Board of Directors Guidebook
January 2015
ADMINISTERED BY
Board Roster
2015 Partnership Board of Directors
Ashley Swearengin Partnership Chair, Mayor of Fresno Secretary Karen Ross Partnership Deputy Chair, California Department of Food and Agriculture Luisa Medina Partnership Deputy Chair, Central California Legal Services Inc. Secretary Anna Caballero California Business, Consumer Services and Housing Agency Secretary Diana Dooley California Health and Human Services Agency Secretary Brian Kelly California Transportation Agency Secretary John Laird California Natural Resources Agency Secretary David Lanier California Labor and Workforce Development Agency Secretary Matthew Rodriquez California Environmental Protection Agency James A Aleru James A Aleru, CPA/ABV, CVA Lynne Ashbeck Representative, Hospital Council of Northern and Central California Steve Bestolarides San Joaquin County Board of Supervisors Monica Blanco-Etheridge Liaison, California Workforce Investment Board Vito Chiesa Stanislaus County Board of Supervisors DeeDee D'Adamo California State Water Resources Board Randy Dodd Adventist Health − Central Valley Network Lee Ann Eager Economic Development Corporation serving Fresno County Bryn Forhan The Forhan Company Andrew Genasci California Farm Bureau Federation Carole Goldsmith West Hills Community College District Patrick Gordon JBT Corporation Harold Hanson Bakersfield City Council Genoveva Islas Representative, Central California Regional Obesity Prevention Program Dorothy Leland Representative, Central Valley Higher Education Consortium David Long Hilltop Ranch David Nelson A.G. Spanos Companies Joseph Oliveira Gustine City Council Suzi Picaso Milan Institute Billy Powell Representative, San Joaquin Valley Labor Organizations Larry Powell Representative, San Joaquin Valley Superintendents of Schools Mary Renner Representative, Central Valley Health Network Max Rodriguez Madera County Board of Supervisors Gary Serrato Fresno Irrigation District Ted Smalley Representative, San Joaquin Valley Regional Policy Council James Tague E&B Natural Resources Management Corporation
ADMINISTERED BY
JANUARY 2015 Meeting Schedule
2015* Partnership Board of Directors Meeting Schedule
DATE COUNTY
March 20 Madera
June 19 Kings
September 18 Kern
December 4 Stanislaus
*2015 schedule is tentative
Meeting Scheduling
• Meetings are typically scheduled on a quarterly basis on the third Friday of the month. The exception is December which has been scheduled for the first week of that month.
• Meetings are typically scheduled from 10am to 3pm
ADMINISTERED BY
JANUARY 2015 Member Duties
Index Membership Renewal Letter Roles and Responsibilities Form 700 Requirements Sample Assuming Office Letter Hosting a Board Meeting
Membership Renewal January 2015
Dear New Partnership Board Members:
It is my pleasure to welcome you to the board of directors of the California Partnership for the San Joaquin Valley (Partnership). We thank Governor Brown, his staff and the Cabinet Secretaries for their role in getting these appointments finalized; full Valley representation is vitally important to the success of the Partnership.
Attached is a document that outlines the composition and status of the current Board. You will notice a number of positions pending appointment, several members serving under expired terms and members whose terms that will expire at the end of this year. Your participation is critical to the work of the Partnership and I’d like to take this opportunity to encourage anyone with an expired term who has not already done so to reapply online for your position as soon as possible.
The process is simple: 1. Complete the online application located at http://gov.ca.gov/s_appointmentsapplication.php. 2. When you have submitted your application online please let me know so we can encourage the process wherever possible. For members whose terms expire this year, I encourage you to reapply in September or October. 3. Be sure to click the “Submit Application” button to ensure that your application has been submitted.
You will see this note at the end of the application: NOTE: If you are not taken to the next page after hitting "Submit Application" then your app has not been submitted and you will need to fix any errors in the app before trying again. Please DO NOT print out this page and mail/fax it into (the appointments) office as you cannot be considered for appointment until your app is successfully submitted online. Thank you.
As you know, the Partnership is an unprecedented effort to bring together public and private leaders and resources to address economic, environmental and social issues in the San Joaquin Valley and thanks to your participation and support we are seeing positive impacts.
Best regards,
Mike Dozier Lead Executive
5010 N Woodrow Ave. 2nd Floor, M/S WC 142 Fresno, California 93740 559.294.6021 p ADMINISTERED BY 559.294.6024 f www.sjvpartnership.org
Board of Directors Roles and Responsibilities
Objectives of the Board Organizational Structure The Partnership Board identified the following objectives for an organizational structure to implement the Strategic Action Proposal: • Ensure continuity of leadership and commitment from all levels of government. • Focus on regional challenges and engage stakeholders region wide in implementation actions. • Leverage existing resources for greater impact. • Foster trust and commitment from existing organizations and civic leaders. • Provide mechanisms by which existing organizations can take ownership for implementation. • Ensure accountability for outcomes and progress.
Characteristics of the Partnership Board Organizational Structure The Partnership Board further determined that an organizational structure for implementation of the Strategic Action Proposal should have the following characteristics: • Establish a public-private partnership bringing together government and the citizenry to jointly tackle priority challenges. • Involve high-level officials from local, regional, state, and federal governments. • Ensure sustained, ongoing commitment and involvement from state and federal administrations to continue focused attention and targeted resources. • Align and connect the implementation efforts to existing organizations. • Provide a legally constituted entity with explicit accountability for progress and responsibility for public reports.
Goals of the Board • Ensure continuity of leadership of the Partnership under changing gubernatorial administrations. • Maintain the private-public nature of the Partnership and set an expectation that neither the private nor the public sector will have less than 40 percent representation on the Board. • Maintain a Board attendance expectation of at least 50 percent of Board meetings. • Ensure the requirement for a super-majority vote on all Board actions. • Allow the Board to appoint committees as required. • Authorize the Board to designate appropriate fiscal agents to receive funds on behalf of the Board.
ADMINISTERED BY
Board of Directors Meetings and Participation The Partnership Board of Directors meets quarterly at locations throughout the San Joaquin Valley. It is essential to continue rotation of Board meetings throughout the eight-county area to ensure the entire Valley is included.
The quarterly Board meetings generally run from 10am to 3pm, with a working lunch. In 2010, the Board made a concerted effort to include a discussion panel including members of the local private sector to discuss issues impacting their community that the Board may be able to assist them with. Additional agenda items include presentations on projects relating to our work groups such as Water, Economic and Workforce Development, Advanced Communications Services, Sustainable Communities, and other projects of regional significance.
FPPC Form 700 See Form 700 Requirements for details As a Partnership Board member, whether public or private, you must comply with the disclosure and disqualification provisions of the state's Political Reform Act. This law is enforced by the Fair Political Practices Commission (FPPC) and requires that Board members file within 30 days of their appointment and, annually thereafter, file a financial disclosure statement known as a Statement of Economic Interests (FPPC Form 700).
There are three types of documents you will be required to submit: 1. Assuming Office Statements: Within 30 days of assuming office this year 2. Annual Statements: On April 1 of each year 3. Leaving Office Statement: Within 30 days of vacating office.
Website for Form 700 (Cover Page is page 5): http://www.fppc.ca.gov/forms/700-13-14/Form700-13-14.pdf
You will find necessary forms, instructions and FAQs on the FPPC website located at www.fppc.ca.gov.
PARTNERSHIP BOARD OF DIRECTORS: ROLES AND RESPONSIBILITIES PAGE 2 OF 3 Secretariat Staff
The Office of Community and Economic Development at Fresno State (OCED) is the Secretariat for the Partnership.
Mike Dozier, Executive Director Marianne Collins King, Associate Director, Operations Ismael Herrera, Associate Director, Funding Shelby Gonzales, Finance Director Erik Cherkaski, Fiscal Assistant Jenna Chilingerian, Program Assistant Eduardo Gonzalez, Project Manager Karmjot Grewal, Project Manager Marcia Martin, Communications Coordinator Emily Pasquarelli, Administrative Assistant Felipe Perez Perez, Project Assistant Jena Rodriguez, Communications Assistant Wilma Satterberg, Fiscal Analyst David Vazquez, Project Assistant
OCED provides support to the Partnership in a variety of capacities: • Executive level staffing to the Executive Committee and Board • Applying for funding to sustain the Partnership and its work groups • Managing and planning quarterly Board meetings, reports and communications • Managing grants (currently EDA) • Planning and overseeing an annual report and an annual summit/forum • Providing communication between the Board and stakeholders and its clusters and work groups, covering specific topics of concern for the Valley through email blasts, newsletters and website • Identifying, building, maintaining key relationships with legislative offices; acting as a liaison between legislative staff and work groups • Identifying, tracking and researching key state and federal legislation
PARTNERSHIP BOARD OF DIRECTORS: ROLES AND RESPONSIBILITIES PAGE 3 OF 3 FPPC Form 700 Requirements
Fair Political Practices Commission: Statement of Economic Interests (Form 700) The Political Reform Act requires public officials to disclose assets and income which may be materially affected by their official actions. The Act requires governmental agencies to ensure that their public officials (board/commission members, employees and consultants) disclose their interests on or before the statutory deadline. Filing officers must supply a Statement of Economic Interests (Form 700) to those officials who have assuming, initial, annual and leaving office filing obligations and notify filers who have failed to file. These guidelines provide a suggested timeline for notifications to individuals who must file an annual statement of economic interests. An enforcement referral must be made if a statement is not filed and suggested procedures are provided. (Regulations of the Fair Political Practices Commission, Title 2, Division 6, California Code of Regulations.)
§ 18722. Filing Assuming and Leaving Office Statements of Economic Interests; Alternates and Designees.
(a) For the purposes of Government Code sections 87202 and 87302: (1) The date of assuming office is the date that a person either: (A) Is authorized to serve in the position, as by being sworn in; or (B) Except in the case of an elected official who is required to be sworn into office, begins to perform the duties of the position, as by making, participating in making, or attempting to use his or her official position to influence a governmental decision; whichever occurs earlier. (2) For the purposes of Government Code sections 87202(a) and 87302(b), the date that a person is appointed or nominated to an office is the date the appointment or nomination is submitted to the confirming body. (b) The date that a person permanently leaves office, for the purposes of Government Code sections 87204 and 87302, is the date that the person is no longer authorized to perform the duties of the office, and stops performing those duties, including making, participating in making, or attempting to use his or her official position to influence any governmental decision. For purposes of this subdivision, a person shall not be deemed to have left office permanently because he or she is on a leave of absence or serves as an intermittent employee. However, a person shall be deemed to have left office permanently if the person merely receives compensation for; accrued leave credits. (c) Every person who holds an office specified in Government Code sections 87200 or 87302, subdivision (a), as an alternate or as a designee, shall be required to disclose his or her economic interests in the same manner as any other person holding the office. Note: Authority cited: Section 83112, Government Code. Reference: Sections 87202, 87204 and 87302, Government Code. History 1. New section filed 10-11-2005; operative 11-10-2005 (Register 2005, No. 41). For prior history, see Register 77, No. 14.
FPPC FORM 700 PAGE 1 OF 2 Form 700 Filings
Statements of Economic Interests (SEIs or Form 700s) are an important means for the official that files them, the media, and the public to help gauge where potential conflicts of interest may exist. These state mandated forms include information about the sources of an official's income, investments, business positions, real property holdings and gifts. Merely reporting an economic interest is not a conflict in itself; a conflict arises when an official governmental decision, made by the official, impacts their economic interests.
One of the key themes of the Political Reform Act of 1974 is that documents such as SEIs and campaign statements are filed at the most decentralized level. This made sense at a time when it was easier to walk down to the City Clerk's office; but with the Internet, there is greater access to these documents if they are maintained on a single website. Statements for local officials are first filed with the local agency and then sent to the FPPC. The FPPC relies on the local agencies to ensure that the rosters are up-to-date. The Commission hopes you find this resource useful. Please continue to check back as we update these pages.
Due to privacy concerns and out of an abundance of caution, the SEIs posted on the Commission's website have the address, telephone and signature blocks redacted. Copies of the original forms are available for review or duplication.
FPPC Toll-Free 1-866-ASK-FPPC (1-866-275-3772) Monday and Tuesday 9am - 11:30am, 1:30pm - 3:30pm Wednesday and Thursday 9am - 11:30am
Form 700 Contact & Mailing Address Office of Community & Economic Development Attn: Mike Dozier, Executive Director California State University, Fresno 5010 N Woodrow Ave M/S WC 142 Fresno CA 93740
FPPC FORM 700 PAGE 2 OF 2
Sample Assuming Office Letter January 2015
To: Newly Appointed Partnership Board of Directors
Re: Form 700 Information for Partnership Board Members – Due February 2015
Welcome to the Board of Directors of the California Partnership for the San Joaquin Valley (Partnership). The California Fair Political Practices Commission requires that all newly appointed members provide an assuming office Form 700 which must be postmarked within 30 days of your being sworn in. Attached to this message are copies of the explanatory pamphlet and the Form 700.
The pamphlet and form can also be found online at: http://www.fppc.ca.gov/forms/700-12- 13/RefPamphlet12-13.pdf and http://www.fppc.ca.gov/forms/700-12-13/Form700-12-13.pdf
The form in Excel format be downloaded here: http://www.fppc.ca.gov/forms/700-12-13/Form700- 12-13.pdf
Please remember to only attach the applicable Cover Page and Schedule(s) and do not include instructions and schedules that are not applicable to you.
To help expedite the processing of your forms and alleviate the need to file a Form 700 Amendment, required if any edits are made to the original Form 700 filing, please ensure that you:
1. Submit the originally signed Form 700 Cover Page (with the correct page total noted and appropriate Schedule boxes checked). 2. Attach all Schedules (with your name in upper right hand corners) and complete each section. 3. Double-check that each form is complete. 4. Do not include pamphlet pages or blank Schedules in the total filing (page number).
Statements received after the due dates are subject to a fine of $10.00 per day (maximum not to exceed $100). In addition, late and non-filers are subject to additional enforcement action by the FPPC. For technical assistance, please go to www.fppc.ca.gov.
5010 N Woodrow Ave. 2nd Floor, M/S WC 142 Fresno, California 93740 559.294.6021 p ADMINISTERED BY 559.294.6024 f
www.sjvpartnership.org
Please mail your Form 700 filings, with original signature, directly to our office:
California Partnership for the San Joaquin Valley Attn: Emily Pasquarelli 5010 N Woodrow Ave M/S WC 142 Fresno CA 93740
The filing of the Form 700 is an annual event and you will be reminded of the requirement when your next filing is due.
Thank you for your prompt response to this request; I look forward to seeing you at the next board meeting.
Best regards,
Mike Dozier Lead Executive
PARTNERSHIP BOARD OF DIRECTORS: ROLES AND RESPONSIBILITIES, DEC 2014 PAGE 2 OF 2
January 2015
To California Partnership for the San Joaquin Valley Board Members From Mike Dozier, Lead Executive Subject Hosting the Quarterly Meeting
Dear Board Members,
Since its inception, the California Partnership for the San Joaquin Valley (Partnership) has held its quarterly board meetings in different counties and locations up and down Valley. It has been the practice that a Board member from the host county arranges for a location for the Board meeting and for catering of beverages and lunches.
More importantly, we rely on you to set up a panel for the Board meeting to discuss issues of concern for your county. This is an opportunity for your local government and business community to bring up issues, programs or projects of which you would like the state officials and Valley delegation to be aware. In essence, what would you like the board to know more about today?
I realize all of this can be rather overwhelming, but rest assured that we are here to help you. Emily Pasquarelli will work with our hosts to provide support in location layout and meeting arrangements and is here to help you in any way she can.
We hope you will embrace the opportunity to host a meeting and showcase the successes and challenges of your county, communities and residents.
5010 N Woodrow Ave. 2nd Floor, M/S WC 142 Fresno, California 93740 559.294.6021 p ADMINISTERED BY 559.294.6024 f www.sjvpartnership.org
Fact Sheet
California’s 21st Century Opportunity
The Partnership Six Initiatives of the Partnership Set in motion with an executive order in June 2005 (S-5-05), the California Build a 21st Century Transportation Partnership for the San Joaquin Mobility System Valley is an unprecedented public-private partnership Grow a Diversi ed,
sharply focused on improving Implement an Globally Competitive
the region’s economic vitality Integrated Framework P Economy Supported by a Economic for Sustainable Growth I Highly Skilled Workforce and quality of life for the Development Higher A H Sustainable Education and almost 4 million residents who S Communities Workforce C
call the San Joaquin Valley Development T R
home. The Partnership is Prosperous E I
addressing the challenges of Water Quality, Economy Housing O D Supply and
the region by implementing The San Joaquin Valley: Reliability N
A California’s 21st measurable actions on
Century Opportunity
E
economic, environmental,
Quality Social
L
and social levels to help the
Environment Equity PreK-12
Energy
San Joaquin Valley emerge Education
as California’s 21st Century Opportunity. Advanced Communications Air Quality Three executive orders Services Attain Clean Health and Create a Model renewed the Partnership: S-22- Human Services K-12 Public Air Standards A 06, November 2006; S-17-08, Y Education System C T December 2008; and S-10-10, C I O I L July 2010, which implemented U N T A B governance changes and Develop High-Quality continued the Partnership Health and Human Services indefinitely.
History Recognizing both the great potential of the region and the current challenges, Governor Schwarzenegger formed the California Partnership for the San Joaquin Valley in June 2005. As the governor stated in his Executive Order, “The strength of California is tied to the economic success of the San Joaquin Valley.” Led by an appointed, 40-member board, the Partnership engaged hundreds of people in the eight-county San Joaquin Valley to focus on action strategies, and the board released its Strategic Action Proposal in October 2006. Governor Schwarzenegger and the state Legislature approved $5 million in the State Budget for 2006-2007 to jump-start implementation of the Strategic Action Plan.
JUNE 2014 CONTINUED The Region The Challenges The eight-county region encompasses 62 cities, extends 250 The San Joaquin Valley has persistent problems of poverty, miles from San Joaquin County in the north to Kern County environmental degradation, and social separation, as in the south, and continues to be one of the fastest growing evidenced by consistent under-performance compared to regions in California. Size alone does not set this region apart– California, overall: the San Joaquin Valley has vast resources. • Average per capita income, 32 percent lower* • Agricultural powerhouse - $20 billion in agricultural value • Number of college graduates (over age 25), 47 percent less** earned annually in eight-county region • Violent crime (per 100,000 persons), 25 percent higher*** • Gateway to three world-class national parks • Access to health care (primary care physicians per 1,000 • Home to important natural resources - oil and natural persons), 45 percent lower**** gas fields, vast wetlands, and unique plant and animal communities • Air quality has improved in the San Joaquin Valley yet is reported as still one of the worst metropolitan areas in the • System of rivers that drains the Sierra and joins the San nation***** Joaquin River as it flows through the region The Opportunity The Partnership has a unique opportunity to provide a world- class region with a diversified economy, a healthy environment, SAN JOAQUIN and a high quality of life for all through collaboration on a COUNTY scale that has not been done before. Experts and leaders are building on the region’s strengths to create opportunity – STANISLAUS California’s 21st Century Opportunity. COUNTY • Cutting-edge, state-of-the-art, renewable energy systems to support communities and industries MERCED COUNTY • Mobility for people and commerce in new ways MADERA • New model of economic development that supports COUNTY FRESNO COUNTY agriculture and a healthy environment with clean air and plentiful, clean water • Diversified, globally competitive economy with a skilled workforce • PreK-12 public school system that supports student TULARE COUNTY achievement and prepares children for success in college KINGS and career COUNTY • High-quality, accessible health and human services The Work KERN COUNTY The Partnership has brought together experts and leaders committed to sustainable economic development, environmental stewardship, and human advocacy. The Partnership is focused on action around10 work groups: advanced communications services; air quality; economic development; energy; health and human services; higher education and workforce development; housing; PreK-12 education; sustainable communities; and water quality, supply and reliability.
*U.S. Department of Commerce, U.S. Bureau of Economic Analysis, 2011 **U.S. Department of Commerce, U.S. Census Bureau, American Community Survey, 2010 ***California Department of Justice, 2010 ****California Department of Finance, Demographic Research Unit, 2010 *****11 U.S. Cities with the Worst Air Pollution, Health Magazine (online), 2013. Modesto, Fresno, Hanford, Visalia, and Bakersfield are reported as five of the 11 cities.
Office of Community & Economic 5010 N Woodrow Avenue ADMINISTERED BY Development, Fresno State Suite 200 M/S WC 142 Fresno CA 93740 Mike Dozier, Executive Director Email: [email protected] 559-294-6021 office 559-294-6024 fax CALIFORNIA PARTNERSHIP FOR THE SAN JOAQUIN VALLEY The San Joaquin Valley: California’s 21st Century Opportunity
Strategic Action Proposal OCTOBER 2006 Executive Department State Of California
EXECUTIVE ORDER S-5-05 2. The Secretary of the Business, Transportation and Housing Agency is the chair of the Partnership; the Governor will appoint two additional by the members, one local government representative and one private sector Governor of the State of California representative, to be deputy chairs. 3. The Partnership shall meet at least once quarterly for the conduct of WHEREAS, the San Joaquin Valley is a region rich in resources and its business. It may also host town hall meetings in the Valley in important to California’s heritage, economy, environment and identity. addition to or in conjunction with its quarterly meetings. It is one of the most productive agricultural regions in the world - 4. The Partnership shall perform the following duties: home to farmlands that feed the nation and the world. It encompasses three world-class national parks that preserve the natural beauty of the (a) Identify projects and programs that will best utilize public dollars Valley and the mountains that bound it. The San Joaquin Valley is and most quickly improve the economic vitality of the Valley, especially intersected by a transportation corridor that is critical to the state’s those that leverage federal, state, local and private sector resources in a interstate commerce. Its people are hardworking and representative of coordinated effort to address critical needs in the Valley. many cultures, races and nationalities; and (b) Work with members of the state’s Congressional delegation and WHEREAS, the eight counties and many communities that form the federal officials, including the federal Task Force for the Economic San Joaquin Valley enjoy assets that set the region apart from the rest of Recovery of the San Joaquin Valley, to gain federal support for projects the state. But the Valley’s unique geography, climate, and economy also identified by the Partnership as critical to the region. pose specific challenges for the region that demand the attention of (c) Partner with the University of California, California State government leaders at the state, local and federal levels; and University, community colleges, and the state’s other research and WHEREAS, the region’s population is growing much faster than the educational institutions, as well as private foundations, to provide state average. By nearly every indicator, the economic well-being of the guidance, advice and encouragement in support of studies of particular residents of the Valley lags behind state and national averages. More interest and importance to the Valley. than one in five San Joaquin Valley residents lives in poverty. The (d) Review state policies and regulations to ensure they are fair and region’s median household income is approximately $12,000 lower than appropriate for the state’s diverse geographic regions, including the San the statewide median. Yet, because of past neglect, the San Joaquin Joaquin Valley, and determine whether alternative approaches can Valley receives substantially less per capita funding than both the U.S. accomplish goals in less costly ways. and state averages; and (e) Recommend to the Governor changes that would improve the WHEREAS, the region is also one of only two regions in the nation to economic well-being of the Valley and the quality of life of its residents. be identified by the U.S. Environmental Protection Agency as an (f) Develop by October 31, 2006, a San Joaquin Valley Strategic Action “extreme non-attainment” zone for repeatedly failing to meet air quality Proposal that provides recommendations to improve the economic standards; and conditions of the San Joaquin Valley. The proposal shall be in the form WHEREAS, the strength of California is tied to the economic success of a report to the Governor, to the Board of Supervisors of the counties of the San Joaquin Valley. Improving the economy and the well-being identified in section 1, and to the City Council of each city within of the people of the San Joaquin Valley requires a concerted, those counties. The Partnership shall also send progress reports after coordinated and creative response from leaders at all levels of each meeting. The reports shall focus on recommended strategies at government and from community members. each level of state government for sustainable economic growth that NOW, THEREFORE, I ARNOLD SCHWARZENEGGER, Governor will create jobs and improve environmental quality in the region, while of the State of California, by virtue of the power and authority vested empowering local communities and encouraging entrepreneurialism. in me by the Constitution and laws of the State of California, do 5. The Business, Transportation, and Housing Agency shall provide hereby issue this Executive Order to become effective immediately: administrative support to the Partnership out of existing resources. The 1. The California Partnership for the San Joaquin Valley (“Partnership”) Director of Finance may accept monetary gifts for the support of the is hereby established. The Partnership is composed of eight state activities of the Partnership. government members, eight local government members and eight 6. Unless extended by another executive order, the Partnership shall private sector members, in addition to two deputy chairs as provided in terminate its business and cease to exist on November 1, 2006. section 2. The Secretary of the Business, Transportation and Housing 7. This order does not alter the existing authorities or roles of the Agency; Secretary for Education; Secretary of the California executive branch departments, agencies, or offices. Nothing in this Environmental Protection Agency; Secretary of the Health and Human order shall supersede any requirement made by or under law. Services Agency; Secretary of the Labor and Workforce Development Agency; Secretary of the Resources Agency; Secretary of the State and IN WITNESS WHEREOF I have here unto set my hand and caused Consumer Services Agency; and Secretary of the Department of Food the Great Seal of the State of California to be affixed this the twenty- and Agriculture shall serve ex officio as the state members. The local fourth day of June 2005. government members shall be appointed by the Governor from a list of three elected officials submitted by each of the eight Councils of Government from the following counties: San Joaquin, Stanislaus, Merced, Madera, Fresno, Kings, Tulare, and Kern. Eight private sector members shall also be appointed by the Governor. All members shall Arnold Schwarzenegger serve at the pleasure of the Governor, and without compensation. Governor of California Table of Contents
Foreword VI Recommended Organization I Executive Summary Structure for Implementation • Overview and Summary II Introduction • Working Premises • Governor’s Executive Order • Objectives of an Organizational Structure • Focused Work Plan and Widespread Public Engagement • Characteristics of an Organizational Structure • Positive Results To Date • Options for Legal Mechanisms to Establish an • 21st Century Opportunity Organizational Structure • Strategic Action Proposal • Composition of an Organizational Structure III Overview and Background VII Funding Requirements and Sources • The San Joaquin Valley Today – The Challenge • Resource Needs • The Promise of the Valley – California’s 21st Century — Secretariat and Staffing Functions Opportunity — Strategic Program Initiatives • The Vision for the San Joaquin Valley — Major Infrastructure Investments and • A Plan of Action – Public Accountability for Environmental Improvements Accomplishment • Initial Budget for Implementation • High-Level Indicators and Goals for Progress • Funding and Financing of Major IV Summary of Principal Investments and Improvements Recommendations — Overview and Recommendation • Achieve a Prosperous Economy, Quality Environment, — Prospective Funding Needs and Sources Social Equity (3Es) — Funding Options Summary of Major Recommendations and Strategic Actions: — Financing Alternatives 1. Grow a Diversified, Globally-Competitive Economy Supported by a Highly-Skilled Workforce VIII Conclusion and Next Steps 2. Create a Model K-12 Public Education System IX Acknowledgemets 3. Implement an Integrated Framework for X Appendices Sustainable Growth (Available on Business, Transportation and Housing Agency 4. Build a 21st Century Transportation Mobility System Website: www.bth.ca.gov) 5. Attain Clean Air Standards A. Executive Order and Appointed Members 6. Develop High-Quality Health and Human Services B. Overall Approach to Work • Establish a 10-Year Implementation Structure (Principles, Consensus, Work Groups) V Work Group Recommendations C. Lists of Work Groups • Mission, Challenge, Scope of Work, and (Scopes of Work, Conveners, Participants) Summary of Recommendations D. Agendas and Minutes of Board Meetings — Economic Development E. Summary of Public Forums and — Workforce Development and Higher Education Local Elected Officials Roundtables — K-12 Education F. Overview of Socio-Economics of the Region and — Transportation Individual Counties — Land Use, Agriculture and Housing G. Summary of Background Reports and Overview Reports — Air Quality H. Complete Reports from Work Groups — Water Quality, Supply and Reliability I. Federal Interagency Task Force Report — Energy J. Endorsements and Comments on the Draft Strategic Action Proposal — Health and Human Services — Advanced Communications Services and Information Technology • Goals, Indicators and Specific Action Recommendations in 10-Year Timeframe
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 3 Foreword
The California Partnership for the San Joaquin Valley was established by Governor Arnold Schwarzenegger through an Executive Order to focus attention on one of the most vital, yet challenged, regions of the state. It is an unprecedented effort to bring together public and private leaders and resources to make a difference, not only for the San Joaquin Valley, but also for the future of California. We are hopeful about what can be accomplished by working together. We know that the San Joaquin Valley can become world-class in every dimension and pioneer new frontiers of economic development and environmental restoration, while lifting up the quality of life for its residents. We see the San Joaquin Valley as California’s 21st Century Opportunity. The Governor’s Executive Order directed preparation of this Strategic Action Proposal which was informed by input from local elected officials, civic leaders, State Legislators, Members of Congress, and the public at large. We strongly and enthusiastically recommend approval and ratification of this Strategic Action Proposal as the framework for action and foundation for future investment to improve the economic prosperity and quality of life for the San Joaquin Valley.
Sunne Wright McPeak Connie Conway Greenlaw “Fritz” Grupe Secretary Supervisor Civic Leader Business, Transportation and Housing Agency Tulare County San Joaquin County Chair Deputy Chair Deputy Chair
Linda Adams Michael Amabile Alan Autry Secretary Mayor Mayor California Environmental Protection Agency City of Los Banos City of Fresno
Kimberly Belshé Susan Benham Alan Bersin Secretary Councilwoman Secretary Health and Human Services Agency City of Bakersfield Office of the Secretary for Education
Paul Boyer Victoria Bradshaw Marcelyn Buford Councilman Secretary Councilwoman City of Farmersville Labor and Workforce Development Agency City of Hanford
Sheila Carroll Mike Chrisman Ray Dezember Civic Leader Secretary Civic Leader Stanislaus County Resources Agency Kern County
4 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Larry Fortune Gary Gilbert Jeff Grover Civic Leader Supervisor Supervisor Fresno County Madera County Stanislaus County
Coke Hallowell A.G. Kawamura Rosario Marin Civic Leader Secretary Secretary Fresno County Department of Food and Agriculture State and Consumer Services Agency
Victor Mow Jose Rivera Fred Ruiz Supervisor Civic Leader Civic Leader San Joaquin County San Joaquin County Tulare County
Lorraine Salazar Sharron Thornton Barry Hibbard Civic Leader Civic Leader Liaison Fresno County Merced County Economic Strategy Panel
Kirk Lindsey Pete Parra Barbara Patrick Liaison Liaison Kern County Supervisor California Transportation Commission California Workforce Investment Board Liaison – Air Resources Board
Peter Weber Liaison Federal Task Force
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 5 80
80
395 5
395
Farmersville
5 McFarland 178 46 Wasco65 Ridgecrest 41 Mountain Mesa 33 Shafter 99 178 Buttonwillow 43 58 Bakersfield Saltdale 58 119 Arvin California City Taft 99 14 Tehachapi Maricopa 58 Boron 166 33 58 Frazier Park 14 138
15 33
138
6 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL I. Executive Summary
The San Joaquin Valley—comprised of the eight counties of Kern, Tulare, Kings, Fresno, Madera, Merced, Stanislaus and San Joaquin, with sixty-two cities and more than 3.4 million residents— has a long history of contributions to the success of California. Although it is recognized worldwide as an agriculture powerhouse and is one of the fastest growing regions in the nation, it also is one of the most challenged in comparison to the rest of the state:
• Average per capita incomes Governor Arnold Schwarzenegger are 32.2% lower. “3Es” of sustainable growth. It embraces established the California Partnership for the • College attendance is and enhances the assets that define and San Joaquin Valley (Partnership) by unify the region—such as the San Joaquin consistently 50% below the Executive Order in June 2005 in an River and Highway 99—as leading average. unprecedented effort to focus attention on strategies to attract investment. It recognizes the needs of the region. As the Governor • Violent crime is 24% higher. the Valley’s heritage of agriculture as the stated in the Executive Order, “The strength foundation for economic growth and forges of California is tied to the economic success • Access to healthcare is new frontiers for prosperity by identifying of the San Joaquin Valley.” Through the year 31% lower. five key industry clusters to target for 2030, the growth rate of the region is development: (1) Agribusiness, including projected to be 65% higher than the state • Air quality is among the Food Processing, Agricultural Technology, average. How effectively the region worst in the nation. and Biotechnology; (2) Manufacturing; (3) accommodates this growth will be an Supply Chain Management and Logistics; important determinant of California’s future. (4) Health and Medical Care; and (5) Renewable Energy. The Partnership Board includes twenty-six members The detailed reports and recommendations from the Work appointed by the Governor—eight Cabinet Secretaries, eight Groups are integrated into six major initiatives with locally-elected officials, eight civic leaders, and two Deputy associated indicators that will be tracked annually (see Chairs—plus five liaisons to major policy bodies. The attached Summary): Governor directed preparation of a Strategic Action Proposal 1. Grow a Diversified, Globally-Competitive Economy by the end of October 2006 for long-term economic Supported by a Highly-Skilled Workforce prosperity and well-being in the San Joaquin Valley. To 2. Create a Model K-12 Public Education System accomplish this assignment, the Partnership: formed ten 3. Implement an Integrated Framework for Work Groups (Economic Development; Higher Education Sustainable Growth and Workforce Development; K-12 Education; Transportation; Land Use, Agriculture and Housing; Air 4. Build a 21st Century Transportation Mobility System Quality; Water; Energy; Health and Human Services; and 5. Attain Clean Air Standards Advanced Communications Services and Information 6. Develop High-Quality Health and Human Services Technology); coordinated activities with the Federal Interagency Task Force; conducted Public Forums and The Strategic Action Proposal calls for a sustained public- Roundtables with Local Elected Officials in each of the eight private partnership over the next decade to mobilize the counties; and consulted the State Legislators and Members of essential government and civic leadership to achieve Congress from the Valley. More than 1,000 people measurable results. It proposes that the initial organizational participated in the Work Groups and Public Forums. structure for implementation (for up to the next two years) be established through a new Governor’s Executive Order The Strategic Action Proposal—The San Joaquin Valley: and that State legislation then be enacted to ensure California’s 21st Century Opportunity—sets forth overall commitment and continuity for the full decade. strategies and specific actions with accompanying indicators to measure progress. It builds on the existing strengths and addresses the current challenges to achieve a Prosperous Economy, Quality Environment, and Social Equity—the
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 7 It is recommended that the organizational structure include: The Governor and Legislature approved $5 million in the FY • 8 Local Elected Officials (from general purpose local 2006-07 State Budget to begin implementation of the governments—elected County Supervisors or City Strategic Action Proposal. The Partnership will leverage the Council members) – 1 from each County State funding by seeking additional resources, public and (appointed by Governor from Councils of private partner organizations, and volunteers. Government nominations). To ensure accountability, the Partnership will publish an • 8 Civic Leaders (appointed by Governor – Annual Progress Report and convene a regionwide Annual nominations invited from community at large). Summit to engage government officials, civic leaders and the • 8 State Administration Cabinet Members. public in evaluating and adjusting the action plan as necessary. • 4 State Legislators from the San Joaquin Valley The California Partnership for the San Joaquin Valley Delegation (2 each from Assembly and Senate, supports local leadership and provides the opportunity for 1from each Party, appointed by the Legislative government and community leaders throughout the region to Leadership)—non-voting. join forces with the State and federal governments to attract • 1 Member of Congress from the San Joaquin Valley more investment and to achieve greater progress. The San Delegation—non-voting. Joaquin Valley can—and should—become synonymous with the “best” globally—”world-class” in every dimension. •<5 Liaisons from key State Boards / Commissions Working together, the San Joaquin Valley will achieve its and the Federal Task Force. potential as “California’s 21st Century Opportunity.” • Representatives of Regional Consortia of Existing Organizations recognized by the Partnership (Regional Consortia constituted by written agreement approved by the Partnership for purposes of using existing resources more effectively and implementing portions of the Strategic Action Proposal; examples could include regional consortia of Councils of Governments, Workforce Investment Boards, Economic Development Corporations, Institutions of Higher Education, Employers Related to Targeted Industry Clusters, County Superintendents of Education). •<3 Additional Representatives with Specialized Expertise (appointed by Governor). • A Chair and 2 Deputy Chairs (1 each Local Elected Official, Civic Leader, and Cabinet Member) appointed by the Governor from among the above members.
8 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL II. Introduction
As a native of the San Joaquin Governor’s Valley, I know the promise and Strategic Action Proposal for long-term well- Executive Order potential of this region. The being and economic prosperity in the San Governor’s leadership in Joaquin Valley. overnor Arnold Schwarzenegger establishing the Partnership established the California has focused unprecedented Focused Work Plan and GPartnership for the San Joaquin attention that is mobilizing the Widespread Public Valley through Executive Order S-5-05 essential civic leadership to Engagement signed on June 24, 2005 in Fresno. The San make a difference in the future. Joaquin Valley region includes eight he Partnership Board members were counties—Kern, Tulare, Kings, Fresno, Sunne Wright McPeak appointed in September 2005 and Secretary, Business, Transportation Madera, Merced, Stanislaus and San the first Board Meeting was held and Housing Agency T Joaquin Counties—with sixty-two cities Chair, California Partnership for September 16th in Stockton at the and a total population of more than 3.4 the San Joaquin Valley University of the Pacific. At the first million residents. The San Joaquin Valley meeting, the Board adopted a Work Plan has a long history of contributions to the success and magic (including Principles and Ground Rules) and established ten of California, but it also is a region facing many challenges. Work Groups (along with Scopes of Work based on And, while elected officials and civic leaders throughout the Overview Reports) to focus on: Economic Development; San Joaquin Valley have been working hard to improve their Higher Education and Workforce Development; K-12 local communities, they also have requested assistance from Education; Transportation; Land Use, Agriculture and the state and federal governments. Governor Schwarzenegger Housing; Air Quality; Water; Energy; Health and Human responded by directing his Cabinet to join forces with the Services; and Advanced Communications Services and leaders and residents of the San Joaquin Valley in an Information Technology. The thrust of the Work Groups was unprecedented effort to achieve the brightest future possible to focus on action, not more study. The Partnership reviewed for the region. As the Governor stated in the Executive recent studies about the San Joaquin Valley and summarized Order, “The strength of California is tied to the economic their recommendations as a beginning point in order to move success of the San Joaquin Valley.” Thus, the California forward as expeditiously as possible. More than 500 people Partnership for the San Joaquin Valley (Partnership) accepted participated in the Work Groups which were convened by the Governor’s charge with the inspired perspective that the Board members and supported by pro bono professional San Joaquin Valley is California’s 21st Century Opportunity. staffing from the Great Valley Center and California State University, Fresno. The Board of the Partnership is comprised of twenty-six members appointed by the Governor—eight Cabinet In the last year the Partnership Board met ten times in publicly- Secretaries, eight locally-elected officials, eight civic leaders, noticed meetings and conducted Public Forums and Roundtables and two Deputy Chairs (one elected official and one civic with Local Elected Officials in each of the eight counties to leader)—plus five liaisons to key policy bodies (Federal obtain input on the preparation of the Strategic Action Proposal. Interagency Task Force on the San Joaquin Valley, California All San Joaquin Valley State Legislators and Members of Transportation Commission, California Air Resources Board, Congress were invited to kick-off the Public Forums. More than California Workforce Investment Board, and the Economic 1,000 people participated in the Public Forums. These gatherings Strategy Panel). The Governor designated the Secretary of the were held at such diverse locations as: University of California, Business, Transportation and Housing Agency as Chair of the Merced (UC Merced); Tulare County Convention Center; Partnership and directed preparation and submission of a Hanford City Offices; Fresno Convention Center; Merced
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 9 County Administration Center; Madera Children’s Hospital; • The Governor and the Legislature earmarked $1 California State University, Stanislaus; Hutchins Street Square in billion from the General Obligation Bonds Lodi; Madera Community College; Madera County Offices; submitted to the voters in November 2006 to California State University, Bakersfield; and California State jumpstart H 99 improvements. University, Fresno. In addition, the Partnership Board met • The Great Valley Center and Caltrans cooperated on separately with the delegations of State and Federal elected an international competition to invite innovative representatives to ensure concurrence on the Strategic Action proposals for design of “GreenStops” Plan. And, throughout the process, the Partnership benefited (environmentally-friendly, resource-conserving, high- greatly by support from and collaboration with the Federal tech rest stops). This will become a signature design Interagency Task Force which was constituted in 2002 by federal signature feature for H 99 as the “main street” of the Executive Order. San Joaquin Valley. Positive Results To Date The eight counties that make • The eight counties and their Councils of up the Partnership share Government (COGs) joined forces to he concentrated attention to the San similar opportunities and develop an integrated Regional Blueprint Joaquin Valley by the Governor and the threats, but there has never Plan and were awarded $2 million for Tconcerted efforts directed the Executive the first year and will be eligible for been a vehicle to address the Order already have produced positive impacts, similar funding in the second year. issues in a collaborative way. even before completion of the Strategic Action • The Partnership facilitated agreement The Governor has provided Proposal. It has energized public officials and among the Economic Development existing civic organizations, reinforcing the that vehicle - now it’s up to us Organizations and Workforce value and power of regional collaboration to and our elected delegation to Investment Boards in the region to target complement and leverage local efforts. To date capitalize on this opportunity. key industry clusters to promote the Partnership has resulted in several actions Fritz Grupe investment and develop workforce. that benefit the San Joaquin Valley: Deputy Chair • The Partnership and the Hospital Council Civic Leader, San Joaquin County • The California Transportation of Northern and Central California Commission accelerated funding to developed the Central Valley Nursing begin construction of Highway 205 in San Joaquin Education Consortium to increase the County and construction of the Mission Avenue number of annual registered nurse Interchange at Highway 99 (H 99) in Merced graduates by at least 250 individuals County to provide improved access to UC Merced. beginning in 2008. • The Housing and Community Development • The Partnership studied and endorsed the Department awarded one of three new Enterprise establishment of a Medical Education Program at Zones for Modesto and Stanislaus County. UC Merced and the development of an innovative • The Department of Transportation (Caltrans) healthcare network through the San Joaquin Valley. accelerated completion of the Business Plan • The Department of Managed Health Care and (component of Master Plan) for improving H 99 Department of Insurance awarded $5 million to UC (274 miles between Bakersfield and Stockton) which Merced for the development of a Medical Education calls for $6 billion to be invested over the next Program (from a fund established as a condition of a decade. The Plan sets forth an economic development merger among two companies). strategy for H 99 to continue as a “main street” of the • AT&T donated $600,000 to partner with the Great San Joaquin Valley and as a backbone of the State’s Valley Center to connect and train residents of transportation system, as well as become a gateway for Pixley in Tulare County as a pilot for deployment of tourism in the San Joaquin Valley using state-of-the- high-speed information technology in the San art information technology at rest stops. Joaquin Valley. • The Resources Agency and Department of State Parks completed an assessment of needs, undertook an extensive outreach effort, and announced plans to significantly enhance, recreate, and celebrate the region’s natural and cultural heritage through new State Parks in the San Joaquin Valley.
10 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL • The Governor and the Labor and Workforce for the future is entirely possible and will be achieved Development Agency have directed up to $1.5 through implementation of this Strategic Action Plan. And, million in additional funding to help train a skilled doing so will benefit all of California because the San Joaquin workforce, including: (a) up to $1 million in Valley is California’s 21st Century Opportunity. Governor’s discretionary funds to support a collaborative partnership to address workforce needs Strategic Action Proposal for a targeted industry sector or a prevalent he following Strategic Action Proposal was prepared workforce-related problem; and (b) $500,000 from pursuant to the Governor’s Executive Order and was Workforce Investment Act discretionary funds to developed based on recommendations from the Work begin implementation of the proposal developed by T Groups, input from the Public Forums and Local Elected the Partnership (for submission to Officials Roundtables, and consultation the U.S. Department of Labor The California Partnership for with State Legislative and Congressional WIRED grant program) to the San Joaquin Valley is representatives from the San Joaquin Valley. advance collaboration among important because of the workforce development, economic The Strategic Action Proposal sets forth unique opportunity it provides development, education and overall strategies and specific actions with employer stakeholders. as a vehicle for future forward accompanying metrics and indicators to • The San Joaquin Valley Air advancement and quality of measure progress. It builds on the existing Pollution Control District has life, now and for generations strengths of the San Joaquin Valley and agreed to fund the design phase of to come. addresses the current challenges to minimize the San Joaquin Valley Regional Connie Conway weaknesses. It recognizes the Valley’s Clean Energy Office as Deputy Chair heritage of agriculture as the foundation for recommended by the Partnership Supervisor, Tulare County economic development—as the roots to to facilitate air quality grow the future—and forges new frontiers improvement by reducing pollution related to for prosperity. It embraces and enhances the assets that define energy production and use. and unify the region—such as the San Joaquin River and Highway 99—as leading strategies to attract investment. It • The Governor and Legislature approved $5 million in calls for a sustained public-private partnership over the next the State Budget for Fiscal Year 2006-2007 to decade to mobilize the essential government and civic jumpstart implementation of the Strategic Action leadership to achieve measurable results. It proposes that the Proposal—a significant commitment to continuing to initial organizational structure for implementation (for up to work together for the future of the San Joaquin Valley. the next two years) be established through a new Governor’s The above progress is the result of focused and strategic public- Executive Order and that State legislation then be enacted to private cooperation by both civic leaders and public officials at ensure commitment and continuity for the full decade. all levels of government. It is solid evidence of the value of mobilizing purposeful leadership in a public-private partnership The Appendices contain copies of the Partnership documents to improve the future of the San Joaquin Valley. It argues for a and work products referenced above, including the Executive sustained effort to ensure that the San Joaquin Valley achieves Order, Minutes of Board Meetings, Principles and Ground its full potential as California’s 21st Century Opportunity. Rules, Socio-Economic Data about the Region and Individual Counties, Overview Reports and adopted Scopes of Work for 21st Century Opportunity the Work Groups, and the complete Work Group Reports.
lthough a region facing many challenges, the San This Strategic Action Proposal provides the framework for action Joaquin Valley has a wealth of strengths on which to and foundation for future investment to improve the economic Abuild a very bright future. With focused attention and prosperity and quality of life for the San Joaquin Valley. dedicated leadership, the San Joaquin Valley can not only improve the future for all residents, it can—and should— become synonymous with the “best” globally—”world-class” in every dimension. The San Joaquin Valley must lead California on sustainable growth—its civic leaders must be aggressive on economic development, fierce stewards of the environment, and ardent advocates for people. That vision
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 11 III. Overview and Background
Governor Schwarzenegger’s The San Joaquin Valley Executive Order creating this of the growth. A majority of those migrants Today – The Challenge Partnership is an historic (70 percent) are from other parts of the action. The resulting report is United States and California, mostly the Bay he San Joaquin Valley, from Stockton nothing less than a Marshall Area, and the remainder are international to Bakersfield, is well known as an Plan for the reconstruction of migrants. In the south, natural increase accounts for almost half of the growth, and Tagricultural powerhouse, with $20 a central valley left behind for billion in agricultural value earned annually international migration is about equal in size nearly 30 years. Its successful in the eight-county region. The Valley is one to domestic migration. Most of the implementation is not only of few places on the face of the earth that international migrants are from Mexico, are combine the climate, soil and water that critically important for the San young, and tend to have more children than enable hundreds of different crops to grow Joaquin Valley but will have a other residents. major impact on the future profitably. Seven of the nation’s top ten Although the San Joaquin Valley is recognized agricultural counties are located in this health of our entire State. worldwide as an agricultural leader and is one fertile valley, making the vitality of this Alan Autry of the fastest growing regions in the nation, it industry a state and national priority. Mayor is also one of the most challenged. City of Fresno The San Joaquin Valley is also a gateway to The San Joaquin Valley currently under- three world-class national parks and the performs the rest of the California: home to important natural resources—oil and natural gas fields, vast wetlands, and unique plant and animal • Average per capita incomes are 32.2% lower. communities—all bordered by a system of rivers that drain • College attendance is consistently 50% below the the Sierra and join the San Joaquin River as it flows through average. the region and connects to the Bay Delta Estuary. Living • Violent crime is 24% higher. within the unique agricultural and natural resources of the • Access to healthcare is 31% lower (based on the number region are more than 3.4 million people, who live in 62 of primary care physicians serving the population). cities: large and small, rich and not so rich, old and new— each providing a unique quality of life and authentic • Air quality is among the worst in the nation. attractiveness for its residents. Historically, the Valley has been overshadowed by other regions The region is undergoing rapid transformation as the as the defining emblems of California, and therefore population continues to grow, and the demographics of the overlooked by State and federal policy makers. While many of region change. Once a largely rural area, the eight counties of the cities and towns of the region are evolving with new the Valley, linked by Highway 99, are now home to large subdivisions and shopping centers, there is another side to metropolitan areas (Stockton, Fresno and Bakersfield) and Valley life, defined by poverty, environmental degradation, and growing cities and towns of every size. Population growth is social separation. Only in the last decade, as the population has driven primarily by migration. Almost 60 percent of the San grown, and performance comparisons have been made on a Joaquin Valley’s growth since 2000 has been due to migration, regional basis, has the San Joaquin Valley, and its significant with the remainder attributable to natural increase (the excess of under-performance, been acknowledged and addressed. births over deaths). There are important distinctions between Further, in spite of the current under-performance in the San the Northern San Joaquin Valley and the Southern San Joaquin Joaquin Valley, people from other parts of the state, the Valley. In the north, migration accounts for almost two-thirds nation, and around the world continue to arrive to find
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 13 opportunity, housing and a chance for a better life. The healthy environment that includes clean air and plen- region’s growth demands attention—infrastructure, schools, tiful, clean water. transportation, quality environment—that have to be • An opportunity to build a world-class economy that provided for an increasing population. The region offers great engages a diverse population to connect to the glob- hope and promise for the future, with much of the state’s al marketplace. projected population growth likely to occur in the Valley. • An opportunity to tap the talent and creativity of its Changes in the San Joaquin Valley will affect and be affected by people to foster vibrant communities and exciting the rest of California and the world. It is critical that the State cultural activities. and federal governments accord it the attention it deserves. The Governor’s San Joaquin Realizing the promise of this vast area and Valley Partnership has proven capturing its benefits requires a focused and If the promise of the eight-county region is to be one of the most effec- coordinated effort. The region must address to be achieved, then the first order of tive regional collaborations, the under-performance that currently exists business must be to reduce the existing and reverse the existing economic, disparity between the San Joaquin Valley and where the eight counties mak- ing up the San Joaquin Valley environmental and social challenges the rest of the state, increase the capacity of related to educational achievement, have determined for them- the region to address its own shortcomings, economic performance and health, and strengthen the performance upon which selves the most effective way including air quality. future prosperity can be built. to maximize their assets, jointly address common problems Recognizing both the enormous potential of The California Partnership for the San this great region and the current challenges and pave a path for the future Joaquin Valley has set about to address the that limit its accomplishment, Governor to make the San Joaquin challenges of the region, to craft innovative Schwarzenegger formed the California approaches to tackle economic, Valley the place of opportunity Partnership for the San Joaquin Valley in environmental, and social issues, and to in the 21st century. June of 2005. Its purpose is to focus position the region to achieve the greatness Victoria Bradshaw resources, attention and energy to ensure to which it aspires. Secretary that the eight county area coordinates and Labor and Workforce leverages its own resources while creating The Promise of the Development Agency new ones, and undertakes the actions that San Joaquin Valley will reverse the current deficits of the region. The goal of this unprecedented effort is to unite the region an Francisco came onto the world stage in the 19th and create new assets to ensure a successful future for the San century with the discovery of gold in California, and Los Joaquin Valley and for all of California. SAngeles, with Klieg lights and the Hollywood hillside sign, became the 20th Century icon. Vision for the San Joaquin Valley The San Joaquin Valley is California’s 21st Century opportunity. ecognizing that the San Joaquin Valley is California’s Building new cities and schools, roads and factories, airports and 21st Century Opportunity, the Partnership parks, the Valley offers the opportunity to create a new model— Renthusiastically embraces this vision: to purposefully not re-create what has been done before, but to The San Joaquin Valley will be a cohesive region composed of do it differently. There exists a unique opportunity to provide a unique communities and a diverse population that is support- world-class region with a diversified economy, a healthy ed by a vibrant economy built on competitive strengths and environment, and a high quality of life for all. sufficient resources to provide a high quality of life for all resi- The future of the San Joaquin Valley is an opportunity to build on dents now and in the future. This vision can best be achieved the region’s strengths in order to pioneer a frontier of innovation: through public-private collaboration integrating actions and investments into a coherent strategy that commits immediate • An opportunity to develop cutting-edge, state-of- and sustained leadership to accomplishing specific objectives the-art, renewable energy systems to support com- that moves towards accomplishing long-term goals. munities and industries on every level. • An opportunity to provide mobility for people and This vision will be achieved through coordinated actions to commerce in new ways. achieve a Prosperous Economy, Quality Environment, and Social Equity—the “3Es” of sustainable growth: • An opportunity to craft a new model for develop- ment that co-exists with sustainable agriculture and a • Implement creative and collaborative solutions to region-wide infrastructure challenges, focus on the
14 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL growth of target industries with comparative A Plan of Action – advantages, and promote the region as a business and Public Accountability for tourist destination. (Economic Development) Accomplishment • Expand higher education opportunities and develop the workforce preparation infrastructure to support sustained, he above vision will be achieved and the actions will long-term economic vitality. (Higher Education and be accomplished through implementation of this Workforce Development) TStrategic Action Proposal which sets forth overall • Implement policies and programs through public- strategies, goals, objectives and specific actions with private partnerships to ensure equal accompanying metrics and indicators to access to educational opportunities The California Partnership for measure progress. This Strategic Action and resources for all children that the San Joaquin Valley creat- Proposal also recommends an will improve academic performance. ed a venue that allowed the organizational structure to lead and (K-12 Education) state and the eight counties oversee implementation. • Build innovative transportation to identify common problems In order to most easily measure progress systems to increase travel choices and and challenges, assess future and report to the public, the Partnership improve mobility, regional and state needs, and together, begin to Board identified key primary indicators of goods movement, air quality, and build solutions. well-being for Valley residents which will economic prosperity. be tracked and reported to policy makers (Transportation) Jeff Grover Supervisor and the public in an Annual Progress • Support and promote regional Stanislaus County Report. The following shows the implied consensus on future land use through goal in the indicator: the San Joaquin Valley Regional Blueprint Plan process C Per Capita Income that identifies appropriate areas for growth and economic C Median Household Income development, contributing to the conservation of F important agricultural land and natural resources and Unemployment advancing the sustainability of the region. (Land Use, F Percent Families Below Poverty Line Agriculture and Housing) C High School Graduation Rates • Enable residents to enjoy healthy air by removing the C College Graduation Rates adverse impacts of poor air quality and improving the F Number of Days with 8-Hour Ozone quality of life. (Air Quality) Exceedances • Ensure a reliable, adequate quality water supply to C Land Use Efficiency sustain a high quality of life and a world-class (Population / Acre Incorporated Land) agricultural sector, while protecting and enhancing the D environment. (Water Quality, Supply and Reliability) Acres in Agriculture Production C • Promote energy use efficiencies and adoption of clean, Transportation Mobility renewable energy technologies to ensure a reliable supply, C Housing Affordability grow the economy, and improve air quality. (Energy) B Per Capita Energy Use • Achieve improved health status and well being by B Per Capita Residential Water Consumption promoting healthy lifestyles, nurturing safe communities, C Access to Primary Care Physicians and Allied providing timely access to necessary health care and social Health Professionals services, and embracing the cultural diversity of the region. (Health and Human Services) B Asthma Rates • Facilitate the deployment and utilization of advanced F Violent Crime Rates communications services and information technology These metrics and indicators are not meant to be exhaustive. throughout the region. (Advanced Communications They serve as surrogates for much more complicated data that Services and Information Technology) measure quality of life in several aspects. The Work Group detailed recommendations articulate additional metrics and indicators for the specific policy focus. However, annually tracking and reporting the status of these indicators will provide public accountability and essential feedback to the Partnership to adjust course if necessary to achieve the vision.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 15 High-Level Economic Indicators Indicators with Graphics Average Unemployment Rate (%) he following set of graphs display the current San Goal: Achieve or Improve Upon State Rate by 2016 Joaquin Valley performance (with baseline trends from T2000), as well as the goals for improvement over the 12 – next ten years. The graphs also display comparative data for 10 – California and other regions where relevant. This format will make it easy for policy makers and the public to see “at-a- 8 – glance” the state of the region. 6 – The following graphs report on these indicators: 4 – J Average Unemployment Rate 2 – J Average Per Capita Income 0 – 04` 05` 08` 10` 12` 14` 16` J Median Household Income Source: California Employment Development Department J Three Year High School Graduation Rates = San Joaquin Valley = California J Percentage of Population Obtaining Bachelor’s Degree or Beyond J Number of Days that Exceed 8-Hour State Average Per Capita Income ($) Standards for Ozone levels Goal: Meet or Exceed State Average by 2016 J Per Capita Residential Water Consumption J Number of Primary Care Physicians 50,000 – J Percentage of Population Reporting Asthma 40,000 – J San Joaquin Valley Acres in Agricultural Production 30,000 – J People per Urbanized Acre 20,000 – J Violent Crime Rates 10,000 – J Transportation Mobility – Percentage of System by 0 – Level of Service (LOS) 02` 04` 06` 08` 10` 12` 14` 16` J Transportation Safety – Rates of Injury and Fatal Source: California Employment Development Department & Accidents Center for the Continuing Study of the California Economy = San Joaquin Valley = California Notes: When the goal is for the San Joaquin Valley to achieve statewide averages, it is important to keep in mind that Median Household Income ($) future state levels are unknown at the present time. In those cases, it should be assumed that the San Joaquin Valley Goal: Meet or Exceed State Average by 2016 performance should reach the state levels as they will exist in the future. 60,000 – Further, the goal indicators may not be achieved because of 50,000 – external factors outside the control of leaders in the San Joaquin 40,000 – Valley or the State of California. The quantified goal indicators 30,000 – are intended to provide focus and discipline to the Partnership 20,000 – implementation of the Strategic Action Plan and should not be the only metric for evaluating progress. 10,000 – 0 – 99` 03` 07` 11` 15` Source: United States Census Bureau = San Joaquin Valley = California
16 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Education Indicators Environment and Natural Resources Indicators Average Educational Attainment (Years of Schooling) Number of Days Per Year Goal: Achieve or Improve Upon State Average by 2016 That Exceed 8–Hour State Standards for Ozone Levels 16 – Goal: Achieve EPA Ozone Standards by 2013 12 – 8 – 200 – 4 – 150 – 0 – 100 – 00` 05` 10` 15` 50 – Source: United States Census Bureau 0 – = San Joaquin Valley = California 03` 04` 05` 06` 08` 10` 12` 13` 14` 16` Source: California Air Resources Board = San Joaquin Valley Air Basin Percentage of Population Obtaining = South Coast Air Basin Bachelor’s Degree or Beyond (L.A., Orange, San Bernardino, and Riverside counties) = San Francisco Bay Area Air Basin Goal: Increase College Graduation Rate by 20% by 2016 (Alameda, Contra Costa, Marin, San Francisco)
40 – Per Capita Urban Water Consumption 35 – (Gallons Per Day) 30 – Goal: Reduce Consumption by 10% by 2016 25 –
20 – 350 – 15 – 300 – 10 – 250 – 5 – 200 – 0 – 150 – 00` 05` 10` 15` 16` 100 – Source: United States Census Bureau 98` 00` 01` 04` 08` 12` 16` = San Joaquin Valley = California Source: California Department of Water Resources = San Joaquin River Hydrologic Region = Tulare Lake Hydrologic Region
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 17 Health Indicators Land Use Indicators Number of Primary Care San Joaquin Valley Acres in Physicians Per 100,000 People Agricultural Production Goal: Meet or Exceed State Average by 2016 Goal: Maintain Current Levels
300 – 6,000,000 – 250 – 5,000,000 – 200 – 4,000,000 – 150 – 3,000,000 – 100 – 2,000,000 – 50 – 1,000,000 – 0 – 0 – 00` 05` 07` 11` 13` 15` 00` 02` 04` 06` 08` 10` 12` 14` 16` Source: The Central Valley Health Policy Institute, CSU Fresno Source: California Department of Conservation Farmland & Center for Health Workforce Studies Mapping and Monitoring Program = San Joaquin Valley = Important Farmland (includes prime farmland, farmland of = California statewide importance, unique farmland and farmland of local importance) Percentage of Population Reporting Asthma People Per Urbanized Acre Goal: Achieve or Improve Upon State Average by 2016 Goal: Increase Density by 15% in 75% of Communities by 2010 60 – 14 – 40 – 12 – 20 – 10 – 0 – 03` 06` 09` 12` 15` 16` 8 – Source: Public Policy Institute of California 6 – = San Joaquin Valley 4 – = California 2 – 0 – 90` 00` 05` 10` 15` Source: American Farmland Trust = San Joaquin Valley Air Basin = Bay Area (Alameda, Contra Costa, Marin, San Francisco, Santa Clara and Sonoma counties) = Southern California (Imperial, L.A., Riverside, Orange, San Bernardino and San Diego counties)
18 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Housing Indicators Transportation Indicators Housing Affordability Index: % of San Joaquin Valley Percentage of Households Able to Afford a Median- System by Level of Service Priced Detached Home (Routes 99, I-5, 205, 580) Goal: Meet or exceed national average by 2016 Level of Service=Operating Conditions a Typical Driver Will Experience on a Typical Day 100 – A=Best Traffic Flow, F=Worst Congestion 80 – 100% – 10% 60 – 25% 80% – 15% 40 – 60% – 45% 30% 20 – 40% – 0 – 30% 20% – 30% 04` 06` 08` 10` 12` 14` 16` 15% 5% 0% – 0% Source: California Office of the Attorney General 03` 05` 07` 09` 11` 13` 15`* = San Joaquin Valley = California Source: California Department of Transportation = United States *Projection if no change made to current facility = A–B = C = D = E = F Crime Indicators San Joaquin Valley Collisions Per Violent Crimes Per 100,00 People Million Vehicle Miles Traveled (Routes Goal: Achieve or improve upon State rate by 2016 99, I-5, 205, 580)
700 – 0.5 – 600 – 0.4 – 500 – 0.3 – 400 – 0.2 – 300 – 0.1 – 200 – 0 – 100 – 00` 02` 04` 06` 08` 10` 12` 14` 16` 0 – 01` 03` 05` 07` 09` 11` 13` 15` 16` Source: California Air Resources Board = Expressway Source: California Office of the Attorney General = Freeway = San Joaquin Valley = California
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 19 California Partnership for the San Joaquin Valley
Build a 21st Century Transportation Mobility System Grow a Diversified, Globally-Competitive Economy Supported Implement an by a Highly-Skilled Integrated Workforce Framework for Transportation Land Use, Sustainable Economic Agriculture and Development Growth Housing
Water Prosperous Workforce Quality, Supply Economy Development and and Reliability Higher Education The San Joaquin Valley: California’s 21st Century Opportunity Quality Social Environment Equity K-12 Energy Education
Advanced Air Quality Communications Create a Model Attain Clean Air Health and Services K-12 Public Standards Human Services Education System
Develop High-Quality Health and Human Services
The overall goal of the California Partnership for the San Joaquin Valley to achieve a Prosperous Economy, Quality Environment, and Social Equity will be accomplished by the integration into 6 Major Initiatives of the Strategic Actions recommended by the 10 Work Groups. The Partnership brings together public and private Leadership to drive Action with public Accountability for outcomes to realize the vision of the San Joaquin Valley as California’s 21st Century Opportunity.
20 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Section IV. Summary of Principal Recommendations
Achieve a 1. Grow a Diversified, Globally-Competitive Economy Prosperous Economy, Supported by a Highly-Skilled Workforce Quality Environment, and 2. Create a Model K-12 Public Education System Social Equity 3. Implement an Integrated Framework for Sustainable Growth he overall goal for the future of San Joaquin Valley can 4. Build a 21st Century Transportation Mobility System be summarized as the quest for a Prosperous Economy, 5. Attain Clean Air Standards TQuality Environment, and Social Equity—often called 6. Develop High-Quality Health and Human Services the “3 Es” of sustainable growth and quality communities. The 3Es approach also recognizes and embraces The major initiatives build on the existing the inter-dependence and inter-relationships The California Partnership for strengths of the San Joaquin Valley and address among the quests—economic prosperity is the San Joaquin Valley is impor- the current challenges to minimize weaknesses. enhanced by improving environmental tant because the resulting They recognizes the Valley’s heritage of agricul- quality and both must be pursued Strategic Action Proposal with ture as the foundation for economic develop- strategically so that people across all income ment—as the roots to grow the future—and prioritized action items will pro- and ethnic demographic groups benefit, forge new frontiers for prosperity by identify- referred to as the “social equity” dimension. vide a blueprint for meeting the ing five key industry clusters to target for eco- challenges of the 21st Century. To the Partnership, social equity means fair nomic development and workforce prepara- treatment and meaningful involvement of Mike Chrisman tion. The major initiatives also embrace and all races, cultures and income levels from Secretary enhance the assets that define and unify the California Resources Agency early stages of planning and investment region—such as the San Joaquin River and decision-making. And, it embraces the Highway 99—as leading strategies to attract concept of environmental justice as articulated in the federal investment. The next section sets forth the detailed recom- executive order which promotes policies and strategies to mendations from each Work Group. Complete Work Group enhance the participation of low-income and minority Reports are in the Appendix. communities in public policy promulgation and decision- Establish a 10-Year making to ensure that adverse impacts of public investments do not unfairly burden a group or community. The Implementation Structure commitment of the Partnership is to strive to reflect the mplementation of these major initiatives to accomplish the public interest and community values in all the implied outcomes will require focused, sustained effort for a suffi- recommendations contained in the Strategic Action Proposal. Icient period of time to achieve the desired change in the indica- The attached Summary of Major Recommendations and tors. A public-private partnership should be established to lead a Strategic Actions integrates the detailed recommendations focused effort over the next decade to mobilize the essential govern- from the ten Work Groups into six major initiatives the ment and civic leadership to achieve measurable results. It is recom- promote the 3Es with associated indicators that will be mended that the initial organizational structure for implementation tracked annually to measure progress: (for up to the next two years) be established through a new Gover- nor’s Executive Order and that State legislation then be enacted to ensure commitment and continuity for the full decade (see Section VI on Recommended Organizational Structure for Implementation).
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 21 Summary of Major Recommendations and Strategic Actions
Recommendation Recommendation
1. Grow a Diversified, Globally-Competitive Economy 2. Create a Model K-12 Public Education System Supported by a Highly-Skilled Workforce Strategic Actions Strategic Actions • Implement an alternative accountability model for low • Align region-wide economic development efforts in performing schools and school districts. support of target industry clusters: • Implement a program to ensure all children are able to (1) Agribusiness, including Food Processing, Agricultural read at or above grade levels, with a focus on proficiency Technology, and Biotechnology; by third grade. (2) Manufacturing; (3) Supply Chain Management and Logistics; • Implement a target intervention program for low (4) Health and Medical Care; and performing schools. (5) Renewable Energy. • Increase the number and benefit of community and family • Identify and implement strategies and mechanisms for resource centers. investments in infrastructure and incentives that support • Implement an executive leadership academy for educators. the economic vitality of the region. • Achieve funding equalization between state averages and • Create a dynamic, entrepreneur-producing economic climate. County Offices of Education and School Districts. • Accelerate the deployment and adoption of renewable and • Implement a computer literacy initiative for K-12 students clean energy, including biofuels. aligned with community college curriculum • Develop a coordinated, integrated program to promote • Develop a college-going culture. tourism linked to rest stops, state parks and other destinations. • Implement programs to reduce substance abuse, including • Create a demand-driven workforce system including high voluntary drug testing. quality vocational training and academic education that • Promote quality school choice within the public school supports target clusters. system. • Expedite access to and use of advanced communication services (ACS) and information technology in all communities. Indicators C Reading Proficiency At or Above Grade Levels Indicators C Computer Literacy Rates C Per Capita and Median Household Income C High School Graduation Rates B Unemployment B High School Drop Out Rates B Percent Families Below Poverty Line C College Bound Rate C Agricultural Production and Crop Value C School-to-Career Preparedness C Job Growth in Target Industries B Juvenile Drug- and Alcohol-Related Arrests C New Business Start-Ups B Number of Low-Performing Schools C Venture Capital Investments C Issuance and Licensing of Patents C Tourism Spending C Enrollment In and Completion of Training/Education Beyond High School C College Graduation Rates C Education Attainment C Access To and Use of ACS
22 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Recommendation Recommendation
3. Implement an Integrated Framework for 4. Build a 21st Century Transportation Mobility System Sustainable Growth Strategic Actions Strategic Actions • Implement the 99 Corridor Master Plan, including the • Create a strategy for growth and conservation to 2050 Business Plan and Enhancement Plan elements, as a through the Regional Blueprint Planning process. foundational strategy for economic development in the region. • Encourage and support adoption of local General Plans • Implement transportation projects that support the regional consistent with Regional Blueprint Plan. land use strategy and improve mobility including east-west • Establish and implement conservation plans for important corridors and other projects of regional significance. agriculture lands and significant resources and parks. • Implement a plan to facilitate goods movement in the • Develop a long-range plan enhancing the vitality and region. sustainability of agriculture. • Develop a sustainable multi-modal system. • Plan for and build housing to meet the needs of the • Develop model roadside rest areas using the GreenStop© region’s population. prototype. • Establish and implement an energy plan to optimize • Develop a plan for airport facilities and services. efficiencies and use of renewables for all sectors. • Assure that any state high-speed rail system, if implemented, • Support the development and implementation of a balanced, meets the needs of the region and helps achieve economic comprehensive, integrated regional water plan and basin development goals. plans that optimize management and other efficiencies. • Expand surface storage and conjunctive use programs. Indicators • Enhance surface and groundwater quality to meet C Through-Put and Velocity beneficial uses. C Roadway Conditions • Strengthen flood control and levee protection. B Vehicle Hours of Delay • Implement resource restoration projects for wetlands and C Transit Availability rivers, with special attention to the San Joaquin River as a C Goods Movement Productivity defining and unifying natural heritage for the region. C Safety Indicators C Roadway Enhancements C Land Use Efficiency D Acres in Agricultural Production C Open Space and Access to Public Land C State Parks C Housing Affordability C Water Supply Reliability, Quality, and Efficiency C Flood Protection B Per Capita and Median Household Energy Use C Percentage of Energy from Solar and Other Renewable Sources C Environmental Restoration
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 23 Recommendation Recommendation
5. Attain Clean Air Standards 6. Develop High-Quality Health and Human Services
Strategic Actions Strategic Actions • Implement a comprehensive strategic plan to achieve air • Improve workforce development and retention by quality compliance by 2013 or as soon as feasible. providing incentives for difficult-to-recruit health and • Eliminate institutional constraints to air quality improvement. medical professionals. • Encourage EPA adoption of tighter federal emission • Establish a Central Valley Nursing Education Consortium. control standards. • Establish a School of Medical Education at UC Merced • Expand or create new incentive mechanisms to accelerate connected to a network of health and medical facilities technology adoption. throughout the region. • Facilitate the development and use of clean energy. • Develop mechanisms for counties to share technical and professional resources related to communicable disease case • Improve efficiency of goods and people movement. management. • Encourage green development in the public and private • Support regional disease prevention and health promotion sectors. services. • Accelerate research of critical emissions. • Develop and implement a regional plan to address the • Improve public education. needs of the uninsured.
Indicators • Support and expand pro-active foster care prevention services. • Develop and implement a pilot program for relative B Ozone Precursors placement services. B Particulate Matter • Develop and implement a methamphetamine law C Use of Clean Energy enforcement and prevention campaign. C Use of Clean Fuels • Support the development of outpatient and resident B Attributable Mortality Rates substance abuse treatment facilities. B Asthma Rates • Facilitate the use of e-health tools and telemedicine B Number of Days with 8-Hour Ozone Exceedances technology to improve access to state-of-the-art healthcare and medical services.
Indicators C Access to Primary Care Physicians and Allied Health Professionals C Primary Health and Wellness B Asthma Rates B Uninsured B Drug-Related Convictions B Caseloads for Children and Adults Requiring Welfare Services C Relative Placements for Foster Care B Foster Care Time to Permanence B Violent Crime
24 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Section V. Work Group Recommendations
Improving the health and well- Attached are the compilation being of the residents of the After the Strategic Action Proposal is of the ten Work Group recommendations. San Joaquin Valley requires a adopted the Partnership Board will develop For each Work Group there is an coordinated and sustained a detailed Work Plan to prioritize and introduction summarizing: organize implementation of the first-phase effort among all levels of actions. The Partnership Board also will re- • Challenge government, business, establish new committees and work groups • Scope of Work academia, and the broader to lead and oversee implementation. (adopted by the Partnership Board) community. The Partnership’s comprehensive framework The Annual Report will track progress on recommendations to ensure accountability • Summary of Recommendations reflects the shared, multi- to the public. The introduction is followed by a set of sectoral approach we must specific actions organized into a 10-year bring to support and enhance Complete Work Group Reports are part of timeframe that delineate: the health and well-being of the the Appendix and available online: www.bth.ca.gov. • Mission people of San Joaquin Valley. • Indicators Kimberly Belshé Secretary • Goals California Health and • Objectives Human Services Agency • Actions —Immediate Actions (First Year) Through the California Partner- —Short Term Actions (2-3 Years) ship for the San Joaquin Valley, citizens and communities have —Intermediate Actions (4-6 Years) engaged in an historic opportu- —Long Term Actions (7-10 Years) nity to set a course for the next • Responsible Implementer(s) generation to fulfill the great promise of the Valley. That promise, is the cornerstone for improving the quality of life of all Californians in the future. Ricardo J. Soto Office of the Secretary of Education
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 25 Work Group Recommendations Competitiveness of Target Industries Economic Development • Identify 3-5 target industries and related international trade opportunities. Challenge • Identify emerging industries ad opportunities for economic development. he San Joaquin Valley has struggled with an under-performing • Develop region-wide industry networks connected to target industries. economy for several decades, according to unemployment and • Identify top opportunities/challenges and develop industry- Tincome levels and many other measures of economic and social driven action plans. well-being. Factors contributing to the current economic conditions • Analyze economic opportunities related to neighbor regions. are numerous, complex and interdependent. In recent years, a host of studies have been published that provide a basic understanding of and Infrastructure and Incentive Programs baseline information on the economic development challenge in the • Develop parameters of “best practices” infrastructure Valley. The key findings from several of these major reports include: investment and incentive programs. • The San Joaquin Valley has been consistently plagued with • Evaluate existing tools and programs offered by the state and federal high levels of unemployment for over twenty-five years, even governments relative to “best practices” and develop recommenda- during peak agricultural seasons. tions for the most efficient and effective use of public resources. • Job growth has been respectable in the San Joaquin Valley since 1990. • Develop an action plan to modify, eliminate and/or create the However, unemployment levels have remained high, and per capita infrastructure investment and incentive programs most needed in income remains the lowest in the state. Per capita income in every the region. Consider a region-wide “investment zone.” Metropolitan Statistical Area in the region is lower than Appalachia. Renewable Energy • Agriculture is arguably the most innovation-driven industry • Join forces with the Federal Interagency Task Force’s “Clean in the region—adopting and integrating technologies, Air/Clean Energy” work group. developing new products, and adding increased value to • Conduct an audit of renewable energy programs and experts products. However, agriculture cannot serve as a stand-alone in the region to assemble a leadership team. driver of the regional economy. • Review the relevant March 2003 Great Valley Center publication • Improving the economic vitality of the San Joaquin Valley and advance the recommendations in the report: (a) craft a requires the development of outward-oriented sectors that regional strategy; (b) encourage market development; (c) compete on innovation and serve sophisticated markets. streamline local planning and permit processes; (d) provide • Recent growth of the San Joaquin Valley economy appears to capital incentives; and (e) influence state policy. be based on increased population and cost-driven growth. Such Other Strategic Opportunities activity can provide a platform for future growth, but will not • Develop a region-wide tourism strategy leveraging the work ultimately improve standards of living in the region. of the Central Valley Tourism Association, the California • Shifting from “population” and “cost driven” growth to State Parks, the Great Valley Center, and individual tourism innovation-driven and valued-added growth will require promotion efforts by each county. investments in the “complete business climate.” • Using the Central California Economic Development Corporation • The San Joaquin Valley is made up of two distinct as the base, develop a region-wide economic development components: the rural parts of the region and the organization responsible for marketing the region. metropolitan areas in the region. These findings provide the foundation for both the scope of Summary of Recommendations work and recommendations. he recommended actions play to the economic strengths of Scope of Work the region and minimize the weaknesses, addressing specific Tfactors identified in numerous studies that hinder capital Innovation and Entrepreneurship Development investment and job generation. They lay the foundation for • Develop the region’s “knowledge infrastructure” (network of improving long-term growth by reinforcing and strengthening the specialized experts) to provide technical and business expertise underlying fundamentals of the regional economy. While for new firm formation. recognizing and building upon the comparative advantage of • Create an Environmental Technology Investment Fund agriculture, the actions also will result in economic diversification. • Identify opportunities to develop and launch incubators and 1. Facilitate investments in infrastructure and incentives that research parks. support the economic vitality of the region. • Recognize the importance and relationship of transportation 2. Align region-wide economic development efforts in support improvements and human capital (workforce development) for of target industry clusters. other economic development opportunities. 3. Create a dynamic, entrepreneur-producing economic climate. • Consider economic opportunities presented by region’s arts 4. Accelerate the deployment and adoption of renewable and and culture assets. clean energy. • Consider development of a regional marketing program. 5. Promote the San Joaquin Valley as a tourist destination.
26 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Economic DevelopmentImmediate Actions Short-Term Actions (First Year) (2-3 Years) Mission Implement creative and collaborative solutions to region-wide infrastructure challenges, focus on the growth of target industries with comparative advantages, and promote the region as a business and tourist destination.
Indicators: Increase in per capita income and median household income. Decrease in unemployment rate. Decrease in percentage of families below the poverty line. Increase in agricultural production and crop values. Increase in job growth in target industries. Increase in new business start-ups. Increase in success rate of new businesses that receive direct services. Increase in venture capital investments. Increase in issuance and licensing of patents. Increase in tourism spending.
Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 1: Facilitate investments in infrastructure and incentives that support the economic vitality of the region.
Objective A: Establish a regional financing authority for infrastructure, including water and sewer.
Convene an ad hoc steering Distribute broadly the policy Engage professional staff. Monitor progress and Partnership, Economic committee of stakeholders paper and conduct a series of Complete the legal and operations of the financing Development Corporations and experts to develop a poli- workshops with key stake- technical requirements for authority. Report results in (EDCs), Central California cy paper and recommend holders in each sub-region. establishing the financing Annual Progress Reports and Economic Development action steps, including a time- Reach consensus (by Year 3) authority. Establish financing at Annual Summits. Corporation (CCEDC), State line for developing a financ- on the best model for the authority. Infrastructure and Economic ing authority. Complete a financing authority and the Development Bank (I-Bank), policy paper that outlines the path to implementation, COGs, Local Governments options for the financing including securing seed fund- authority. Coordinate with ing from individual jurisdic- Funding and Financing tions and other stakeholders Committee. to establish the authority.
Objective B: Establish region-wide economic development incentives.
Inventory and analyze exist- Distribute broadly the Develop and implement a Continue promotion and Partnership, EDCs, Local ing and prospective eco- report to economic comprehensive communica- monitoring of results; amend Governments, Stakeholders, nomic incentives, including development, city, county, tions and marking plan to program as appropriate. State Legislators the concept of a region-wide and business leaders and promote the availability incentive zone. Fully define legislators. Work with the incentives and/or zone. the elements of a zone, Valley State Legislators to Monitor and evaluate including identification of refine and advance the results; amend program as specific incentives and fund- recommendations. Seek appropriate to optimize ing sources. Engage major legislative authorization and impact. Report results in stakeholders and experts. funding. Establish incentives Annual Progress Reports Prepare report and recom- or zone. and at Annual Summit. mended actions.
Objective C: Establish a region-wide organization for marketing the San Joaquin Valley.
Strengthen and develop the Convene prospective Develop a monitoring and Determine longer-term CCEDC, Stakeholders structure, membership, and CCEDC members and accountability process to program, identify operation of the Central public and private assess projects, sites, and leads prospective investors and California Economic stakeholders to consider the generated by the marketing sponsors to achieve self- Development Corporation marketing plan. Establish a and outreach program. funding or sustainability. (CCEDC) or successor task force to secure sponsors Evaluate results and revise organization. Develop a plan and funding for the program as appropriate. for a region-wide marketing marketing program to and outreach program that sustain at least a five-year is relevant to the three sub- effort. Engage professional regions. Identify prospective staff and launch marketing funding sources for the program. marketing program.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 27 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 2: Align region-wide economic development efforts in support of target industry clusters: (1) Agribusiness, including Food Processing, Agricultural Technology, and Biotechnology; (2) Manufacturing; (3) Supply Chain Management and Logistics; (4) Health and Medical Care; and (5) Renewable Energy. (Continue to support industry clusters with comparative advantage in sub-regions, such as the petroleum industry in Kern County.) Objective A: Establish region-wide networks of industry clusters to facilitate expansion of target industry clusters.
Identify existing sub-region- Organize a Task Force for Continue implementation Develop and implement Partnership, CCEDC, al cluster networks, key each industry cluster and of industry cluster action longer-term actions. Prepare EDCs, Sub-Regional stakeholders and experts begin implementation of the plans. Evaluate results and updated industry cluster Networks (Supply Chair resources for each targeted action plans, including con- modify action plans as performance reports. Report Management Trade cluster. Convene existing vening roundtable discus- appropriate. Prepare results in Annual Progress Associations in Kern networks, stakeholders and sions throughout the region industry cluster performance Reports and at Annual County, Manufacturers experts to form task force with cluster companies, reports in comparison to Summits. Council in San Joaquin, for each cluster. Develop financial investors, work- baseline benchmarks. Report Stanislaus and Merced region-wide data bases and force training resources, results in Annual Progress Counties, Regional Jobs baseline benchmarks for research institutions, policy Reports and at Annual Initiative Industry Clusters industry cluster perform- makers and other stakehold- Summits. in Fresno County), Business ance. Identify lead conven- ers to review the action plan Organizations, Higher ers. Coordinate activities and to discuss opportunities Education Institutions, with Higher Education and to grow the industry. Devel- Workforce Investment Workforce Development op process and methodology Boards (WIBs), Industry Recommendations. Develop for tracking industry cluster Cluster Task Forces an action plan for each performance. industry cluster.
Objective B: Ensure a prepared workforce to support the targeted industry clusters. (See Higher Education and Workforce Development Recommendations.)
Coordinate collaboration Monitor and evaluate Continue to monitor and Continue to monitor and Partnership, CCEDC, with consortium of WIBs to workforce needs of targeted evaluate workforce needs of evaluate workforce needs. In EDCs, Industry Cluster ensure employer-driven industry clusters. Continue targeted clusters and provide collaboration with consor- Task Forces workforce preparation to coordinate with feedback to consortium of tium of WIBs, determine programs. consortium of WIBs and WIBs and other training and implement longer-term other training resources. resources to improve work- actions. force preparation. Assess impact of prepared work- force on the attraction of capital and job generation in the region.
Goal 3: Foster a dynamic business climate to encourage and support entrepreneurs.
Objective A: Develop and implement a program to support entrepreneurs and promote entrepreneurship, including the development of networks, training resources, incubators, and other small business support programs.
Collect benchmark data on Secure funding and Evaluate results and revise Evaluate result and revise Partnership, SBDCs, rate of business start-ups, implement action plan. program as appropriate. program as appropriate. Existing Sub-Regional risk capital investment activ- Secure resources to expand Launch two additional Prepare and publish updated Networks, Incubators and ity, and small business loan SBDCs. Establish at least incubator programs. report on the Resources (Economic activity from Small Business one new incubator program. “entrepreneurship economy” Gardening in Kern County, Development Center Prepare and publish a report in the San Joaquin Valley. Central Valley Business (SBDC) counseling and pre- on stimulating the Determine and implement Incubator in Clovis, Lyles pare a report. Convene “entrepreneurship economy” longer-term actions. Center for Innovation and existing support services for in the San Joaquin Valley. Entrepreneurship at CSU start-up companies and Develop methodology and Fresno, proposed incubators develop an action plan for process for evaluating at University of the Pacific supporting entrepreneurs. results. and CSU Stanislaus) Conduct at least two work- shops to obtain input.
28 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective B: Develop resources to invest in entrepreneurs, including capitalizing an “entrepreneurship opportunity fund.”
Identify and convene Meet with prospective Launch two additional Re-evaluation and re- Partnership, SBDCs, experts, technical resources investors to review report incubator programs. invention of University Entrepreneurship for start-up companies and and recommended actions Establish additional angel entrepreneurship support Centers, Expert Resources small businesses, venture and to assess feasibility. group, thereby connecting mechanisms. Adjust and re- (GCN, Central Valley Fund, capitalists, and other finan- Work with GCN to the entire region to angel invigorate efforts as needed. Pacific Community cial investors to explore fea- establish two angel groups investment funds. Launch Analyze indicators of Ventures) sibility of capitalizing an in the region. If feasible, additional double-bottom entrepreneurial activity. “entrepreneurship opportu- capitalize an “entrepreneurship line fund in another part of Publish updated report on nity fund” and to prepare opportunity fund.” Conduct the region. Analyze the “entrepreneurship report and recommended workshops throughout the indicators of entrepreneurial economy” in the San actions. Work with Golden region to build awareness of activity to determine if Joaquin Valley. Capital Network (GCN) to the fund. efforts have been effective. evaluate potential for devel- oping their “hub and spokes” model in the region.
Objective C: Identify resources to invest in expansion of industry clusters, including exploring feasibility of capitalizing a “double bottom-line” equity fund.
In conducting activities with Engage lead developer and Monitor investments and Complete fund investments. Partnership, Lead industry clusters and convene prospective impacts through regular Evaluate results and Developer, Prospective Objectives A and B above, investors to conduct and reports from fund manager. determine feasibility of Investors, Expert Resources alert participants about the complete feasibility study. If Report results in Annual recapitalizing a second fund. (GCN, Central Valley Fund, intent to explore feasibility feasible, capitalize a “double Progress Reports and Determine other longer- Pacific Community of a “double bottom-line” bottom-line” equity fund of Annual Summits. term actions. Continue Ventures) equity fund. Identify at least $50 million to invest reporting results in Annual prospective lead developer in entrepreneurs and start- Progress Reports and and participants in a ups or expanding companies Annual Summit. feasibility study. in targeted industry clusters in priority areas for econom- ic development. Select fund manager through competi- tive process. Launch the fund and begin investments.
Goal 4: Accelerate the deployment and adoption of renewable and clean energy. (See Air Quality and Energy Recommendations.)
Objective A: Establish a regional clean energy office. (See Air Quality Recommendations.) Objective B: Work with state officials to remove administrative barriers to clean energy development and deployment. (See Energy Recommendations.)
Working with Clean Energy Implement actions to Evaluate results and revise Develop and implement Partnership, Renewable Industry Task Force, recruit remove the barriers. program as appropriate. longer-term actions. Energy Industry Cluster team of experts and Coordinate efforts with Task Force stakeholders to champion energy actions. the effort. Identify and prioritize barriers to development and deployment. Develop recommendations and strategies for removing barriers.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 29 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 5: Promote the San Joaquin Valley as a tourist destination.
Objective A: Establish the Central Valley Tourism Association as the lead organization responsible for overseeing the development of a regional tourism promotion program.
Establish a task force to Secure funding and engage Evaluate results and revise Continue to monitor results Central Valley Tourism work with the Central Val- staff to implement the program as appropriate. and develop longer-term Association (CVTA), ley Tourism Association regional marketing Achieve self-sufficiency membership and revenues to Stakeholders (CVTA) and other key promotion program. Launch through increased support CVTA. stakeholders to develop a program with major media membership, sponsorships tourism promotion plan as a event. and joint-ventures. primary strategy to strength- en and expand CVTA.
Objective B: Establish a comprehensive marketing plan for the region that includes a “Highway 99” component as part of the overall strategy.
Inventory all tourism assets in Develop marketing materials Develop and produce a Continue implementation of CVTA, Stakeholders, COGs the region. Establish baseline and implement marketing “made for travel channel” region-wide tourism for industry benchmark. plan, including the Highway video and place marketing plan. Report Identify and analyze 99 component with website advertisement for feeder results in Annual Progress prospective tourism and displays at key locations. markets. Explore Reports and at Annual customers. Develop tourism Install valley-wide signage as opportunities to feature the Summits. Revise program as promotion plan, including a part of branding. Establish San Joaquin Valley in films. appropriate. branding strategy. process for monitoring and Evaluate results and revise Incorporate into the tourism reporting results. program as appropriate. promotion plan a specific focus on historical heritage of Highway 99 and utilize rest stops as opportunities for marketing tourism. Explore opportunities for region-wide participation in tourism trade shows; explore connection to national “Main Street” organization.
30 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Work Group Recommendations programs are effectively coordinated. Higher Education and • Develop and implement pilot projects that can be used as Workforce Development demonstrations to quickly accelerate the availability of vocational training programs. Challenge Local Workforce Investment Agencies • Develop a process for identifying and evaluating employer conomic vitality cannot be achieved without major demands throughout the region. emphasis on development of the current and emerging • Identify current utilization of training funds and asses Eworkforce, which requires strategies for higher relationship to employer demands. education and job training that align with and complement • Identify regional workforce development opportunities the targeted industry clusters. and align workforce training investments with economic A skilled workforce is the cornerstone of competitiveness in a development targeted industries. knowledge-based economy. In the “old economy” regions • Work with state agencies, California Workforce Investment prospered by simply having a large number of jobs and Board, Department of Labor, and local Workforce Investment workers in low-wage positions. In the knowledge economy, Boards (WIBs) in the region to identify system bottlenecks regions prosper if their workers have honed their intellectual and inefficiencies that are restricting workforce development skills and are capable of being employed in the knowledge- efforts, including standards for training providers. based, information-intense jobs that are driving the “new • Develop creative strategies to resolve those issues and economy.” Moreover, because the growth in knowledge-based improve overall effectiveness. jobs in the United States is increasing (from 27% of the total College Degree Attainment Rates U.S. workforce in 1983 to 33% by 2006) regions which are • Leverage the work of the Central Valley Higher Education successful in developing a workforce that can support such Consortium and participating institutions to develop a demand from industry will advance, while less competitive college-going culture in the region. regions will continue to fall behind (The Metropolitan New Access to Baccalaureate Education Economy Index, April 2001, Progressive Policy Institute). A • Identify gaps in access to baccalaureate education in review of existing studies and research on the status of the San underserved parts of the region. Joaquin Valley workforce and workforce development systems • Conduct market assessments to determine need for (Public Policy Institute, Data Quest, Central Valley Higher expanded baccalaureate programs. Education Consortium) produced the following key findings: • Work with education, industry and state agencies to devel- • The education gap is significant between the San Joaquin op creative plans to fill the gaps, including maximum Valley and the rest of the state. leverage of distance learning opportunities. • Valley students are less likely to be prepared for college. Health Services and Medical Education • Valley students do not take advantage of available • Create a consensus with area stakeholders and state resources to attend college. Only 28% of students in the agencies around a comprehensive, integrated strategy to San Joaquin Valley region who qualify for Cal Grants meet the healthcare worker shortage in the region. submit an application. When compared with students state-wide, graduating high school seniors are more likely Public Outreach to enroll at a community college equally likely to enroll at • Develop an action plan for outreach to make education a CSU campus, less likely to attend a UC campus. and workforce preparation opportunities available to • Training for occupations in the health services industry repre- residents and widely accessible at the grassroots level. sents both a challenge for the Valley, as well as an opportunity. These findings provided the foundation for the scope of work Summary of Recommendations and recommendations. he recommended actions focus on preparing the future Scope of Work workforce to support targeted industry clusters Tthrough both higher education and vocational training Vocational Training (including career technical education in secondary schools). • Work with the community college system, regional 1. Create a comprehensive, demand-driven workforce occupational programs, industry leaders, private colleges, investment system that supports the growth of the region’s local workforce investment boards, and state agencies to target industry clusters. develop a comprehensive plan to expand the region’s 2. Develop a college-going culture in the San Joaquin Valley. vocational training capacity in high-demand occupations 3. Develop comprehensive education and training systems to with living wages and “career ladders” that meet employer meet the healthcare worker shortage in the region. needs. Propose actions to ensure community college
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 31 Higher Education and Workforce Development Mission Expand higher education opportunities and develop the workforce preparation infrastructure to support sustained, long-term economic vitality.
Indicators: Increase per capita and median household income. Decrease unemployment. Decrease percent of families below the poverty line. Increase job growth in target industries. Increase enrollment in and completion of training/education beyond high school. Increase college graduation rates. Increase education attainment. Increase access to and use of advanced communication services.
Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer Goal 1: Create a demand-driven workforce investment system that supports target clusters: (1) Agribusiness, including Food Processing, Agricultural Technology, and Biotechnology; (2) Manufacturing; (3) Supply Chain Management and Logistics; (4) Health and Medical Care; and (5) Renewable Energy.
Objective A: Align workforce development resources to support target industry clusters. (See Economic Development Recommendations.)
Convene Workforce Invest- Implement workforce com- Continue to work with Evaluate results and develop Partnership, WIBs, Commu- ment Boards (WIBs) and ponent of industry cluster Industry Cluster Task Forces longer-term actions. Report nity Colleges and Other institutions of higher educa- action plans. Monitor results to monitor workforce needs results in Annual Progress Institutions of Higher Edu- tion, particularly Communi- and revise program as and develop training and Reports and at Annual cation, Economic Develop- ty Colleges, to adopt target appropriate. education programs. Summits. ment Corporations (EDCs), industry clusters as priorities Industry Cluster Task Forces for deployment of resources. Coordinate activities to form Industry Cluster Task Forces and prepare action plans.
Objective B: Conduct occupational analysis of key jobs in target industries.
Develop framework for Develop process and method- Continue to collect and ana- Continue to collect and ana- Partnership, WIBs, Commu- analysis, compile existing ology for identifying work- lyze data to determine lyze data to determine trends nity Colleges and Other data, including collecting force needs in targeted indus- employment trends and and workforce needs. Prepare Institutions of Higher Educa- sample job descriptions, and try clusters and develop sys- workforce needs. and publish report and deter- tion, EDCs, Industry Cluster prepare report and recom- tem for ongoing data collec- mine longer-term actions. Task Forces mended actions. tion. Begin implementation of ongoing analysis.
Objective C: Develop web-based inventory of vocational training and “gap analysis.”
Complete inventory of Prepare and implement Continue implementation of Evaluate results and develop WIBs, Community Colleges, regional vocational and career region-wide action plan for action plan for vocational longer-term actions. Private Colleges, Regional technical training programs expanding capacity of voca- and career technical educa- Occupational Programs (both public and private pro- tional training. Plan and con- tion. Continue to promote, (ROPs) grams), develop web directo- duct promotional campaign update and maintain online ry, and “gap” analysis. for online training directory. training directory. Maintain online training directory.
Objective D: Implement region-wide business intelligence tool.
Complete other activities in Define requirements for data Implement business intelli- Continue to use data WIBs, Community Colleges action plan first. management tool; identify gence system. management tool. Evaluate and Other Institutions of and procure tool. results and determine longer- Higher Education, EDCs, term actions. Industry Cluster Task Forces
32 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective E: Create a “just-in-time” training voucher fund.
Identify and convene lead Develop work plan with Continue to operate and Evaluate results and develop WIBs, Community Colleges, agency and stakeholders to defined objectives and administer fund. Evaluate longer-term actions. ETP define industry target(s) and outcomes; prepare training results and revise program as approach. Prepare report and curriculum. Seek funding appropriate. recommended action for from ETP. Implement establishing a “just-in-time” program. Expand to other training voucher fund. Seek target industry clusters as assistance from Employment appropriate and funding is Training Panel (ETP) and available. (Target funding: expert resources. $4 million annually.)
Objective F: Address workforce supply on a regional basis.
Identify and convene leaders Develop a region-wide career Continue to promote the Evaluate results and develop WIBs, Community Colleges, in each county and stake- readiness certificate program career readiness certificate longer-term actions. EDCs, Industry Cluster Task holders to develop approach for targeted industry clusters. program and expand the Forces and identify specifications for Develop curriculum. Secure assessment system. Evaluate a standardized system and funding and launch initial results and revise program as associated training. Explore marketing of program. appropriate. Coordinate concept of a “career readiness Expand credentialing system activities with Industry certificate” focused on a tar- as appropriate and develop Cluster Task Forces. get cluster(s). Prepare report customized solutions for and recommended actions. businesses. Integrate assess- ment tool into secondary and post-secondary vocational and career technical educa- tion programs.
Objective G: Align vocational and career technical education with target industries.
Convene team of ROP lead- Develop action plan in con- Continue to implement Evaluate results and develop ROPs, Other Vocational ers and other experts sultation with Industry action plan, including out- longer-term actions. and Career Technical Pro- region-wide to assess exist- Cluster Task Forces, includ- reach to and workshops for grams, Community Col- ing career technical educa- ing seeking revision in target student populations leges, WIBs, Industry Clus- tion, identify gaps for meet- funding formulas to support and their parents. Evaluate ter Task Forces ing needs of target industry vocational and career tech- results and revise program clusters. Prepare report and nical training. Conduct out- as appropriate. recommended actions. reach to target student pop- ulations and their parents to inform them about career opportunities. Secure fund- ing and begin implementa- tion. Develop process and methodology for monitor- ing progress and evaluating results.
Objective H: Establish San Joaquin Valley Workforce Consortium.
Execute a Memorandum of Continue to implement Continue to implement Evaluate results and develop WIBs Understanding among WIBs action plan focused on target action plan. Evaluate results longer-term actions. that defines the scope and industry clusters. Seek and revise program as parameters of the additional resources and appropriate. Report results Consortium. Refine and funding to expand in Annual Progress Reports adopt overall action plan and collaboration. Establish and at Annual Summits. secure requisite resources. process and methodology for Begin working with Industry monitoring progress and Cluster Task Forces. evaluating results.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 33 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective I: Align the efforts of the San Joaquin Valley’s economic development corporations, the San Joaquin Valley Workforce Consortium and the California Community College Central Region Consortium.
Define purpose and scope of Continue to facilitate collab- Continue to facilitate collab- Evaluate results and develop Partnership, WIBs, Commu- ongoing collaboration oration among WIBs, EDCs, oration WIBs, EDCs, and longer-term actions. nity Colleges, EDCs among WIBs, Community and CCs to implement the CCs to implement the action Colleges, and EDCs. Con- action plan. plan. vene first annual strategic planning session, refine and adopt action plan.
Goal 2: Develop a college-going culture in the San Joaquin Valley.
Objective A: Improve academic preparation and increase expectations for student achievement.
Commission a report from Work with CVHEC and Continue collaboration with Continue implementation of CVHEC, County Offices of the Education Trust - West or County Offices of Education CVHEC and County Offices the action plan. Evaluate Education a similar agency to provide to develop and implement an of Education to implement results and develop longer- data defining the scope of the action plan, including an the action plan. Evaluate term actions. problem and the social and outreach program to targeted results and revise program as economic cost of low college high school students and appropriate. attainment in the region. In their parents with college cooperation with the Central recruitment messages. Imple- Valley Higher Education ment parent engagement Consortium (CVHEC), workshops in lowest college- research and inventory parent going communities. Identify engagement programs (such a lead volunteer “college as Parent Institute for Quality counselor” at every high Education) to recommend school. Implement K-12 best practices to school dis- workshops for teachers and tricts. Prepare a report and administrators on being “col- recommend actions. lege-going advocates.
Objective B: Increase accessibility of financial aid.
Work with CVHEC to Organize and conduct semi- Continue to facilitate Evaluate results an develop California Student Aid Com- refine action plan. Encourage nars for student aid counsels. collaboration between longer-term actions. mission (CSAC), County all high schools to require Assist counselors in conducting CVHEC, CSAC, County Offices of Education, CA completion of financial aid workshops for target student Offices of Education, and Dept. of Education, CVHEC form (FAFSA) for all seniors. populations and their parents California Department of Explore with the California to inform them about available Education, and CVHEC to Student Aid Commission financial aid. Consider state implement action plan. (CSAC) the development of legislation offering additional Recruit Valley graduates a special incentive program financial incentives to students reached by the program to for the San Joaquin Valley. to attend college and offering assist in expanding the Review and consider easing higher education institutions outreach to other students restrictions on student work- additional financial support for and their parents. Evaluate ers in college. graduating students. Consider results and revise program as proposal to index Cal Grants appropriate. to cost of living.
Objective C: Increase availability of information and resources to students and parents.
Develop plan for pilot walk- Open the pilot walk-in Continue to facilitate Evaluate results and develop CVHEC, County Offices of in higher education higher education collaboration. Evaluate longer-term actions. Education information center. Develop information center. Launch effectiveness of education a radio and television a radio and television information centers coupled campaign to enhance campaign to increase with broadcast media public awareness of where to go for awareness. Expand parent awareness program. college access information. workshops throughout the Conduct focus groups to region. Open one new refine and improve program. higher education information center.
34 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective D: Increase collaboration between higher education and P-12 education.
Identify and inventory all Convene all collaborative Evaluate results and revise Evaluate results and develop CVHEC, County Offices of collaborative P-12 – higher initiatives to identify oppor- program as appropriate. longer-term actions. Education education initiatives. Prepare tunities for additional col- Convene at least one P-16 a report on best practices. laboration. Develop three collaboration workshop in new P-16 collaborative each county to explore groups and/or projects. opportunities for new initia- tives. Develop three addi- tional P-16 collaborative groups and/or projects.
Objective E: Align academic content to support economic vitality.
Identify and prepare report In coordination with Indus- Continue to facilitate collab- Evaluate results and develop CVHEC, Institutions of on current relationships try Cluster Task Forces, oration and provide feed- longer-term actions. Higher Education, WIBs, among institutions of higher facilitate communications back from above activities. Industry Cluster Task Forces education, WIBs, and and collaborations among employers to determine lat- the stakeholders. Involve est employment trends and them in workforce develop- workforce needs. ment activities above.
Objective F: Assure accessibility to educational opportunities.
Identify lowest college- Based on experience from Continue the above activi- Evaluate results and develop Partnership, Stakeholders attainment areas in the implementing above activi- ties. Develop and imple- longer-term actions. region and prepare report. ties, identify the most effec- ment additional actions as tive approaches for making appropriate. educational opportunities accessible to all students and residents.
Objective G: Expand vocational and career technical education programs and courses.
Implement above activities. Based on experience from Implement expanded voca- Evaluate results and develop WIBs, County Offices of implementing above activities, tional and career technical longer-term actions. Education, Community identify needs for expanded education programs. Evalu- Colleges, Industry Cluster or additional vocational and ate results and revise pro- Task Forces career technical education gram as appropriate. programs and courses. Seek revision of funding formulas to support expanded voca- tional and career technical education programs.
Goal 3: Develop comprehensive education and training systems to meet the healthcare worker shortage in the region.
Objective A: Establish a Medical Education Program at University of California, Merced within 10 years. (See Health and Human Services Recommendations.)
Objective B: Establish the Central Valley Nursing Education Consortium. (See Health and Human Services Recommendations.)
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 35 Work Group Recommendations Scope of Work K-12 Education • Establish a high-level work group of the eight county superintendents of education for the purpose of identify- Challenge ing common challenges, recommending shared actions, he eight counties in the San Joaquin Valley are among and engaging around a set of state strategies to improve the states fastest growing regions and children make-up low-performing schools. Ta high proportion of the overall population. The high • Identify “best practices” within the San Joaquin Valley and concentration of children in the area underscores the impor- assess potential for broader application and deployment. tance of K-12 public schools to the region. Most indicators • Provide updated achievement data for the region based on show student achievement in the San Joaquin Valley lagging newly-released test results of California Standards Tests behind the State as a whole, further illustrating the challenges and school rankings by the Academic Performance Index facing local K-12 public education institutions. (API) and Adequate Yearly Progress (AYP) assessments. As the California region whose economy is most dependent upon • Facilitate a series of roundtable discussions with local edu- agriculture production, the San Joaquin Valley is home to a dis- cation leaders and the Secretary of Education to encourage proportionately large share of the migrant workforce. Associated a dialogue about local policy priorities and solutions to the with this workforce are a high proportion of immigrants in the challenges facing K-12 public schools in the region. region who face language and cultural barriers. These factors lead to the San Joaquin Valley having a significant English learner Summary of Recommendations (EL) population of 25.6%. That average is only slightly higher than the state’s average of 25.1%. Yet, the San Joaquin Valley he recommended actions target efforts on low-perform- schools tend to have lower percentages of EL students re-desig- ing schools while promoting improved academic per- nated to Fluent English Proficient (FEP) than the state average. Tformance and preparation for post-secondary education and/or training for all students. They focus on actively engag- The Academic Performance Index (API) is an indicator of a ing education stakeholder in the San Joaquin Valley in state- school’s level of performance. Nearly one third of students in level discussion around school accountability and interventions the San Joaquin Valley (235,218 children) attend schools that for low performing schools. In addition, the Partnership will rank in the bottom 20% of the API. As of March 2006, the continue to serve as a conduit to facilitate regular communica- San Joaquin Valley had 368 schools below the API score of 673 tion and access for local education leaders with the Administra- which in the current 2005 API Base have the decile rankings of tion on policy and budget priorities for K-12 education. 1 and 2. With few exceptions, student achievement in the San Joaquin Valley is lower than state averages as measured by the 1. Implement programs and accountability mechanisms so California Standards Tests (CST), the California High School that schools and school districts meet or exceed state and Exit Exam (CAHSEE) and schools making Adequate Yearly federal performance goals. Progress (AYP) under the No Child Left Behind Act (NCLB). 2. Implement a local support and oversight model for low performing schools and school districts. The eight-county average for passing the English Language Arts section of the CAHSEE was 69% in 2004, compared to 3. Implement a program to ensure all children are able to the state average of 75%. For the math section, San Joaquin read at or above grade levels, with a focus on proficiency Valley counties averaged a 68% pass rate compared with the by third grade. state average of 74%. San Joaquin Valley counties also have 4. Increase the number and benefit of community and family lower percentages of children testing “proficient” or resource centers. “advanced” across all grade levels in English language arts and 5. Implement an executive leadership academy for educators. math than those in the state as a whole. These low test scores 6. Achieve funding equalization between state averages and have caused many schools in the region to miss proficiency County Offices of Education and School Districts. targets and, thus, fail to meet federal AYP. 7. Implement a computer literacy initiative for K-12 students California ranks 40th among the states in the percentage of aligned with community college curriculum. high school graduates going directly to college and the num- 8. Develop a college-going culture. ber is declining. For the 2003-04 school year, all eight coun- ties in the San Joaquin Valley were below the statewide figure 9. Implement programs to reduce substance abuse, including for high school graduates who had completed courses voluntary drug testing. required for admission into the University of California and 10. Promote quality school choice within the public school California State University systems. system.
36 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL K-12 Education Mission Statement Implement policies and programs through public-private partnerships to ensure equal access to educational opportunities and resources for all children that will improve academic performance.
Indicators: Increase student reading proficiency at or above grade levels. Increase high school graduation rates. Decrease high school dropout rates. Increase college bound rates. Decrease number of low-performing schools. Increase the rates of high school graduates completing courses for college admission and increase school-to-career preparedness. Increase computer literacy rates and school-to-career preparedness. Decrease juvenile drug and alcohol related arrests.
Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 1: Increase the achievement level of students, schools and school districts in the San Joaquin Valley.
Objective A: Implement a school and school district support system through County Offices of Education.
Convene County Superin- Complete development of Continue to facilitate Continue to track Partnership, Secretary of tendents of Education, key an action plan. Seek needed support and collaboration. educational performance Education, California school districts, and stake- legislation or regulations. Evaluate results and revise and report results in the Superintendent of holders to begin develop- Secure resources, and begin program as appropriate. Annual Progress Reports Education, State Board of ment of an action plan to implementation. Develop Continue to track and at Annual Summits. Education (SBE), County improve education perform- process and methodology to educational performance Determine and implement Superintendents (and ance and which addresses all monitor progress and evalu- and report results in the longer-term actions. Offices) of Education goals and objectives below. ate results. Develop process Annual Progress Reports (COEs), School Districts, Identify needed legislation and methodology for track- and at Annual Summits. Legislature, Stakeholders or regulations to allow ing academic achievement implementation of action and educational perform- plan and to increase ance. Report results in accountability for improving Annual Progress Report and student, school and district at Annual Summit. academic performance.
Objective B: Implement a curricular and instructional program to ensure all children are able to read at or above grade level.
Prepare a status report on Develop and implement a Consider developing a pro- Continue to monitor and Secretary of Education, SBE, reading proficiency and rec- professional development gram to recruit civic organi- report results in Annual COEs, School Districts ommended actions. Verify program. Develop a process zations, volunteers and other Progress Reports and at that schools have SBE- and methodology for evalu- private resources to assist in Annual Summits. Determine approved textbooks and ating results. Monitor results achieving reading proficien- and implement longer-term instructional materials. and report in Annual cy. Evaluate results and revise actions. Progress Reports and at program as appropriate. Annual Summits. Continue to monitor and report results in Annual Progress Reports and at Annual Summits.
Objective C: Provide school choice, and intra-district and inter-district options consistent with state and federal law.
Identify school choice strate- Convene stakeholders to Develop process and Determine and implement Secretary of Education, Cal- gies and opportunities, and review and discuss school methodology to assess effect longer-term actions. ifornia Superintendent of intra-district and inter-dis- choice strategies and oppor- of school choice on improv- Education, COEs, School trict options under the No tunities. Offer school ing student and school per- Districts Child Left Behind Act and choice, and intra-district formance. Determine addi- state law. and inter-district options tional actions as appropriate. under the No Child Left Monitor results. Behind Act and state law.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 37 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective D: Establish an executive leadership academy to train principals of low-performing schools in “turn-around” educational and management services.
Convene County Complete proposal, develop Continue with annual Determine whether or not Partnership, Secretary of Superintendents of curriculum, recruit “faculty,” academy classes to train to continue program. Education, COEs, School Education, Institutions identify business and com- 75-100 principals. Provide Districts, Business Organiza- of Higher Education, munity resources, invite and ongoing follow-up and tions education experts, and select initial participants. peer support services. other stakeholders to Launch inaugural “class” of Continuously improve and develop a proposal for a at least 15 principals to help refine program based on school executive leadership prototype and refine acade- feedback from participants. academy in the San Joaquin my program. Develop Evaluate and report results Valley. Engage business process and methodology in Annual Progress Reports organizations to assist in for tracking results and cor- and at Annual Summits. identifying essential relation to school education- executive leadership skills al performance. Establish and providing “faculty” follow-up and peer support for academy. services. Recruit and select participants in second class.
Objective E: Coordinate and integrate health and human services organized around school attendance boundaries.
Convene a task force of Complete development of Evaluate results of pilots and Determine and implement Partnership, Secretary of County Offices of Educa- proposal, identify partici- determine whether or not to longer-term actions. Education, Secretary of tion, school district officials, pants, engage partners, and expand program regionwide. Health and Human Ser- County Health Agencies, implement pilot programs. vices, Secretary of Business, County Social Services Develop process and Transportation and Hous- Agencies, local government methodology for tracking ing, COEs, School Districts, officials, and other stake- results and correlation to County Health and Social holders to develop a propos- school educational perform- Services Agencies, Local al for a pilot program. ance. Government Officials
Goal 2: Develop a college-going culture in the San Joaquin Valley. (See Higher Education and Workforce Preparation Recommendations.) Objective A: Support collaborations between school districts and the Community Colleges, California State University, and University of California systems.
Identify and inventory all Convene all collaborative Evaluate results and revise Evaluate results and develop Central Valley Higher collaborative pre-school, initiatives to identify program as appropriate. longer-term actions. Education Consortium K-12 and higher education opportunities for additional Convene at least one P-16 (CVHEC), County Offices initiatives. Prepare a report collaboration. Develop three collaboration workshop in of Education on best practices. new P-16 collaborative each county to explore groups and/or projects. opportunities for new initiatives. Develop three additional P-16 collaborative groups and/or projects.
38 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective B: Increase the rates of high school graduates completing courses for college admission.
Coordinate efforts with Work with CVHEC and Continue collaboration with Continue implementation CVHEC, Secretary of Edu- Higher Education and County Offices of Educa- CVHEC and County of the action plan. Evaluate cation, COEs, School Dis- Workforce Development tion to develop and imple- Offices of Education to results and develop longer- tricts, Stakeholders actions to commission a ment an action plan, includ- implement the action plan. term actions. report defining the scope of ing an outreach program to Evaluate results and revise the problem and the social targeted high school stu- program as appropriate. and economic cost of low dents and their parents with college attainment in the college recruitment mes- region. In cooperation with sages. Implement parent the Central Valley Higher engagement workshops in Education Consortium lowest college-going com- (CVHEC), research and munities. Identify a lead vol- inventory parent engage- unteer “college counselor” at ment programs (such as every high school. Imple- PIQE) to recommend best ment K-12 workshops for practices to school districts. teachers and administrators Prepare a report and recom- on being “college-going mend actions. advocates.” Increase avail- ability of Advanced Place- ment (AP) courses through- out region.
Goal 3: Implement a computer literacy initiative for K-12 students aligned with community college curriculum. (See Advanced Communications Service and Information Technology Recommendations.) Objective A: Implement a computer literacy initiative.
Organize and convene a Develop a detailed work Monitor progress and evalu- Determine and implement Partnership, Secretary of work group to develop a plan for initiative. Articulate ate results. Develop process longer-term actions. Education, Community framework for a computer and adopt technology profi- and methodology for deter- Colleges, COEs, School literacy initiative that will ciency standards for students mining correlation between Districts, Stakeholders align technology proficiency and schools. Secure computer literacy and edu- standards with community approvals from educational cational performance. Revise college curriculum. Prepare organizations. Identify and initiative as appropriate. a report and recommended secure funding. Launch ini- Report results in Annual actions. tiative. Progress Reports and at Annual Summits.
Objective B: Facilitate deployment of advanced communications services to schools and accessibility of technology to students.
Work with ACS and IT Coordinate deployment of Continue to facilitate Determine and implement Partnership, State Technolo- activities to begin planning infrastructure and comput- deployment of technology longer-term actions. gy Agencies, Institutions of for ensuring information ers to low-performing infrastructure and comput- Higher Education, School technology infrastructure schools in conjunction with ers. Monitor progress and Districts and computers are available launch of the computer lit- evaluate results. to all schools and students, eracy initiative. especially targeted low-per- forming districts.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 39 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 4: Implement research-based programs to reduce substance abuse, including voluntary drug testing.
Objective A: Implement substance abuse prevention education programs.
Coordinate efforts with Integrate substance abuse Evaluate results and revise Determine and implement Secretary of Education, Sec- Health and Human Services prevention education pilot projects as appropriate. longer-term actions. retary of Health and Human activities to identify effective programs into activities Determine how to expand Services, COEs, County substance abuse prevention above to improve education pilots throughout the Health and Social Services education programs and performance. Develop region. Agencies, School Districts model projects involving process and methodology collaboration with schools. for determining relationship Begin discussions with between drug abuse stakeholders. prevention education and educational performance.
Objective B: Implement collateral actions to reinforce drug abuse prevention education.
Identify participants in a Based on report, develop Evaluate results and revise Determine and implement Secretary of Education, work group to review substance abuse policies and pilot projects as appropriate. longer-term actions. Secretary of Health and research and identify proposed pilot project(s). Determine how to expand Human Services, COEs, collateral actions that can Identify participants in pilot pilots throughout the School Districts, County reduce drug abuse, project(s). Implement pilot region. Health and Social Services including considering project(s). Agencies voluntary drug testing. Prepare report and recommended actions.
40 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Work Group Recommendations eration such as east-west route enhancements, airports and Transportation ports, and other modes of transportation, including high- speed rail. (Focus on regional transportation needs, not Challenge local streets and roads.) • Identify and recommend statutory changes which can best assist conomic activity and development require mobility. in the development of an overall regional transportation plan. The economy moves on local streets, state highways Eand rail, and through seaports and airports. The San Summary of Recommendations Joaquin Valley is slated to be the home of an additional 1.4 million people by the year 2020. As congestion increases and ransportation improvements are key to attracting capi- workers spend increasingly long periods of time commuting, tal investment for economic development, but must be it is imperative that the transportation system be improved to Tplanned in concert with strategies for improving air attract capital investment and support economic development. quality and reducing environmental impacts. The recommen- dations are divided into five major categories: (a) Improve- The region provides an integral link in goods movement for ment and Enhancement of Highway 99; (b) Improved Goods both the railroad and trucking industries. Highway 99 and Movement; (c) Development of a Sustainable Regionwide Interstate 5 are vital north-south corridors. Highway 99, Transit System; (d) Support for Regional Blueprint Plan; and from Bakersfield to Stockton, carries more than a million (e) Linkages Between Transportation and the Economy. vehicles a day. It is the backbone of California’s goods move- ment infrastructure as well as the “main street” of the San 1. Improve safety and capacity of Highway 99 and Joaquin Valley. Safety and capacity improvements to High- implement plan for enhancement. way 99 are essential to increase economic prosperity. East- Improving Highway 99 safety and capacity is a leading west corridors also are becoming increasingly congested and overall strategy for increasing economic prosperity and require improvements. And, there is increasing demand for quality of life in the region. As the gateway to the Valley expanded passenger rail service and substantial interest in communities, it should help establish an identify for the development of a high-speed rail system. future. Improvements should incorporate distinctive architecture and landscaping along with state-of-the-art The need for transportation improvements has serious impli- technology along the rights-of-way and at roadside rest cations for air quality. The Valley does not currently meet stops. These efforts should be done collaboratively among health-based standards for ozone and particulate matter. local jurisdictions and with Caltrans. Thus, the transportation systems of the future must embrace 2. Improve goods movement infrastructure and internation- new technology and different community designs to avoid al trade, including freeways, rail and airport facilities. exacerbating the current air pollution problem. Further, Goods movement and international trade infrastructure transportation is inextricably intertwined with land use and in the region should be improved to increase economic other environmental issues. Land use development must be vitality, safety, and mobility while decreasing congestion planned to optimize choices for alternative modes of trans- and air quality pollution. portation and to minimize single-occupant vehicle trips. 3. Develop a sustainable regionwide transit system. Scope of Work An inter- and intra-regional transit system needs to be devel- oped that increases transit ridership, improves mobility, and • Monitor and foster coordination of activities among the contributes to air quality. The system may include high speed Highway 99 Task Force, Department of Transportation (Cal- rail, if appropriate, and should take advantage of new “intelli- trans) Highway 99 Corridor Enhancement Master Plan and gent transportation systems” technologies whenever possible. Business Plan elements, and interstate status negotiations. • Review and comment, and recommend to the Governor 4. Support and complement the Regional Blueprint Plan. the Highway 99 Business Plan Element for safety and Transportation plans should support the land uses delin- capacity improvements (being led by a jointly-coordinated eated in the Regional Blueprint Plan, thereby minimizing effort by the Great Valley Center and Caltrans). land use changes triggered by transportation development. • Review and oversee the content and status of negotiations The transportation component of the Regional Blueprint regarding interstate designation for Highway 99. must address the need to improve east-west corridors as • Develop a model, using commercial activity and improved well as support a sustainable regionwide transit system. amenities and facilities at rest stops (including advanced 5. Link transportation improvements to economic development. telecommunications), to increase tourism in the region as Economic development should be planned in conjunction an economic development strategy. with transportation investments and the public should be • Identify other regional transportation priorities for consid- educated about the connection between the two.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 41 TransportationImmediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer Mission Build innovative transportation systems to increase travel choices and improve mobility, regional and state goods movement, air quality, and economic prosperity.
Indicators: Increase in mobility (through-put and velocity). Increase in quality rating of roadway conditions. Decrease in vehicle hours of delay. Increase in transit availability. Increase in goods movement productivity. Increase in safety. Increase in transit availability and alternative mode trips. Decrease in percentage of single-occupant-vehicle trips. Increase in investments in Highway 99 corridor consistent with the Enhancement Master Plan and Business Plan Elements, including improvements to roadside rest stops consistent with GreenStop© concept. Increase in deployment of intelligent transportation systems (ITS) technology. Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 1: Implement a universally-accepted Route 99 Corridor Master Plan (Enhancement and Business Plan Elements) for the 274-mile section within the San Joaquin Valley as a leading economic development strategy.
Objective A: Improve Highway 99 to freeway standards to increase safety.
Memorialize support of the Begin construction of safety Continue construction of Produce a State of the Corri- Department of Transporta- Master Plan (including improvement projects. safety improvement projects. dor report to assess progress tion, including Districts 6 Enhancement Master Plan Secure appropriate comple- Secure additional funds to and update Master Plan as and 10 (Caltrans), CTC, and Business Plan Elements) mentary investments from complete safety improve- needed. Secure requisite COGs, U.S. Department of through resolutions from local local self-help measures. ments. Report results in the remaining funding. Com- Transportation Federal High- governments. Work with Identify other prospective Annual Progress Reports and plete construction of safety way Administration Councils of Government funding sources. Integrate at Annual Summits. improvements consistent (FHWA), Local Govern- (COGs) and California Trans- plans into the Regional Blue- with the Master Plan. Report ments, Highway 99 Task portation Commission (CTC) print Plan process. Report results in the Annual Force to prioritize investments for results in the Annual Progress Reports and at safety improvements from Progress Reports and at Annual Summits. State Transportation Improve- Annual Summits. ment Plan (STIP) and Gener- al Obligation Bond funds.
Objective B: Increase Highway 99 capacity which will result in improved mobility and reduced congestion, while protecting environmental resources and fostering economic vitality.
Memorialize support of the Begin construction of priority Continue construction of Produce a State of the Corridor Caltrans, CTC, COGs, Master Plan as above. Work capacity improvement projects. capacity improvement proj- report to assess progress and FHWA, Local Govern- with CTC, Caltrans and Explore innovative funding and ects. Secure additional funds update Master Plan as needed. ments, Highway 99 Task COGs to prioritize and financing approaches to identi- to complete capacity Secure requisite remaining Force sequence capacity improve- fy requisite funding to com- improvements. Report funding. Complete construc- ments. Monitor interstate plete the Master Plan and pre- results in the Annual tion of capacity improvements designation negotiations to pare a report and recommend- Progress Reports and at consistent with the Master ensure consistency with pol- ed actions. Report results in the Annual Summits. Plan. Report results in the icy of COGs and State. Annual Progress Reports and at Annual Progress Reports and Annual Summits. at Annual Summits.
Objective C: Create a San Joaquin Valley Route 99 Corridor identity.
Memorialize support of the Begin implementation and Inventory enhancements Complete implementation Caltrans, CTC, COGs, Master Plan as above. Work construction of identity completed and planned. and construction of identify FHWA, Local Govern- with CTC, Caltrans and components of the Identify additional opportu- components of the ments, Highway 99 Task COGs to integrate the Master Enhancement Element, nities to improve corridor Enhancement Element. Force Plan Enhancement Element including branding of High- identity and establish “best Report results in the Annual into safety and capacity proj- way 99 with signage and practice” library. Progress Reports and at ects. Begin development of improvement of a rest stop Annual Summits. the Highway 99 identity to prototype the components, including GreenStop© concept. branding logos, signage, rest stops, landscaping, communi- ty gateways and soundwalls.
42 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective D: Build an ongoing coalition of civic leaders to support improvements to the Highway 99 corridor.
Continue working sessions Using Route 99 Improvement Inventory enhancements Expand efforts to other corri- Caltrans, CTC, COGs, focused on Enhancement Guide, GVC, May 2004, completed and planned. dors, as appropriate. FHWA, Local Governments, Master Plan Element and engage and educate local Identify additional opportu- Highway 99 Task Force Business Plan Element elected officials and staff in nities to improve corridor implementation. Initiate the benefits of corridor-adja- identity and establish “best convening and work of the cent land use policies, view- practice” library. Highway 99 Master Plan shed enhancement, and other Advisory Committee under enhancements. Continue to development by Caltrans monitor interstate negotia- Districts 6 and 10. Monitor tions facilitating consensus interstate negotiations. and consent as appropriate.
Goal 2: Improve safety and capacity of vital east-west corridors.
Objective A: Support construction of projects to improve safety and capacity of vital east-west corridors.
Organize and convene a work Prepare a region-wide plan for Identify and secure funding. Continue construction of pri- COGs, Caltrans, CTC, Local group within the Regional improving safety and capacity Being construction of priority ority projects. Evaluate results Governments Blueprint Plan process to of vital east-west corridors. projects. and determine longer-term identify and prioritize projects Develop a funding and actions. to improve safety and capacity financing plan. Begin con- of vital east-west corridors. struction of critical projects. Prepare a report and recom- mend actions.
Objective B: Incorporate plans for improving east-west corridors into Regional Blueprint Plan.
Complete above action. Determine the appropriate Continue to evaluate impact Incorporate longer-term COGs, Caltrans, CTC, land use patterns associated of project improvements on actions into Regional Blue- Local Governments with the improved safety and expected outcomes of the print Plan. capacity. Incorporate the prior- Regional Blueprint Plan. ity east-west corridor projects into the Regional Blueprint Plan, Regional Transportation Improvement Plans, and county and city general plans.
Goal 3: Improve goods movement within the region to increase economic vitality, traffic safety, and mobility.
Objective A: Increase benefits to the San Joaquin Valley from goods movement through a “goods movement enhancement system” specific to the region.
Identify stakeholders to partic- Complete the San Joaquin Develop a business plan that Implement the San Joaquin BTH, Cal/EPA, Caltrans, ipate with Business, Trans- Valley Goods Movement identifies projects and fund- Valley Goods Movement CTC, FHWA, San Joaquin portation and Housing Action Plan. The plan should ing strategies necessary to Action Plan. Valley Air Pollution Control Agency (BTH) and California address all relevant modes of implement the San Joaquin District, Stakeholders Environmental Protection goods movement including, Valley Goods Movement Agency (Cal/EPA) in develop- but not limited to, truck, rail, Action Plan. Identify and ing regional goods movement and air. secure funding and/or plan specific to the San investors. Joaquin Valley to be integrat- ed into the overall state Goods Movement Action Plan.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 43 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 4: Enhance goods movement capacity while increasing safety, decreasing congestion, improving air quality, and promoting economic development.
Objective A: Accommodate current and future goods movement needs while improving air quality and economic prosperity.
Initiate through BTH meet- Identify strategies to improve Identify and secure funding Continue implementation. BTH, Caltrans, CTC, ARB, ings with Caltrans, CTC, Cal- rail capacity in goods move- and/or investors. Implement Assess results and determine State Agencies, COGs, Stake- ifornia Air Resources Board ment. Identify resources to rail strategies and goods longer-term actions. holders (ARB) and other appropriate fund research and develop- movement pilot projects. State agencies to determine ment on innovative technolo- how to fully utilize the Shafter gies. Coordinate with existing Intermodal Freight Facility transportation groups, eco- and other rail-dependent proj- nomic development organiza- ects. Explore and study devel- tions, and the Regional Blue- opment of projects such as print Plan process. “Short Sea Shipping” and other innovative technologies.
Goal 5: Develop a sustainable region-wide transit system.
Objective A: Implement a comprehensive and efficient alternative transportation system for intra-regional and inter- regional passenger trips.
Work with COGs and Cal- Explore strategic approaches Develop an action plan, Begin implementation of COGs, Transit Agencies, trans to initiate a planning to identifying, preserving and including prioritization of the action plan and initial Caltrans, SJVAPCD, Stake- process for a comprehensive acquiring rights-of-way. Pre- projects. Identify and secure project construction. holders transit system. Coordinate pare a report and recommend- funding sources. activities with the Regional ed actions. Work with San Blueprint Plan process. Joaquin Valley Air Pollution Control District (SJVAPCD) to analyze air quality benefits. Integrate actions into Regional Blueprint Plan.
Goal 6: Transform roadside rest stops into user-friendly amenities that benefit the overall region and host communities.
Objective A: Improve roadside rest stops amenities and facilities to benefit user safety, facilitate tourism, and educate users about the environment and local communities.
Request CTC to adopt plan Develop a specific work Begin implementation of Continue implementation of BTH, Caltrans, CTC, submitted by BTH and Cal- plan. Identify and secure the work plan and construc- work plan and construction or COGs, California Travel trans. Address the regulatory funding. Move project tion of improvement rest projects. Evaluate results and and Tourism Commission, issues regarding designer through planning, design, stops and other amenities. revise work plan as appropriate. California State Parks, selection, commercial activity, engineering and permitting Evaluate impacts on economic FHWA, Highway 99 Task and interagency partnerships. phase. development in the region. Force
Goal 7: Improve mobility through more efficient land use patterns that will reduce single-occupant trip generation and support use of alternative modes.
Objective A: Encourage the Regional Blueprint Plan process to integrate land use and transportation planning to improve mobility.
Establish a formal working Develop methodology and Continue to monitor land use Assess degree to which land COGs, Caltrans, Blueprint relationship with the evaluate impacts on mobility region-wide and determine use decisions are consistent Regional Advisory Commit- Regional Blueprint Plan from alternative land use pat- impacts on transportation plans with Regional Blueprint tee, Local Governments process. Reach agreement on terns and policies. Determine and mobility. Determine need- Plan and the impacts on scope of work for identifying magnitude of transportation ed amendments to the Region- mobility goals. Determine and evaluating all strategies investments to support range of al Blueprint Plan. appropriate changes in both to improve mobility through growth projections in Regional land use and transportation integration of transportation Blueprint Plan process. Deter- plans to achieve goals. and land use planning and mine and approve most cost- the development of a world- effective, preferred regional class multi-modal system. transportation component of the Regional Blueprint Plan.
44 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective B: Incorporate into regional transportation plans those actions that support and encourage implementation of the Regional Blueprint Plan.
Complete above action. Provide feedback to county Work with local govern- Determine appropriate COGs, Caltrans, Blueprint transportation agencies and ments to incorporate the amendments to regional Regional Advisory Commit- local governments to obtain regional transportation com- transportation plans and tee, Local Governments further input to Regional ponent of the Regional Blue- general plans consistent with Blueprint Plan. Develop print Plan into county and above determinations. process and criteria for eval- city general plans. Prepare an uating transportation proj- action plan to fund and ects based on goals, objec- finance the regional trans- tives and strategies of the portation improvements. Regional Blueprint Plan. Develop methods for meet- ing regional transportation needs and insuring integrity of regional land use plans.
Goal 8: Improve understanding by public officials and public of the relationship between investments in transportation improvements and economic development.
Objective A: Develop and implement a system for tracking economic development that results from investments in transportation improvements.
Work with stakeholders to Hold “Transportation: A Issue first report on Promote continued and Great Valley Center, COGs, develop a framework for the Cornerstone of the Econo- findings. more refined tracking of Economic Development system. my” workshop(s) for COGs, how transportation Organizations, Chambers of economic development infrastructure improvements Commerce, Local Govern- organizations, Chambers of encourage and support ments Commerce, and other stake- economic development. holders. Develop commit- ment for instituting meas- urement system.
Goal 9: Implement “intelligent transportation system” (ITS) technologies to assist the region in achieving mobility goals.
Objective A: Integrate ITS into all transportation planning and construction projects.
Update COGs and Highway Determine which elements Develop a work plan for Evaluate results and incor- Caltrans, COGs, Local Gov- 99 Task Force on the status of the ITS Plan should/can implementing ITS technolo- porate next generation ITS ernments, Technical Experts of the San Joaquin Valley be integrated into planned gies. Deploy ITS best prac- technology into regional ITS Strategic Deployment projects. tices and become a model transportation plans. Plan. region for use of technology.
Goal 10: Assure the high-speed rail system, if implemented, supports the San Joaquin Valley in achieving its economic, environmental, land use, and mobility goals.
Objective A: Provide tangible benefits and mitigate impacts to the region while assisting the State in meeting transportation goals.
Identify advocates of the Monitor progress of the Develop action plan based Develop longer-term actions COGs, State Legislators, proposed system who also proposal and continue to on status of high-speed rail based on status of high- Congressional understand the broad range advocate on behalf of the system. speed rail system. Representatives, Local of possible benefits and region. Governments, Stakeholders challenges the project could bring to the region. Engage them in the process.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 45 Work Group Recommendations Scope of Work Land Use, Agriculture and Housing • Develop a macro-level concept plan for the San Joaquin Valley by bringing together stakeholders and existing Challenge efforts/resources to develop a strategy for integrating n light of the ever-increasing population of the San Joaquin related parts of a complex system into a cohesive model for Valley, the growth challenge facing the region is complex. It the region. (Great Valley Center will convene a series of Iis necessary to ensure that the growth creates healthy, workshops with interested groups and stakeholders to sustainable cities that provide a wide range of employment develop a plan for integration of local priorities, housing opportunities and the amenities that Californians have come to goals, land and natural resources GIS data such as the expect, while minimizing impacts on valuable natural resources “Great Places” program and U-Plan Model, and existing and important agricultural land. local General Plans.) • Consider the fiscal implications for local government However, a lack of coordination and certainty hamper positive related to land use scenarios. Encourage and support a outcomes. General Plans have not been updated to prepare the coordinated Regional Blueprint Plan application and region for the projected growth; city and county plans are not program implementation. necessarily coordinated. The eight Councils of Government coordinate to the extent possible, but report to independent • Develop principles, guidelines, and investment incentives boards and often demonstrate different priorities, making the for landowners, developers, and local governments to development of a comprehensive, well planned regional coordinate their actions on a regional basis. transportation system difficult, if not impossible. State and • Identify legislative and regulatory issues, which if changed federal agencies have begun to proactively engage in the region or amended, could lead to better, more consistent and recently, but more collaboration is needed. The availability and predictable outcomes for communities, landowners and use of geographic information systems and computer models is investors. (Resources Agency will provide an overview of uneven across the region, and no one entity provides data to legislative and regulatory issues.) local agencies and the public. Enormous investments are being • Consider reorganization or consolidation strategies that made in land in the region, and while developers and investors would aid the region in greater cohesion and collaboration see opportunity in growth, there is uncertainty about the for large-scale regional issues. direction and the “rules” that will guide the development of • Provide the mechanism for greater availability and use of the region. Further, while the development of housing in the spatial data by state and local agencies, stakeholders and Valley has brought many economic benefits, it also presents the public. (ICE at UC Davis and its partners will design a several challenges. Although new housing in the region is more data base for CEQA documents to monitor and assess affordable for Bay Area and Southern California workers, the cumulative impacts of land use changes and development.) demand for housing from the workforce in coastal regions has significantly driven up the cost of housing for long-term Valley • Ensure the coordination of regional and state agencies to residents, ironically making housing affordability for the region provide the greatest level of efficiency and a major problem. Further, housing development is taking accomplishment. important agricultural lands out of production, threatening the strength of this economic sector for the region at the same time that there are new frontiers for agriculture in food processing and renewable energy biofuels. The collaboration among the eight Councils of Government to successfully compete for and secure State funding for the Regional Blueprint Plan is a pivotal process for addressing these problems. It also provides an opportunity for testing new regulatory solutions and models. Preparation and adoption of the Regional Blueprint for sustainable growth is essential for long-term economic prosperity in the San Joaquin Valley.
46 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Summary of Recommendations 3. Develop design guidelines that will promote sustainable growth and economic development. In order to reduce the he recommendations that will promote healthy, carbon footprint of future development, renewable energy economically viable and sustainable cities to support a and green development should be encouraged in every Tprojected populations are divided into four major form of development. Parking lot require-ments should be category areas: (a) Agricultural Land and Natural Resources; minimized, and hard surfaces should allow for (b) Shape and Location of Development; (c) Design permeability whenever possible. Shopping areas and Guidelines; and (d) Administrative and Regulatory Changes. recreational activities should be integrated into neighborhoods to encourage walking and reduce reliance 1. Identify important natural resources and agricultural lands so on fossil fuels and the automobile. Developing that they can be protected from the adverse impacts of communities should strive for overall density averages that urbanization. Analysis should include the establishment of improve upon today’s averages by at least 15% in the next interconnected natural systems for wildlife and habitat, as well five years. as the establishment of a connection between the availability/reliability of water and the 4. Identify administrative and regulatory quality of soils in order to determine the If the eight counties of the San changes necessary to expedite, provide incentives for and facilitate the desired most important farming areas in the region. Joaquin Valley became their development goals. 2. Determine the shape and location of own state, they would be the development strategically with a long number one agricultural state term view of the region for at least the in the country, a $20 billion next fifty years. In order to reduce the powerhouse that may also San Joaquin Valley’s economic reliance on coastal cities, urbanization plans should prove to be the renewable fuel be made for a limited number of large driver of our energy economy. cities that include downtowns with The California Partnership for financial and cultural centers, a variety of the San Joaquin Valley helps neighborhoods and housing types, and ensure the viability of this places for economic and employment strategic resource. activity. Planning for major cities should A.G. Kawamura include the immediate identification of Secretary transit corridors that connect Department of Food and Agriculture metropolitan areas internally, as well as to each other.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 47 LandImmediate Use, Actions AgricultureShort-Term and Actions HousingIntermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer Mission Support and promote regional consensus on future land use through the San Joaquin Valley Regional Blueprint Plan process that identifies appropriate areas for growth and economic development, contributing to the conservation of important agricultural land and natural resources and advancing the sustainability of the region.
Indicators: Increase in land use efficiency. Increase in people per urbanized acre. Increase in production of affordable housing units. Increase in the Affordable Housing Index. Maintenance of the number of acres in agriculture production. Increase in acres in open space and parks. Increase in health of ecosystems. Increase in number of local governments with updated General Plans. Rate of adoption of local General Plans consistent with the Regional Blueprint Plan. Increase in the number of local jurisdictions adopting ordinances to promote smart growth and sustainable development, such as efficient water and energy use in new construction, use of green building materials and practices, reduction of urban run-off, and decrease in parking ratios. Increase in transportation mobility. Improvement in air quality.
Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 1: Foster regional consensus to support development and implementation of the Regional Blueprint Plan.
Objective A: Assist development of regional consensus on values, goals, strategies and guidelines for the Regional Blueprint Plan to achieve the desired outcomes and identify appropriate locations for growth and economic development that accommodates projected population increases while contributing to the conservation of important agricultural land and natural resources. (Incorporate the core values identified by the Work Group and the principles adopted by the San Joaquin Valley Association of Counties and the Central California Mayors Conference.)
Identify policy values, goals Continue to work with Develop work plan for Support and assist COGs in COGs, Regional Blueprint and strategies (consistent COGs and stakeholders to implementation of the development of guidelines Pan Regional Coordinating with the principles of the integrate into the Regional Regional Blueprint Plan. and model ordinances for Committee, Local Govern- “3Es”) to begin the eight- Blueprint Plan the activities Seek funding for a regional implementation of local ments, Great Valley Center county Regional Blueprint related to Transportation, programmatic Environmen- General Plans consistent (GVC), San Joaquin Valley Plan process. Initiate the Air Quality, Water Quality, tal Impact Report (EIR). with the Regional Blueprint Air Pollution Control Dis- process with a Summit to Supply and Reliability, and Work with COGs to Plan. Determine the most trict (SJVAPCD), Related engage a wide array of stake- Energy. Complete the encourage counties and effective regionwide organi- State Agencies (Partnership holders and individuals. Regional Blueprint Plan and cities to update local Gener- zational structure to oversee to initiate coordination with Establish planning horizon secure ratification through- al Plans consistent with implementation, obtain COGs) as 2050. Develop agreement out the region by local gov- Regional Blueprint Plan. feedback from local govern- on procedures for coordina- ernments and stakeholders. Integrate Regional Blueprint ments, and provide ongoing tion with the Councils of Plan into related policy amendments as appropriate. Government (COGs) lead- activities. ing the Regional Blueprint Plan.
Objective B: Develop a high-value parks and open space strategy to be used in the development of the Regional Blueprint Plan with a goal of encouraging the designation and long-term management and restoration (as feasible) of a permanent open space system that will include public and private lands, state, regional and local parks, and conservancies and conservation easement areas. (Accomplish this objective through voluntary participation of willing private landowners and local, regional, state and federal agencies).
Develop a consensus agree- Identify and prioritize Seek funding for and pre- Encourage and support COGs, Local Governments, ment on the proposed poli- important natural resource pare a regional programmat- implementation of the Con- GVC, Resources Agency, cies, goals, objectives, strate- areas for conservation, recre- ic EIR. Explore regional servation, Open Space and Department of Parks and gies and guidelines capable ation and restoration pur- financing mechanism for Parks Plan. Encourage fund- Recreation, Regional and of achieving a high-value poses to inform the strategic conservation lands, open ing eligibility from govern- Local Land Trusts, Stake- open space, parks, and con- planning process, provide space and parks in the ment sources to be based on holders State Immediate: servation system. Incorpo- mitigation opportunities, region. Prepare a report and consistency with adopted Partnership LUHA Conser- rate existing Habitat Con- and reduce the potential for recommended actions. Plan. vation Sub-Committee, servation Plans (HCPs), conflict. Prepare a regional State and Federal Natural protected areas, and mitiga- Conservation, Open Space Resources Agencies, Stake- tion contracts. and Parks Plan (as a compo- holders, Local Governments nent of the Regional Blue- print Plan).
48 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 2: Promulgate and promote adoption of community design guidelines that will ensure strong neighborhoods, improve mobility and health by promoting walking and biking, improve air quality by reducing trip generation and parking requirements, increase energy efficiency by modifying building standards, and increase infrastructure cost-effectiveness through efficient land use.
Objective A: Increase the overall average density of new development.
Work with COGs through Implement the work plan, Promote and support Continue to promote and COGs, Local Governments, the Regional Blueprint Plan including conducting adoption and support adoption and GVC, Business, process to convene public outreach and public implementation of model implementation of model Transportation and Housing discussions of how to education activities to provide policies and ordinances. policies and ordinances. Agency (BTH), Housing and improve land use efficiency information and obtain Develop process and Continue to evaluate and Community Development and increase average density feedback. Assist COGs methodology for evaluating report results in the Annual Department (HCD), while protecting existing through Regional Blueprint and tracking results in the Progress Reports and at the LAFCOs, Stakeholders neighborhoods and building Plan process in developing Annual Progress Reports and Annual Summit. Determine strong communities. Consid- and analyzing alternative at the Annual Summits. longer-term actions. er the goal of increasing the growth sceneries. Work with Revise work plan as average density of new devel- Local Agency Formation appropriate. opment by at least 15% in Commissions (LAFCOs) to 75% of jurisdictions. Identify analyze implications for barriers to multi-family hous- spheres of influence. Assist in ing. Consider how to inte- preparing model community grate good schools, parks and design policies and other amenities into new ordinances to achieve the developments. Prepare a work objective. plan.
Objective B: Reduce urban run-off by decreasing the land covered by commercial and industrial parking.
Work with COGs through Implement the work plan, Promote and support Continue to promote and COGs, Local Governments, the Regional Blueprint Plan including conducting adoption and support adoption of model GVC, BTH, HCD, State process to develop policies outreach and workshops for implementation of model policies and ordinances. Water Resources Control to reduce urban run-off, local governments, real policies and ordinances. Continue to evaluate and Board, Regional Water including reducing land estate developers, and Develop process and report results. Determine Quality Control Board, covered by commercial and construction industry. Assist methodology for evaluating longer-term actions. Experts and Stakeholders, industrial parking (consider in preparing model and reporting results. Revise including, American reducing land covered by at community design policies work plan as appropriate. Planning Association (APA), least 20% by 2010) and and ordinances to achieve Commercial Properties increasing the use of objective. Association (CPA) permeable surface paving, tree wells, shared parking, and other design features. Prepare a work plan.
Objective C: Promote the adoption and implementation of zoning ordinances that are form based and more flexible to encourage desired outcomes.
Work with COGs through Develop and disseminate Promote and support Continue to promote and COGs, Local Governments, Regional Blueprint Process model policies and adoption and support adoption of model GVC, BTH, HCD, Experts, to disseminate information ordinances that provide implementation of model policies and ordinances. Stakeholders, APA on the advantages of more greater zoning flexibility in policies and ordinances. Continue to evaluate and flexible zoning codes, order to reduce reliance on Develop process and report results. Determine including form-based the auto (and thus improve methodology for evaluating longer-term actions. zoning. air quality), increase “green and reporting results. building” and the use of Obtain feedback from local renewable energy, increase governments. walkability, and reduce parking requirements.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 49 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective D: Study and adopt a strategic concept for accommodating new growth by encouraging communities with the neces- sary elements and constraints to be cost-effective and self-sufficient in achieving the overall goals and objectives.
Work with COGs and local Prepare a set of recommen- Continue to work with Continue to work for ade- COGs, Local Governments, governments through the dations based on feedback, COGs and local govern- quate infrastructure to sup- GVC, Experts, Stakeholders Regional Blueprint Plan including a preferred sce- ments to implement the port the Regional Blueprint process to research data nario and strategies for opti- Regional Blueprint Plan (and Plan to reinforce the cost- regarding the optimal size of mal size communities. Inte- preferred scenario), discour- effectiveness and self-suffi- communities to be cost-effec- grate the scenario into the aging proposed General Plan ciency of the optimal-size tive and self-sufficient, ana- Regional Blueprint Plan and amendments for new subdi- communities. Evaluate lyzing the implications for work with local governments visions or communities results and determine longer- existing towns and new to incorporate the preferred inconsistent with the Region- term actions. cities. Conduct workshops scenario and strategies into al Blueprint Plan and that with stakeholders to discuss local General Plans. are not cost-effective or self- research and obtain feedback. sufficient.
Goal 3: Determine requisite regional infrastructure and funding strategies to support implementation of the Regional Blueprint Plan.
Objective A: Develop and implement a plan for the provision of regional infrastructure.
Work with COGs and eco- Identify and analyze Develop and implement a Continue to facilitate Partnership Funding and nomic development corpo- prospective funding and work plan. Facilitate approval and adoption of Financing Committee, rations (EDCs) to develop a financing mechanisms for approval and adoption of funding and financing COGs, EDCs, GVC process for identifying and constructing regional infra- funding and financing mechanisms and establish- analyzing regional infra- structure. Coordinate activi- mechanism and establish- ment of implementing structure required to sup- ties with Partnership Fund- ment of implementing organizations. Evaluate port implementation of ing and Financing Commit- organizations. results and determine Regional Blueprint Plan tee. Prepare a report and longer-term actions. process. recommended actions.
Objective B: Develop and implement a process for monitoring the performance and adequacy of regional infrastructure and determining future needs.
Work with the COGs and Develop process and Monitor construction and Evaluate performance in Partnership Funding and EDCs to develop and adopt methodology for measuring performance of regional comparison to standards. Financing Committee, performance standards for performance of regional infrastructure. Provide data Identify future regional COGs, EDCs, GVC regional infrastructure. infrastructure and for pro- on performance. infrastructure needs. Prepare viding feedback to the a report and recommenda- responsible parties and tions for longer-term stakeholders. actions.
Goal 4: Improve the planning and development process to be consistent with the Regional Blueprint Plan and to provide incentives for smart growth.
Objective A: Improve the sharing, access and use of planning and environmental resource data among state, COGs, local governments, business organizations, environmental groups, other stakeholders and the public for more informed decision-making.
Identify regional and local and Identify cooperating partner Continue updating and Continue updating and COGs, COG Technology use and environmental data agencies and secure funding. making data and information making data and information Information Work Group, gaps. Develop a temporary Begin implementation of the available through regional available through regional GVC, Resources Agency, portal through the California plan. Identify a regional portal. data. Evaluate results and University of California, Davis Environmental Resource agency responsible for determine longer-term Information Center for the Evaluation System (CERES) ongoing data aggregation and actions. Environment (ICE), BTH, to ensure open access to maintenance of a regional Cal/EPA, Appropriate Federal regional data. Develop a plan portal, sharing data with Agencies for digitizing essential CERES. information and data.
50 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 5: Develop a long-range strategy for agriculture in the San Joaquin Valley that ensures its viability and sustainability.
Objective A: Develop a long range plan to maintain the viability of agriculture in the region, as a leading strategy for economic development and as a key component of the Regional Blueprint Plan.
Identify and convene stake- Complete the plan for agri- Implement the plan for agri- Continue to evaluate and California Department of holders to develop the culture. Incorporate the plan culture. Evaluate and report report results in the Annual Food and Agriculture framework for a long range for agriculture into the results in the Annual Progress Reports and at the (CDFA), County Agricul- plan for the viability and Regional Blueprint Plan and Progress Reports and at the Annual Summits. Deter- ture Commissioners, COGs, sustainability of agriculture. actions for economic devel- Annual Summits. Coordi- mine longer-term actions. Local Governments, County Conduct workshops opment. Work with local nate activities with the Eco- Farm Bureaus, Resources throughout the region and governments to incorporate nomic Development, Ener- Agency, BTH, Stakeholders, incorporate feedback into the plan into local General gy and Land Use, Agricul- GVC the framework. Plans. Develop process and ture and Housing recom- methodology for tracking mendations. and evaluating progress.
Objective B: Minimize the proliferation of ranchette development on important farmland.
Work with COGs through Develop and incorporate Work with local govern- Monitor and evaluate results COGs, Local Governments, the Regional Blueprint Plan into the Regional Blueprint ments to incorporate the and report in the Annual GVC, Department of Con- process to determine the Plan a policy of limiting Regional Blueprint Plan Progress Reports and at the servation Farmland Map- number of acres and indi- ranchettes on important policies and strategies into Annual Summits. Deter- ping and Monitoring Pro- vidual ranchettes currently agriculture land, other General Plans and to adopt mine longer-term actions gram (DOC FMMP), entitled or awaiting approval working landscapes, and model policies, ordinances and update the agriculture County Farm Bureaus, in each county. Develop a valuable habitats and open and incentives (which takes plan to ensure the viability American Farmland Trust policy and process to limit space. Consider minimum into account types of soils, and sustainability of agricul- (AFT), Other Stakeholders new approvals of ranchettes parcel size of 40 acres for availability and cost of ture in the region. during the process of com- crop land and 160 acres for water, and other relevant pleting the Plan. grazing land. Identify in the factors) to protect and pre- Plan areas acceptable for serve important farmland. additional ranchettes if Develop a process and appropriate. Develop model methodology for tracking policies and ordinances for retention and preservation consideration by local gov- of important farmland. ernments.
Objective C: Reduce the loss of farmland attributable to General Plan amendments.
Work with COGs through Develop and implement a Monitor and track results in Continue to monitor and COGs, Local Governments, the Regional Blueprint Plan system for tracking General the Annual Progress Reports track results. Determine GVC, ICE, DOC FMMP process to develop a Plan changes and impacts and at the Annual Summits. longer-term actions. standardized spatial map of on important farmland. all General Plans in the Develop a process for region, using uniform land informing local governments classifications, and to about the implications and identify a baseline data base impacts. Develop model for important farmland. policies and ordinances for local government (consider “no net loss” policy) to reduce loss of important farmland.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 51 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 6: Ensure safe and healthy communities that provide a variety of housing types affordable to all residents with increased opportunities for home ownership.
Objective A: Increase the number and availability of housing units for people of all income levels, especially working families.
Work with the COGs Incorporate 20-year land Develop a process and Continue to monitor and COGs, Local Governments, through the Regional Blue- supply and appropriate zon- methodology for tracking track results. Determine GVC, BTH, Caltrans print Plan process to identi- ing into the Regional Blue- housing development and longer-term actions. fy appropriate land to meet print Plan. Work with local costs in the region. Evaluate 20-year housing needs for governments to amend local results and report in the population increases and General Plans consistent Annual Progress Reports workforce for all income with the Regional Blueprint and at the Annual Summits. levels. Identify appropriate Plan. zoning to accommodate all income levels.
Objective B: Provide incentives for affordable housing that meets the needs of all income levels in the region.
Complete above activities. Identify prospective incen- Work with local govern- Monitor and evaluate results COGs, Local Governments, tives for affordable housing. ments to adopt policies and in the Annual Progress GVC, BTH, HCD, Urban Develop model policies and ordinances to increase pro- Reports and at the Annual Land Institute (ULI), ordinances to encourage duction of housing afford- Summits. Determine longer- Homebuilding Industry, housing affordable for all able for all incomes. If feasi- term actions. Other Stakeholders incomes. Analyze the feasi- ble, develop, capitalize and bility of a regional Afford- implement an Affordable able Housing Trust Fund Housing Trust Fund (if fea- and employee assistance sible) and other employee programs. assistance programs.
Goal 7: Identify legislative and regulatory changes necessary to facilitate the implementation of the adopted goals and strategies.
Objective A: Use the San Joaquin Valley as a pilot for testing new permitting and environmental review incentives that will facilitate infill and refill developments.
Work with COGs and local Develop and implement a Work with local govern- Continue to monitor and COGs, Local Governments, governments to identify work plan in test innovative ments to adopt and imple- evaluate results. Prepare a GVC, BTH, Resources innovative permitting and incentives. Consider legisla- ment incentives. Develop report and recommendation Agency, Stakeholders, State environmental review incen- tion and regulations to process and methodology to regarding statewide applica- Legislators tives to facilitate infill and implement CEQA improve- monitor and evaluate tions based on the regional refill developments (as a ments in conjunction with results. pilot. preferable alternative to adoption and implementa- “green field” developments), tion of the Regional Blue- including improvements to print Plan and updates of the California Environmen- local General Plans. tal Quality Act (CEQA). Prepare a report and recom- mended actions.
Objective B: Develop an innovative approach to establishing a voluntary high-value open space conservation system.
Work with COGs, local Develop a policy framework Seek legislation or regulatory Continue implementation COGs, Local Governments, governments and Resources and work plan to explore authority to implement of a high-value open space GVC, Resources Agency, Agency to convene stake- policies, strategies and proposed policies, strategies conservation system. Stakeholders holders to begin discussions incentives. Conduct and incentives. Begin Monitor and evaluate of a comprehensive high- workshops with stakeholders implementation of adopted results. Develop longer-term value open space conserva- to obtain input and and authorized actions in actions. tion system (that will ensure feedback. Prepare a report partnership with landowners participating landowners and recommended actions and local jurisdictions. and jurisdictions are reward- for high-value open space ed and protected for proac- conservation system. tive open space planning and conservation).
52 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective C: Increase the coordination among local General Plans region-wide to facilitate better land use, transportation, air quality, and energy outcomes.
Complete above activities Complete above activities Decide whether or not to Develop a process for updat- COGs, Local Governments, for preparing Regional Blue- for updating local General establish a uniform schedule ing Regional Blueprint Plan GVC, Stakeholders, BTH, print Plan. Plans to be consistent with for updating local General and assisting local govern- HCD, Stakeholders, State Regional Blueprint Plan. Plans. If so, determine ments in updating General Legislators Work with COGs and local whether or not to imple- Plans. governments to analyze fea- ment through voluntary sibility of adopting a uni- agreement or legislation. form schedule for updating General Plans in the future.
Objective D: Analyze options for assessing impact fees that will promote above goals and objectives.
Complete above activities Work with COGs and local Conduct workshops to Work with local COGs, Local Governments, for preparing Regional governments to research and obtain input and feedback. governments to implement GVC, Stakeholders, BTH, Blueprint Plan. analyze options (including Prepare report and model policies and HCD, Stakeholders, State legal nexus) of assessing recommended actions. Seek ordinances. Evaluate results Legislators impact fees, such as authorizing legislation if and determine longer-term considering per acre fees necessary. Develop model actions. instead of per unit fees to policies and ordinances. encourage higher intensity land use.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 53 Work Group Recommendations yet had far fewer ozone violations. The South Coast had an ozone Air Quality precursor emissions density approximately 7 times greater than the San Joaquin Valley, yet the Valley and the South Coast experienced Challenge a similar number of 8-hour ozone violations. To further complicate matters: pollution from the Bay Area accounts for as much as 27% he San Joaquin Valley experiences some of the worst ozone and of the air pollution in the Valley’s northern counties; traffic on particulate air pollution in the nation. Significant progress has Highway 99 and Interstate 5, principal north-south goods Tbeen made in recent years, but the challenges ahead remain movement corridors for the state, adds greatly to the problem; and daunting. The Valley faces the twin challenges of attaining two federal Valley population is projected to grow at a rate 65% higher than the air quality standards: the ozone 8-hour standard and the particulate state average. These factors all put an exclamation point on the need matter PM2.5 standard. The current deadline to for urgent action. attain the federal 8-hour ozone standard is 2013, The Partnership has provided Large emission reductions will occur through the with the ability to “bump-up” to a later ongoing implementation of regulations already a Valley Forum for all us from attainment year if necessary. The PM2.5 adopted by the California Air Resources Board attainment deadline is 2015, which includes the diverse backgrounds, both (ARB) and the San Joaquin Valley Unified Air single extension allowed by the federal Clean Air public and private sectors to Pollution Control District (District). The Act; a further extension is not possible. affect change. We have District’s October 16, 2006 Draft Ozone Plan Attainment requires compliance for three made tremendous strides indicates that through the combination of local consecutive years. Failure to attain the standards working collaboratively to controls and California’s mobile source control by the mandated deadline carries potential federal improve the socio-economic program, Oxides of Nitrogen (NOx) and penalties, including permitting sanctions and loss infrastructure plans for future Reactive Organic Gas (ROG) emissions of federal transportation funding. generations of Central Valley reductions on the order of 200 tons per day are expected in the San Joaquin Valley by 2012, from PM2.5 and ozone exposure both have substantial residents. But our work has nearly 1,000 tons/day to approximately 800 adverse health impacts. Valley residents regularly only just begun, as we have suffer asthma attacks, acute bronchitis, lost work tons/day. The Draft Ozone Plan also indicates great opportunities to further days, reduced activity, hospital admissions, school that additional reductions on the order of 400 meet the needs of the com- absences, and even premature death because of tons per day will be required for attainment of exposure to air pollution. One in six Valley munities we serve throughout standards by 2012, requiring actions that go well residents has been diagnosed with asthma. Valley the San Joaquin Valley. beyond existing controls and programs. To provide perspective on the magnitude of the youth experience asthma complications more Jose Rivera than children across California and across the Civic Leader challenge, consider: mobile sources are the biggest nation. Youth who grow up in smoggy areas have San Joaquin County ozone contributor to the Valley’s pollution, lungs that are underdeveloped by the age of 18 representing 79% of total NOx and 40% of total and will likely never recover. Teenagers that live in more polluted ROG, but the hypothetical elimination of all current truck and areas are five times as likely to have clinically-low lung function as passenger vehicle traffic in the Valley would be insufficient to achieve teens living in low-pollution areas. Each year, asthma accounts for 8-hour ozone attainment by 2012. There are no “silver bullet” 808,000 days of Valley school absences. Despite significant solutions; attainment will require an innovative multi-faceted reductions in emissions of ozone-forming pollutants over the past 15 program. A viable plan requires emissions reductions from all sectors. years, Valley residents still breathe ozone levels above the federal 8- In addition, it will take a combination of regulatory and incentive hour standard about one-third of the year. A recent report puts the measures to attain clean air standards. And, current incentive cost of non-attainment at more than $3 billion per year or, an programs are generating annual emissions reductions of 1.5 tons per average of $1,000 per Valley resident per year. These health and day, hardly meaningful when the aim is to close a 400 ton per day economic impacts make it essential to reduce public exposure to the gap. New air quality modeling developed following the release of the pollutants as quickly as possible. Draft Ozone Plan is providing emission reduction targets that change the size of the gap in 2012 and later years. For example, in 2020 the The San Joaquin Valley’s geography, topography, and climate gap may be closer to 150 tons per day with a NOx-focused strategy. conditions add to the challenge. The Valley experiences low regional air evacuation and dispersion rates, frequent inversions, abundant The District and the ARB are in the process of developing a State sunlight and extreme temperatures. These conditions accelerate and Implementation Plan (SIP) for the Valley, which is required to show intensify precursor conversion to ozone and PM2.5. Every unit of how the region will attain the standards. The most significant near- emission in this region creates a disproportionate pollution impact. term challenge facing the District is the development by June 2007 For example, in 2005 the Bay Area emitted approximately 5 times of an 8-hour ozone SIP that meets EPA criteria for approval. Failure the ozone precursor loads of the San Joaquin Valley per square mile, to submit an approvable SIP carries federal sanctions. If attainment
54 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL cannot be reached, the District has the option to apply for a time • Participate in public forums to solicit initial input as well as deferral (a “bump-up”). A request for re-classification from the feedback on proposed strategic action proposal from Valley current “serious non-attainment” designation to “severe-17” residents. designation allows for deferral of attainment to 2020 but will have • Evaluate, recommend and implement alternative paths to serious health and economic impacts for Valley residents. Further, generate funding to invest in new research and technology to such a change in designation only will be approved if the federal accelerate deployment of emission-reducing technologies. Environmental Protection Agency (EPA) finds the SIP to be • Evaluate, prioritize and recommend strategies to reduce attainable by 2020. As a final option, the Valley can request emissions from on-road and off-road mobile sources. “extreme” designation. This defers attainment to 2023 and allows the District to place an unresolved emissions reduction gap in a “black • Evaluate, recommend and implement strategies to reduce box” (solutions to be determined at a date beyond June 2007 emissions from stationary sources. completion of the SIP), but this option has even • Explore and recommend strategies for more serious health and economic consequences. The Partnership is providing a widespread adoption of renewable energy and clear roadmap for the future biofuels in the San Joaquin Valley to enhance To complement the SIP, the Partnership has ongoing air quality improvement strategies. identified institutional constraints to the prosperity of the Valley, which attainment of these standards and is proposing is important to all Californians • Explore major transportation modes with actions to minimize or eliminate them. The EPA because the Valley will be respect to reducing air emissions (such as should consider how to accelerate investments to absorbing so much of expanded rail service versus truck transporta- assist the region in achieving federal standards. California’s future growth. tion for bulk commodities and products). Research and development of innovative control • Coordinate with the Land Use, Agriculture Pete Weber technologies and alternative fuels must be Liaison for Federal Task Force and Housing and Transportation Work accelerated. Every effort must be made to improve Groups to evaluate, recommend and air quality without constraining existing and implement land use planning with a view future manufacturing capacity. Most importantly, incentives to reward to mitigate air quality impacts. adoption of clean technology must be substantially increased. • Evaluate and recommend changes in governmental oversight As important as it is to take short-term actions to strive to attain EPA to ensure a unified approach to implementation of standards by 2012 and 2015, it is equally important to spur longer- recommended strategic plan. term actions that will provide sustainable air quality improvements, • Submit an Air Quality Strategic Action Proposal for such as planning for land use and transportation that will reduce consideration by the Partnership Board. vehicle trips and facilitate use of transit, and developing alternative fuels and renewable energy. Summary of Recommendations
Finally, it is essential that this challenge be approached as a he recommended actions focus on mobilizing partnership between the EPA, Cal/EPA, ARB and the District. These collaboration among the responsible agencies to accelerate agencies are jointly responsible for air quality standards in their Tefforts to achieve air quality compliance by 2012 and regulatory roles, and at the same time share an obligation to develop 2015, with a preference for significantly expanded incentives as and implement plans that produce the desired outcomes. Failure to the leading strategy. They also address the inter-relationships meet air quality standards will result in protracted detrimental health between air quality and land use, transportation and energy. effects and adverse economic impacts. 1. Eliminate institutional constraints to achieve the EPA Scope of Work standards for 8-hour ozone and PM2.5 by the current attainment date, or as soon as practicable thereafter. • Establish a diverse, broadly representative work group of 2. Encourage EPA adoption of tighter federal emission control Valley stakeholders for the purpose of engaging around a set standards. of federal, State and regional strategies to improve air quality 3. Expand or create new incentive mechanisms to accelerate in the region. technology adoption. • Develop a shared understanding of the air quality challenges 4. Facilitate the development and use of clean energy. of the region. 5. Improve efficiency of goods and people movement. • Facilitate a series of round-table discussions with the San Joaquin Valley Air District, the California Air Resources 6. Encourage green local government. Board, Cal/EPA and EPA to encourage a dialogue about 7. Accelerate research of critical emissions. locally conceived policy priorities and solutions to the air 8. Improve public education. quality challenges of the Valley.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 55 AirImmediate Quality Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer Mission Enable residents to enjoy healthy air by removing the adverse impacts of poor air quality and improving the quality of life.
Indicators: Decrease in ozone precursors. Decrease in particulate matter. Decrease in number of days with 8-hour ozone exceedances. Increase in the use of clean energy. Increase in the use of clean fuels. Decrease in attributable mortality rates. Decrease in asthma rates.
Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 1: Achieve U.S. Environmental Protection Agency (EPA) standards for 8-hour ozone and PM2.5 by the current attainment date, or as soon as practicable thereafter.
Objective A: Negotiate with U.S. EPA to address federal constraints on alternative compliance emission reduction programs and to eliminate institutional constraints.
Conclude negotiations with Initiate action plan imple- Report results in Annual Develop and implement San Joaquin Valley Air Pollution SJVAPCD, ARB and U.S. mentation. Report results in Progress Report and at longer-term actions to Control District (SJVAPCD), EPA to provide more flexi- Annual Progress Report and Annual Summit. Evaluate achieve and maintain attain- California Environmental Pro- bility for alternative compli- at Annual Summit. results and revise program as ment. Report results in tection Agency (Cal/EPA), Cali- ance programs and develop appropriate to achieve Annual Progress Report and fornia Air Resources Board action plan. attainment. at Annual Summit. (ARB), EPA
Objective B: Negotiate with U.S. EPA for allowance of State Implementation Plan (SIP) credits for incentive programs.
Obtain approval for incor- Implement incentive-based Evaluate results and revise Maintain effective incentives SJVAPCD, Cal/EPA, ARB, poration of incentive-based programs. Report results in program as appropriate. and monitor results. EPA programs in SIP. Annual Progress Report and at Annual Summit.
Objective C: Work with ARB to identify appropriate criteria and approach for incentive programs and develop action plan. (See Goal 3)
Conclude negotiations with Implement action plan Evaluate results and revise Ongoing. SJVAPCD, Cal/EPA, ARB SJVAPCD and ARB and (Goal 3). Report results in program as appropriate. develop action plan to Annual Progress Report and enable effective implementa- at Annual Summit. tion of incentive-based pro- grams delineated in Goal 3.
Goal 2: Encourage EPA adoption of tighter federal emission control standards.
Objective A: Recommend that ARB work with U.S. EPA to ensure that on- and off-road heavy duty vehicles and equipment comply with applicable new and in-use emission standards.
Request and facilitate re-evalua- Implement results of re-eval- Evaluate results and revise Ongoing. Cal/EPA, ARB, EPA tion by ARB and EPA of uation by ARB and EPA. program as appropriate. process for determination of in- Monitor and assess results. use emission rates of vehicles and equipment to ensure emis- sions are within expected range. Prepare report on outcome.
Objective B: Encourage U.S. EPA to develop strong emission control standards for locomotives.
Request U.S. EPA to adopt Request assistance of U.S. Monitor implementation Evaluate results. Report Cal/EPA, ARB, SJVAPCD and apply Tier 3 locomotive EPA and Cal/EPA / ARB to and results. Determine addi- results in Annual Progress standards. (Tier 3 locomo- assist in negotiations with tional steps to achieve objec- Report and at Annual Sum- tives not yet available.) railroads for Tier 3 adoption tive. Report results in Annu- mit. and approval of monitoring al Progress Report and and enforcement plan. Annual Summit.
56 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective C: Negotiate with railroads to ensure early introduction of the cleanest locomotives into the San Joaquin Valley fleet.
Engage railroads in discus- Negotiate Tier 3 adoption Replace 10% of fleet per year Replace 40% of older loco- Cal/EPA, ARB, SJVAPCD sions regarding Tier 3 loco- schedule with railroads. with Tier 3 locomotives. motives. Minimum 7 motive standards. (Tier 3 tons/day emission reductions locomotives not yet available.) by 2015.
Goal 3: Implement incentive mechanisms to accelerate adoption of air quality mitigation technologies.
Objective A: Enact state-level incentives to accelerate adoption of stationary-emissions reduction technology and encourage investment in clean energy and alternative fuels.
Explore feasibility and fund- Seek authorizing legislation. Evaluate results and adjust Review progress and modify Valley State Legislators ing mechanisms for state- Develop implementation program as needed. as appropriate. level incentives, including plan and launch program, the concept of an “air quali- including marketing incen- ty mitigation zone.” Prepare tives to investors. report on options. (Target funding: $50 million/year.)
Objective B: Enact federal-level incentives to accelerate adoption of stationary-emissions reduction technology and encourage investment in clean energy and alternative fuels.
Explore feasibility and fund- Seek authorizing legislation. Evaluate results and adjust Review progress and modify Valley Congressional Repre- ing mechanisms for federal- Develop implementation plan programs as needed. as appropriate. sentatives level incentives, including the and launch program, includ- concept of an “air quality ing marketing incentives to empowerment zone.” Prepare investors. report on options. (Target funding: $100 million/year.)
Objective C: Establish and fund a 5-year program to scrap and replace approximately 6,000 gross polluting passenger vehicles per year and achieve 20 tons/day emissions reduction over 5 years.
Design program and identi- Seek authorizing legislation Evaluate results and deter- Develop and implement Valley State Legislators and fy funding sources. Prepare and/or regulatory approvals. mine whether or not to con- longer-term actions. Congressional Representa- report and recommenda- Secure funding. Develop tinue program. Amend pro- tives, Cal/EPA, ARB, tions for action. (Target implementation plan and gram as appropriate. SJVAPCD funding: $24 million/year.) launch program.
Objective D: Establish and fund a 5-year program to scrap and replace approximately 7,500 heavy duty diesel trucks per year and achieve 60 tons/day emissions reduction over 5 years.
Design program and identi- Seek authorizing legislation Evaluate results and deter- Develop and implement Valley State Legislators and fy funding sources. Prepare and/or regulatory approvals. mine whether or not to con- longer-term actions. Congressional Representa- report and recommenda- Secure funding. Develop tinue program. Amend pro- tives, Cal/EPA, ARB, tions for action. (Target implementation plan and gram as appropriate. SJVAPCD funding: $300 million/year.) launch program.
Objective E: Establish and fund a 5-year scrap and replace program for off-road equipment to achieve 10 tons/day emissions reduction over 5 years.
Design program and Seek authorizing legislation Evaluate results and deter- Develop and implement Valley State Legislators and identify funding sources. and/or regulatory approvals. mine whether or not to con- longer-term actions. Congressional Representa- Prepare report and Secure funding. Develop tinue program. Amend pro- tives, Cal/EPA, ARB, recommendations for implementation plan and gram as appropriate. SJVAPCD action. (Target funding: launch program. $50 million/year.)
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 57 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective F: Implement school bus fleet modernization.
Develop program, drawing Continue implementation Evaluate results to achieve Develop and implement Cal/EPA, ARB, SJVAPCD, upon existing programs and and evaluate need for addi- objective of average school longer-term actions. School Districts new funds, including gener- tional funds. Secure addi- bus age being at or below al obligation bonds should tional resources if needed. the statewide average. voters approve. Begin imple- mentation if feasible.
Goal 4: Promote clean energy projects. (See Energy Recommendations.)
Objective A: Establish a San Joaquin Valley Clean Energy Office. (See Energy Recommendations.)
Develop organizational Continue technical assis- Evaluate results and modify Evaluate and determine SJVAPCD, California Pub- structure and program for tance and demonstration program as appropriate to whether or not to continue lic Utilities Commission Clean Energy Office to pur- projects. Coordinate with optimize impact. the program. Develop and (CPUC), California Energy sue goal of 20% new power establishment of San implement longer-term Commission (CEC), generation from renewable Joaquin Valley clean energy actions. Resources Agency, SJVCEO resources. Secure funding organization (SJVCEO). and open. Begin work on Secure increased proportion- demonstration projects and al share of “public benefits technical assistance. charges revenues” for expanded program.
Objective B: Establish a “clean vehicle information exchange” program
Design program and identify Seek authorizing legislation Evaluate results and modify Evaluate and determine SJVAPCD, Valley State Leg- funding sources. Prepare and/or regulatory approvals. program as appropriate to whether or not to continue islators and Congressional report and recommendations Secure funding. Develop optimize impact and become the program. Develop and Representatives, SJVCEO for action. (Objective is for implementation plan and self-funding. implement longer-term program to become self- launch program. actions. funding within 5 years.)
Objective C: Implement community-choice energy aggregation project. (See Energy Recommendations.)
Support initial pilot with Evaluate results and deter- Implement expanded com- Develop and implement SJVCEO, Kings River Con- Kings River Conservation mine feasibility of expand- munity-choice energy aggre- longer-term actions. servation District, Local District delineated in Ener- ing program. gation as appropriate. Governments, Stakeholders gy Recommendations.
Objective D: Implement pilot net metering program within same agricultural operation or water district (See Energy Recommendations.)
Design pilot program for Seek authorizing legislation Evaluate results and modify Develop and implement CPUC, SJVCEO, Agricul- implementation within a and/or regulatory approvals. program as appropriate to longer-term actions. tural Industry, Valley State water district. Prepare report Develop implementation optimize impact. Legislators and recommendations for plan and launch program. action.
Objective E: Promote the use of agricultural biomass for fuel and energy production. (See Energy Recommendations.)
Support implementation of Based on implementation of Evaluate results and modify Develop and implement USDA, SJVAPCD, Energy Recommendations. Energy Recommendations, air quality action plans as longer-term actions. Cal/EPA, ARB, CEC, determine the potential appropriate. Agriculture Industry contribution to air quality improvements and integrate into action plans for attainment.
58 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 5: Improve transportation mobility and goods movement. (See Transportation Recommendations.) Objective A: Support surface transportation improvements.
Support implementation of Based on implementation of Evaluate results and modify Develop and implement Councils of Government Transportation Recommen- Transportation Recommen- air quality action plans as longer-term actions. (COGs), Business, Transporta- dations for surface trans- dations, determine the appropriate. tion and Housing Agency portation improvements, potential contribution to air (BTH), Department of Trans- including market-based quality improvements and portation (Caltrans), Califor- solutions, tolling, and urban integrate into action plans nia Transportation Commis- traffic synchronization. for attainment. sion (CTC), Federal Highway Administration (FHWA)
Objective B: Support goods movement infrastructure improvements
Support implementation of Based on implementation of Evaluate results and modify Develop and implement COGs, BTH, Caltrans, Transportation Recommen- Transportation Recommen- air quality action plans as longer-term actions. CTC, FHWA, Cal/EPA, dations for goods move- dations, determine the appropriate. ARB ment, including dedicated potential contribution to air truckways, expanded rail, quality improvements and and short sea shipping. integrate into action plans for attainment.
Objective C: Support public transportation improvements.
Support implementation of Based on implementation of Evaluate results and modify Develop and implement COGs, BTH, Caltrans, Transportation Recommen- Transportation Recommen- air quality action plans as longer-term actions. CTC, FHWA, Cal/EPA, dations for public transit, dations, determine the appropriate. ARB, Local Governments including multi-modal facil- potential contribution to air ities, expanded passenger quality improvements and rail, local bus systems, and integrate into action plans high-speed rail. for attainment. Goal 6: Encourage “green” local government policies and sustainable communities.
Objective A: Accelerate the use of clean energy technologies in local governments and state operations.
Inventory best practices. Develop and implement edu- Continue to implement edu- Develop and implement SJVCEO, CEC, Cal/EPA, Review Moyer guidelines cation and technical assis- cation and technical assis- longer-term actions. COGs, Local Governments modified by ARB and con- tance program for local gov- tance program. Evaluate sult SJVAPCD regarding new ernments, including prepar- results and air quality action guidelines. Prepare report and ing a “tool kit” for green plans as appropriate. recommendations for action. practices and sustainable Determine green best prac- communities. Coordinate tices potential to contribute with the Regional Blueprint to air quality improvement Plan process. and integrate into action plans for attainment.
Objective B: Include criteria for impacts on air quality for local government and state procurement contracts.
Request ARB and SJVAPCD Develop and implement plan Evaluate results and determine Modify process as appropriate. Cal/EPA, ARB, SJVAPCD, to prepare model process and for distribution of model whether or not to continue COGs, Local Governments criteria along with proposal process and criteria. Assess with process. for implementation. impact and effectiveness.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 59 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective C: Support development and adoption of efficient land use patterns and green building standards. (See Land Use, Agriculture and Housing Recommendations.)
Support implementation of Based on implementation of Evaluate results and modify Develop and implement COGs, Local Governments Land Use, Agriculture and Land Use, Agriculture, and air quality action plans as longer-term actions. (Request assistance of BTH, Housing Recommendations, Housing Recommendations, appropriate. Cal/EPA, CEC) in coordination with Region- determine the potential con- al Blueprint Plan process, for tribution to air quality efficient land use patterns improvements and integrate and green building standards. into action plans for attain- Request assistance of relevant ment. state agencies.
Goal 7: Accelerate research on emission-reduction strategies and clean-air technologies, establishing the San Joaquin Valley as a leader in innovation. (See Energy Recommendations.) Objective A: Support research on agricultural PM10, PM2.5 and ROG emissions.
Encourage convening of work Secure funding and other Monitor and report results of Continue research and imple- Agriculture Industry, group of agriculture industry, resources to implement research. Develop and imple- mentation of applications as SJVAPCD, ARB, Research other stakeholders, experts research plan. Determine ment applications as feasible. feasible. Institutions and research institutions to potential contribution to air develop a research plan. quality improvements and integrate into action plans for attainment.
Objective B: Support research of dairy emissions sources and Best Available Control Technology (BACT).
Encourage convening of Secure funding and other Continue to promote adop- Evaluate results and modify Dairy Industry, SJVAPCD, work group of agriculture resources to implement tion of BACT. Evaluate air quality action plans as Cal/EPA, ARB, Research industry, other stakeholders, research plan. Determine results, determine potential appropriate. Continue Institutions experts and research institu- potential contribution to air contribution to air quality research and implementation tions to develop a research quality improvements and improvements and integra- of applications as feasible. plan. Inventory BACT and integrate into action plans tion into action plans for prepare a report and recom- for attainment. Develop and attainment. Develop and mendations for action. (Tar- implement plan for distrib- implement applications as get funding: $37.5 million) uting BACT information feasible. and encouraging adoption.
Objective C: Support research for renewable energy and alternative fuels. (See Energy Recommendations.) Goal 8: Improve public understanding of air quality issues and solutions.
Objective A: Conduct a Public Education Campaign. Develop a plan for a public Secure funding or sponsor- Evaluate results and modify Develop and implement SJVAPCD, Cal/EPA, ARB, education program, includ- ship and launch implemen- program as appropriate. longer-term actions. Stakeholders, Public and ing establishing a baseline tation of program. Private Sponsors through data gathering and public survey(s).
Objective B: Prepare and distribute a “user-friendly” air quality section of the Annual Progress Report. Develop template for “user- Prepare air quality section Continue Annual Progress Continue Annual Progress Partnership, SJVAPCD, friendly” air quality section for first Annual Progress Report and Annual Summit Report and Annual Summit Cal/EPA, ARB of the Annual Progress Report and discuss at Annu- process. process. Report, including highlights al Summit. Continue annu- from regional air quality ally and utilize Annual action plans and SIP. Begin Progress Report and Annual gathering baseline data and Summit to modify action information. plans as appropriate.
60 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Work Group Recommendations Scope of Work Water Quality, Supply and Reliability • Survey all relevant state, federal and local agencies, entities and individuals regarding existing needs, Challenge water projects and institutional barriers. Utilize the he growing population and expanding economy of the information in DWR Bulletin 160 and coordinate San Joaquin Valley require an adequate water supply of all activities with the San Joaquin Valley Regional Tsufficient quality that is reliable for the all sectors as Water Plan being developed. well as the environment. The current supply is inadequate for • Organize survey information into a database to the future and there is a significant annual groundwater basin catalogue water-related needs: (a) water supply; (b) overdraft that must be reversed. In addition, water quality; (c) flood control; and (d) the San Joaquin River is a valuable natural The Partnership brings environmental enhancement. asset that needs to be restored and protected together local public and pri- • Delineate legal and institutional barriers while developing additional water supplies. vate representatives with the to meeting regional water-related needs. Solutions must embrace efficient water use Governor's Cabinet in a • Develop a Water Master Plan and practices as well as construction of bipartisan nature to work Business Plan, including a focus on flood control. additional storage, both surface and towards common goals and groundwater. Further, approximately 20% objectives of regional signifi- • Develop a strategic plan for energy of all electrical energy consumed in the state cance. Due to the Valley's supply, alternative renewable resources, is used to pump, transport or treat water; and efficiencies, beginning with the challenges, this area uniquely thus there is a synergistic, interdependent California Energy Commission relationship between water and energy that needs this attention. Integrated Energy Policy Report. must be addressed in the actions to assure Paul Boyer an adequate water supply. Councilman Summary of City of Farmersville Recommendations Prior to the establishment of the Partnership, the Congressional Delegation initiated the he recommended actions focus on increasing water use development of the San Joaquin Valley Regional Water Plan efficiency coupled with expanding water storage to and enlisted the expertise of the California Water Institute at Tachieve sufficient water quality, supply and reliability California State University, Fresno to facilitate the planning for the region. Water use management also is being closely effort. The Partnership decided to support and coordinate linked to strategies to increase energy efficiency. with the Regional Water Plan activities, which have been organized into four subjects: (1) Water Supply, (2) Water 1. Develop and implement an integrated San Joaquin Valley Quality, (3) Flood Control, and (4) Environmental Regional Water Plan. Enhancement. The Regional Water Plan also is being 2. Incorporate major levee enhancements in Sacramento-San coordinated with State water planning efforts which are Joaquin Delta and San Joaquin Valley to safeguard regional consistent with the concept of regional resource management. water quality and water supply as well as provide for flood control. 3. Augment surface and groundwater banking programs and recycled water projects in the San Joaquin Valley. 4. Improve water quality and expand salinity management infrastructure development. 5. Promote riparian environmental restoration. 6. Expand agricultural and urban water use efficiency and energy efficiency programs.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 61 WaterImmediate Quality, Actions SupplyShort-Term and Actions ReliabilityIntermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer Mission Ensure a reliable, adequate quality water supply to sustain a high quality of life, and a world-class agricultural sector, while protecting and enhancing the environment.
Indicators: Completion of the San Joaquin Valley Regional Water Plan. Completion of the San Joaquin River and Tulare Lake Basin Plans. Increase in the integrity of the Sacramento-San Joaquin Delta and San Joaquin Valley levees. Completion of projects for surface storage, groundwater banking, and recycling brackish water. Establishment of a salinity management entity. Increase in water supply reliability and quality. Increase in access to clean water. Increase in environmental restoration along major riparian corridors and watersheds. Completion of agricultural and urban water-energy use efficiency programs. Decrease in per capita urban water consumption. Increase in water and energy use efficiency per unit of agriculture production. agriculture production. Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 1 : Develop and implement a comprehensive San Joaquin Valley Regional Water Plan.
Objective A: Provide management, technical and administration support for development of the San Joaquin Valley Regional Water Plan.
Continue with ongoing Continue with ongoing Begin implementation of Continue implementation San Joaquin Valley Regional development of federal-state development of federal-state the San Joaquin Valley of the San Joaquin Valley Water Plan Task Group, integrated San Joaquin Val- San Joaquin Valley Regional Regional Water Manage- Regional Water Manage- U.S.Bureau of Reclamation ley Regional Water Manage- Water Management Plan to ment Plan. Secure funding ment Plan and construction (USBR), Department of ment Plan. complete by October 2008. and begin construction of of priority projects. Evaluate Water Resources (DWR), Develop implementation priority projects. results and amend Plan and Local Water Agencies, Local work plan to complete by work plan as appropriate. Governments, Stakeholders October 2009.
Objective B: Coordinate and integrate the San Joaquin Valley Regional Water Plan with other key plans for management of the region’s water resources.
Facilitate planning coordina- Integrate and cross-reference Monitor implementation of Continue coordination of San Joaquin Valley Regional tion with other key water other key water management other water management implementation of the water Water Plan Task Group, management plans for the plans into the San Joaquin plans and coordinate con- management plans. USBR, DWR, Local Water region. Valley Regional Water Man- struction of priority compo- Agencies, Local Govern- agement Plan. Delineate in nents of the San Joaquin ments, Stakeholders the work plan mechanisms for Valley Regional Water Plan. coordination with other plans.
Goal 2: Strengthen levees in the Sacramento-San Joaquin Delta and San Joaquin Valley to safeguard regional water quality and quantity and to provide flood control.
Objective A: Improve the levees of the San Joaquin, Kings and Kern Rivers and tributaries to assist communities meet 100-year+ flood protection standards and levee certification standards from the Federal Emergency Management Agency.
Assist in completion of a Develop a regional plan and Continue construction of Continue construction of DWR, USBR, U.S. Army detailed regional levee sur- identify priorities for action, improvement projects in projects to complete essen- Corp of Engineers (USCE), vey. Prepare a summary including governance by Fall two-year increments. tial improvements. Evaluate County, California Reclama- report with identified priori- 2008. Secure authorizing progress and determine tion Board, State Water ties for action. legislation if needed. Begin longer-term actions. Resources Control Board construction by Spring (SWRCB), Local Water 2009. Agencies, Local Govern- ments, Stakeholders
Objective B: Improve significantly the integrity of the Delta levee system.
Support implementation of Support construction of Continue to support con- Continue to support con- DWR, USBR, USCE, DWR and Bay-Delta Delta levee improvements. struction of Delta levee struction and completion of County, California Reclama- Authority recommendations improvements. Delta levee improvements. tion Board, SWRCB, Local for improving integrity of Evaluate progress and deter- Water Agencies, Local Gov- Delta levee system. mine longer-term actions. ernments, Stakeholders
62 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 3: Augment surface, groundwater banking programs and recycled water projects in San Joaquin Valley.
Objective A: Complete Upper San Joaquin River Basin Project.
Continue with and com- Prepare plan formulation Prepare financing plan and Begin construction by 2014 USBR, USCE, DWR, plete initial alternatives report. Develop preliminary federal and state enabling and complete project by late Stakeholders, Financing information studies. preferred plan and final fea- legislation. Prepare construc- 2016. Authority (if appropriate) sibility report (EIS/EIR). tion plans and specifica- tions. Secure funding and let construction contract by early 2013.
Objective B: Promote and support up to five conjunctive use projects that can be commissioned or enhanced in 2007-2017 period.
Complete policy paper Secure funding and com- Begin construction by mid- Complete construction and Madera Board of Supervi- delineating the parameters plete feasibility study for 2011 of the Madera Irriga- begin operations of the sors, Madera Irrigation Dis- of a Madera Irrigation Dis- Madera Irrigation District tion District project. Prepare Madera Irrigation District trict, USBR, DWR trict groundwater banking project. Complete EIS/EIR feasibility studies and devel- project. Complete plans and project (preliminary site by Fall 2009. Identify other op plans for other conjunc- secure funding for other acquisition, geo-hydrology prospective conjunctive use tive use projects. Begin conjunctive use projects. investigation, surplus water projects and develop a work preparing EIS/EIR for other acquisition, environmental plan. projects. assessment, governance, power requirements, distri- bution of retrieved water, coordination with regional water plans, financing mechanisms and requisite legislation).
Objective C: Develop recycled and inland brackish water projects to expand regional water supplies.
Integrate planning for Continue with and com- Begin construction of proj- Complete initial projects to DWR, USBR, Department expanding locally-developed plete comprehensive feasibil- ects. Monitor progress. become operational by mid- of Health Services (DHS), water management and ity study. Identify participat- Identify partners and secure 2014. Continue to construct Central Valley Clean Water water recycling into Region- ing partners and secure funding for additional proj- additional projects. Evaluate Association, Local Water al Water Plan to significant- funding sources. ects. Expand distribution results and determine Agencies, Local Govern- ly increase yield above cur- systems and end-users as longer-term actions. ments, Stakeholders rent 500,000 acre feet yield. required.
Goal 4: Develop and implement water quality and salinity management infrastructure.
Objective A: Develop a Salinity Management Plan to be implemented as an update to the San Joaquin River and Tulare Lake Basin Plans.
Convene stakeholders to Establish a salinity manage- Complete Salinity Manage- Continue implementation Local Water and Wastewater establish a salinity manage- ment entity to collaborative- ment Plan. Determine on- of the Plan and construction Agencies, DWR, USBR, ment entity to proactively ly and comprehensively going financial support for of projects. Evaluate results California Environmental work with local govern- address regional salinity the salinity management and determine longer-term Protection Agency ments and water agencies issues. Prepare a work plan entity. Secure funding and actions. Update Regional (Cal/EPA), U.S. EPA, and to forestall further sur- to develop a Salinity Man- begin implementation of the Water Plan and San Joaquin SWRCB, Central Valley face and groundwater quali- agement Plan. Secure fund- Plan and construction of River and Tulare Lake Basin Regional Water Quality ty deterioration from salini- ing and begin preparation of projects. Plans as appropriate. Control Board, Stakeholders ty buildup in urban and the Plan that incorporates rural areas. (Santa Ana the best science and reflects Watershed Project Authority changing conditions. may be a model.) Determine approach to updating the San Joaquin River and Tulare Lake Basin Plans.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 63 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective B: Ensure all communities have adequate sanitary sewage disposal facilities.
Convene local jurisdictions Prepare a work plan to pro- Continue to assist project Continue to assist project Local Water and Wastewater and stakeholders to identify vide technical assistance to sponsors in securing funding sponsors in securing funding Agencies, Local Govern- up to five regional waste- planning the five regional and preparing plans for con- and completing construc- ments, DWR, USBR, water treatment projects to wastewater treatment proj- struction. Support pre-devel- tion. Evaluate results and Cal/EPA, SWRCB, U.S. further the objective. Devel- ects. Identify costs and alter- opment, preliminary engineer- determine longer-term Department of Agriculture op a framework for assisting natives for funding and ing, and environmental evalu- actions. (USDA) project sponsors and provid- financing. Prepare a report ation activities. Assist project ing technical assistance. and recommended actions. sponsors in securing requisite approvals and funding. Begin construction of projects.
Objective C: Ensure all communities provide water that meets state and federal drinking water standards.
Inventory and characterize Develop an action plan to Assist communities in secur- Continue to assist project Local Water Agencies, Local all communities that do not assist communities in meet- ing approvals and funding sponsors in securing funding Governments, DHS, DWR, meet state and federal drink- ing standards, including for design of projects. Begin and completing construc- Cal/EPA, SWRCB, USDA ing water standards. Prepare estimation of costs and construction of priority tion. Evaluate results and a report and recommended identification of potential projects. determine longer-term actions. sources. Prioritize projects. actions.
Goal 5: Expand environmental restoration.
Objective A: Develop and implement a San Joaquin Valley Ecosystem Restoration Plan.
Convene local, regional, state, Develop the San Joaquin Val- Secure funding and begin Continue implementation of Local Water Agencies, Local and federal governmental ley Ecosystem Restoration implementation of the San the San Joaquin Valley Governments, Councils of agencies with stakeholders to Plan. Convene workshops to Joaquin Valley Ecosystem Ecosystem Restoration Plan. Government, DWR, USBR, develop a strategic approach obtain input and feedback Restoration Plan. Launch Evaluate results and deter- USDA, Department of Con- and recommend actions for from stakeholders and the public education and out- mine longer-term actions. servation, Resource Conserva- developing a San Joaquin Val- public. Begin development of reach to engage the public in tion Districts, Stakeholders, ley Ecosystem Restoration programmatic EIS/EIR. the effort, particularly schools School Districts Plan that will enhance envi- and students who can incor- ronmental quality and sup- porate the field experience port eco-tourism. into classroom learning.
Objective B: Complete San Joaquin River restoration consistent with the settlement between the Friant Water Users Authority and the National Resource Defense Council (NRDC).
Translate Settlement Agree- Continue planning, design Secure funding and begin Continue construction and Friant Water Users Authori- ment to final engineering and environmental processes construction by 2010 to complete by 2016 to com- ty, Natural Resources design for physical improve- to implement settlement. achieve regular restoration ply with the settlement and Defense Council, US ments to include channel Initiate construction of flows by 2014. achieve San Joaquin River Department of the Interior; geometry, riparian habitat, restoration improvements in restoration. USBR, U.S. Fish and fish passages and other key all five specific reaches to Wildlife Services, DWR, elements. Begin environ- achieve interim restoration Department of Fish and mental review process. flows by 2009. Game, Stakeholders
64 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer Goal 6: Expand agricultural and urban water-energy use efficiency programs.
Objective A: Implement cost-effective, results-oriented, agricultural water-energy use efficiency diagnostic, repair and retrofit projects.
Convene water agencies, Develop a work plan. Continue to implement the Continue to implement the Water Agencies, Public Utili- public utilities, and other Engage partners and secure work plan and construction work plan and construction ties, DWR, California Ener- public and private stakehold- funding. Begin implementa- of projects. Track results and of projects. Continue to gy Commission (CEC), Cal- ers to identify existing and tion by 2009. Develop report in the Annual reports results in the Annual ifornia Public Utilities Com- prospective water-energy use process and methodology for Progress Reports and at the Progress Reports and at the mission (CPUC), Stakehold- efficiencies through diagnos- tracking progress and report- Annual Summits. Annual Summits. Determine ers, Vendors tic, repair and retrofit strate- ing results. longer-term actions. gies. Prepare a report and recommended actions to expand existing programs and fill in the gaps.
Objective B: Implement a pubic awareness and education program about water-energy use conservation.
Complete above activity. Prepare a plan for a public Continue to implement Continue to implement Water Agencies, Public Util- Research and establish base- awareness and education public awareness and educa- public awareness and educa- ities, DWR, California line water and energy urban program. Identify participat- tion program. Monitor and tion program as revised. Energy Commission (CEC), per capita consumption and ing partners, secure funding track results in the Annual Evaluate and report results California Public Utilities agriculture per unit of pro- and launch program. Progress Reports and at the in the Annual Progress Commission (CPUC), duction use. Establish Annual Summits. Evaluate Reports and at the Annual Stakeholders, Vendors process and methodology impacts and revise program Summits. Determine longer- for tracking use. as appropriate. term actions.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 65 Work Group Recommendations Scope of Work Energy • Initiative a comprehensive review of all relevant reports regarding energy (such as California Energy Commission Challenge Integrated Energy Policy Report, A Clean Energy he growing population and expanding economy of the Roadmap for the Greater Fresno Area, March 2006, Great San Joaquin Valley will require increased supplies of Valley Center, Strategic Energy Innovations, Regional Jobs Tclean energy. By “clean energy” we mean increasing the Initiative) to inventory an initial set of actions for efficiency with which our homes and businesses use energy evaluation. and other resources and producing more electricity and fuel • Develop a Regional Water Plan that is energy efficient. in the Valley from renewable energy resources such as solar, • Integrate efficient energy use into land use, transportation wind and biomass. The Partnership envisions an adequate, and air quality actions to promote increased sustainability diverse supply of clean, locally-produced energy to meet the in economic growth. needs of all sectors of the region • Promote development of and capital (residential, commercial, industrial, investment in renewable energy, agricultural governmental). Clean, The San Joaquin Valley including biofuels, as an emerging abundant energy is viewed from the same Partnership addresses most industry cluster. responsible stewardship perspective as clean of the issues important to water and clean air and is treated as a agriculture—water, air quality, • Increase amount of locally-produced energy supply for future growth. treasured environmental resource. And, growth—and they will only be given the relationship between water use addressed through a process Summary of and energy consumption, there is a need to such as this. focus on energy-efficient water use as a Recommendations leading strategy to conserve energy and A.J. Yates Undersecretary promote sustainability. he recommended actions focus on Department of Food and Agriculture increasing energy efficiency in all California consumers use energy to collect, Tsectors as a component of several move, and treat water, dispose of wastewater, power large and strategic actions, especially in relationship to water, and small pumps to heat, cool and pressurize water for use in encouraging the development of clean, renewable, locally- homes, businesses, farms and factories. Combined, these produced energy to meet growing energy needs. water-related end uses account for about 20% of the state’s overall electricity consumption, annually cost California 1. Develop a comprehensive regional plan and consumers about $2 billion, consume about one-third of the implementation structure for efficient energy use and non-power plant natural gas and about 3% of diesel fuel clean, renewable technologies. consumed. Urban water supply and treatment and residential, 2. Increase efficient energy use in all sectors. commercial and industrial end-uses account for almost four- 3. Advance energy self-sufficiency and grow the economy fifths of the water-related electricity consumption, while through the development of clean, renewable technologies. agriculture consumes the remaining one-fifth. The San 4. Improve energy efficiencies in the management and use of Joaquin Valley is expected to require an additional 3,500 water resources. megawatts of new electricity generation capacity by 2025 to meet projected growth of which approximately 20% or 700 5. Promote the region as an international leader for clean megawatts is expected to be water-related. (That figure may energy research, development and use. be slightly higher because of agricultural conversions to drip and micro irrigation systems from furrow and sprinklers and resulting higher energy consumption.) The land resources and the strength of the agriculture industry in the San Joaquin Valley provide an opportunity for the region to pioneer in the development of biofuels and alternative energy as an emerging industry cluster. This will require joint ventures with research institutions and entrepreneurs to develop new energy sources.
66 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL EnergyImmediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer Mission Promote energy use efficiencies and adoption of clean, renewable energy technologies to ensure a reliable supply, grow the economy, and improve air quality.
Indicators: Decrease in use of energy per capita. Decrease in use of energy per unit of GRP. Increase in use of solar and other renewable energy for power generation. Increase in use of clean fuels for transportation and industrial equipment. Increase in energy reliability and self-sufficiency. Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 1: Develop a comprehensive regional plan and implementation structure for efficient energy use and clean, renewable technologies.
Objective A: Establish a regional San Joaquin Valley clean energy organization (SJVCEO) to develop plan and implement programs for energy efficiencies and clean energy.
Engage stakeholders, com- Expand programs region- Review and revise plan as Review progress and modify Air Quality Management plete planning phase, secure wide drawing upon experi- appropriate. structure as appropriate. District, California Energy multi-year funding, and ence from pilot projects. Commission (CEC), Cali- begin implementation of fornia Public Utilities Com- pilot projects. mission (CPUC), Energy Utilities, Stakeholders
Objective B: Establish a “clean energy office” to oversee and manage implementation of the plan and monitor progress towards regional energy self-sufficiency.
Complete design phase for Launch clean energy office. Review progress and modify Review progress and modify San Joaquin Valley Clean regional clean energy office structure and operations as structure as appropriate. Energy Office (SJVCEO), and identify funding. appropriate. Air Quality Management District, Stakeholders
Objective C: Seek an increased share of “public goods charges revenue” for funding energy efficiency programs from CPUC in proportion to regional population.
Meet with CPUC to identify Implement energy efficiency Evaluate programs and deter- Develop long-term actions. SJVCEO, CPUC, CEC, funding strategies and prospec- programs funding by increased mine future actions. Energy Utilities, Stakeholders tive programs. Develop specif- “public goods charges revenue” ic program proposals. funding.
Goal 2: Increase efficient energy use in all sectors. (See Air Quality, Land Use and Transportation Recommendations.)
Objective A: Establish a Clean Vehicle Information Exchange Program. (See Air Quality Recommendations.)
Secure funding and prepare Launch program. Evaluate results and revise Develop long-term actions. SJVCEO, Air Quality Man- marketing materials. program as appropriate. agement District, Stakeholders
Objective B: Increase efficient energy use in rural communities.
Identify effective energy effi- Launch pilot project(s). Evaluate pilot projects and Develop long-term actions. SJVCEO, Local Govern- cient strategies for rural develop strategies and plan ments, CEC, CPUC, Ener- communities. Develop plan for expanding regionwide. gy Utilities for pilot project(s).
Objective C: Develop and implement program to encourage construction of new buildings to EnergyStar standards.
Convene construction Develop marketing materials Evaluate results and revise Develop long-term actions. SJVCEO, CEC, Building industry, other stakeholders, and launch program. program as appropriate. Industry, Local Govern- resources and experts to ments identify strategies, incentives and funding for program. Design program.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 67 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective D: Support adoption of green building ordinances by all local jurisdictions. (See Land Use, Agriculture and Housing Recommendations.)
Convene stakeholders, identi- Begin implementation. Evaluate results and revise Develop long-term actions. SJVCEO, Councils of Gov- fy model programs and ordi- Report progress at Annual program as appropriate. ernment, Local Govern- nances, and develop plan. Summit. ments, CEC
Objective E: Support project-based learning in schools to demonstrate the positive role that clean energy can play in improving air quality and reducing greenhouse gas emissions.
Coordinate activities with K- Develop and implement Evaluate results and revise Develop long-term actions. SJVCEO, K-12 Education 12 actions. Convene stake- pilot program(s) in selected program as appropriate. Stakeholders holders and design program. schools.
Goal 3: Advance energy self-sufficiency and grow the economy through development of clean, renewable technologies.
Objective A: Work with State Agencies to explore and demonstrate innovative approaches to increase use of renewable energy, including trading of net metering credits, streamlining requirements for interconnection to grid, and structuring incentives for renewable energy production.
Convene stakeholders, iden- Launch implementation of Evaluate results and revise Develop long-term actions. SJVCEO, CEC, CPUC, tify experts, inventory plan, which may begin with program as appropriate. Take Energy Utilities, Stakeholders options and develop a plan. pilot program(s). pilot(s) to scale regionwide.
Objective B: Design, site, and build methane-powered co-generation plant(s) for wastewater facilities and dairies. (See Water Recommendations.)
Convene stakeholders, rele- Complete development of a Evaluate results and revise Develop long-term actions. SJVCEO, Stakeholders, vant public agencies and plan and implement by June program as appropriate. CEC, CPUC, Energy Utili- experts to scope feasibility of 2008. Complete construc- ties methane-powered co-gener- tion of plant(s). Track pro- ation plant(s) for wastewater gram performance, includ- facilities and dairies. Begin ing energy production, air development of a plan. and water quality improve- ments, and make adjust- ments as required.
Objective C: Design, site and build biomass small-scale co-generation gasifier plants fueled by orchard prunings and waste urban wood (either at exiting direct combustion biomass plants or stand-alone locations).
Convene stakeholders, rele- Complete development of Evaluate results and revise Develop long-term actions. SJVCEO, Stakeholders, vant public agencies and plan and implement by June program as appropriate. CEC, CPUC, Energy Utili- experts to scope feasibility of 2008. Track performance, ties small-scale biomass co-gener- including air quality ation gasifier plant(s). Begin improvements. development of a plan.
Objective D: Implement an initiative to convert 200 megawatts of water-related energy consumption to solar power.
Convene water agencies, Complete plan and imple- Evaluate results and revise Develop long-term actions. SJVCEO, CEC, CPUC, other stakeholders, relevant ment by June 2008. Explore program as appropriate. Energy Utilities, Stakehold- public agencies and experts and seek any requisite ers to scope feasibility of initia- enabling legislation. Consid- tive. Begin development of a er a revolving public-private plan, including considera- loan fund to assist with tion of up to 30 megawatt project costs not covered by annual reservation of solar CPUC rebates to speed early rebates. adoption.
68 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective E: Implement community-choice energy aggregation projects.
Support start-up of Kings Evaluate results of pilot and Evaluate results and develop Implement long-term plan. SJVCEO, Kings River Con- River Conservation District assist other jurisdictions or longer-term plan. servation District, Local community-choice aggrega- projects as appropriate. Governments, Stakeholders tion energy project as a pilot program.
Goal 4: Improve energy efficiencies in the management and use of water. (See Water Recommendations.) Objective A: Convene a State summit meeting to identify and adopt converged water-energy conservation activities.
Organize and conduct a Implement action plan by Evaluate results and develop Implement long-term plan. SJVCEO, Department of water-energy Summit, January 2009. longer-term plan. Water Resources, CEC, involving Governor’s Cabi- CPUC, Stakeholders net, State officials, Legisla- tors, Members of Congress, other relevant public agen- cies, stakeholder and experts, to promote under- standing of the relationship between energy and water use and to foster steward- ship of California’s water and energy resources in future. Establish an inter- disciplinary team of stake- holders and experts to devel- op an action plan.
Objective B: Design and implement an innovative energy conservation program in water management to include education, diagnosis, and repair / retrofit of equipment for agricultural, water delivery, and wastewater treatment facilities.
Convene stakeholders, rele- Complete and launch imple- Monitor progress and deter- Evaluate results and develop Water Agencies, Irrigation vant public agencies, and mentation of water-energy mine most promising focus long-term plan. Districts, Agricultural Orga- experts to identify and inven- conservation program by Jan- for long-term results. nizations, Energy Utilities, tory strategies for energy con- uary 2008. CEC, CPUC servation in water manage- ment and use. Begin develop- ment of a performance-based water-energy conservation program.
Objective C: Design and implement an innovative energy conservation program in water management for urbanized communities.
Convene stakeholders, rele- Complete and launch imple- Evaluate results and develop Evaluate results and develop Water Agencies, Energy vant public agencies, and mentation of water-energy longer-term plan for long-term plan. Utilities, Local Govern- experts to identify and conservation program by expanding regionwide. ments, CEC, CPUC inventory strategies and pro- January 2008, selecting both grams for energy conserva- pilot communities served by tion in water use in urban- investor-owned and munici- ized communities. Begin pal utilities to benchmark development of perform- progress. ance-based water-energy conservation plan.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 69 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 5: Promote the region as an international leader for clean energy research, development and use. (See Economic and Workforce Development Recommendations.) Objective A: Work with economic development agencies at local, state, and federal levels to incubate, grow, and attract clean energy companies.
Identify all existing and Form industry cluster- Implement plan and evalu- Implement long-term plan. SJVCEO, Economic Devel- potential clean energy com- research collaborative. ate results. Identify specific opment Agencies, Research panies that could form an Develop strategic plan, research opportunities for Institutions industry cluster and link including exploring relation- long-term actions. them with research institu- ship to Helios Project with tions to form an innovation Lawrence Berkeley National collaborative. Laboratory and UC Merced.
Objective B: Work with community colleges, trade unions and Workforce Investment Boards to ensure that there is an adequately-trained workforce for clean energy industry.
Convene industry, institu- Complete development of Evaluate results and develop Implement long-term plan. SJVCEO, Workforce Invest- tions of higher education, education and training pro- longer-term plan. ment Boards, Community and Workforce Investment gram. Institutionalize curricu- Colleges, Trade Unions Boards to being developing lum. Recruit prospective education and training for workforce. clean energy industry.
Objective C: Encourage and support public and private agencies to use and showcase clean energy technologies.
Identify and inventory exist- Implement plan to showcase Develop and implement Evaluate results and develop SJVCEO, Research Institu- ing model projects. Develop models. Develop program plan for expanding use of long-term plan. tions, Stakeholders plan to showcase models. for technical assistance to clean energy technologies interested public and private regionwide. agencies.
Objective D: Develop and implement innovative cutting-edge clean energy demonstration projects.
Develop collaborative rela- Complete plan, secure sup- Monitor progress and deter- Implement long-term plan. SJVCEO, CEC, CPUC, tionships with national labo- port and funding, and begin mine most promising Energy Utilities, ratories and research facili- implementation of plan. research focus for long-term; Stakeholders ties. Begin development of develop plan. plan for advancing basic and applied research.
70 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Work Group Recommendations care caseloads where prevention services are consistently available. The Health and Human Services value of investment in early intervention and prevention can be demonstrated by the results of failure to invest in youth who eventual- Challenge ly emancipate from foster care: 75% work below grade level, 50% do not complete high school, 45% are unemployed, 33% are arrested, n recent years, there has been increasing awareness of the differ- 30% are on welfare, and 25% are homeless. Investment in prevention ences between the San Joaquin Valley and the rest of the state. is effective in decreasing the human and fiscal costs of foster care. IAlthough each Valley county is unique, each shares a number of In addition, San Joaquin Valley counties have experienced decreas- characteristics that exert influence on the demand and need for ing numbers of relative placements. In September 2001, Valley health care and social services. counties averaged 36.75% relative placement for first entries to San Joaquin Valley communities experience poor health status and care; by March 2005 the average had dropped to 29.6%. For all limited access to health care services. Healthy People: 2010 established counties, the process delays associated with relative placements can national priorities around health and health care with the goals of cause multiple placements for children who must be removed from increasing life expectancy and quality of life. In comparing the 10 his/her parental home, further extending the disruption of their leading health indicators with health status, Valley residents appear to lives by placement in stranger care. be worse of than California as a whole on six indicators: adult over- In summary, increased attention to these needs is critical to the weight and obesity, adult tobacco use, motor vehicle deaths, flu shots long-term improvement of health and social services outcomes for elders, access to prenatal care, and air quality. It is important to in the San Joaquin Valley. note that the Valley has some of the worst air quality in the nation, leading to severe impacts on the health of residents and overall quality Scope of Work of life. According to the 2003 California Health Interview Survey, Valley counties exhibited high rates of asthma symptoms in compari- • Identify and evaluate heath care coverage and access in the San son to the state average. Further, the 2006 Public Policy Institute of Joaquin Valley. California’s Survey of the Valley states that 58% of residents cite hav- • Identify health care workforce issues. ing asthma or respiratory problems and 48% state that air pollution • Develop new strategies for health coverage targeted at regional poses “a very serious health threat to themselves and their families.” residents. • Work with regional partnerships to enhance outreach for the Healthy In addition to these health outcomes, the San Joaquin Valley is Kids programs and other children’s health insurance incentives. notably underserved compared to the state as a whole on several • Work with counties to develop regional plans to utilize indicators involving the health professional workforce. In 2001, the Proposition 63 funds. number of primary care physicians (PCP) and specialty care • Work with children’s health organizations and education stake- providers per 100,000 residents was well below the state average. holders to develop urban-rural partnerships on obesity prevention. The Valley had 73 PCPs and 74 specialists per 100,000 residents; the state average was 94 PCPs and 125 specialists. Similar patterns Summary of Recommendations can be observed for dentists, nurses, and other allied health profes- sionals. Further, all eight Valley counties have Medically Under- he recommended actions focus on prevention and promotion served Areas and Populations (MUA/P) designations. These health of improved health status. The shortage of medical, nursing professional shortages create access challenges for all Valley residents. Tand other allied health professionals will be addressed through The Valley continues to be home to a faster-growing number of the expansion of nursing training programs and the establishment people with higher levels of need for social services. The region is of a medical education program at UC Merced coordinated with a plagued by the social consequences of alcohol and substance abuse. network of providers and facilities throughout the region. The rate of methamphetamine and other drug use and availability 1. Develop comprehensive education and training systems to are the highest in the state, leading to significant negative impacts meet the health care worker shortage in the region. on Valley residents. Child welfare data indicates that as much as 2. Enhance access to appropriate health care services and 75% of child protection removals are due to parental substance improved public health management. abuse issues. In addition, with a higher-than-average rate of single 3. Develop comprehensive methamphetamine education and female householders, the Valley is particularly impacted when sin- treatment programs. gle mothers abuse substances. Continued substance abuse increases 4. Support and promote pro-active foster care prevention services. the risk of out-of-home placement of children and decreases reuni- 5. Enhance access to appropriate social services to adults and fication rates for children already in foster care. older adults. In recent years, a wide number of studies and system improvement 6. Develop and implement programs to promote self-sufficiency demonstration projects have underscored the successes of foster care among disadvantaged populations. diversion programs. Counties have demonstrated decreasing foster 7. Consider alternative funding formulas in distributing new grant resources.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 71 HealthImmediate andActions HumanShort-Term Services Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer Mission Achieve improved health status and well being by promoting healthy lifestyles, nurturing safe communities, providing timely access to necessary health care and social services, and embracing the cultural diversity of the region.
Indicators: Improved access to primary care physicians, specialists and other allied health care professionals. Increased use of telemedicine. Improved primary health indicators including overweight/obesity, childhood asthma, and diabetes, and coronary heart disease. Decrease in the number of uninsured. Decreased drug related convictions. Increased long-term abstinence from methamphetamines. Decreased caseload for children and adults requiring welfare services. Increase relative placements.
Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 1: Develop comprehensive education and training systems to meet the healthcare worker shortage in the region.
Objective A: Establish a Medical Education Program and the University of California, Merced within 10 years.
Continue implementation Recruit and retain a director Based on direction from UC Initiate operation of the UC Merced, Partnership, of a multi-phase process. (M.D.) for the Medical Office of the President and Medical Education Program Health and Medical Care Confirm direction and Education Program. Estab- Board of Regents, develop with admission of first class Institutions in the Region, broad framework for pro- lish academic task force. detailed program plans and of students. Implement Stakeholders gram development. Delin- Begin implementation of budgets for Medical Educa- working partnerships eate roles for University of the work plan to establish tion Program. Develop over- throughout the region. California, Merced (UC the Medical Education Pro- all curriculum. Determine Develop and implement Merced) and other UC cam- gram. Evaluate potential multi-year timetable for program to retain graduates puses. Establish working applications for telemedi- enrollment and staffing in the region. relationships with University cine. Initiate fundraising requirements. Develop part- of California (UC) Office of effort to secure essential nerships with other health the President and Board of resources. Continue to and medical care institutions Regents. Develop strategic closely work with UC Office in the region, including a work plan and detailed of the President and Board system for telemedicine. timetable. Identify members of Regents to ensure timely Delineate research strategy for an advisory academic progress on implementation and programs related to task force to develop pro- of the work plan. Organize health priorities of the gram. Establish working an advisory group of key region. relationships with key civic civic and health care leaders. and health care leaders.
Objective B: Establish Central Valley Nursing Education Consortium.
Develop detailed work plan Provide ongoing student sup- Continue coordination of Continue coordination of Hospital Council of Northern and timetable for implementa- port services. Complete set up nursing support programs. nursing support programs. and Central California, Insti- tion. Secure funding for the of Centralized Faculty Evaluate results and modify Complete expansion of Con- tutions of Higher Education, Consortium. Execute MOU Resource Center and Com- program as appropriate. sortium to include additional Nurse Educators with partners. Initiate student puterized Clinical Placement Expand Consortium to healthcare occupations. Evalu- support services. Begin devel- System. Implement plans for include other healthcare occu- ate results and determine opment of Centralized Faculty distance learning initiative. pations (Central Valley Con- longer-term actions. Resource Center and procure- Coordinate plans with devel- sortium for the Health Profes- ment of Computerized Clini- opment of UC Merced Med- sions) and integrate with UC cal Placement System. Evalu- ical Education Program. Merced Medical Education ate opportunities for distance Program. learning.
72 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 2: Enhance access to appropriate health care services and improved public health management.
Objective A: Provide incentives for difficult to recruit health and medical professionals.
Identify and develop pro- Pursue proposed changes in Develop appropriate financ- Evaluate results and revise Partnership, Health and Med- posed changes in the Federal HPSA scoring methodology ing mechanisms for job train- programs as appropriate. ical Care Industry Cluster Health Professional Shortage and prepare appropriate ing, internships and student Report results in Annual Task Force, Office of Area (HPSA) rules. Identify waivers. Develop region-wide fellowships stipends. Develop Progress Reports and at Statewide Health Planning necessary elements of finan- strategic plan for financial support programs in second- Annual Summits. and Development (OSHPD), cial incentives, including incentives and enterprise ary school biological sciences, County Health Offices, enterprise zones, to attract zones targeted to providers. technology and health careers Workforce Investment Boards and retain providers. Coordi- Support training efforts of programming. (WIBs), Consortium for nate efforts with Funding and allied health care profession- Health Professionals Finance Committee and Eco- als. nomic Development actions.
Objective B: Enhance public health management capabilities.
Identify essential mechanisms Modify existing regulations Develop appropriate financ- Evaluate results and revise Department of Health Ser- for counties to share technical and county policies to permit ing mechanisms for job train- programs as appropriate. vices, County Health Offices and professional resources. a regional approach to public ing, internships and student Report results in Annual Identify and evaluate oppor- health laboratories; seek revi- fellowships stipends in Valley Progress Reports and at tunities to participate in state sion of licensure requirements public health laboratories; Annual Summits. training programs. for public health laboratory develop support programs in directors that align with secondary school biological national standards. sciences, technology and health careers programming to increase potential for future health professional education.
Objective C: Develop a regional plan to address the needs of the uninsured.
Identify critical stakeholders Identify feasibility and poten- Coordinate proposals with Evaluate results and revise County Health Agencies, and convene work group. tial impacts of alternative pro- state and federal agencies, programs as appropriate. State Health and Human Ser- Identify and secure resources posals; develop consensus on stakeholders, and other Report results in Annual vices Agency, Stakeholders to develop regional consensus elements of regional plan. prospective partners. Begin Progress Reports and at plan. Prepare work plan for imple- implementation of regional Annual Summits. mentation. consensus plan.
Objective D: Improve delivery of health and medical care services through the use of information technology, eHealth and telemedicine. (See Advanced Communications Services and Information Technology Recommendations.)
Building on the Governor’s Determine the most effective Implement work plan to Evaluate results and revise County Health Agencies, health information technology technologies for making deploy technology systems. programs as appropriate. State Health Information initiative, identify elements to health care accessible and Establish process and method- Report results in Annual Technology Agencies, Stake- enhance access to health care, identify prospective funding ology for evaluating impacts. Progress Reports and at Annu- holders including telemedicine, voice options for deployment. al Summits. over internet programming, Coordinate activities with UC and video translation. Prepare Merced Medical Education report and recommended Program. Develop a detailed actions. work plan.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 73 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 3: Develop comprehensive methamphetamine education, treatment and law enforcement programs.
Objective A: Develop researched-based treatment modalities designed to address methamphetamine and other substance abuse with a focus on preventing use and maintaining recovery among a variety of populations.
Develop community outreach Secure funding to support Establish a regional residential Report results in Annual Department of Alcohol and plan and county specific col- local collaborative efforts to treatment facility to specifical- Progress Reports and at Drug Programs, California lateral information that com- identify, plan and implement ly serve substance-abusing Annual Summits. Develop Highway Patrol, County plements and supports exist- community-specific solutions. parents with minor children and implement longer-term Social Services Agencies, ing prevention and treatment Identify technical assistance for whom they have custody; actions. Appropriate Substance Abuse programs. Consider models needs and resources to assist identify funding for counties Stakeholders from other states and the fed- local efforts to reduce the use and community based eral “Weed and Seed” pro- of methamphetamine. providers to assure access to gram. full scope treatment.
Objective B: Organize a regionwide inter-agency law enforcement task force to develop and implement an aggressive cam- paign to reduce the manufacturing, transportation, sale and use of methamphetamine and other illegal drugs.
Organize and convene an Evaluate results and revise Continue to monitor Develop and implement California Highway Patrol, inter-agency law enforcement program as appropriate. methamphetamine and other longer-term actions. Local Law Enforcement task force. Develop action Secure ongoing funding to drug problems. Collaborate Agencies, California National plan. Identify essential sustain campaign. Report with education activities to Guard, County Social Ser- resources and funding. results in Annual Progress inform and engage the public. vices and Drug Abuse Preven- Launch coordinated focused Reports and at Annual Sum- tion Agencies, Other Stake- law enforcement campaign. mits. holders
Goal 4: Support and promote pro-active foster care prevention services.
Objective A: Promote higher rates of relative placements.
Identify and convene Define pilot program ele- Monitor implementation, Report results in Annual Department of Social Ser- prospective partners and ments. Develop action plan, continue collecting data and Progress Reports and at vices, County Social Services stakeholders to identify pilot including process and evaluating results. Revise Annual Summits. Develop Agencies program prospective ele- methodology for collecting program and expand pilot as and implement longer-term ments (such as emergency data to evaluate outcomes. appropriate. actions. placement relatives and iden- Implement pilot program tification of requirements for and begin collecting data on relatives to qualify for federal outcomes. funding for placement to be approved) and develop framework for analysis.
Objective B: Support stable and continuous preventive services programs.
Identify and convene Define pilot program ele- Monitor implementation, Report results in Annual Department of Social Ser- prospective partners and ments. Develop action plan continue collecting data and Progress Reports and at vices, County Social Services stakeholders to identify and identify potential fund- evaluating results. Revise Annual Summits. Develop Agencies regional pilot program and ing sources, waiver require- program and expand pilot as and implement longer-term develop framework for ments, and other necessary appropriate. actions. analysis. Support efforts to approvals. Implement pilot provide allocation letters. program and begin collect- ing data on outcomes.
74 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 5: Enhance access to appropriate social services to adults and older adults.
Objective A: Identify and support workforce development models and training activities for social workers specializing in serving adults and older adults.
Convene experts and stake- Develop action plan. Engage Integrate new models into Evaluate results and deter- County Social Services holders to identify and eval- institutions of higher educa- academic and other profes- mine impact on access to Agencies, Institutions of uate appropriate models and tion with social work sional training programs for services for adults and older Higher Education with activities for consideration departments (CSUs Bakers- social workers. Develop adults. Determine longer- Social Work Departments, (such as the California field, Fresno, Stanislaus). methodology for evaluation term actions. Stakeholders, Client Advo- Social Work Education Cen- Identify funding strategies of results. cates ter workforce development and approaches, including model). Prepare report and public, private and founda- recommended actions. tion support.
Objective B: Implement improved social services to adults and older adults. Complete above report and Engage social workers and Implement appropriate Involve social workers and County Social Services recommended actions. clients in review of action models and activities in clients (and their families) in Agencies, Institutions of plan. County Social Services the evaluation process and Higher Education with Departments. determination of longer- Social Work Departments term actions.
Goal 6: Develop and implement programs to promote self-sufficiency among disadvantaged populations.
Objective A: Identify and implement effective programs to promote self-sufficiency through comprehensive, integrated strategies to improve workforce skills.
Identify experts and stake- Develop an action plan. Continue to implement Evaluate and report results Appropriate County Agen- holders to begin identifying Evaluate and consider how action plan. Monitor and in the Annual Progress cies, Appropriate State effective and programs that to integrate existing finan- evaluate results in the Annu- Reports and at the Annual Agencies, Federal Intera- promote self-sufficiency. cial literacy programs. Begin al Progress Reports and at Summits. Determine longer- gency Task Force, WIBs Develop baseline informa- to implement action plan as the Annual Summits. term actions. Community-Based Organi- tion and methodology for feasible. Track progress as a zations, Family Resource measuring, gathering data component of “social equi- Centers, Stakeholders and tracking self-sufficiency. ty” commitment.
Objective B: Integrate self-sufficiency strategies and programs with education and economic development activities. (See K-12 Education and Economic Development Recommendations.) Coordinate efforts with K- Identify strategies and rec- Incorporate self-sufficiency Continue to integrate self- Partnership, Appropriate 12 Education and Economic ommend actions for coordi- and financial literacy pro- sufficiency strategies and County Agencies, Appropri- Development activities. nation and integration of grams as feasible into imple- programs as appropriate. ate State Agencies, WIBs, self-sufficiency and financial mentation actions related to Evaluate results and deter- Economic Development literacy programs as feasible. “double bottom-line” equity mine longer-term actions. Corporations, School Dis- funds and coordination of tricts, Stakeholders health and human services around school attendance boundaries.
Goal 7: Consider alternative funding methods in distributing new grant resources.
Objective A: Develop funding allocation methods that reflect Valley specific data, circumstances and priorities.
Develop framework for Develop a new methodology Implement application Evaluate results and deter- County Health and Social analysis and compile exist- for proposal evaluation that process. mine impact on health sta- Services Agencies, Appropri- ing data of Valley specific could include the applicant tus. Report results in Annu- ate State Departments, priorities. Include assess- county’s socioeconomic con- al Progress Reports and at Stakeholders ment of mental health ditions, primary health care Annual Summits. Deter- needs. indicator data, child welfare mine longer-term actions. outcomes, and others as they apply to the services to be funded.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 75 Work Group Recommendations Scope of Work Advanced Communications • Work with the CPUC to develop accurate maps that Services and Information reflect actual existence of high-speed broadband access. Technology • Develop an action plan to provide at least one mode of affordable, universal high-speed broadband access to all Challenge unserved areas of the region (based on reviewing and considering recommendations of the Ad Hoc Task Force here is universal agreement among economic on Rural Telecommunications). developers, businesses and investors that utilization of TAdvanced Communications Services (ACS) is an • Develop standards for high school technology literacy and essential part of doing business and accessing services in the ensure all graduating students achieve such proficiency. 21st century. In spite of great progress and rapid deployment • Identify innovative models that are replicable in in some areas, affordable ACS is not universally available in communities throughout the region to provide public all areas of the region. Surveys taken by the Public Policy access and community development using technology. Institute of California show a clear digital divide within • Identify and/or create business services that can be used to regions and populations in California. Their data indicate strengthen and grow home-based businesses in rural areas that the more rural the community, the less likely to have in order to increase the demand side of access; and the less affluent, less educated, The California Partnership for telecommunications access by growing small or less English proficient the community, business, increasing wealth and generating the San Joaquin Valley is the lower the use of the Internet, even if jobs. access does exist. important because it has facilitated 8 counties joining in Barriers to use exist even in areas which do Summary of a single voice to the state and have access. Training and education in Recommendations computer and Internet use and opportunities federal government in order to are an integral part of improving the benefits receive their fair share of he recommended actions focus on of access for economic renewal and available dollars. accelerating the deployment of advanced communications services educational attainment. Community Marcelyn Buford T technology centers and other public access Councilwoman (ACS) and information technology (IT) sites provide assistance in some communities, City of Hanford infrastructure universally in the region, but the amount of training and support is using the connection of health clinics to often inadequate, especially in rural areas. medical centers as a leading strategy. Available information does not accurately reveal the 1. Expedite ACS and IT infrastructure throughout the availability of ACS. The California Public Utilities region. This will require identification and mapping of Commission recently published a map that shows broadband communities without access and development of a access by zip code. Based on the data in the map, one might strategic plan for deploying access. conclude access is available in virtually all areas of the state. 2. Inform and education local elected officials about the impor- The flaw in that level of mapping is that a zip code covers tance of universal deployment and access to ACS and IT. large areas with sometimes sparse populations, particularly in 3. Utilize ACS to improve access to health care and medical rural communities. So, while a city such as Tulare might have services by implementing telemedicine and eHealth broadband access, the community of Pixley (population technology. 2,500), just 20 miles away, is without public access, though they are both in the same zip code. The Great Valley Center- 4. Monitor and evaluate the Pixley pilot project to determine AT&T pilot project in Pixley will provide valuable experience success in assisting disadvantaged communities in adopting in determining how best to assist poorer rural communities use of technology and accessing the Internet when in adopting the technology and applications. infrastructure access is made available. 5. Determine the feasibility and affordability of other ACS The need exists to develop a program to provide access and and IT applications throughout the region to improve increase use of ACS within the underserved San Joaquin economic prosperity and quality of life. Valley. There is an opportunity to initiate and test a California model in a geographic area relatively free from physical barriers and one that is small enough such that the model’s goals are achievable.
76 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL AdvancedImmediate Actions CommunicationsShort-Term Actions ServicesIntermediate and Information Actions Long-Term Technology Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer Mission Facilitate the deployment and utilization of advanced communications services and information technology throughout the region.
Indicators: Increase in availability of advanced communications services (ACS) and information technology (IT) infrastructure throughout the region. Increase in affordability of ACS. Increase in the utilization of ACS and IT by all segments of the population (decrease in the “digital divide”). Increase in number of state agencies, boards and commissions with policies for expansion of ACS. Increase in number of regional agencies and local governments with policies for expansion of ACS. Completed development of an integrated and easy-to-update GIS mapping system and utilization of it by local communities. Increase in residential and commercial construction projects incorporating ACS infrastructure. Increase in number of high school students who graduate with computer literacy skills. Increase in deployment of telemedicine and e-Health technology.
Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 1: Expedite the provision of advanced communications services (ACS) access in all areas of the San Joaquin Valley.
Objective A: Raise the profile of access to ACS as a fundamental and necessary service for all residents and businesses.
Convene stakeholders and Identify barriers to statewide Develop and implement Revise programs as appro- Partnership, Business, Trans- experts to work with the and regionwide deployment. programs, including incen- priate. Continue to report portation and Housing state agencies to develop an Develop strategies to partner tive-based initiatives, to sup- results in the Annual Agency (BTH), Health and action plan for implement- with each relevant state agency. port statewide access, espe- Progress Reports and at the Human Services Agency ing in the region the Gover- Adopt indicators to monitor cially in underserved areas. Annual Summits. Deter- (HHS), Related State Agen- nor’s Executive Order on progress statewide and by Continue to report results in mine longer-term actions. cies, California Public Utili- broadband. Explore feasibili- region. Support preparation and the Annual Progress Reports ties Commission (CPUC), ty of establishing a Regional release of the first ACS indicator and at the Annual Summits. Regional Advanced Com- Advanced Communications report. Establish RACSO if munications Services Office Services Office (RACSO). feasible and appropriate. (RACSO)
Objective B: Inform local elected officials about the benefits of ubiquitous access to ACS and provide model policies and other tools to help facilitate deployment.
Develop an ACS primer on Distribute the primer to Track awareness of ACS and Evaluate and report results Partnership, RACSO, best practices for elected local government elected adoption of policies by local in the Annual Progress CPUC, California State officials and staff. Develop officials and staff through officials as part of Annual Reports and at the Annual Association of Counties model policies complemen- existing organizations and Progress Reports. Update Summits. Determine longer- (CSAC), League of Califor- tary to the Governor’s Exec- partner to conduct briefings the primer as appropriate term actions. nia Cities (LCC), California utive Order for regional and workshops on impor- and distribute. Consider School Boards Association agencies and local govern- tance and value of ACS for developing mentoring pro- (CSBA) ments. all residents. gram through the RACSO.
Objective C: Identify communities and neighborhoods without affordable connections to delivery of ACS.
Develop a base regional map Develop and implement a Continue to map availability, Continue to map availability, Partnership, CPUC, of infrastructure availability survey to obtain additional affordability and accessibility affordability and accessibility RACSO, Corporation for and costs using existing information about availabili- of ACS throughout the of ACS throughout the Education Network Initia- information. ty and costs. Integrate infor- region and provide informa- region and provide informa- tives in California (CENIC) mation into the base map. tion to policy makers. tion to policy makers.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 77 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective D: Increase availability of affordable ACS in rural and other underserved areas.
Complete above mapping Identify strategies to acceler- Continue to implement Evaluate and report results Partnership, CPUC, activities. ate deployment, affordability action plan. Evaluate effec- in the Annual Progress RACSO, BTH, HHS, and accessibility throughout tiveness of incentives, Reports and at the Annual Related State Agencies the region. Develop and including efficacy of TOZ Summits. Determine longer- begin to implement an action concept. Revise action plan term actions. plan. Consider appropriate and proposed incentives as incentives, including the con- appropriate. Monitor results cept of a “technology oppor- and integrate into ongoing tunity zone” (TOZ) or inte- mapping. gration of benefits with regionwide incentive zone.
Objective E: Increase deployment of ACS by current and prospective service providers.
Convene representatives Complete and begin Continue to work with Evaluate and report results Partnership, CPUC, from CPUC, CSAC, LCC, implementation of action representatives, providers in the Annual Progress RACSO, CSAC, LCC, CSBA, providers and plan. Continue to work with and stakeholders to Reports and at the Annual CSBA, Providers, stakeholders in a task force representatives, providers and implement action plan. Summits. Determine longer- Stakeholders to identify barriers and begin stakeholders to identify and Evaluate and report results term actions. development of a action plan deploy new strategies for in Annual Progress Reports (see Objective D above). accelerating deployment. and at Annual Summits.
Objective F: Increase deployment through wired, fixed wireless, wireless and other available technologies.
Identify strategies and Support and foster a regula- Explore incentives that pro- Identify additional incen- CPUC, RACSO actions to minimize regula- tory climate that encourages mote the region as a prime tives for advancing research tory barriers to emerging innovative technology devel- location for ACS technology and development for technologies similar to the opment, testing, and imple- research, development and deploying ACS and IT to recent action by the CPUC mentation. deployment. hard-to-serve communities regarding broadband over and populations. power lines (BPL).
Objective G: Eliminate installation barriers that discourage deployment.
Working with task force of Begin implementation of the Continue to implement Evaluate results and deter- CPUC, RACSO representatives (Objective E) action plan, including reduc- action plan. Evaluate and mine longer-term actions. to identify installation barri- ing and eliminating installa- revise action plan as appro- ers and strategies to reduce tion barriers. priate. and/or eliminate them. Inte- grate into the action plan.
Objective H: Identify and seek all available funding for deployment of ACS.
Identify all available funding Pursue appropriate legisla- Continue to identify and Evaluate results and deter- Partnership, RACSO, and prepare recommended tive and regulatory amend- seek funding and resources. mine longer-term actions. Providers, Stakeholders, actions for attracting ments. Seek identified fund- Explore innovative State Legislators resources. Eliminate current ing and resources. approaches for public-pri- restrictions of the Rural vate partnerships and joint- Telecommunications Infra- ventures. structure Grant Program through legislative amend- ments as recommended by the Work Group.
78 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective I: Leverage unused bandwidth for the benefit of the greatest number of users.
In cooperation with CENIC Work with CPUC, CENIC, Implement actions to lever- Evaluate results and deter- Partnership, CPUC, and the Broadband Institute BBIC, task force of providers age unused bandwidth and mine longer-term actions. RACSO, CENIC, BBIC of California (BBIC), devel- and stakeholders to interface integrate into action plan op a best practices and case with the Federal Communi- and mapping. studies guidebook for imple- cation Commission to mentation. explore opportunities to leverage unused bandwidth.
Objective J: Incorporate ACS infrastructure into all new residential and commercial construction.
Begin discussions with Cali- Integrate results of discussions Continue to work with Continue to update map- Partnership, RACSO, CBIA, fornia Building Industry into model policies and ordi- CBIA, HCD, and HUD to ping with new infrastructure BTH, HCD, HUD Association (CBIA), and nances. Work with the BTH, incorporate ACS into new deployment. Evaluate results other stakeholders to devel- Department of Housing and construction and renova- and determine longer-term op policies for incorporating Community Development and tions. Integrate infrastruc- actions. ACS into new construction. U.S. Department of Housing ture deployment data into and Urban Development mapping. Monitor results (HUC) to integrate ACS into and revise strategies as affordable housing programs. appropriate.
Goal 2: Promote accessibility and utilization of ACS in targeted underserved communities and populations.
Objective A: Increase utilization of ACS by all residents.
Work with CPUC, state Identify partners and secure Sponsor regional forums to Continue to implement Partnership, CPUC, agencies and the California funding for implementing review results, highlight and action plan to reach under- RACSO, CETF, Providers, Emerging Technology Fund the action plan. Consider share best practices, and iden- served communities and Stakeholders (CETF) to explore opportu- early deployment of infra- tify opportunities for expand- populations. Evaluate results nities for cooperation and structure related to telemed- ing region-wide ACS deploy- and determine longer-term joint-ventures to immediate- icine and eHealth. Explore ment. Determine best actions. ly expand accessibility and opportunities to work with approach and practices for availability of ACS to educational institutions to increasing adoption by under- underserved communities accelerate deployment. Eval- served communities and pop- and populations. Develop uate experience in Pixley to ulations. Revise action plan to an action plan. determine how to expand to eliminate the “digital divide” other communities. throughout the region.
Objective B: Inform local elected officials about the importance and benefits of access to ACS and IT for all residents and businesses.
Incorporate into the above Distribute primer and con- Track and report results as Evaluate and determine Partnership, RACSO, primer information about duct workshops as above. above. longer-term actions. CPUC, CSAC, LCC, CSBA the benefits of access to ACS Work with local officials, and IT and the elimination including school board of the digital divide. members, to identify willing partners and preferred approaches to eliminating the digital divide.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 79 Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Objective C: Implement projects to provide access to ACS and IT for all residents and businesses to eliminate the digital divide.
Explore opportunities with Develop a competitive Secure funding and imple- Continue to implement Partnership, CPUC, CETF and other prospective process for inviting innova- ment proposals for innova- projects. Evaluate and report RACSO, CETF, Providers, investors and partners to tive proposals to eliminate tive projects. Establish results in the Annual Stakeholders assist with deployment of the digital divide. Continue process and methodology Progress Reports and at the ACS and IT to disadvan- to work with prospective for monitoring and evaluat- Annual Summits. Deter- taged communities and pop- investors and partners to ing results. mine longer-term actions. ulations. determine best strategies to achieve access.
Objective D: Develop and implement a program to ensure all high school students graduate with the basic computer literacy skills. (See K-12 Education Recommendations.)
Identify stakeholders and Explore prospective partner- Confirm partners, secure Continue to implement the Partnership, RACSO, Coun- convene a task force to ships with existing programs funding and implement the action plan. Evaluate and ty Superintendents of Edu- develop high school comput- such as the U.S. Internation- action plan. Establish a report results in the Annual cation, Community Col- er literacy standards consis- al Computer Driving process and methodology for Progress Reports and at the leges, School Districts, tent with community college License (ICDL). Reach monitoring and evaluating Annual Summits. Determine Stakeholders curriculum. Coordinate with agreement on curriculum results. longer-term actions. K-12 activities. Identify components. Develop an appropriate champion(s). action plan.
Objective E: Expand the number of public locations for access to ACS to help disadvantaged residents and businesses to bridge the digital divide.
Complete above activities Seek amendments to existing Continue to implement Evaluate results and deter- The State Legislature, working with public offi- statues and The Teleconnect actions and projects to mine longer-term actions. CPUC, and RACSO cials. Explore requisite Fund as appropriate. Secure achieve objective. Develop amendments to existing resources as needed. Imple- process and methodologies statutes, regulations and ment resulting laws, regula- to evaluate impact on bridg- funding programs. Prepare a tions and model local poli- ing the digital divide. report and recommended cies and ordinances. actions.
Goal 3: Expand and replicate successful model programs to increase access to ACS and IT to bridge the digital divide.
Objective A: Develop and implement a plan to expand and replicate the most successful strategies and programs to bridge the digital divide.
Complete above activities to Complete above activities to Using results of evaluations Implement action plan for RACSO, Providers, Local increase access and develop increase access and develop of above activities, develop expansion and replication. Governments, Stakeholders innovative projects for dis- innovative projects for dis- an action plan for expansion Evaluate results and deter- advantaged communities advantaged communities and replication. Identify mine longer-term actions. and populations. and populations. prospective partners and funding sources.
Objective B: Foster demand for ACS access in underserved and disadvantaged communities, such as encouraging economic development and growth of home-based businesses.
80 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Immediate Actions Short-Term Actions Intermediate Actions Long-Term Actions Responsible (First Year) (2-3 Years) (4-6 Years) (7-10 Years) Implementer
Goal 4: Accelerate deployment of ACS infrastructure through telemedicine and eHealth technology. (See Health and Human Services Recommendations.) Objective A: Develop and implement a telemedicine and eHealth plan to connect health clinics with medical centers.
Work with the California Implement plan for EHRs Continue to implement Evaluate experience of Partnership, RACSO, Cali- Telemedicine and eHealth throughout the region. model telemedicine project. model telemedicine project, fornia Telemedicine and Center, CETF, BTH, HHS, Begin implementation of Continue to monitor summarize lessons learned eHealth Center, CETF, providers and stakeholders model telemedicine project. progress, secure needed and prepare report on rec- BTH, HHS, County Health to develop a specific plan for Continue to involve other additional investments, and ommendations for replica- Departments, Health Clin- implementation of a model partners and secure needed revise project as appropriate. tion in other regions. Evalu- ics and Medical Centers, project for telemedicine and investments. Develop a Develop process and ate impacts on access to and Providers, Stakeholders eHealth, including Electron- work plan for expansion of methodology for determin- quality of health care and ic Health Records (EHRs). model project. Monitor ing impacts of telemedicine relationship to health status. Secure agreements for part- progress and revise project as project on access to and Determine longer-term ners and investments. appropriate. quality of medical care rela- actions. tionship to health status.
Objective B: Build upon ACS infrastructure for telemedicine and eHealth to promote other applications for education and economic development to increase access and affordability.
Complete above activities. As model telemedicine proj- Implement recommended Evaluate results and identify Partnership, RACSO, Consult CENIC and eco- ect is implemented, begin to actions for promoting other remaining gaps in availabili- CETF, BTH, CENIC, nomic development organi- explore with providers and education and economic ty and use of ACS infra- EDCs, Providers, Stakehold- zations (EDCs) to explore stakeholders opportunities applications. Monitor and structure. Determine longer- ers opportunities. to accommodate other evaluate resulting improved term actions. applications for education access and affordability. and economic development. Prepare an assessment and recommended actions.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 81 Section VI. Recommended Organizational Structure for Implementation
The California Partnership Overview and Summary for the San Joaquin Valley is The Partnership Board further recommends eight counties coming that legislation be enacted during the next In order to reach agreement on a together as one voice with Legislative Session that will establish in preferred organizational structure for the same mission for a statute the responsible organizational Iimplementation of the Strategic Action structure and memorialize the long-term better quality of life for Proposal, the Partnership Board first commitment from the State of California to future generations. articulated “Working Premises” about the improve the future of the San Joaquin kind of commitment required to achieve Sheila Carroll Valley. The new Executive Order will measurable improvement for the future of Civic Leader provide an opportunity and appropriate Stanislaus County the San Joaquin Valley and then adopted time period to gain more experience about criteria in the form of objectives and what organizational structure will be the characteristics with which to evaluate options for composition most effective in implementing the Strategic Action Proposal and legal mechanism to establish a responsible implementing for the remainder of the decade. entity accountable to the public (see below). This approach provided a coherent, transparent process to develop a Working Premises recommendation. It also provides a framework for future discussion about the most effective organizational structure to ased on input from the Work Groups, Public Forums, continue implementation of the Strategic Action Proposal. Local Elected Officials Roundtables, and consultation Bwith the State and Federal Elected Delegations, the As articulated below under “Working Premises,” the Partnership Board adopted the following as “working Partnership Board strongly recommends that there must be a premises” in considering an organizational structure for long-term commitment—on the order of about a decade—to implementation of the Strategic Action Proposal: improving the economic and quality of life conditions in the • A sustained effort for a period of time (at least 5 years San Joaquin Valley in order the achieve measurable results in and perhaps as long as 10 years) will be required to the region. However, it is also the expectation of the achieve measurable improvement in the socio- Partnership Board, that with such a sustained effort, the San economic statistics in the San Joaquin Valley. Thus, the Joaquin Valley will approach its potential economically and Strategic Action Proposal sets forth recommendations will significantly increase its contribution to California’s for implementation over the next decade. overall prosperity. Thus, the concentrated focus and • There is a need for a formal, official organizational investment in the San Joaquin Valley will return substantial structure to implement the Strategic Action Plan dividends to California. that is explicitly accountable to the public. The Partnership Board recommends that for the immediate • The implementation strategies and organizational future, up to the next two years, that the Governor establish structure must be “rooted” in the existing leadership through a new Executive Order an initial organization to and stakeholders of the San Joaquin Valley who not begin implementation of the Strategic Action Proposal during only support the Strategic Action Plan but who also Fiscal Year 2006-2007 that builds on and augments the accept responsibility for implementation. existing structure. This is the most efficient legal mechanism • The Strategic Action Proposal and the implementing to immediately jumpstart implementation of the Strategic organizational structure need to focus on regionwide Action Proposal and not lose any momentum for action. strategies and actions, building upon and augmenting local efforts while tackling regional
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 83 challenges with regional solutions. Options for Legal • Implementation of the Strategic Action Proposal will Mechanisms to Establish an require dedicated resources, beginning first with Organizational Structure using existing funds more efficiently by working together regionally for greater impact, and then here are several options for legal mechanisms to securing necessary additional investments. establish an organizational structure that would Taccomplish the objectives and incorporate the Objectives of an characteristics set forth above. The following are the basic Organizational Structure options (of which there are several variations): • Governor’s Executive Order (could be he Partnership Board identified the complemented by a President’s Executive following objectives for Using extensive public input as Order). Tan organizational structure to a foundation, the Partnership • Joint Exercise of Powers Agreement implement the Strategic Action Proposal: has developed actions that will (JEPA) among Existing Entities (such as • Ensure continuity of leadership improve the quality of life, Councils of Governments, Institutions of and commitment from all levels of Higher Education, etc.). government. including air quality and water quality, for residents of the • Designation of a responsible “managing” • Focus on regional challenges and San Joaquin Valley. entity by Executive Order or legislation, engage stakeholders regionwide in which could include designation of a implementation actions. Linda Adams public entity or existing non-profit Secretary • Leverage existing resources for California Environmental organization. greater impact. Protection Agency • Legislation to constitute a new entity • Foster trust and commitment from (commission, consolidated regional existing organizations and civic leaders. council of governments, etc.). • Provide mechanisms by which existing organizations • Incorporation of a new 501(c)3 non-profit can take ownership for implementation. organization. • Ensure accountability for outcomes and progress. Of these options, the course of action that can be Characteristics of an accomplished most easily in the shortest period of time is a Governor’s Executive Order. The Partnership Board Organizational Structure recommends that a new Executive Order be signed to take effect at the beginning of December 2006 in order to maintain he Partnership Board further determined that an the current momentum and to begin immediate organizational structure for implementation of the implementation of the Strategic Action Proposal for which the Strategic Action Proposal should have the following T 2006-2007 State Budget provides $5 million (see approved characteristics: budget allocations below). • Establish a public-private partnership bringing together government and the citizenry to jointly tackle priority The Partnership Board further recommends that the challenges. Governor’s Office work closely over the next two years with • Involve high-level officials from local, regional, state, the State Legislative Delegation and the Legislature Leadership and federal governments. to enact legislation to take effect no later than January 1, 2009 that establishes in statute an organizational structure that • Ensure sustained, ongoing commitment and responsible for implementing the Strategic Action Proposal for involvement from state and federal administrations to the remainder of the decade. continue focused attention and targeted resources. • Align and connect the implementation efforts to It is essential that the organization responsible for existing organizations. implementing the Strategic Action Proposal is accountable to the public and stakeholders. Thus, regardless of legal • Provide a legally-constituted entity with explicit mechanism for establishment or the composition, it is accountability for progress and responsibility for public recommended that responsible implementing organization reports. must prepare and publish a report on progress annually and recommendations for modifications to the Strategic Action Proposal based on experience and feedback.
84 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Composition of an • Representatives of Regional Consortia of Existing Organizational Structure Organizations recognized by the Partnership (Regional Consortia constituted by written egardless of the legal mechanism used to establish an agreement approved by the Partnership for purposes organization responsible for implementing the of using existing resources more effectively and RStrategic Action Proposal, the composition of the implementing portions of the Strategic Action organizational structure should include the following: Proposal; examples could include regional consortia • 8 Local Elected Officials (from general purpose local of Councils of Governments, Workforce Investment governments—elected County Supervisors or City Boards, Economic Development Corporations, Council members) – 1 from each County Institutions of Higher Education, Employers Related (appointed by Governor from to Targeted Industry Clusters, County Superintendents of Education). Councils of Government It is a pleasure to have the nominations). opportunity to serve with oth- •<3 Additional Representatives with Specialized Expertise (appointed by • 8 Civic Leaders (appointed by ers in recommending improve- Governor). Governor – nominations invited ments for the 8 counties of the from community at large). Central Valley of California. • A Chair and 2 Deputy Chairs (1 each • 8 State Administration Cabinet Local Elected Official, Civic Leader, and Members. Ray Dezember Cabinet Member) appointed by the Civic Leader Governor from among the above • 4 State Legislators from the San Kern County members. Joaquin Valley Delegation (2 each from Assembly and Senate, 1from In order to maintain the spirit and balance The California Partnership for each Party, appointed by the of the public-private partnership, the new the San Joaquin Valley is impor- Legislative Leadership)—non- Partnership Board should continue to voting. tant because it encourages operate under the “consensus approach” regional collaboration. adopted by the original Board and there • 1 Member of Congress from the should be an additional provision that San Joaquin Valley Delegation— Trina Gonzalez requires a super majority of each group of non-voting. Health and Human Services Agency Board members (local elected officials, civic • <5 Liaisons from key State Boards leaders, and government officials) to concur on major / Commissions and the Federal Task Force. decisions. It also should be recognized that Cabinet members will continue to recuse themselves from discussions of proposed legislation because of primary responsibility to the Governor and Administration on legislative matters.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 85 Section VII. Funding and Financing Recommendations
The San Joaquin Valley Partner- Resource Needs ship is important to the Valley the Fiscal Year 2006-2007 State Budget; because it is the only vehicle thereafter to be determined. here are three distinct resource needs that brings all of the communi- Major Infrastructure Investments and to implement the Strategic Action ties and leaders of the Valley TProposal: (1) Secretariat and Staffing Environmental Improvements together to identify key issues Functions; (3) Strategic Programs (Seed Need: Funding/Financing of major and concerns and to work col- Grants); and (3) Major Infrastructure initiatives: laboratively to fund the neces- Investments and Environmental Improve- —Highway 99 and East-West Corridors ments. The following outlines these needs. sary changes to improve the —Air Quality Attainment socio-economic quality of life Secretariat and Staffing Functions and opportunity comparable to —Water Supply, Water Quality, Restoration Need: Overall staff support for the rest of California communi- and Flood Control Improvements implementing organization and ties and citizens. —Water Service and Sewage Treatment leadership structure (secretariat Facilities function), including convening of Fred Ruiz Civic Leader —UC Merced Medical Education Program stakeholder meetings, management Fresno County Facilities and coordination of outreach and communi-cations; Staff support for Funding Requirement: See below. work groups or successor committees. Proposed Sources of Funding: See below. Funding Requirement: $1 - $2.5 million per year (to be Fiscal Agent: Will vary by project. phased in with initial funding). Initial Budget for Implementation Proposed Source of Funding: Initial implementation funding appropriated by State. he Governor and Legislature approved an appropriation Fiscal Agent: Business, Housing and Transportation of $5 million in the State Budget for Fiscal Year 2006- Agency (BTH) for initial implementation as per the T2007 for the California Partnership for the San Joaquin Fiscal Year 2006-2007 State Budget; thereafter to be Valley for implementation of the Strategic Action Proposal. determined. Thus, the funding and all expenditures are subject to completion and submission of the Strategic Action Proposal, Strategic Program Initiatives which is due to the Governor by October 31, 2006. Need: Funding to implement recommendations for reforms and new programs. Initially, a seed grant At the request of the Legislature, the Partnership Board program will be launched pursuant to the State Budget developed and approved the following working budget for for Fiscal Year 2006-2007 which provides $2.5 million use of the $5 million: for this purpose. Matching grants and additional $5 Million in Fiscal-Year 2006-2007 State Budget funding will be required and pursued in the future, 1.7 Management Personnel and Consultants Funding Requirement: Initial investment of $2.5 2.5 Seed Grants to Implement Strategic Action Proposal million in Fiscal Year 2006-2007. .1 Community Outreach Proposed Source of Funding: Initial implementation .2 Communications (including multi-language funding appropriated by State. materials) Fiscal Agent: BTH for initial implementation as per
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 87 .3 Annual Progress Reports for Accountability Regional Air Quality Management District responsible for air .2 Regional Conferences for Periodic Reporting and quality compliance. BTH with the approval of the Partnership Mobilization of Volunteers Board will encumber the full $5 million by June 30, 2007. In order to ensure public accountability, the Partnership With the assistance of BTH, the Partnership Board will Board will prepare Annual Progress Reports and convene a initiate a process to obtain proposals for professional regionwide Annual Summit to report to civic leaders, modify secretariat and other staff support. The $1.7 million specified or adjust the Strategic Action Proposal Work Plan as for “management personnel and consultants” above will be necessary, and mobilize volunteers for implementation of the used to engage contracted professional support for the next phase of work. secretariat function to coordinate the meetings and deliberations of the Partnership Board and Funding and Financing to staff work groups in implementing the of Major Investments Strategic Action Proposal. The Legislature The Governor’s faith in the San also authorized this funding to support up Joaquin Valley to determine its and Improvements to two fixed-term positions at BTH to help future and make life better for Overview and Recommendation develop and manage the initial contract all who make their home in the process. It is the intent of BTH to try to use Great Central Valley is being Preliminary estimates show that the major only one of the positions to retain more fulfilled in the mission of this infrastructure investments and environmental improvements proposed in funding for the contracted secretariat and California Partnership. We who this Strategic Action Proposal will require staffing functions. serve State government stand significant public and sector funding and The approved funding includes $2.5 million ready with our commitment financing over the next ten years. To provide for “seed grants” to begin implementation of and strong efforts to help some context for these numbers, the the Strategic Action Proposal. The realize this vision. Congressional Research Service issued a Partnership Board will develop a competitive Rosario Marin report in November 2005 showing that per “Request for Proposals” (RFP) process to Secretary capita federal direct expenditures and obtain proposals for up to $250,000 each to California State and Consumer obligations to the San Joaquin Valley were implement specific components of the Services Agency $4,736 for FY 2002, or $2,078 less than the Strategic Action Proposal consistent with the national per capita rate of $6,814. In 2003, following criteria: Valley per capita spending fell to $4,645 while national —Establishes an innovative regional approach to spending rose to $7,089. Multiplied by the 3.4 million working together that will achieve a greater impact current residents of the Valley, this generates an annual of existing resources. shortfall to the region of $7 to $8 billion per year. —Augments leadership from the Partnership or from While some of the proposed major initiatives have detailed existing organizations to foster systemic change and cost analyses (such as Highway 99 improvements), others reform. need more in-depth study. The Partnership recommends that —Provides matching resources. the proposed implementing organization established by the —Fosters greater public-private collaboration. new Executive Order appoint a Funding and Financing Committee to: (a) work with the appropriate federal, state —Engages citizenry and mobilizes volunteers. and local agencies to develop more detailed cost analyses; (b) One of the first tasks of the Partnership Board following final identify existing local, state and federal resources to help approval of the Strategic Action Proposal is to develop a implement the proposed initiatives; (c) identify detailed Work Plan for the first two years of implementation. funding/financing gaps; (d) evaluate alternative funding and The Work Plan will need to facilitate the transition of the financing sources to fill the gaps; and (e) make funding / Partnership from a “planning mode” to an “implementing financing recommendations. mode” with the appropriate change in operational structure. Shown below are preliminary estimates to implement the It is the intent of the Partnership Board that the $5 million in proposed major infrastructure investments and State funding will attract and leverage other funding and will be environmental improvements. The Partnership anticipates coordinated with efforts currently being led and funded by that public funding of these major projects will come from a existing organizations, such as the Councils of Government combination of federal, state and local government. The responsible for the Regional Blueprint Plan process and the suggested funding sources are intended to serve as thought-
88 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL starters for the proposed Funding and Financing Committee. Water and Energy Projects The same is true of the suggested funding options and Solar Initiative for Water and Waste Water: More than financing alternatives. 20% of California’s energy consumption is used to Prospective Funding Needs and Sources move water. This proposed project is aimed at assisting irrigation districts and other water agencies in using The major infrastructure investments and environmental solar energy for water movement in the San Joaquin improvements discussed below include only those projects Valley. The project is anticipated to be funded requiring multi-year funding in amounts equal to or greater primarily by the private sector with tax incentives from than $50 million per year, based on best available the State of California. The needed tax incentives are information and estimates. It should be noted that some of estimated to total $1.6 billion over the next ten years. the Partnership recommendations requiring further study may well result in subsequent projects Upper San Joaquin Basin Project Completion: meeting the criteria. For example, the This project is aimed at development of the The Partnership is our Partnership is recommending an in-depth added water facilities required to supply the study of the Valley water salinity problems opportunity to jump into the projected population growth and economic and the solution may meet the major 21st century and put the San development in the Valley. The required project funding criteria threshold. Joaquin Valley on the map. We investment is on the order of about $1 are creating a new definition billion over ten years. Funding will be Transportation Projects of region – collaborating for required from federal, state and local Highway 99 Improvements: results without government sources. Implementation of the Department regulation. The Governor gave of Transportation Master Plan for San Joaquin River Restoration: This project is us this chance. It’s up to us to Highway 99 will require funding of aimed at implementation of the recently $6 billion over the next ten years. Of make it work. concluded Friant settlement. Total this total, $1 billion is included in the Carol Whiteside investment required is approximately $1 transportation infrastructure bond President billion. Funding will be required from measure that will be before the Great Valley Center federal, state and local sources. California voters in November 2006 Water Service and Waste Water Treatment (it is anticipated that approximately The region will need to make significant investment in 85% of the $1 billion will be dedicated to the 274- water service and water sewage projects. These projects mile in the San Joaquin Valley from Bakersfield to will be primarily funded from local sources with state Stockton). The balance will need to be secured from and federal support required for some of the smaller federal, state and local sources. rural communities. In addition, there may need to be Other Corridors of Regional Importance: In addition to financing mechanisms that facilitate cost-effective H 99, the region needs to invest in major East-West multi-jurisdictional implementation. corridors, including farm-to-market corridors, that cut across two or more counties. These projects are UC Merced Medical School expected to be funded primarily from federal and state This project aims to address the severe shortfall in formula funding and local self-help measures. physicians and allied health professionals in the San Air Quality Projects Joaquin Valley. The capital costs associated with the Incentive Programs to Accelerate Adoption of Air Quality facilities required in a “distributed model” (not a single Mitigation Technologies: The proposed programs are teaching hospital) are estimated at $150 million over three aimed at incenting accelerated mitigation of emissions years. Funding for this project is anticipated to come from mobile and stationary sources as well as primarily from the state. investment in clean fuels and renewable energy. The (Note: All amounts indicated below are in 2006 total cost to implement the proposed programs is dollars, unadjusted for inflation.) estimated at $1.65 billion per year. Of this amount, the Air Quality Work Group anticipates that the private sector will invest approximately $1.1 billion per year, requiring public investments of $550 million per year.
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 89 Funding Options Financing Alternatives The first order of business for the Partnership Board is to The proposed Funding and Financing Committee should determine how to use existing State and federal funds more evaluate the following financing mechanisms: efficiently and how to secure funds for which the region (local —Joint Exercise of Power Authorities (JEPAs) communities and residents) may be eligible but are not being —Community Improvement District(s) claimed. The proposed Funding and Financing Committee then should evaluate the following sources of funding: —Tax Increment Financing —Use Existing State and Federal Funds More —I-Bank Financing Efficiently —Grant Anticipation Revenue Vehicles (GARVEES) —Secure Eligible State and Federal Funding Not —Tax Exempt Revenue Bonds Claimed —General Obligation Bonds —Expanded Enterprise Zone(s) Governor Schwarzenegger has provided the San Joaquin Valley —Other —Other Regionwide Economic with the leadership and Development Incentives Zone mechanism to become a —Other State Funding collective force in generating —New Federal Funding solutions to the economic, —Community educational and structural Improvement problems that have plagued District(s) the region for generations. —Socially-Responsible Larry M. Fortune Equity Fund Civic Leader (capitalized primarily Fresno County by private investors) —Fees / Tolls The California Partnership for —Local and/or Regional the San Joaquin Valley is vital Self-Help Measures to the future prosperity of the —Other Central Valley. The synergy between civic and business leaders is creating solutions to meet the needs of California’s fastest growing region and helping increase the connectivity of the State. As the Partnership continues to build a bridge to the future, it will continue to improve the quality of life for all San Joaquin Valley residents. Barry Hibbard Civic Leader Kern County
90 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Section VIII. Conclusion and Next Steps
The Partnership is important development. These investments will Conclusion because it is leading to more require innovative collaboration and joint collaborative solutions, allowing he economic prosperity and quality ventures by the public sector—all levels of of life for the San Joaquin Valley can the Valley to achieve the great- government—and the private sector. ness it so richly deserves. Tbe improved by implementation of • Accountability to the public must be this Strategic Action Proposal. Gary Gilbert assured through Annual Progress Reports Supervisor and regionwide Annual Summits. • There must be a sustained Madera County commitment from all levels of The San Joaquin Valley has a great heritage government in cooperation with and immense potential—it is indeed the leadership of the region to The Partnership is timely, California’s 21st Century Opportunity. make a measurable difference. It is appropriate and addresses the expected that it will take about a urgent and long term needs of Next Steps decade to accomplish. The the San Joaquin Valley. The Governor’s leadership and ongoing he Partnership Board strongly ambitious goals outlined have recommends that the Governor and involvement of the Cabinet are realistic plans for action. The pivotal. The continued support TLegislature accept and ratify this momentum must keep rolling! and leadership from the State Strategic Action Proposal as the framework Legislature and Congressional Coke Hallowell for action and future investment to improve Delegation will be critical. Civic Leader the economic prosperity and quality of life Fresno County for the San Joaquin Valley. Using the • An identified entity responsible for Strategic Action Proposal as the foundation, implementation is essential. The the following are the immediate next steps: organizational structure should be Our future relies on our ability • The Governor should enact a new a public-private partnership that to work together regionally to Executive Order and appoint members involves local, regional, state and ensure a better future for all to the Partnership Board by the federal public officials as well as our residents. beginning of 2007. civic leaders from the region. The Victor Mow • The Partnership Board should engage initial organizational structure Supervisor should be established by a new San Joaquin County secretariat and staffing support through a Executive Order, followed by competitive process and launch a request enactment of legislation to ensure for proposals for seed grants to begin commitment and continuity for a decade. implementation. The Partnership also should develop and adopt an initial work • Successful implementation will require focused and plan, including establishing a schedule disciplined leadership that delivers results as soon as for regular meetings and the first possible. This will require working with existing regionwide Annual Summit. organizations as partners, leveraging existing resources, and building upon successful pilots that can • The Legislature should develop legislation to be taken to scale. continue the Partnership for a ten-year period. • Significant investments in infrastructure and air quality will be required to promote economic
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 91 IX. Acknowledgements
I have been most impressed The California Partnership for the San Joaquin by the sense of common Great Valley Center Valley is a model for public-private purpose to achieve our goals: President Carol Whiteside and the entire Great Tcollaboration and a testament to what is Valley Center team provided pro bono possible when civic leaders and their government economic vitality, coordination and staff support for the Partnership officials work together. Governor Arnold environmental quality and from the day Governor Schwarzenegger signed the Schwarzenegger provided essential leadership in educational opportunity. Executive Order. In addition, Carol Whiteside signing the Executive Order that established the staffed the Land Use, Agriculture and Housing Partnership and assigned eight members of his Susan Benham Work Group and facilitated coordination with the Cabinet to focus on the San Joaquin Valley in Councilwoman eight Councils of Government for launch of the cooperation with public officials and civic leaders City of Bakersfield Regional Blueprint Plan; Carolyn Lott staffed the from the region. The Cabinet was directed to Highway 99 Task Force, Transportation Work participate in the Partnership and to assist with Group and the Advanced Communications preparation of this Strategic Action Proposal within existing resources. All Services and Information Technology Work Group; and Heidi Arno Cabinet Secretaries personally participated in several significant ways, recorded all the Minutes for the Partnership Board Meetings and Public including assigning personnel from their Agency to the Partnership. Forums as well as assisted in making arrangements for the all the meetings. Melissa Martin and Mariana Cordova (a Citibank Summer In addition, the Partnership relied greatly on the donated professional Intern) provided significant assistance with formatting of the Strategic staff support from other organizations to accomplish its mission. Most Action Proposal. And, Mike Lynch, Richard Cummings (who assisted notably among these organizations providing pro bono staffing was the with communications and media), Maggie Dunbar and Manuel Great Valley Center and California State University, Fresno, including Alvarado provided vital assistance in other activities. Also, the Great the Office of Community and Economic Development, The Kenneth Valley Center raised funds to support additional reports and analysis for L. Maddy Institute of Public Affairs, California Water Institute, and land use regional planning, facilitated organization and engagement in International Center for Water Technology. In addition, early planning the Public Forums, assisted with the background information for the support was provided by the California Center for Regional Leadership. final report, prepared the indicators graphs, and compiled the socio- economic reports for the region and each county. The Partnership was supported and advanced by the leadership from elected State Legislators and the Congressional Delegation representing California State University, Fresno the San Joaquin Valley, whose commitment and assistance ensure that Dr. John Welty, President of California State University, Fresno, this Strategic Action Proposal will be implemented. The Federal provided pro bono an invaluable array of faculty and professional Interagency Task Force for the Economic Development of the San experts to support the Partnership, whose assistance was pivotal. In Joaquin Valley fully cooperated and guided the work of the Partnership, particular, Ashley Swearengin, Director of the Office of Community providing a solid platform from which to begin developing strategies and Economic Development, compiled and summarized reports, and recommendations. And, Fresno Mayor Alan Autry and the Fresno prepared background materials, and helped organize the Partnership Regional Jobs Initiative actively supported establishment of the from the very beginning. She also staffed the Economic Development Partnership. Work Group and the Higher Education and Workforce Development Work Group and facilitated numerous meetings with key stakeholders Finally, the panel presenters and participants in the Public Forums with the assistance of Ann Marquez, Manjit Atwal and Allyson provided valuable input to inform and shape the Strategic Action Robison. Mark Keppler, Executive Director of The Maddy Institute, Proposal. And, the Board Meetings and the Public Forums were staffed the Air Quality Work Group and convened a panel of Student generously hosted and underwritten by numerous organizations and Body Leaders from the San Joaquin Valley institutions of higher sponsors who provided the venues for the work to be conducted and education to provide input to the Partnership. He was assisted by the food to energize the volunteers. Debora Bolen. Dr. David Zoldoske, Director of the California Water Institute, and James R. Tischer, Regional Program Manager for the We in Governor Schwarzenegger’s Cabinet wish to acknowledge and Center for Irrigation Technology, staffed the Water Quality, Supply and thank the following organizations and individuals for their assistance Reliability Work Group and the Energy Work Group. Dr. Allen and support of the California Partnership for the San Joaquin Valley. Carden, Director of the Central Valley Higher Education Consortium, helped convene meetings with the leaders of higher education in the region and provided invaluable input into the development of the Higher Education and Workforce Development Work Group Report. Dr. John Capitman and Deborah Gibbs Riordan of the Central Valley
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 93 Health Policy Institute and David J. Foster, Director of the Central Within BTH, the Department of Transportation (Caltrans) deserves special California Area Social Services Consortium, assisted in developing acknowledgement for completing the Highway 99 Master Plan and Business recommendations for the Health and Human Services Work Group. Plan in such a timely manner and assisting with several other activities, including video taping all meetings of the Partnership for the archives. Federal Interagency Task Force Thanks to: Director Will Kempton; District 6 Directors Mike Leonardo, Pete Weber is the liaison from the Federal Interagency Task Force to the Alan McCuen, and Malcolm Dougherty along with their Highway 99 team Partnership Board and also served as co-convener for the Air Quality Randy Treece, Jim Bane and Phillip Sanchez; District 10 Director Kome Work Group. He worked closely with Housing and Urban Ajise; headquarters team Tom West, Gregg Albright, and Joan Sollenberger; Development Department Regional Director Richard Rainey and and videographer Kevin Kast. executive Rollie Smith, coordinator for the Federal Task Force, to ensure integration of their work into the Partnership. Together they Also part of BTH, the California Travel and Tourism Commission and facilitated consultation with the Congressional Delegation from the San Executive Director Caroline Beteta provided focused support to the Joaquin Valley. In addition, Pete Weber chaired the Partnership in working with the Central Valley Tourism Association to Committee on Funding and Finance and Rollie develop a work plan for tourism. And, Executive Smith assisted the Energy Work Group. Thanks to the San Joaquin Director Stan Hazelroth and Roma Cristia-Plant of the Importantly, the Federal Interagency Task Force is Valley Partnership, attention Infrastructure and Economic Development Bank are providing staff support for the Funding and Financing adopting the Strategic Action Proposal as its own has been focused on one of agenda – an indication of significant federal-state Work Group. collaboration to advance the San Joaquin Valley. California’s most important regions. Hopefully, the State Legislators California Center for Regional Leadership continuing collaboration will The State Legislators from the San Joaquin Valley, led by Senator Charles Poochigian and The California Center for Regional Leadership and result in unprecedented quality former Executive Director Nick Bollman helped Assemblymembers Nicole Parra and Juan organize the Partnership and prepare for the first of life improvements in the Arambula, strongly encouraged the Administration Board meeting in September 2005. This work was Great Central Valley. to establish the Partnership and supported the assisted by Deborah Nankivell from the Fresno development of the Strategic Action Plan in several Business Council and Regional Jobs Initiative. R. Kirk Lindsey ways. They attended Partnership Board Meetings Liaison and testified at Pubic Forums, including: Agency and Board Deputies California Transportation Commission Assemblymembers Juan Arambula, Dave Cogdill, Bill Maze, Alan Nakanishi, Nicole Parra, Mike Each Cabinet Secretary designated deputies to the Villines; and Senator Jeff Denham. The entire State Partnership who consistently supported the The Partnership is the Valley’s Delegation advocated for the initial funding for Partnership with quality professional staffing. Most implementation of the Strategic Action Plan, notably, Trina Gonzalez, Health and Human Services opportunity to define its future. including Senators Roy Ashburn, Dean Florez, and Agency, staffed the Health and Human Services Work The implementation of the Michael Machado and Assemblymembers Greg Group and Ricardo Soto, Office of the Secretary of Action Proposal will benefit not Aghazarian, Guy Houston, Barbara Matthews and Education, staffed the K-12 Education Work Group. Kevin McCarthy. Assemblymember Parra has Chief-of-Staff Georgeanne White, John Madrid, Kyle only the Valley, but all of further cooperated with the Partnership on Loreto, and Roger Montero from the Office of Mayor California. formulation of the Executive Orders and has Alan Autry also provided significant support to the K- pledged to take the lead on future legislation. 12 Education Work Group. Dr. Ed Kawahara, Barbara Patrick Undersecretary Rick Rice, Jaime Fall and Kate Tansey Supervisor The Legislative Leadership supported the budget from Labor and Workforce Development actively Kern County appropriation in order to ensure the Strategic assisted the Workforce Development and Higher Action Proposal will be implemented during FY Education Work Group. Undersecretary A.J. Yates, Jonnalee Henderson 2006-07. Special thanks to: Assembly Speaker Fabian Nunez and (who assisted in recording proceedings), Steve Schaffer and Eric Stein from Minority Leader George Plescia; and Senate President pro Tempore the California Department of Food and Agriculture (CDFA) diligently Don Perata and Minority Leader Dick Ackerman. Several legislative participated in all activities. Finally, Cindy Tuck from the California staff provided key assistance, including: Mary Kaems, Tia Boatman Environmental Protection Agency, and Jay Chamberlin from the Resources Patterson, Toni Symonds, Cynthia Leon, Tom Higgins, Mercedes Agency, and Ruth Coleman, Director of the Department of Parks and Flores, and Gail Delihant. Recreation, a department within the Resources Agency, were steadfast in their participation and assistance. Congressional Delegation
A special debt of gratitude is owed Belen Diaz-Torres, Executive Assistant in The Congressional Delegation from the San Joaquin Valley the Business, Transportation and Housing Agency (BTH), for carrying the enthusiastically supported and encouraged the State effort. The lead secretariat responsibilities for the Partnership Board, including preparing Partnership Board is grateful to: U.S. Senator Dianne Feinstein and her and distributing agenda packets to the Board. Other members of the BTH staff Shelly Abajain and Sarah Moffat; U.S. Senator Barbara Boxer and team who supported the Partnership include: Chris Nance and Danita Ng, her staff Ameen Kahn; Congressman Dennis Cardoza and his staff who coordinated all the communications outreach; Karin Fish, who DeeDee D’Adamo; Congressman Jim Costa and his staff Bob Sanders coordinated all the Requests for Proposals and contract processes; Curt and Cheryl Lehn; Congressman Devin Nunes and his staff Justin Augustine, who coordinated Executive Orders and legislative matters; Ouida Stoner and Kevin Shakespeare; Congressman Richard Pombo; Braithwaite, who assisted with Public Forums; John Cox and Jason Hone, Congressman George Radanovich and his staff Michael Lukens and who helped edit the Strategic Action Proposal; Jim Bourgart, who is Darren Rose; and Congressman Bill Thomas. facilitating the focus on Highway 99; Ed Heidig; Yolanda Benson, Carol Farris, and John Barna (now Executive Officer of the California Transportation Commission).
94 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL Institutions of Higher Education Community Panel: Ernie Hernandez, United Way of Tulare County; The Partnership events were graciously hosted at institutions of higher Peter Carey, Self-Help Enterprises; Brooke Frost, Tulare County First 5 education by outstanding academic leaders in the San Joaquin Valley, Children’s Health Initiative; Carolyn Rose, Community Services and including: University of the Pacific and President Donald DeRosa; Employment Training University of California, Merced and Chancellor Carol Tomlinson- Local Elected Officials Roundtable: County Supervisors: Chairman Steve Keasey, Vice Chancellor John Garamendi, Jr., Vice Chancellor Dr. Worthley, Connie Conway, Phil Cox, Allen Ishida / City David Ashley, Dean Maria Pallavicini, School of Natural Sciences, and Councilmembers: Paul Boyer (Farmersville); Pamela Kimball (Lindsey); Larry Salinas and his team; California State University, Stanislaus and Mayor Pedro Martinez, Cameron Hamilton (Porterville); Mayor President Hamid Shirvani; State Center Community College District Richard Ortega (Tulare); Mayor Jesus Gamboa (Visalia) / Others: and Chancellor Tom Crow; California State University, Bakersfield and Victor Gonzales (Tulare District Hospital Board); Ron Johnson (Tulare President Horace Mitchell; and California State University, Fresno and County Office of Education) President John Welty. Kings County Public Forum Participants in the Public Forums Government Panel: Chairman Tony Oliviera, Kings The Partnership Board Members organized each of The California Partnership for County Board of Supervisors; Superintendent of the Public Forums, including civic leaders from the San Joaquin Valley is Education John Stankowich; City Manager Ron government, business and the community to present important because the Hoggard, City of Corcoran; Mayor Dan Chin, testimony. The members of the public attending the City of Hanford; County Administrative Officer Forums then participated in an exercise to express Governor had the foresight to Larry Spikes their views by Work Group topic. Also, every create an unprecedented Business Panel: John Lehn, Economic Development locally-elected official was invited to attend a opportunity for the eight- Corporation; Don Mills, Kings County Water separate Roundtable with the Partnership Board to county Valley region to District; Ryan Bertao, Kings County Farm Bureau; provide input. The following lists the panel Linda Lahodny, Lemoore Chamber of Commerce; presenters and participating local elected officials. In develop an actionable vision Dick Jacques, Hanford Chamber of Commerce / total, more than 1,000 people participated in the for its future. Board of Realtors Public Forums. Community Panel: Judy Horn, Hand in Hand; Frank Lorraine Salazar Gornick, West Hills College; Kendall Fults, VP Kern County Public Forum Civic Leader Fresno County Ambulatory Services; Dale Norton, College of the Government Panel: Supervisor Ray Watson, Kern Sequoias; David Droker, Kings Community Action County Board of Supervisors; County Legislative Analyst Allan Krauter; Ron Brummett, Kern Local Elected Officials Roundtable: County County Council of Governments; Dr. Larry Reider, The California Partnership for Supervisors: Chairman Tony Oliviera, Joe Neves, County Superintendent of Education Alene Taylor / City Councilmembers: Mayor Sid the San Joaquin Valley is help- Craighead (Avenal); Mayor Dan Chin, Marcelyn Business Panel: Patrick Collins, Kern Economic ing the region develop a shared Buford (Hanford) Development Corporation; Debbie Moreno, Greater vision for our future and take Bakersfield Chamber of Commerce; Keith Brice, Fresno County Public Forum Mid State Development Corporation; Lou Gomez, action to realize that vision. Kern County Hispanic Chamber of Commerce; Government Panel: Chairman Trinidad Rodriguez Mike Turnipseed, Kern County Taxpayers Ashley Swearengin (Mayor of Kerman), Council of Fresno County Association; David Parker, Kern County Foundation Executive Director, Governments; Dr. Carole Goldsmith, West Hills Office of Community and Community College District; Blake Konczal, Community Panel: Dr. Bill Andrews, Bakersfield Economic Development Fresno County Workforce Investment Board; City College; Dana Karcher, The Tree Foundation of CSU Fresno Manager Kathy Millison, City of Clovis; Dr. Peter Kern County; Holly Hart, Smart Growth Mehas, County Office of Education Coalition; Steve Sanders, Community Connection for Child Care; Art Vogner, Kern County Sierra Club; Carla Edwards, Business Panel: Al Smith, Greater Fresno Chamber of Commerce; Doug Fresno County Farm Bureau Jensen, Economic Development Corporation; Paul Betancourt, Fresno County Farm Bureau; Tom Vidmar, Anlin Industries; Mike Prandini, Local Elected Officials Roundtable: County Supervisors: Jon McQuiston, Building Industry Association; Ken Newby, Fresno Business Council Barbara Patrick, Ray Watson / City Councilmembers: Susan Benham (Bakersfield) / Others: President Horace Mitchell (California State Community Panel: Keith Bergthold, Fresno Housing Alliance; Keith University, Bakersfield) / Bakersfield Mayor Harvey Hall addressed the Kelley, Fresno West Coalition for Economic Development; Suzanne Partnership at a subsequent meeting. Bertz Rosa, Creative Economy Council; Lue Yang, Fresno Center for New Americans; Kurt Madden, One by One Leadership Tulare County Public Forum Local Elected Officials Roundtable: County Supervisors: Chairman Phil Government Panel: Chairman Steve Worthley, Tulare County Board of Larson / City Councilmembers: Mayor Nathan Magsig (Clovis); Mayor Supervisors; Mayor Richard Ortega, City of Tulare; President Don Alan Autry, Brain Calhoun, Larry Westerlund (Fresno); Mayor Victor Goodyear, College of Sequoias; Chief Bob Williams, Tulare County Lopez, Roy Rodriguez (Orange Cove); Mayor Pro Tem Donald Ikemiya Chiefs Association; Bill DeLain, Tulare County Workforce Investment (Reedley); Mayor Don Tow (Selma) Board; George Finney, Tulare County Council of Governments Merced County Public Forum Business Panel: Paul Saldana, Tulare County Economic Development Corporation; Ralph Hinds, Dinuba Chamber of Commerce; Mike Cully, Government Panel: Chairman Mike Nelson, Merced County Board of Visalia Chamber of Commerce; Brad Caudill, Tulare County Farm Supervisors; Dr. Lee Anderson, County Superintendent of Education; Bureau; Gil Jaramillo, Tulare-Kings Hispanic Chamber of Commerce Vice Chancellor John Garamendi, Jr., University of California, Merced; Frank Quintero, City of Merced Economic Development; Sheriff Mark
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 95 Pazin; City Manager Steve Rath, City of Los Banos; Robert Smith, Community Panel: Rev. Michael Douglass, Advancing Vibrant Merced Department of Public Works; Jess Brown, Merced County Communities; Dean George Boodrookas, Modesto Junior College; Association of Governments Chris King, County Superintendent Office of Education Business Panel: Mark Hendrickson, Greater Merced Chamber of Local Elected Officials Roundtable: County Supervisors: Jim DeMartini, Commerce; Scott Galbraith, Merced County Economic Development Jeff Grover, Ray Simon / City Councilmembers: Mayor Anthony Corporation; Louie Bandoni, Merced County Farm Bureau; Kevin Cannella, Chris Vierra (Ceres); Greg Adams (Hughson); Garrad Marsh, Stone, Building Industry Association of Central California Kristin Olsen (Modesto); Mayor Pat Kuhn (Oakdale); Mayor David Community Panel: Bob McLaughlin, Mercy Medical Center; Paul Lao, Keller (Patterson); Mayor Charles Turner (Waterford) / Others: Board Attorney and Community Leader; Diana Almanza, A Women’s Place; Member Betty Davis (Ceres Unified School District); City Manager Ana Pagan, Merced County Human Services Agency; Hicham Eltal, Brad Kilger (Ceres) Merced Irrigation District San Joaquin County Public Forum Local Elected Officials Roundtable: County Supervisors: Chairman Mike Nelson, Kathleen Crookham, Deidre Kelsey, Jerry Government Panel: Mayor Ed Chavez, City of Stockton; City Manager Gordon Palmer, City of O’Banion, John Pedrozo / City Councilmembers: The California Partnership for Mayor Rudy Trevino (Atwater); Bart Garcia, Joe Stockton; Dr. Mick Founts, San Joaquin County Oliviera (Gustine); Mayor Michael Amabile, Mayor the San Joaquin Valley is Office of Education; Superintendent Bill Huyett, Pro-tem Mike McAdam (Los Banos); Mayor Ellen showing the eight counties Lodi Unified School District; Dr. Mel Lylte, County Water Resources; Andrew Chesley, San Wooten, Michele Gabriault-Acosta, Rick Osorio, Jim that they have a great Sanders, Bill Spriggs (Merced); Mayor Brandon Friesen Joaquin Council of Governments (Livingston) / Others: Dr. Lee Anderson (County commonality in their wants Business Panel: Luis Sanchez, Washington Mutual; Superintendent of Education); Sheriff Mark Pazin and needs and can work Kevin Huber, Grupe Company; Ken Cohen, San Joaquin General Hospital; Dr. Moses Elam, The Madera County Public Forum together in finding and Permanente Medical Group; Mark Martinez, Government Panel: Chairman Frank Bigelow, Madera implementing solutions. Mexican American Chamber of Commerce; Dennis Lee, Central Valley Asian Chamber of County Board of Supervisors; Vice Mayor Steve Sharron R. Thornton Commerce; Kathy Janssen, Ace Tomato Company; Mindt, City of Madera and Madera Compact; Dr. Civic Leader Brad Lange, Lange Twins, Inc.; Walter Yep, Port of Sally Frazier, County Superintendent of Education; Merced County Angel Johnson, City of Chowchilla; Sheriff John Stockton; Perfecto Munoz, Health Plan of San Anderson; Tribal Chairman Elaine Bethel-Fink, Joaquin; Hazel Hill, San Joaquin Delta College; Bruce Blodgett, San Joaquin County Farm Bureau; North Fork Rancheria of Mono Indians; County The California Partnership for Administrative Officer Stell Manfredi Paul Simmons, Attorney the San Joaquin Valley has Business Panel: Herman Perez, Madera Chamber of Community Panel: David Berg, County Human Commerce, Stephen Rico, Madera Hispanic engendered a spirit of collabo- Services Agency; Phyllis Grupe, Community Chamber of Commerce; Julia Berry, Madera ration among all stakeholders Partnership for Families; Carol Ornelas, Asociacion Campesina Lazaro Cardenas; Trevor Atkinson, County Farm Bureau; Bobby Kahn, Madera on the most important issues County Economic Development Corporation; Common Ground; Michael Ballot, Sierra Club; Jackson Baker, Madera Quarry impacting the quality of life for Sue DePolo, San Joaquin A+ Community Panel: Tim Curley, Hospital Council of its residents. This spirit will pro- Local Elected Officials Roundtable: County Northern and Central California; Chris White, duce real progress on these Supervisors: Victor Mow, Jack Sieglock / City Central California Irrigation District; Bob Carlson, Councilmembers: Mayor Gloryanna Rhodes, Madera County Workforce Investment Board; Hub important issues. It sets the Kristy Sayles (Lathrop); Mayor Susan Hichcock, Walsh, Social Services Department; Former Madera standard for the rest of Califor- John Beckman (Lodi); John Harris (Manteca); Mayor Gary Savanda Mayor Mike Restuccia (Ripon); Mayor Ed Chavez, nia in engaging communities to Vice Mayor Gary Giovanetti (Stockton) Local Elected Officials Roundtable: County work together to solve their Supervisors: Chairman Frank Bigelow, Ronn most challenging issues. County Administrative Officers Dominici, Gary Gilbert / Others: State Senator Jeff and City Managers Denham; Assemblymember Dave Cogdill; Tribal Alan Bersin Chairman Elaine Bethel-Fink (North Fort Hosts: Madera County Chairman of the Board of Secretary Supervisors Frank Bigelow, Supervisor Gary Rancheria of Mono Indians); Dr. Sally Frazier Office of the Secretary of Education (County Superintendent of Education) Gilbert, CAO Stell Manfredi and staff Eric Fleming, Bobby Kahn, David Prentice Stanislaus County Public Forum County Administrative Officers and Staff: Bart Bohn and Jeanette Ishii Moderator: Bill Bassitt, Stanislaus Alliance (Fresno); Ron Errea (Kern); Larry Spikes (Kings); Brian Haddix (Tulare); Rick Robinson (Stanislaus) Government Panel: Supervisor Ray Simon, Stanislaus County Board of Supervisors; Dr. Hamid Shirvani, California State University, Stanislaus; City Managers and Staff: Brad Kilger (Ceres); Robert Ford (Clovis); Dr. James Williams, Modesto Junior College; Vince Harris, Stanislaus Andrew Souza (Fresno); Mary Lindsay (Hanford); Joe Donabed Council of Governments; Chief Roy Wasden, Modesto Police Department (Hughson); Elaine Post (Los Banos); Jim Marshall (Merced); George Britton and Bryan Whitemyer (Modesto); Steve Kyte (Oakdale); Cleve Business Panel: Jan Roberts, Frito Lay; Keith Boggs, County Economic Morris (Patterson); Margaret Silveira (Riverbank); DB Heusser, Selma Development; Carolina Bernal, Hispanic Chamber of Commerce; Mitch Etchebarne, Stanislaus County Farm Bureau; Kevin Stone, Building Student Body Leaders Industry of Central California; Jan Ennenga, Manufacturers Council of the Central Valley; Pat Riddle, Food Processing Industry Group A panel of college student body officers met with the Partnership Board to provide the perspective of future leaders for the San Joaquin Valley,
96 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL including: Josh Franco, UC Merced; Adam Ellison, University of the Sheila Carroll, Jeff Grover, Bovett Petroleum, Jeff Burda, Modesto Pacific; J.P. Pampalo Ungayo, CSU Fresno; Valerie Poyner, CSU Commerce Bank, and Carol and John Whiteside; The Permanente Bakersfield; Deanna Delfin Polk, Merced College; Emma Delfin Polk, Medical Group and Dr. Moses Elam; and Darrel Hildebrand and the UC Merced. Kern County Council of Governments, Tejon Ranch Company, Occidental Elk Hills, Granite Construction Company, ChevronTexico, Sponsors for Public Forums and Events Smart Growth Coalition, and the Petroleum Club. The Partnership is grateful to the generous sponsorship and support of the Public Forums and other Partnership events of these individuals, Governor’s Office companies and organizations: Fritz and Phyllis Grupe, and assistant Kris The Governor’s Office launched the Partnership, closely followed all the Navarra; Robert and Marie Gallo, and Larry Sterling of Gallo Wines; activities leading to preparation of the Strategic Action Proposal, and UC Merced Foundation member Robert Carpenter; Council of Fresno vigorously pursued initial funding. The team includes: Chief of Staff County Governments and Barbara Goodwin; Ray Dezember and Sue Susan Kennedy; Cabinet Secretary Fred Aguiar, Scott Reid and Doug Benham; City of Visalia; Fred Ruiz and Ruiz Foods; Hoffner; Legislative Secretary Richard Costigan and Marcelyn Buford and City of Hanford; Larry Mike Prosio; Department of Finance Director Mike Fortune and Fortune & Associates, Pete Weber, San I am honored to be a part of a Genest; External Affairs Director Margaret Fortune; Joaquin Valley Building Industry Association, Lance Governor’s appointed collation and Central Valley Regional Office Director Julie Kashian and Company, Dr. Tim Stearns and the of valley representatives to Benevedes-Menzes. Original formation of the Lyles Center for Innovation and Entrepreneurship at Partnership was steered by Pat Dando, Michael CSU, Fresno; Greater Fresno Area Chamber of create a strategic plan to Saragosa and Nicole Madani. Appointments Commerce and Economic Development, Economic improve the quality of life and Secretary Timothy Simon, Alice Dowdin-Cavillo, Development Corporation Serving Fresno County; well being of our great valley. and Nicole Rice are assisting with implementation Lorraine Salazar and Sal’s Mexican Restaurant; Mike of the new Executive Order. Amabile; California Women for Agriculture and We finally have a Governor that Merced County Farm Bureau; Vista Ranches and recognizes the potential of the The above individuals and organizations all have Sharron Thornton, The Grass is Greener made a significant contribution to development of Landscaping; Madera County, Baker Quarries, Best, Central Valley and I look the Strategic Action Proposal and have given Best & Krieger Attorneys at Law, Kitchell CEM, forward to the implementation momentum to the San Joaquin Valley as PG&E, and AT&T; Children’s Hospital in Madera; of the plan. California’s 21st Century Opportunity. Michael S. Amabile Mayor City of Los Banos
Secretary Linda Adams, California Environmental Protection Agency Secretary Kimberly Belshé, Health and Human Services Agency Secretary Alan Bersin, Office of Secretary of Education Secretary Victoria Bradshaw, Labor and Workforce Development Agency Secretary Michael Chrisman, Resources Agency Secretary A.G. Kawamura, Department of Food and Agriculture Secretary Rosario Marin, State and Consumer Services Agency Secretary Sunne Wright McPeak, Business, Transportation and Housing Agency
Design by NeoDesign. Printed at Citadel Communications. Printing for this report has been partially underwritten by a donation from the California State Association of Counties thanks to support and assistance from President Connie Conway and Executive Director James Keene.
X. Appendices (Please see all Appendices on the Business, Transportation and Housing Agency Website: www.bth.ca.gov)
STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 97