deemed an early priority to coordinate services with local and regional institutions, whenever possible, in order to enhance programs for the community while avoiding duplication.
During the 1973-74 year, ten community service short courses were offered to the community, including classes in arts and crafts, exercise, horticulture, and fine arts. Tours of the newly-completed
Bonelli Center for Instructional Resources were conducted for local news media staff, community college representatives, and county officials. A College Speakers Bureau was established, including a diverse list of faculty and staff members available to speak to community groups on topics within their fields of ex~ertise. An edu cational film series was co-sponsored with neighboring California
Institute of the Arts. Community Services sponsored a "Discover Your
America" week in the Santa Clarita Valley, with daily activities in volving more than 2,000 residents through school and community club programs. The week was climaxed with a concert by the nationally famous "Grand Land Singers".
The community was invited to utilize the campus facilities.
A program to test the effectiveness of local emergency services was hosted by the Office of Community Services. The "Disaster Day" pro gram involved the local hospitals, Los Angeles County Fire Department,
Paramedics, and Sheriff's Department, along with more than 100 student 30
and commtmity volunteers who served as "casualties" during the simu- lated airline crash on campus.
The Office of Community Services co-sponsored and helped develop the Alcoholic Olympics in conjunction with the Antelope Valley
Rehabilitation Centers of the County of Los Angeles. The program involved men and women in California alcohol rehabilitation centers and offered competition in recreative activities.
Junior Athletic Assemblies for local elementary schools, as well as track, wrestling, baseball, and coaching clinics, weTe enjoyed by more than 3,000 community participants.
Because no organized community seTvices efforts had existed prior to the establishment of the Office of Community Services, all programs were pioneer endeavors, subject to both enthusiastic response and community-wide scrutiny. PTograms attempted to involve the greatest numbers in the most accessible places.
Hany of the programs were aimed at children and athletics, for these represented the area's populace and its favorite pastime, respectively. Community Services operated during its first year on a budget planned for discreet experimentation with new services; pro- grams, though conducive to community Tequests and assessed needs, were organized on a reduced scale. Budgets based upon this experimenta tion, were planned more objectively for the coming years. 21
The 1974-75 yeaT was one of modest growth, because of the lack of available classroom space in the temporary buildings. A series of
21"Accreditation Self-Study, 1974", pp. 54-55. 31
seminars for industry were developed that included sections of non-
verbal communication, documentation and evaluation of grievances,
affirmative action, and styles of leadership. Community Service short
courses were developed to meet community interests and needs, and
averaged twelve classes per quarter. The summer program included a
class in Survival Training, a seven-team baseball league, a series of
all-comer track meets, and a summer football league consisting of
·eight teams. 22
The Current Program
Because of the completion of a major part of the college
building program, the 1975-76 school year offered the opportunity for
expansion of the community service program.
Fourteen different course titles were offered to the community.
as non-credit courses. TI1ese classes ranged from courses in the
History of Santa Clarita Valley to Belly Dancing. The total enroll-
ment in programs offered by community services was 758, which repre-
sented an increase of 82 percent over the 1973-74 enrollment. An
enrollment fee of 5 dollars was charged to indicate a commitment to
the program on the part of the student. The total cost of the class
offerings was 7,094 dollars. Total income from the registration fee
was 3,790 dollars for a net cost to the district of 3,304 dollars.
22Minutes of the Meetings of the Board of Trustees of the Santa Clarita Community College District, 1974-75 (Office of the Superintendent-President, College of the Canyons). 32
Thus, the income defrayed 53 percent of the cost of the program.23
In an attempt to bring educational and cultural prograws to the community, the Tuesday Evening Forum Series was developed. The series included showings of the Fox Movietone News films, and pre- sentations by noted speakers Charles Champlin, Dr. David Goodman and
Art Seidenbaum. Community response to the series was less than over- whelming and it was decided that the series should be discontinued.
In the fall of 1975, the Office of Community Services took over sponsorship of the Santa Clarita Valley Gymnastics Program from the Los Angeles County Department of Parks and Recreation. When the program began in the winter of 1976, there were 498 participants.
Months later, when the Spring Quarter started, the program had in- creased to 534 students. Further expansion was not possible because of budget limitations. The program was open to students from two and one-half to sixteen years of age.
The Third Annual Alcoholic Olympics, which had grown from 450 participants in 1974 to 1,750 participants in 1976, was held on
Saturday, May 15, 1976. Representing 50 rehabilitation centers throughout California, the program was now receiving national and international recognition in the field of alcohol and drug rehabili ta- 1 tion. Participants were spending the day involved in over 30 differ- ent events from track and field and weight-lifting to chess, checkers and volleyball.
23Annual Report for 1975-76, Office of Community Services, College of the Canyons (Office of the Superintendent-President). 33
The College/Community Chorus was created by combining the members of a credit choral class and people from the community. When the Office of Community Services sponsored a Spring Concert in
February, 1976, over 300 people were in attendance to hear this 41 member group perform Schubert's "Mass in G" and "Ben Benuto Cellini" by Berlioz.
The Community Services Senior Citizens Advisory Committee organized the Health and Crafts Fair under the direction of Commtmi ty
Service staff members. Many health services were provided at the
Fair, including health screening, blood pressure tests and dental checks. Seminars were conducted on podiatry, home security, nutri- tion, hearing, and dermatology. Representatives from the following agencies provided individual counseling: the Los Angeles County
Sheriff's Department, Fire Department, Library, Senior Citizen
Affairs Social Security, Health Department, Blue Cross, Pet Assis- tance, Red Cross, Parks and Recreation, and many others. A fine display of art and handicrafts made by senior citizens was on dis- play throughout the day. The Fair was open from noon until 4:00p.m.,! . I giving the senior citizens a chance to have lunch in the cafeteria, observe the displays, and then sit and chat, or watch the continuous entertainment provided.
In providing the community with leadership and coordination capabilities, the Office of Community Services was instrumental in bringing the "Get High on Life" program to the Santa Clarita Valley.
This program was co-sponsored with the Los Angeles County Department of Parks and Recreation and served 150 young people per day for eight 34
weeks during the summer. The program encouraged the young people to discover their own interests and to organize projects to investigate those interests. 1he goal of the program was the development of the child in realizing his or her personal potential and self-worth.
Program assistance was solicited from the William S. Hart Union High
School District, and the Newhall, Saugus, Sulphur Springs and Castaic
Elementary School Districts. Parental response to the program was very positive, as indicated through personal interviews.
With the opening of the new Physical Education Center in
April, 1976, an open recreation program for the community was developed. Aimed at the family unit, the program made the gymnasium, weight training room, and swimming pool available·to the community during evenings and on weekends. A program was also developed that allowed use by faculty and students during special hours of the day.
Community use of college facilities helped the college become a center of community life. During the 1975-76 year, the use of college facilities by off-campus organizations and by on-campus groups for non-instructional activities was extensive. The Office of
Community Services processed all requests for use of facilities and scheduled the college Master Calendar of Facility Use. During the year, 392 requests were processed, including requests by 54 different ; community groups. Campus organizations used the facilities 1,024 times and _community groups used them 1,286 times. Fifty-seven areas of the campus were utilized but this program included very little use of the Physical Education Center which was under construction most 35
of the year. 24
An additional assignment for the Office of Community Services
at College of the Canyons, as it is in many community colleges, \·;as
the responsibility for handling public information and community
relations. Public information programs were designed to reach
external and internal constituencies. Media utilized included radio,
television, newspapers, publications, and the College Speakers Bureau.
Public service spot announcements were sent regularly to radio sta-
tions KGIL, KHJ, KNX, KFWB, KABC, KMPC, KLAC, KBRT and KRLA. Recorded.
interviews were done on KGIL, KFWB, KNX and KRLA. Spot television
coverage was done by KNXT, KNBC and KABC. A IS-minute television
interview was done by KTLA on the "Get High on Life" program. News
releases and photographs were disseminated on a regular basis to the
Newhall Signal, View from Valencia, Valley News and Green Sheet, and
the Los Angeles Times. Approximately 300 press releases were written
for publication totaling over 2,600 column inches of coverage.
Seventy-five photographs were used. 25
To enhance awareness and support of the college, additional emphasis was placed on coordination ofpublic events, liaison with public officials, media personnel and community organizations. The
Office of Con~unity Services produced a series of reports, brochures, tabloids, calendars, fliers, programs, and posters for both external and internal constituencies during the year. Each quarter, a 12 to
24Annual Report, 1975-76.
25Annual Report, 1975-76. 36
16 page Schedule of Classes was published and distributed to 25,000
Santa Clarita Valley homes. Included in the tabloid.were photos,
features, and registration information. A 16-page informat_ional
booklet was created which summarized programs and activities at the
college. The College of the Canyons Speakers Bureau represented one
of several activities designed to bring the college and community
together. The Office of Community Services acted as a clearin.ghouse
for requests from community organizations for speakers from the
college. Faculty, staff and administrators were very willing to
speak when requested.
Conclusion
Since its creation in 1973, the Office of Community Services
at the College of the Canyons has attempted to fulfill the objectives
established for the operation of the·program.
It has made great strides in making the campus a center of
community life through encouraging the use of college facilities and
' services by community groups. This is evidenced both by the number
of facility requests processed in the 1975-76 school year and by a
count of individual off-campus groups that utilized these facilities.
The Office of Community Services has provided educational
services for all age groups through the implementation of short i courses and special activities such as the Health and Crafts Fair
for senior citizens. The skills of the college staff are used in
instructing many of these courses and programs, and are particularly
utilized through the Speakers Bureau. ' i.~-- -- ·- --·····---~·-·-- Chapter 5
PROFILE OF STATISTICAL N~D EXPRESSED NEEDS OF THE SANTA CLARITA VALLEY
If Community Services is to continue to meet the needs of
the people of the Santa Clarita Valley, it must gear its programs to
the socio-economic profile of the area and its inherent problems. A
brief study has been completed to ascertain the composition of the
population, employment, income levels, housing, transportation, lmv
enforcement, and general services.
This study should give direction to some of the future
functions and programs offered through the Office of Community
Services.
Location
Santa Clarita Valley is located in the northwest part of Los
Angeles County about 30 miles north of the Los Angeles Civic Center
and approximately 44 miles inland from the Pacific Ocean. The major
residential centers are Agua Dulce, Canyon Country, Castaic, Newhall,
.Placerita Canyon, Saugus, Valencia, and Val Verde. TI1e area is unin-
corporated and is governed by the Board of Supervisors of Los Angeles
County.
Population
During the past fifteen years, the Santa Clarita Valley has
been identified as one of the fastest growing areas of Los Angeles
37 38
County. From 1960 to 1970, the population of Santa Clarita Valley grew from 14,987 to 48,078, representing an average annual growth rate of 12. 3 percent. The annual average growth of Los Angeles County, as a whole, during that same period of time was 1.5 percent. 26 Since
1970, the population has grown from 49,997 to 63,256, a 25.6 percent increase. 27 This population expansion is predicted to continue.,·
Table 3 lists the expected population by five-year increments.
TABLE 3
SANTA CLARITA VALLEY POPULATION GROWTH2 8 1975-2000
Year Population
1975 63,460 1980 72,460 1985 83,000 1990 102,000 1995 110,000 2000 114,000
26North Los Angeles County General Plan, Santa Clarita Valley Areawide General Plan, Vol. I, Cycle IV, November 30, 1975. pp. 3-56.'
27"Los Angeles County's PopulationRemains Relatively Un changed," Quarterly Bulletin, No. 129, July 1, 1975, Department of Regional Planning, County of Los Angeles.
28North Los Angeles County General Plan, Proposed Santa Clarita Valley Community General Plan, Cycle IV, November 30, 1975, Draft for Citizen Review. pp. 4-1. 39
In the United Way Fourth County Statistical Report, the popu-
lation was broken down into the following groupings:
Total persons over 65 2,587 Total persons 14-18 years 4,627 Total persons 6-13 years 10,082 Total of persons under 6 years 6,703
The study went on to report that there are 12,119 husband/
wife families, and 650 families with the head of the household being
female. There are 1, 666 single adult persons in Santa Clarita 29 Valley--935 are female and 731 are male.
Ethnic Population
In the 1970 census, the total population of Santa Clarita
Valley was listed as 49,984. Of this toial, 42,694 (87%) were white,
929 (1.8%) were black, 4,934 (10.1%) were Spanish-American, and 527
(1.1%) were listed as other.30
Map 1 shows the black population concentrated in the north-
western portion of the Santa Clarita Valley. Map 2 shows the high
density of Spanish-Americans concentrated in the northwestern section
, I of the valley with a secondary concentration in the southern portion. '' In the United Way Fourth County Statistical Report, ethnic
groups were divided by age, families, and single status. The results
29united Way Fourth Cotmty Statistical Report (unpublished) October 10, 1976.
30North Los Angeles County General Plan, Santa Clarita Valley Areawide General Plan, Vol. 2, Cycle IV, November 30, 1975. pp. 7-6. 40
'MAP 1
I~,-
LEGEND Our-:OER 5% EJs 9.9 010 14.9 [;ill 15 19.9 f'.>: f20 29.9
NORTH LOSANGa.ES COUNTY BLACK POPULATION ~~'J;B~-~--J?.~N_-__-_- __- ___-_- __ -__-----....,3=o~N,.....ove_m_,.ber-19=7-5 _,...:.,..~, ~;7.31 41
MAP 2 '
\.
··-·
LEGEND OuNDER 5% EJs 9.9 010 14.9 ffi] 15 19.9
[;]20 29.9
NORTH LOS ANGELES COt.JrlfTY SPANISH-AMEffiCAJ\1 P{J'rlJLATION ~£8t\-~-- Pbt\N_-__-.------..,_.3-,:-0 ""'"'Nc-ove-m-:ber-=19=75,....---.:==, ~(7.2; Ill~ 42 are as follows: 31
By Age
Total white over 65 2,412 Total black over 65 21 Total Spanish-Americans over 65 113
Total white 14-18 years 4,403 Total black 14-18 years 94 Total Spanish-American 14-18 years 497 Total over 14-18 years 72
Total white under 14 16,393 Total black under 14 137 Total Spanish-American under 14 1,890
By Husband/Wife Families
Total white 11,789 Total black 53 Total Spanish-American 777
By Single-Parent Families
Total white 866 Total black No statistics Total Spanish-Americans 67
By Single Status (Adults)
Total white 2,074 Total black 16 Total Spanish-American 104
Santa Clarita Valley is destined for rapid future growth.
Interstate 5 and the Antelope Valley Freeway provide easy access to the Los Angeles Metropolitan area. The San Fernando Valley, which offers a lucrative job market, is within reasonable commuting distance.
Recreational areas, such as Magic Mountain and Castaic Lake, will
3lunited Way Report. 43
create the need for periphery services. As the San Fernando Valley
population continues to grow, overcrowding may cause that population
to seek new areas, and Santa Clarita Valley's rolling hills and
canyons, make it attractive to urban dwellers. An additional moderate
population growth will also be experienced if the Palmdale Interna-
tional Airport is constructed.
Housing
The data available from the 1970 Census of Population and Housing revealed that the Santa Clarita Valley was a predom inately home owner oriented community. Seven percent of all dwelling units \vere single family detached dwelling units; another 9 percent of the dwelling units were mobile homes, leaving only 21 percent of the Valley's dwelling units in apartments. 32
Based on 1970 statistics, the Los Angeles County Regional
Planning Committee estimated the median home value at 26,400 dollars
in Santa Clarita Valley, and the median rent for housing at 136
dollars per month. 33 This is higher than the rest of Los Angeles
County where the median home value is 24,300 dollars and the median
rent is 110 dollars. 34 I i Most of the homes (89%) in Santa Clarita Valley have been
built since 1950. i'olost of the houses have been rated "adequate" by
32North Los Angeles County General Plan, Proposed Santa
1 Clarita Valley Areawide General Plan, Approved January 12, 1977, I Los Angeles County Department of Regional Planning, p. 11. 33General Plan, Santa Clarita Valley, Cycle IV, Draft for Review, p. 4-1. I 3 I 4North Los Angeles County General Plan, Santa Clarita \'alley I Areawide General Plan, Vol. II, Cycle IV, November 30, 1975, p.4-ll. I L 44
the residents. There are pockets of substandard housing, especially
in Val Verde and Newhall, but these represent a small number of units
and do not represent a significant part of the total housing inven
tory. 35
The resident income is higher in Santa Clarita Valley than in
the county as a whole. Table 4 compares the Santa Clarita Valley with
Los Angeles County during 1970.
TABLE 4
RESIDENT INCOME 36
f•!edian Amount Total Retail Gross Median After-Tax Spent On Expenditures Household Household Retail (14,000 Income Income Items families)
Santa Clarita Valley $12,000 $9,600 $5,760 $81 million
Los Angeles County $10,800 $8,640 $5,184 $73. million
Like the population, housing projections for the future show
substantial increases. In 1970, there were a total of 14,000 housing
units. By 1990, the provisional housing growth is projected to be
40,000, a change of 185. 7 percent. 37
35 General Plan, Santa Clarita Valley, Vol.2, Cycle IV, p.5-3.
36ceneral Plan, Santa Clarita Valley, Vol.2, Cycle IV, p.S-5.
37General Plan of Los Angeles County, Los Angeles Regional Planning Commission, adopted by Board of Supervisors, Los Angeles .. _.C:()l!J1t)' ~ Ju11~. -~~,_}_9?~.:.. 12.~ !lQ:::_lll. 45
As previously stated, seventy percent of all dKelling units in
1970 were single family detached dwelling units. Single person house- holds are reported in Table 5:
TABLE 5
SINGLE PERSON HOUSEI10LDS38
Single Person Households Santa Clarita Valley Owner Renter f>.!ales to 25 years 40 16 24 25-64 years 448 235 213 65+ years 105 87 18 Females to 25 years 51 8 43 25-64 years 417 324 93 65+ years 429 266 163
TOTAL 1,490 936 554
Santa Clarita Valley possesses assets which are attractive to housing. The climate and topographic characteristics provide an interesting and pleasant living environment. Its close proximity to
Los Angeles affords the people quick access to the benefits of a.· large metropolitan area. The existing housing is in good condition.
However, the Santa Clarita Valley is confronted with three major problems: (1) the higher cost of housing than that found in the rest of Los Angeles County, (2) the integration of mobile home parks into the mainstream of residential living, and (3) the lack of
38North Los Angeles County General Plan, Cycle I, Preliminary Draft for Review and Comment, August 16, 1974. p.l9. 46
low-income housing.
Between 1960 and 1973, the overall cost of housing in Los Angeles County had increased 14 percent faster than the cost of living according to the Bureau of Labor Statistics.39
In an article in The Building News, November 15, 1974, "Home
Prices Continue to Soar in the Southland", it was stated that home prices were 85 percent over the 1960 level and weTe up 14 peTcent over the previous two years.
The situation is such that people with moderate incomes are encountering difficulty in purchasing homes. Families who spend an increasing amount on housing have less to spend on basic necessities.
Census statistics for 1970 indicate that 7 percent of all units in the Santa Clarita Valley weTe unoccupied. ·Since that time, housing market actions have considerably changed. Housing is now in short supply.40
Most of this housing shortage affects the elderly and the single elements of the population. A supply of low-income housing would alleviate this problem.
The difficulty concerning mobile home parks is predominately one of location. People in residential sections usually resent estab- lishment of these parks in nearby areas. Mobile home parks need to be planned but standards must be established regarding appearance and access. This form of dwelling is a good souTce of low-income housing.
The pTofile of low-income households includes the elderly,
39General Plan, Santa Clarita Valley, Vol.2, Cycle IV, p. 4-31.
40General Plan, Santa Clarita Valley, Draft for Review, Cycle IV, p. 7-1. 47
:poor families and single people. Regardless of the reasons why
: these people cannot afford current housing, they do require housing.
In 1970, there was an approximate deficit of 1,400 low-income units
1n the Santa Clarita Valley.41 \'Jith the population increase, this
. number has undoubtedly increased.
The problem of lack of low-income housing is directly tied
into employment. The prime concern, from a social-economic perspective, remains the expansion of the local employment base. A host of social problems have as their common solution the provision of more jobs. As the population increases, the property tax income from the commercial/industrial establishments will enable the provision of many social services to local residents. The jobs provided by such industries will be a stabilizing social force as well as more young persons will choose to make a permanent home in Santa Clarita' Valley . ... The effort to increase the supply of apartments to provide lower cost 'residences for the Valley is also related to human resource concerns. Employees in local industries should have the opportunity to reside in the community as well. 42
' Employment According to a study done by the Los Angeles County Regional
Planning Committee, there are 18,124 in the total labor force in the
Santa Clarita Valley. Of these, 16,641 (91.8%) are white, 96 (.52%)
are black, and 1,387 (7.7%) are Spanish-American. 43
Tables 6 and 7 show employment by occupational and industrial
41General Plan, Santa Clarita Valley, Vol.2, Cyle IV, p. 4-31.
42General Plan, Santa Clarita Valley, Draft for Review, Cycle IV, p. 7-1. 43General Plan, Santa Clarita Valley, Vol.2, Cycle IV, p. 7-15.' 48
classification, and the ethnic representation in each area.
Table 6 is a complete representation of job types in the area. According to the chart, craftsmen represent the largest occupational group, with 18.7 percent, followed by the professional and technical group (accountants, engineers, lawyers, physicians, teachers, flight engineers, and other professionals and technicians) at 17.6 percent. The third largest category is clerical workers, at
15.3 percent.
The industries listed in Table 7 are not necessarily located in the area. Therefore, some of the persons represented in the figures live, but do not work, in the study area.
Table 8 lists people according to ethnic groups and occupa- tions, who ar~ experienced but unemployed persons in the Santa
Clarita Valley. The largest group shown on the table is clerical workers (22.6%), with operatives a close second (21.5%).
Income
The median family income based on 1970 census statistics was
12,850 dollars. Median white family income was 12,900 dollars; black family income was 8,500 dollars; and the median income for Spanish-
American families was 12,200 dollars. For white singles the median was 3,960 dollars; for black singles no statistics were available; and for Spanish-American singles, the income was 5,000 dollars. 44
44General Plan, Santa Clarita Valley, Cycle I, Draft for Review, p. 9.
--- -· --- -.---···-··--·------·-·-·------TABLE 6
EMPLOYMENT BY OCCUPATIONAL CLASSIFICATION FOR WHITE, BLACK SPANISH-A}ffiRICAN RESIDENTS (16 YEARS AND OVER) IN THE SANTA CLARITA VALLEY 45
Type Of % Total % Total Spanish- % Total % In Occupation White Jobs Black Jobs American Jobs Total Classification
Professional &Technical 2,916 16.7 0 0 154 . 9 3,070 17.6 Managers &Administra- tors 1 '679 9.6 15 .1 106 .6 1,800 10.3 Sales Workers 1,049 6.0 4 .02 44 . 3 1,097 6.3 Clerical Workers 2,524 14.4 14 .1 142 . 8 2,680 15.3 Craftsmen 3,009 17.2 31 253 1.4 3,262 18.7 Operatives 1, 839 10.5 5 .03 207 1..2 2,051 11.7 Transport.Workers 490 2.8 0 0 16 .1 509 2.9 Laborers 546 3.1 5 .03 56 .5 637 3.6 Farm Workers 86 . 5 0 0 85 . 5 138 . 8 Service Workers 1, 773 11.0 22 .1 191 1.1 2,141 12.3 Private Household Workers 38 . 2 20 . 1 36 . 2 88 . 5
TOTAL 15,949 92.1 86 • 5 1,290 7.4 17,325 100.0
4SNorth County General Pl:m, Vo1. 2, Cycle TV, Santa Clnrita Vnl1cy, p. 7-Hl.
.... \0 TABLE 7
EMPLOYMENT BY INDUSTRY FOR WHITE, BLACK, SPANISH-AMERICAN RESIDENTS (16 YEARS AND OVER) IN THE SANTA CLARITA VALLEY46
% Total % Total Spanish % Total % In Type of Industry White Jobs Black Jobs American Jobs Total Industry Agriculture, Forestry, Fisheries 188 1.1 0 0 87 .5 275 1.5 Mining 165 .9 0 0 7 .04 172 1.0 Construction 1,390 8.0 0 0 106 .6 1,496 8.6 Manufacturing 4,771 27.5 10 .OS 421 2.4 5,202 30.1 Transportation, Communication &Other Utilities 1,364 7.9 6 . 03 54 .3 1,424 8.2 Wholesale & Retail Trade 2,744 15.8 22 .1 177 1.0 2,940 16.9 Finance, Insurance, Real Estate 752 4.3 5 . 02 52 .3 809 4 .. 7 Business &Repair Service 630 3.6 6 . 03 48 .3 684 3.9 • Personal Services 354 2. 0 20 .1 73 .4 447 2.6 Entertainment & Recreation Services 333 1. 9 5 . 02 41 . 2 379 2.2 Professional &Related ServJces 2,268 13.1 0 0 185 1.1 2,453 14.2 Pub lie /\clministrator 990 5. 7 12 .06 39 .2 1,041 6.1
TOTAL 15,949 92.1 86 . 5 1,290 7.4 17,325 100.0 4oNorth County General Plan, Vol. 2, Cycle IV, Santa Clarita Valley, p. 7-17.
V1 0 TABLE 8
WHITE, BLACK, AND SPANISH-AMERICAN EXPERIENCED, UNEMPLOYED PERSONS (16 YEARS AND OVER) BY OCCUPATION IN THE SANTA CLARITA VALLEY 47
Spanish- Occupation White % Black % American % Tot::tJ 9o
Professional, Technicians, Managers, &Administrators 74 11.0 0 0 0 0 74 9.7
Sales Workers 50 7.5 0 0 0 0 50 7.6
Clerical Workers 136 20.3 0 0 13 1.9 149 22.6
Craftsmen 78 11.6 0 0 3 .4 81 12.3
Operatives (including transport) 104 15.5 0 0 38 5.7 142 21.5
Laborers 76 11.3 10 1.5 15 2.3 101 15.2
Farm Workers 5 . 7 0 0 0 0 5 .8 - Service Workers 62 9.3 0 0 0 0 62 9.4
Private Household Workers 6 .9 0 0 0 0 6 .9
TOTAL 591 88.2 10 1.5 69 10.5 670 10.0
47North County General Plan, Vol. 2, Cycle IV, Santa Clarita Valley, p.7-19.
V1 H 52
The ethnic minority groups, except for the Spanish-American single persons, have incomes lower than those of the whites. In the case of family income, the black family has almost three-fourths the income of the white families.
Statistics involving poverty level indicate that 4 percent of white families are below poverty level while 9 percent of the black families, and 19 percent of the Spanish-American families, are below this same level.48
Table 9 shows the income for white, black and Spanish-
Americans in the Santa Clarita Valley.
Four hundred persons over 65 live in poverty. One hundred seventy-five families with children under six live in poverty. There are a total of 470 husband/wife families who live in poverty.49
Transportation
As is indicated on Map 3, Santa Clarita Valley is located between two freeways--Interstate 5 and Antelope Valley Freeway (State
Route 14), while State Highway 126 serves east-west non-freeway traffic.
At one time, passenger service to Los Angeles was available on the Southern Pacific Railroad, but this has been discontinued, as
Southern Pacific now handles freight exclusively.
48North Los Angeles County General Plan, Summary of the Area wide General Plan, Cycle IV, November 30, 1975. p. 82.
49united Way Report. 53
f'.lAP 3
MAJOR THOROUGHFARES IN SANTA CLARITA VALLEY --·~--· ·--···-· .... -- ···-··---~--- . . ---·-·-··-·- ··----- ·-··· . ··-·---·------.... ·-·---· ·--~-.--- --
TABLE 9
INCOME FOR Wl!ITE, BLACK, AND SPANISH-AMERICAN FAMILIES IN THE SANTA CLARITA VALLEY50
% Income ?5 Income Spanish- % Income % Income Income Level White % Level Black ?6 Level American % Level Total Level
Under $4,999 842 7.8 85.4 10 18.4 1.0 134 15.8 13.6 986 100.0
$5,000-$9,999 2,113 19.5 92.1 15 28.3 . 7 166 19.6 7.2 2,294 100.0
$10,999-$14,999 4' 039 37.3 94.2 11 20.8 .3 236 27.9 5.5 4,286 100.0 $15,000-$24,999 3,268 30.1 91.8 12 22.6 . 3 279 32.9 7.9 3,559 100.0
Over $25,000 578 5.3 94.1 5 9.4 . 8 31 .3. 8 5.1 614 100.0
TOTAL 10,840 100.0 92.3 53 100.0 .4 846 100.0 7.2 11' 739 100.0
50North County General Plan, Vol. 2, Cycle IV, Santa Clarita Valley, p. 7-13.
V1 -!:>. 55
Bus service is provided regularly by Greyhound and the Santa
Clarita Valley Bus Service. The routes for the Santa Clarita Valley
Bus Service are shmvn on Map 4. There are four daily runs around
Santa Clarita Valley, with two runs to Los Angeles on Wednesday.
There are no air facilities in Santa Clarita Valley. Los
Angeles International Airport is 40 minutes away by freeway. The
Hollywood-Burbank Airport is 25 minutes away by freeway. Van Nuys
Airport is 18 minutes away, but only serves small aircraft and
charters. Should the Palmdale International Airport become a reality~;
it will be 40 minutes away.
Law Enforcement
Law enforcement in Santa Clarita Valley is the responsibility
of the California Highway Patrol and th.e Los Angeles County Sheriff's
Department.
The Highway Patrol Office is manned by 68 uniformed personnel,:
a larger contingent than is usual for a population area of this size,
but the amount of traffic on Interstate 5 mandates this heavy staff-
· ing.
In the Sheriff's Station, there are 79 sworn personnel. This
represents 1. 31 law enforcement personnel per 1, 000 population. 51
The area patrolled by the Sheriff's Department is 723.47 square miles.
The crime incidence in the Santa Clarita Valley in 1975-76,
in the seven major crimes, increased over that of 1974-75 by 12.45
SlNorth Los Angeles County General Plan, Santa Clarita Valley Areawide General Plan, Vol. 3, Cycle IV, November 30, 1975. p. 9-44. 56
Map 4
ROUTE 1
TRANSHR POUlT
NEWHALL
BUS 1-8 DIRECTION BUS 1-A DIRECTION COUNTERClOCKWISE ClOCKWISE
CANYON COUNTRY
NEWHALL
BUSES OPERATE MONDAYS AND FRIDAYS ONLY ..! ··.~ 57
percent. Table 10 shows the comparative increase.
In 1974-75, the total number of cases handled was 6,375. In
1975-76, cases numbered 6,766, an increase of six percent. Of these,
in 1974-75, 1,156 adults were arrested. In 1975-76, there were 1,238
adults arrested, an increase of seven percent. The juvenile arrests
for this period declined from 1,138 in 1974-75 to 1,012 in 1975-76,
an eleven percent decline.
The crime incidence in Santa Clarita Valley has not yet
; neared that of the rest of the Los Angeles County area pat.rolled by
the Sheriff's Department, but it is increasing. The Los Angeles
! County Sheriff's Department reports that 388.89 major crimes are
! committed for every 10,000 population in the Los Angeles County area i policed. In 1975-76, in the Santa Clarita Valley, this figure is
297.7 major crimes committed for every 10,000 population. This \~as
:up seven percent from the previous year.53
As the population of the Santa Clarita Valley continues to
grow, so will the need for more law enforcement personnel. Table
11 reflects this growth in five year intervals.
53Interview, Springs. 58
TABLE 10
CRIME RATE COMPARISON ON THE SEVEN MAJOR CRU1ESS2
1974-75 to 1975-76
Percent Crime 1974-75 1975-76 Change
Homicide 4 9 +125
Forcible Rape 19 24 + 26
Robbery 46 57 + 24
Aggravated Assault 152 252 + 53
Burglary 999 993 1
Grand Theft 244 298 + 22
Grand Theft- Auto 223 264 + 18
TOTAL 1,687 1,897
52 Interview with Deputy Springs of the Santa Clarita Valley Sheriff's Station, Valencia, California, March 1' 1977. 59
TABLE 11
LAW ENFORCEMENT PERSONNEL54
Lm11 Enforcement Number of Law Projected Personnel Per Enforcement Year Population 1000 Population Personnel
1974 60,524 1. 31 79 1975 63,460 1.45 92 1980 72,460 1.62 117 1985 83,000 1. 66 138 1990 102,000 1. 70 173 1995 114,000 1. 74 198
54General Plan, Santa Clarita Valley, Vol. 3, Cycle IV. p. 9-44 ..
General Information
The Santa Clarita Valley is served by 3 hospitals and 1 comprehensive health care center. There are 42 physicians/surgeons,
24 dentists, 9 optometrists, and 11 chiropractors in the area.
There are 20 public elementary schools, 6 private elementary schools, 3 junior high schools, 3 senior high schools and 1 continua- tion high school. In addition to these, there is 1 community college and 2 private colleges. Chapter 6
FINDINGS, POSSIBLE GROWTH AREAS AND RECOMtv1ENDATIONS
The Community Services Office at College·of the Canyons was
established in 1973. After the first three years, most of \'ihich were
involved with the establishment of a program, it became necessary to
evaluate what had been done, and to determine what needed tobe done
in the future.
Using the four general objectives established for community
services by the National Council on Community Services, the current
program at College of the Canyons was evaluated and found to be
meeting certain needs in all four objective areas.
In projecting expansion of the current program, and in deter-
mining nei.'l areas which might be served by the Community Services
Office, a community profile was done.
One of the most significant facts to emerge from this study
was the rapid population growth which has influenced housing, indus-
trial development, employment, transportation, law enforcement and
crime, and general services institutions and agencies.
The most dramatic impact was on housing. There is a need
for low-income housing and the lack of this type of housing tends
I to limit the number of workers for potential industrial development. I Because of demand, the cost of housing is higher than the I I rest of Los Angeles County. This limits the purchasing power of the
I__------~---·------·------~------~------~------·
60 61
middle-income family which restricts local retail business to some degree.
Groups especially affected by the absence of low-cost housing are ethnic minorities, the elderly, young families, and single people.
Some of the problem has been eased by the establishment of mobile home parks, and some apartments. There is still a significant shortage of housing, however.
The unemployment statistics indi-cate that the largest segment of unemployed would be skilled workers as opposed to unskilled workers.
The ethnic minorities show higher percentages in unemployment and poverty level areas. They also tend to be clustered in the north western section of the Santa Clarita Valley.
Transportation may be a problem for the elderly or those who do not drive or who do not own an automobile. The valley is segmented into community clusters, and some difficulty could arise in obtaining transportation from one area to another. Since the railroad no longer carries passengers, transportation is restricted to the bus services to the San Fernando Valley and the rest of the Los Angeles metropQli tan area.
The crime incidence has increased in the seven major crimes in
Santa Clarita Valley with the exception of a slight drop in burglary.
Although there is an increase of crime, the number of offenses is still significantly lower than the rest of the Los Angeles County area patrolled by the Los Angeles County Sheriff's Department. Of particu lar interest is the substantial drop in the number of juvenile arrests.' 62
Areas of Community Service Expansion
Many of the programs currently offered through community
services should expand. Expansion of the recreational program is of
particular importance. There is a public demand for an increase of
the gymnastics program. Inquiries have also been made regarding the
possibility of a water sports and recreation program. Investigation
has been done to determine the feasibility of such a program being
presented at a nearby lake and a program has been developed which
will be presented to the Board of Trustees for approval.
There is also need for expansion in the short course program.
This expansion could include presenting more than one offering of
one course title a quarter, or offering more course titles.
Since the Health and Crafts Fair, senior citizens programs
have been limited. Much more can be done. Programs on physical
fitness, productive use of leisure time, and seminars on the emotional,
1 physical, and financial problems of aging should be developed.
The cuitural area has been limited to the College/Community
Chorus and an occasional visiting orchestra. A more comprehensive
cultural series should be increased to include a lecture/forum series
and the scheduling of more professionally known orchestras and chorale
groups.
Because the Santa Clarita Valley is a predominately family
community, programs involving families have been initiated, such as
the family recreational program. There are also many one-parent
families in the Santa Clarita Valley. A course in Single-Parent 63
Family Education is currently being developed.
Recommendations for Future Research and Progra~ Development
A detailed community needs survey is of prime importance to the Santa Clarita Valley. With the rapid increase in population, the needs of the people are constantly changing. A needs survey \Wuld reflect these changes and provide necessary guidelines for program development for governmental and public agencies, and for civic organizations. The Office of Community Services could provide the coordination and leadership needed to prepare, complete, and evaluate such a survey. Using the College 1 s new computer, a community profile ' could be distributed on a regular basis. This community profile should include the areas reported in Chapter 5. Based on the infor mation in the needs survey, College of the Canyons and the community can more effectively provide educational, vocational, and enrichment activities. A regular community needs report would also help elimi nate many of the statistical inconsistencies that emanate from the various reports of the Los Angeles County Regional Planning Commission;
Programs that deal with the prevention of juvenile delinquency: should be continued, expanded, and developed. Prevention programs are less costly to. the taxpayer than incarceration or rehabilitation.
Response from the community to community service programs such as
"Get High on Life" and recreational activities have been favorable.
The Alcoholic Olympics is an excellent rehabilitation program involv ing over 2,000 alcoholics and drug users. Using recreation as the vehicle to give the alcoholic a substitute activity to drinking also ~,.,~------...... ~ 64
improves his or her physical and mental health at the·same time.
Crime incidence is rising in the Santa Clarita Valley· ' a 1 -. though it has not yet reached the average of other areas in Los
Angeles County. A crime prevention series should be developed in
cooperation with the Los Angeles County Sheriff's Department, local
Chambers of Commerce, and local insurance agents. Individual seminars
and workshops would include programs on home security, business
security, senior citizen protection, and others.
Because of the "bedroom" nature of the community and the
high cost of housing, the development of business and industry has
been slow. Community Services, through college resources, should
assist local Chambers of Commerce in studying ways to increase the
development of commerce in the area.
Classes on merchandising, advertising, and small business
management, could be developed for the small business owner as well
as programs on supervision and management for the industrial commun-
ity. A study of the surrounding areas--San Fernando Valley and
Antelope Valley--regarding types of businesses and services that are
offered and types of promotional methods and comparisons of prices
could be done. By being competitive, local businesses would bring
in buyers from outside the Santa Clarita Valley.
The Office of Community Services should work closely with
the Occupational Education Department of the college to provide edu-
cational opportunities in extended job training, job re-training,
and career guidance for the unemployed. Since ethnic minorities show
---- . ---·. ···---·------·----·------···; 65 higher percentages of unemployment, an outreach program should be developed to bring the college to lower income areas of the community.
Workshops and classes could be developed, in cooperation with local unions, to provide training for the unskilled and unemployed.
A comprehensive career guidance program could be implemented that would not only provide career counseling but also provide an over- view of job opportunities.
Real estate courses, workshops for contractors and developers, and in-service programs for home suppliers, such as furniture stores and appliance dealers, should be given to assist the development of low-income housing and furnishing.
Mobile home manufacturers could provide programs in buying insurance, taxes, and maintenance of mobile homes. Mobile home park managers or representatives could offer programs in landscaping and gardening in a limited space, and on recreational and enrichment programs that are offered in various mobile home parks.
Transportation problems could be relieved, somewhat, by re- evaluating the existing routes, the use of school busses during non- school time, developing car pools, and using county busses.
Community Services can benefit ethnic minorities by providing classes on budgeting, the preparation of inexpensive meals, consumer education, and other classes that would assist the family unit with its day-to-day prob1ems.
In each of the above areas, the college can become a leader and coordinator through its Office of Community Services. The college 66
has a tremendous potential for growth as a provider of services to
answer needs, and as a leader and coordinatbr in seeking and finding
answers to problems for the people of the Santa Clarita Valley. BIBLIOGRAPHY
Accreditation Self-Study, 1974 (unpublished, College of the Canyons, 1974), p. 53.
Annual Report for 1975-76, Office of Community Services, College of the Canyons (Office of the Superintendent-President).
Commtmi ty Services Bulletin of the American Association of Junior Colleges, Forum, Vol. I (January, 1969), p. l.
General Plan of Los Angeles County, Los Angeles Regional Planning Commission, adopted by Board of Supervisors, Los Angeles County, June 28, 1975. p. 110-lll.
Gould, Samuel B., Knowledge is Not Enough (Yellow Springs: Antioch Press, 1959), pp. 55-56.
Harlacher, Ervin L., The Community Dimension of the Community College, (Englewood Cliffs: Prentice-Hall, Inc., 1969), p. 3-4.
History of the Santa Clarita Community College District Scrapbooks, College of the Canyons (Office of Community Services), Vol. I.
Holcomb, Hope M., (ed.), "Reaching Out Tinough Community Services", New Directions for Community Colleges, Vol. XIV (1976) p. 4.
"Los Angeles County's Population Remains Relatively Unchanged", Quarterly Bulletin, No. 129, July l, 1975, Department of Regional Planning, County of Los Angeles.
Minutes of the, Meetings of the Board of Trustees of the Santa Clarita Community College District, 1974-75 (Office of the Superintendent-President, College of the Canyons).
Monroe, Charles R., Profile of the Community College (San Francisco: Jossey-Bass Inc., 1972), p. 31.
Myran, Gunder A. and Nathan C. Shmv, Community Services in The Community College (Washington D.C., AAJC, 1969), p. 7.
North Los Angeles County General Plan, Cycle I, Preliminary Draft for Review and Comment, August 16, 1974, p. 19.
North Los Angeles County General Plan, Proposed Santa Clarita Valley Community General Plan, Cycle IV, November 30, 1975. Draft for Citizen Review. p. 4-l.
67 68
BIBLIOGRAPHY (Continued)
North Los Angeles County General Plan, Santa Clarita Valley Area wide General Plan, Vol. I, Cycle IV, November 30, 1975. p. 3-56.
North Los Angeles County General Plan, Santa Clarita Valley Area wide General Plan, Vol. 2, Cycle IV, November 30, 1975. p. 4-11.
North Los Angeles County General Plan, Proposed Santa Clarita Valley Areawide General Plan, Approved January 12, 1977, Los Angeles County Department of Regional Planning, p. 11.
Report of Accreditation Evaluation Team .(unpublished, College of the Canyons, 1972), p. 17
Rockwell, Robert C., "Application for Accreditation, 1972" (unpublished, College of the Canyons, 1972), p. 89.
Thornton, James W. Jr., The Community Junior College (New York: John Wiley and Sons, 1960), p. 46-53.
United Way Fourth County Statistical Report (unpublished) October 10, 1976.
··:··-~------·------··------~------~- -- ·------· . ------.. -