5010 North Woodrow Avenue California Partnership Suite 200 M/S WC 142 for the San Joaquin Valley Fresno California 93740 2012 Annual Report P 559-294-6021 F 559-294-6024 www.sjvpartnership.org www.facebook.com/sjvpartnership

connect Secretariat for the California Partnership for the San Joaquin Valley Office of Community and Economic Development Fresno State

5010 North Woodrow Avenue Suite 200 M/S WC 142 Fresno California 93740

P 559-294-6021 F 559-294-6024

www.sjvpartnership.org www.facebook.com/sjvpartnership F California Partnership for the San Joaquin Valley Letter to Governor Brown

Dear Governor Brown and Members of the Legislature:

On behalf of the board of directors of the California Partnership for the San Joaquin Valley The Partnership continues to be active in sustainable planning through the Smart Valley Places (Partnership), we present the 2012 Annual Report. This report begins July 2011, where our initiative, a compact of 14 Valley cities, four regional nonprofit organizations, Fresno State, 2010–2011 Report concluded, and covers Partnership activity through June 2012. California Central Valley Economic Development Corporation and San Joaquin Valley Regional Policy Council, which builds on the Partnership’s Strategic Action Proposal and the San Joaquin We want to thank the board members for their commitment to the Valley by serving on the Valley Regional Blueprint’s smart growth principles. The Partnership this year completed the Partnership Board. Many of them greatly contributed to the creation of the Partnership, and we Valley Legacy initiative, which brought the region’s K–12 education, higher education and honor and appreciate their contribution and countless hours of volunteer work. workforce investment board systems into alignment to better prepare people for occupations The Partnership undertook several planning strategy sessions during the year. Because in high-growth industry sectors. much has occurred since the Strategic Action Plan (SAP) was prepared in 2005, the 10 work The Partnership’s board of directors would like to express its appreciation to the Secretariat groups were asked to review their individual SAP goals and identify goals that they felt were staff at California State University, Fresno, the staff of the Great Valley Center and all Valley still applicable and could be accomplished within the next two years. These goals were then stakeholders who have engaged in this regional effort. We also would like to thank local and reviewed by the board and incorporated into a two-year revised SAP. regional agencies, nonprofits and those in the private sector that have given support through The Partnership held a Leadership Summit in Bakersfield in October in conjunction with the in-kind and financial contributions, specifically, Kaiser Permanente Central Valley and Valley CAN. Partnership Annual Meeting. The highlight of the Summit was a panel discussion between We would like to thank the James Irvine Foundation for its financial support. The Irvine eight State of California Cabinet Secretaries and the Chair of the Board of Supervisors from funding marked the first direct funding received by the Partnership since the state funding in each of the Valley’s eight counties. The result was a frank discussion of where the state and 2008. We applaud their foresight in investing in the worthwhile effort. We also want to thank Valley could work together in the coming year. everyone who has contributed their time and expertise to our 10 work groups. In March, the Partnership conducted the first of what promises to be an annual Regional Valley residents should be encouraged by the promising steps that have been taken in the Economic Summit. The intent of this Summit was to identify an action plan to focus on past year. By working together to achieve the Valley’s potential as California’s 21st Century Infrastructure, Workforce, Innovation, Regulation/Sustainability and Access to Capital. The Opportunity, the Partnership is crafting a vision of the San Joaquin Valley that was not issues, opportunities and recommendations of that Summit were forwarded to a State Summit previously thought possible. held in Santa Clara in May. The Partnership, led by Pete Weber, played a strong role in the planning for the State Summit, and the San Joaquin Valley was well-represented at the event.

Ashley Swearengin Corwin Harper Diana Dooley Partnership Chair Partnership Deputy Chair Partnership Deputy Chair Mayor Senior Vice President Secretary City of Fresno Kaiser Permanente Central Valley California Health and Human Services Agency

2 California Partnership for the San Joaquin Valley Annual Report 2012 3 Letter to Governor Brown ...... 2 Infrastructure Sustainable Job Creation Fresno State Program Leadership PreK–12 Education...... 45 & Partners...... 6 Development Planning Partner Accomplishments & Impacts... 45 Board of Directors...... 6 Water Quality, Air Quality...... 29 Programs Supply & Reliability...... 21 High School Graduation Rates Work Group Consultants...... 7 Accomplishments & Impacts... 29 San Joaquin Chart...... 46 Accomplishments & Impacts... 21 Valley Rural Secretariat...... 7 Goals & Desired Outcomes..... 30 Depth to Water Usage Chart.....22 Goals & Desired Outcomes..... 46 Development Center...... 59 Executive Summary: Energy: San Joaquin Valley Spotlight: Administration...... 59 Secretariat ...... 8 Goals & Desired Outcomes..... 22 Clean Energy Organization..... 31 We are Valley Legacy...... 48 Small Communities Administration Report...... 8 Kudos: Accomplishments & Impacts... 31 San Joaquin Valley Interregional Higher Education & Network...... 59 Valley Legacy ...... 8 Energy Consumption Chart ...... 31 Workforce Development...... 50 Goods Movement Study...... 23 Marketing/ Kilowatt-hours per capita Valley Leadership Exchange...... 8 Higher Education Chart...... 22 Chart...... 31 Communications...... 60 San Joaquin Valley Housing Accomplishments & Impacts... 50 Sustainability...... 60 Collaborative...... 8 Chart...... 22 Kudos: Higher Education Spotlight: Recycling BIN Coalition...... 32 U.S. Economic Development Smart Valley Places ...... 9 Goals & Desired Outcomes..... 50 San Joaquin Valley Regional Administration-Economic Personal Income Chart...... 9 Goals & Desired Outcomes..... 32 Broadband Consortium...... 24 The Guiding Principles ...... 51 Adjustment Assistance...... 60 Median Household Sustainable Communities...... 33 Advanced Communications Kudos: USDA Rural Community Income Chart...... 9 Accomplishments & Impacts... 33 Services...... 26 Central California Community Development Initiative...... 60 San Joaquin Valley Regional Percent of Population Colleges Committed Accomplishments & Impacts... 26 San Joaquin Valley Regional Economic Summit...... 10 in Poverty Chart...... 34 to Change Consortium (C6)..... 52 Broadband Consortium...... 60 Goals & Desired Outcomes..... 26 Annual Report ...... 10 Goals & Desired Outcomes..... 34 Workforce Development EDA/USDA Rural Jobs and Sustainability of Kudos: Accomplishments & Impacts... 53 Kudos: Innovation Accelerator...... 60 Shafter Fiber Network...... 27 the Partnership...... 11 San Joaquin Valley Workforce Development RDC Service Agreements...60 Looking Ahead...... 11 Blueprint Integration...... 35 Goals & Desired Outcomes..... 53 University of California, Infrastructure Development....11 Spotlight: Unemployment Chart...... 55 Merced...... 61 Sustainable Planning...... 11 Smart Valley Places...... 36 Employment Charts...... 55 Cal Valley Tech iHub...... 62 Job Creation...... 11 Total Harvested Acreage Kudos: Chart...... 39 Blue Tech Valley...... 62 Financials...... 12 Public Infrastructure Total Harvested Acreage Investment...... 56 Water, Energy, San Joaquin Valley Chart...... 39 and Technology Incubator...62 Regional Economic Summit.... 13 Economic Development...... 57 Urban Development Chart...... 39 Water University...... 62 Background...... 13 Accomplishments & Impacts... 57 Health & Human Services...... 40 Funding...... 62 TOP Priorities for Goals & Desired Outcomes..... 57 State Action Chart...... 14 Accomplishments & Impacts... 40 Vision Statement...... 63 TOP Priorities for Goals & Desired Outcomes..... 40 Regional Action Chart...... 14 Number of Physicians Chart ....41 What will make each region Population Ever Diagnosed with globally competitive?...... 15 Asthma Chart...... 41 Findings...... 16 Violent Crime Rate Chart...... 41 San Joaquin Valley Regional Housing...... 42 Industry Cluster Accomplishments & Impacts... 42 Analysis Project...... 17 Goals & Desired Outcomes..... 43 C ontents

4 5 Program Leadership & Partners

Board of Directors Work Group Consultants Secretariat Ashley Swearengin Benjamin Duran Partnership Chair Representative, Advanced Communications Services Office of Community & Economic Development Mayor of Fresno Central Valley Higher San Joaquin Valley Regional Broadband Consortium Fresno State Education Consortium Rachel Audino, Work Group Coordinator Mike Dozier Corwin Harper Office of Community & Economic Development Carole Goldsmith Fresno State Executive Director Partnership Deputy Chair West Hills Community Kaiser Permanente College District Dejeune Shelton, Executive Director Central Valley Great Valley Center Christine Nutting Pat Gordon Associate Director Secretary JBT Corporation Air Quality Diana Dooley The Maddy Institute Melanie Allen Partnership Deputy Chair Barry Hibbard Fresno State Administrative Support Coordinator California Health & Human Representative, California Services Agency Economic Strategy Panel Mark Keppler, Executive Director Rachel Audino Secretary Anna Blake Konczal Economic Development Government Affairs Coordinator Representative, Caballero California Central Valley California State & Consumer Central California Angelica Cano Services Agency Workforce Collaborative Economic Development Corporation Jennifer Faughn, President Communications Assistant Acting Secretary Sunne McPeak Strategy One California Emerging Sally Cardell Brian Kelly Technology Fund California Business, Energy Fiscal Analyst Transportation San Joaquin Valley Clean Energy Organization & Housing Agency Luisa Medina Central California Courtney Kalashian, Associate Executive Director Stacie Dabbs Secretary John Laird Legal Services Paul Johnson, President Public Affairs Director California Natural Paul Everett Johnson & Associates Resources Agency Steven Nelsen Visalia City Council Shelby Gonzales Health & Human Services Finance Director Secretary Marty David Nelson Office of Community & Economic Development Morgenstern A.G. Spanos Companies Fresno State California Labor & Workforce Eduardo Gonzalez Development Agency Joe Oliveira Rachel Audino, Work Group Coordinator Project Manager Gustine City Council Secretary Matthew Higher Education & Workforce Development Ismael Diaz Herrera Rodriquez Pete Parra Higher Education California Environmental Representative, California Rural Development Center Director Protection Agency Workforce Investment Board Central Valley Higher Education Consortium Fresno State Marcia Martin Secretary Karen Ross David Quackenbush Barbara Hioco, Executive Director Communications Coordinator California Department Representative, Central of Food & Agriculture Valley Health Network Workforce Development Central California Workforce Collaborative Yves Ouedraogo James A Aleru Paul Saldana Research Assistant James A Aleru, CPA Representative, California Blake Konczal, Executive Director Central Valley Economic Fresno Regional Workforce Investment Board Lynne Ashbeck Development Corporation Jen Paul Representative, Hospital Housing Communications Director Council of Northern and Ted Smalley San Joaquin Valley Housing Collaborative Central California Tulare County Association Wilma Satterberg of Governments Stacie Dabbs, Assistant Director Office of Community & Economic Development Fiscal Analyst Darius Assemi Fresno State Representative, California Ray Watson Transportation Commission Kern County Philip Siegrist Board of Supervisors PreK–12 Education Research Assistant Tim Bakman Central Valley Educational Leadership Institute Bakman Water Company Peter Weber Fresno State Representative, Federal Judy Case Interagency Task Force Walt Buster, Director Fresno County Board Marcy Masumoto, Project Director of Supervisors Fritz Grupe* Chairman, Sustainable Communities Mike Chrisman The Grupe Company National Fish San Joaquin Valley Regional Policy Council & Wildlife Association Ronald Addington* Barbara Steck, Deputy Director President/CEO, San Joaquin Fresno Council of Governments DeeDee D’Adamo County Business Council Representative, California Water Quality, Supply & Reliability * Air Resources Board Victoria Bradshaw California Water Institute California Strategies, LLC Fresno State David Zoldoske, Director *Partnership Board Advisors Jim Tischer, Program Manager Sarge Green, Program Director

6 California Partnership for the San Joaquin Valley Annual Report 2012 7 from throughout the state to discuss regional four regional nonprofit organizations, Fresno Executive Summary: Secretariat strategies to the Valley’s housing challenges. State, the California Central Valley Economic SJVHC is interested serving the needs of the Development Corporation, and the San The Office of Community and Economic Development region, particularly in regards to affordable Joaquin Valley Regional Policy Council, which (OCED) is uniquely positioned as the Secretariat for housing projects now that redevelopment represents all eight county Metropolitan the Partnership to serve the region and align university agencies, which provided that funding, no Planning Organizations in the Valley. longer exist. The Affordable Housing Summit resources with Valley initiatives. OCED programs, generated $10,000 in revenue to sustain Building on the Partnership’s Strategic communications and key relationships with internal SJVHC’s work. Action Plan and the San Joaquin Valley Regional Blueprint’s smart growth principles, and external stakeholders provide a platform for Smart Valley Places SVP is the Valley’s roadmap to transforming leveraging those resources. The Partnership’s activities Smart Valley Places (SVP) is the Valley’s itself, from one of the most challenged and for the period July 2011 through June 2012 are smart growth initiative funded by a $4 million underserved areas of the country into a grant awarded through the U.S. Department region that embraces and reflects smart highlighted in the next section. of Housing and Urban Development. With a growth and sustainable development that focus on regional collaboration to develop a will impact not only the health and prosperity on the purpose of the grant and build a Administration Report regional plan for sustainable development, of the region but the whole of California. foundation for future funding requests. These Valley Legacy SVP is coordinated by the Partnership and The Partnership completed SVP’s first year tools may be found at www.ValleyLegacy.com. In fall 2009, the California Partnership is driven by a compact of 14 of the Valley’s in full compliance with HUD protocol and for the San Joaquin Valley (Partnership) Valley Leadership Exchange largest cities from throughout the eight program requirements. was awarded $2 million dollars in funding In October 2011, the Partnership conducted countiesPersonal in the Income Valley, in partnership with through Workforce Investment Act (WIA) a Valley Leadership Exchange, the first of Discretionary Funds to conceptualize, plan, its kind in the Valley, in conjunction with California San Joaquin Valley and implement a demonstration project that Personal Income the 2011 Partnership Annual Meeting in Per capita income is encompassed five deliverables aimed at Bakersfield. Local and regional elected $50,000 calculated by the Bureau $43,240 $43,853 $42,395 $42,514 preparing the future workforce of the San $45,000 $41,567 of Economic Analysis by officials, agencies and civic leaders were $38,767 dividing its estimate of $36,903 Joaquin Valley (Valley) for high-wage, high- $40,000 $34,977 total personal income invited to this private exchange — with more $33,398 $33,890 $34,045 demand jobs in five targeted industry sectors: $35,000 by the U.S. Census than 350 attending — to hear an update Bureau’s estimate of total $30,000 agribusiness, including food processing and from State Cabinet Secretaries on specific population. Per Capita $25,000 $29,793 $30,253 $29,757 $29,727 Income in the San Joaquin biotechnology; water technology; renewable $28,093 initiatives, a review of the State of Our Region $26,366 $26,863 Valley region was $29,727 $20,000 $24,211 $25,040 energy; manufacturing; and logistics/ and a Q&A session, as well as an opportunity $22,336 $23,386 in 2010, the latest year distribution. Twelve demonstration projects in $15,000 with available data, which for networking with other Valley leaders. was $12,787 less than eight counties followed the resulting model $10,000 the state average. with significant results including: 392 high San Joaquin Valley $5,000 Housing Collaborative - school students prepared for careers in 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 The Partnership Secretariat assumed the Medium Household Income manufacturing, biotechnology, logistics and Source: U.S. Department of Commerce, Bureau of Economic Analysis distribution; four high schools added six new role of administrative lead of the San Joaquin Valley Housing Collaborative (SJVHC), a 501c3 courses in emerging career areas; 323 adults Median Household Income California San Joaquin Valley impacted by the English Learner Institute, regional collaboration of public and private Median household income — housing experts and stakeholders from the level that half of the area’s from beginner to intermediate to advanced, $70,000 households earn more and eight-county region that serves as a forum over three semesters; teachers modified $56,646 $59,928 $61,017 $58,925 $57,708 half earn less — is the income $60,000 $53,627 midpoint and estimated annually teaching strategies to include “hands on” to identify, discuss, and address housing $49,894 $46,836 $47,064 $47,323 $48,440 by the U.S. Census Bureau. methods; development of a website of clean issues and challenges. Activities included $50,000 In the San Joaquin Valley, it organizing the region’s first Affordable increased every year between energy activities in the Valley for students, job 2001 and 2007, peaking at $40,000 $47,109 $46,920 $45,909 $45,581 seekers, educators; entrepreneurial pathway Housing Summit in collaboration with the $42,905 $44,616 $47,109. From 2001 through $39,544 2005, it grew faster in the Federal Reserve Bank of San Francisco and $36,649 $36,609 $38,091 programs established at 11 Valley community $30,000 $35,877 Valley than the state. The colleges; and business and education sharing the California Coalition for Rural Housing. pace of growth slowed below Nearly 170 people participated in the summit, $20,000 the state’s pace then began responsibility for student learning. declining as the recession hit discussing foreclosure recovery and the road $10,000 in 2007. During the recession, The final report and a video highlighting the to homeownership, affordable housing and household income did not see $0 the hit it took in the state; structure and accomplishments of the grant the loss of redevelopment, and sustainable partially due to a combination of 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 have been provided to Valley legislators and community strategies. The goal of the summit home abandonment and more Source: U.S. Department of Commerce, Bureau of the Census, Small Area Income and Poverty Estimates co-housing, propping up income community stakeholders to educate them was to bring the region together with experts measured at the household level.

8 California Partnership for the San Joaquin Valley Annual Report 2012 9 Sustainability of the Partnership Building trust and relationships throughout the San Joaquin Valley has put the Secretariat and the Partnership in prime position to lead the Valley toward regional solutions. Through collaboration and its unique regional structure, the Partnership is prepared to quickly apply for complex grants that require cross-boundary programs and multiple regional partners. Therefore, the Secretariat has dedicated staff searching for funding opportunities and building relationships with local, state and national funders. This approach has proved to be successful as the James Irvine Foundation, U.S. Economic Development Administration (EDA), California’s Workforce Investment Agency (WIA) and U.S. Department of Housing and Urban Development (HUD) have invested in the Valley and more importantly have entrusted the Partnership’s Secretariat to implement the funded programs.

While SVP-funded activities are occurring This report may be found on the Partnership within the Valley’s largest cities, the website at www.sjvpartnership.org, under Looking Ahead complementary Blueprint Integration Project About Us or at: tinyurl.com/SJVPartnership Throughout this report, the future priorities for the New Valley (10 work groups), Smart Valley is providing an opportunity for smaller cities Videos were produced for five issue Places, and the San Joaquin Valley Regional Broadband Consortium are illustrated. Moreover, in the Valley to address the issues of smart discussions: the board and the Secretariat have set priorities which are linked and leveraged with growth within the rural areas. These efforts complementary initiatives providing clear leadership and blazing the path for others to follow. represent an unprecedented opportunity to • Infrastructure Needs Those initiatives are: infrastructure development, sustainable planning, and job creation. build relationships, share knowledge, and • Regulation, Preservation, generate enthusiasm for smart growth in Sustainable Growth the Valley. Combined, these two projects • Workforce Needs Infrastructure Development provide Valley cities with the opportunity to 1 Key focuses require immediate attention to ensure the Valley is not overlooked. • Innovation and Entrepreneurship create sustainable communities. SVP and These include water supply and reliability, goods movement, high-speed rail, and the • Access to Capital the Blueprint Integration Project presented expansion of broadband access throughout the Valley. New developments in these a Valley-wide smart growth convention in The above videos may be found at tinyurl. core areas are continuous and will remain priorities for the Partnership moving forward. Modesto in May 2012. com/SJVPartnershipVideos. Sustainable Planning San Joaquin Valley Regional The California Economic Summit 2012 2 Integrating smart growth principles into planning is essential to our region’s progress. Economic Summit Summit Action Plan (Action Plan) provides a By creating more transportation choices, equitable affordable housing, greater The Partnership hosted the inaugural San roadmap for promoting California’s jobs and economic competitiveness, and healthier, safe, and walkable neighborhoods, we are Joaquin Valley Regional Economic Summit, competitiveness. Prepared by leaders from creating a smarter and more sustainable Valley. These activities are shaping future one of a series of regional summits across across California, the Action Plan identifies growth trends that will impact the health and prosperity of the region and the entire the state that contributed to a statewide specific actions that we can take to secure state of California for generations to come. conversation and strategy for economic California as the Golden State. Through seven development. Titled “Building Prosperity for Signature Initiatives, the Action Plan presents Job Creation the Valley Ag Value Chain,” this San Joaquin recommendations on the state and local 3 By strengthening our regional industry clusters, developing our workforce skills and Valley Regional Economic Summit developed level to add value to our business climate streamlining regulation, business will develop, higher paying jobs will surface, and the a roadmap for Valley Ag Value Chain by investing in infrastructure and people Valley’s economy will flourish. This will take several years to come to fruition; however, prosperity and assisted in prioritizing high- and reducing the cost of doing business by by partnering with the Valley’s Central California Workforce Collaborative, the California impact policy recommendations that were streamlining our complex regulatory process. Central Valley Economic Development Corporation, and other local, regional and offered at the California Economic Summit in For the complete Action Plan, visit tinyurl. statewide agencies, the Valley is positioned for success. May 2012. Key elements of the Valley plan com/CAeconomyActionPlan. include: Regulatory Reform, Access to Capital, Annual Report Infrastructure Needs, Workforce Issues, Ag The 2010–2011 Partnership Annual Report Land Preservation, and Sustainable Growth. was distributed electronically at the 2011 The Partnership published the results of its Partnership Summit. The report was printed March 2012 summit in the San Joaquin Valley for further distribution and presented to the Regional Economic Summit Final Report. Partnership Board of Directors at the first quarterly meeting of 2012.

10 California Partnership for the San Joaquin Valley 11 The unprecedented Financials level of positive feedback The Office of Community For the 2011–2012 fiscal 2009–2010 from participants and Economic Development $ year, OCED received at Fresno State (OCED) 100,000 $2,766,809 from the generated an excitement received a $5 million from Valley COGs following sources, which that emphasized the grant from the state of are listed with the funded $ importance of regional California in 2006 to 30,000 program: $28,125 from build the framework of the from Kaiser Permanente U.S. Department of discussion regarding the Partnership. Half of the $ Agriculture for a Pathways agricultural value chain. funds were designated Nearly 60,000 to Rural Economic Progress for two-year seed grants from 2011 Annual Summit (PREP) grant; $164,715 and divided among 14 from U.S. Economic organizations selected to 2011–2012 Development Administration fulfill the Partnership’s $ for a Valley Connect

Strategic Action Plan. 200,000 grant; $1,159,099 from from James Irvine Foundation The other half supported the federal Workforce administration of the $ Investment Act of 1998 Secretariat, the 10 work 117,000 (WIA) — 15% California from Fresno State groups and an annual report Governor’s Discretionary and meeting. For 2009– $ Funds for the Valley Legacy San Joaquin Valley

2010, Valley COGs provided 28,125 grant ($894,137 provided from U.S. Department of Regional Economic Summit more than $100,000 to Agriculture to Valley Legacy partners); assist with administration $1,264,870 from U.S. In May 2012, the California Stewardship Network and costs. Kaiser Permanente $ Department of Housing 164,715 California Forward hosted the inaugural economic summit gave $30,000 in support of from U.S. Economic and Urban Development for for the state of California. The principal purpose of the the 2011 Annual Summit Development Administration Smart Valley Places (SVP), which garnered nearly a sustainable communities summit was to convey to policymakers what is needed $ $60,000 in total donations. 894,137 initiative, (includes to revitalize California’s regional economies. No other direct funding was from Governor’s $1,086,758 for SVP received until 2012 when Discretionary Funds consortium members); and To prepare for the statewide summit, a the agricultural value chain. This event the James Irvine Foundation $150,000 from California series of regional summits took place up served as the venue to discuss common $ and down the state focusing on developing interests and generate action-oriented state awarded OCED $200,000 1,264,870 Public Utilities Commission for administration, from U.S. Department for the San Joaquin Valley policy recommendations to bolster regional and regional policy recommendations — communications and of Housing and Urban Regional Broadband economies and ultimately the state of something that is greatly needed to secure Development work group coordination. Consortium. California. The California Partnership for the the economic prosperity of the Valley’s An additional $200,000 $ San Joaquin Valley was asked to host the San agricultural value chain moving forward. is designated for the 1,159,099 Efforts to organize Joaquin Valley Regional Economic Summit, from Workforce Investment the San Joaquin Valley with a focus on the agricultural value chain Background 2012–2013 budget California remains an extraordinarily Act of 1998 Regional Economic Summit — from production agriculture to packing, year. OCED is able to important economy, larger than the national generated $25,000 in food processing and distribution as well as sustain administration $ economies of all but seven nations; 25,000 in donations donations from partners of biomass and biofuels, ancillary businesses and coordination of the however, the trend lines are concerning. from partners the Partnership. Through such as water technology and manufacture of Partnership by leveraging of the Partnership As recently as 2004, California was the the San Joaquin Valley agricultural and food processing equipment, funds from Fresno State, 5th largest economy in the world. The $ Housing Collaborative, and supporting services. $117,000, and the state’s unemployment rate for the last two 7,500 $7,500 in donations was James Irvine Foundation, from San Joaquin Valley years has been the second highest in the generated to support the The San Joaquin Valley Regional Economic $200,000; grants from Housing Collaborative nation. What is even more significant is that planning and organization Summit was held on March 29, 2012, and state and federal agencies California’s unemployment rate has been 2012–2013 of the region’s inaugural drew an audience of 265 leaders from across assist with meeting the the eight-county region. The unprecedented higher than the national average every year goals of the Partnership and $ Affordable Housing Summit. level of positive feedback from participants since 1990, which strongly suggests that its work groups. 200,000 from James Irvine generated an excitement that emphasized the California is not achieving its potential. Foundation importance of regional discussion regarding

12 California Partnership for the San Joaquin Valley Annual Report 2012 13 In 2005, state administration under the a strategic, statewide economic plan. And California Stewardship Network published — are now the foundation for establishing leadership of Sunne Wright McPeak, former in the last decade we have reaped the bitter “Thriving Regions Lead to a Thriving State: A competitive advantage. All regions will Secretary of Business, Transportation and consequences.” Shared Agenda for Action.” California Forward benefit from a statewide strategy that Housing, convened 17 Economic Vitality issued the report “Growing California’s reduces the cost of doing business by In September 2011, the Think Long Conversations — 12 regional and 5 Regional Economies: An Economic Growth rationalizing the state’s complex regulatory Committee of California released the report statewide — which produced a construct Strategy for the State of California.” process, and all regions will add value to the “Jobs, Infrastructure and the Economy” of building blocks to generate economic business climate by investing in innovation, based on analysis of 20 years of previous These reports provide an excellent comparative advantage for California. Several infrastructure and people. However, the reports and interviews with more than 50 framework for analyzing both the challenges recent reports have validated findings specifics for how to accomplish this must business, government, labor, and academic and opportunities of the California economy; from the Economic Vitality Conversations. be tailored to deliver added competitive leaders from across the state’s regions. The but as each indicates, a statewide economic The state of California, however, has yet advantage to the industry clusters of each report’s recommendations revolved around plan must be developed “from the regions to incorporate these findings into a state region. It is vitally important that the regional three themes: up.” Globalization has fundamentally economic development strategy. In the strategies be integrated into a whole; but it changed how we compete. Regions — with August 2011 report “An Economic Growth • California is an economy of distinct regions all begins with an understanding of what will distinct industry clusters, specially trained and Competitiveness Agenda for California,” make each region globally competitive. • Productivity and innovation are key to future workforces and customized infrastructure prepared by The Brookings Institution and growth and prosperity McKinsey Global Institute and under the direction of Lieutenant Governor Gavin • Public policy should promote productivity and Newsom, Mr. Newsom states, “For more than innovation in both public and private sectors What will make each region globally competitive? ten years, the state of California has lacked The statewide economic summit was preceded by regional summits in 14 different California regions. For the first of what are expected to be annual economic summits, the eight-county San Joaquin Valley chose to focus its San Joaquin Valley Regional Forum San Joaquin Valley Regional Forum attention on the Ag Value Chain for the following three reasons: TopTOP PrioritiesPriorities for State for ActionState Action Rationalize/Streamline Regulation  The Ag Value Chain is a major driver of California’s economy, CEQA Reform 1 employing about 2.5 million Californians. California’s agricultural Comprehensive Water Plan production receipts total $37.5 billion, more than the total GDP of Preservation of Ag Land one hundred countries. And that is only production receipts, before Middle Skills Workforce Training including the multiplier as you go up the value chain. Additionally, AG Production Workers Program the Ag Value Chain is a major contributor to California exports Industry/Academia R&D Partnerships ($12.8 billion in 2010);

Interim Solutions (Water) in spite of the significant economic diversification taking place in Access to Capital Policies 2 the San Joaquin Valley, the Ag Value Chain remains the principal 1 1.5 2 2.5 3 3.5 4 4.5 5 San Joaquin Valley Regional F orum – economic engine of the region, generating a GDP of $26 billion — more than half of California’s Ag Value Chain output; and, San TJoaquinOP Prio Valleyrities f oRegionalr Region aForuml Actio n Top Priorities for Regional Action contrary to popular perception, the Ag Value Chain offers significant SanWater Joaquin Systems Valley Efficiency Regional Forum 3 near-term job creation opportunities. While it is true that farm TOPSustainable Priorities Growthfor State Policies Action employment will continue to decline as production agriculture continues its history of innovation and mechanization, opportunities Rationalize/StreamlineAccess to Capital Regulation Expand Telemedicine for adding value in the chain are substantial. Research conducted CEQA Reform Transportation Options by the state’s Centers of Excellence projects that California’s Ag Comprehensive Water Plan Regional Corridors Value Chain could create 182,000 jobs in the next five years. The Preservation of Ag Land Regional Food Supply Systems technological advances of agriculture coupled with the addition Middle Skills Workforce Training of value up the chain means that these will be significantly higher Voids in the Value Chain wage jobs than the San Joaquin Valley has historically experienced. AGEnergy Production Efficiency Workers Program Industry/AcademiaSJV Broadband Access R&D Partnerships InterimBroadband Solutions Farm Access(Water) AccessHigh Energy to Capital Rates Policies 1 1.5 2 2.5 3 3.5 4 4.5 5

14 California Partnership for the San Joaquin Valley Annual Report 2012 15 Findings At the regional summit held in Fresno on March 29, panels of experts presented recommendations on ways to encourage innovation, support productivity and encourage investment. Topics included the San Joaquin Valley’s infrastructure, workforce and capital needs; how to reduce regulatory burdens; and how to enhance the climate for innovation and entrepreneurship. Some recommendations focused on what the private and public sectors can do at the local level, while others focused on what the state needs to do. An audience of 300 participants then ranked the importance they attached to each of the issues discussed.

The charts on page 14 show the issues ranked most important for state action and those ranked most important for regional action. Valley “champions” have been identified to address each of these actions. Recommendations for state action were submitted for consideration at the May 11 statewide summit.

The organizers of the statewide and regional summits are committed to not producing more reports that gather dust on some shelf. The commitment is to action. California is still a remarkable place, with some of the most innovative San Joaquin Valley Regional people in the world as well as extraordinary geographic and climatological assets. What policy makers must recognize is that decisions resulting in Industry Cluster Analysis Project economic growth are made by the private sector based on their self-interest. In August 2011, the Office of Community and Economic The most successful economic regions in the world have a critical mass of like industries engaging in similar work. The public sector can assist these regions Development (OCED) received an Economic Adjustment or impede their progress. These summits are intended to help California grant from the U.S. Economic Development Administration determine what policies, strategies and actions must be pursued to support for several activities, including the preparation of a the development of vibrant, globally competitive economic regions that attract investment, create jobs, and return California to its status as the Golden State. San Joaquin Valley-wide economic cluster analysis and a Cluster Action Plan. The final report of the San Joaquin Valley Regional Economic Summit “Building Prosperity for the Valley Ag Value Chain: Issues, Opportunities The San Joaquin Valley (Valley) has been a These clusters reflected shared priorities and Recommendations” may be found on the Partnership website at www. leader in cluster-based strategies, starting across the Valley and represented sectors sjvpartnership.org under About Us; from the drop down menu select Regional with “The Economic Future of the San where the region’s competitive advantage Economic Summit 2012 or visit tinyurl.com/SJVPartnershipFinalReport. Joaquin Valley” report in 2000, the Fresno was considered to be strong or emerging. Regional Jobs Initiative (RJI) in 2003, the The SAP became “The New Valley” program, “Innovation Economy Agenda” in 2006, and with 10 implementation work groups. Most of the evolution of economic development the work groups are led by OCED’s partners from industry targets to strategic clusters, at the regional level, such as the California especially through the county Economic Central Valley Economic Development Development Corporations (EDCs). Building Corporation (CCVEDC) which leads the upon these efforts, the Partnership’s Economic Development Work Group, and the Strategic Action Plan (SAP) in 2006 — Central California Workforce Collaborative “The San Joaquin Valley: California’s 21st (CCWC) which co-leads the Higher Education Century Opportunity” — identified five key and Workforce Development Work Group. regional clusters of opportunity for focused OCED supports the Partnership work groups action: agribusiness, health and medical, and also supports the overall RJI as well as manufacturing, renewable energy, and supply staffing two of its 12 clusters. Several of the chain management and logistics. Partnership work groups are managed by Fresno State institutes.

16 California Partnership for the San Joaquin Valley Annual Report 2012 17 The current project addresses areas for improved community, public and initiatives and the stakeholder engagement a number of concerns: environmental health. These are areas where process (including with some Partnership the Valley has potential to compete and to board members), was that an important • The regional cluster analysis has transform its future. value-added role for the Partnership is to: not been updated since 2006. Applied Development Economics (ADE) was • Network • The Valley has been more severely retained to conduct the cluster analysis and Help connect the many efforts across impacted by the “Great Recession” than prepare the Action Plan, in collaboration with the region that are cluster-based or most of California’s other regions and the Valley’s many partners and stakeholders, support the clusters (cluster foundations needs to reposition itself. including employers, who will be implementing such as infrastructure, including • The global economy is experiencing the Action Plan on the ground. The project’s broadband, sustainable communities, structural changes which demand new findings have resulted in consideration financing, environmental quality, and responses at the regional level. of how to align OCED and Fresno State’s education and workforce) organizational capacity and resources for • Local budget challenges constrain the the next stage of the Partnership’s New • Convene ability of many jurisdictions, partners Valley strategy, and an effective role for the Play a convening role for the bigger Valley and business champions to manage, Partnership as the economy begins to recover. issues that are not being addressed in implement and support county and other forums to drive the growth and vitality regional cluster initiatives. ADE analyzed the Valley’s major economic of the clusters sectors and validated that the five original Even in areas where the Valley has a New Valley clusters continue to be the • Integrate competitive advantage, such as agriculture shared priorities across the region although Provide the synergy across the region, and logistics, the Valley is not capturing the they have been expanded upon through helping to knit together the clusters, “value chain” — where value is added along the value chain concept and adding the the issues and the initiatives for the continuum of economic activity within dimension of wellness to health more shared priorities the components of a cluster. Instead, goods explicitly than past approaches. The water • Advocate flow out of the Valley where value is added technology cluster also exists across the Promote and advocate regarding cluster later, and businesses and industries that buy Valley (although it is quite small in a few priorities on behalf of the Valley goods and services from other businesses counties). The analysis indicates that as of are buying a significant share of those goods 2010, these clusters represent about 41 • Catalyze and services outside the Valley (“leakage”). percent of total employment in the region; Be a catalyst for collaboration and the but during the 2001–2010 period were flow of innovation, including through the There also are areas of opportunity that responsible for 73 percent of private sector elevation of models can be leveraged best at the regional job growth. In addition, the construction level. Increasingly, the regional networks cluster, which was hit very hard during the The Partnership plays many of these roles of economic development, workforce recession, faces the prospect now of growth already, and the next step is for more and education partners have developed through public infrastructure investments intentional engagement around cluster-based cluster-related targets and initiatives. over the next 10 years. This creates the economic development. Leadership and Many state and federal agencies are opportunity to reinvigorate the existing RJI engagement of board members in relevant making major investments in the Valley to construction cluster by shifting its focus from cluster areas will be of great benefit. In addition address systemic, structural socioeconomic residential and commercial construction to as noted, the SAP resulted in the creation of challenges in an integrated way, including public sector infrastructure, and regionalizing 10 work groups to implement the five-year sector-based strategies in areas like health the cluster for greater impact. action plans (2006–2011). The work groups care, renewable energy, recyclables, and are in varying levels of capacity and operational public sector infrastructure. There is an The cluster analysis and partner/ status and should be focused to support the increasing public policy and investment focus stakeholder engagement process provides implementation of the Action Plan, building on on building local and regional food systems; the platform for the evolution of the clusters the existing efforts of OCED and partners. renewable energies; technologies to improve in the Valley and the role of OCED, Fresno air quality and water quality and use; goods State and the Partnership, including movement and sustainable infrastructure the organization of the New Valley work systems, including those related to the high- groups. One clear message, both through speed rail and water; and linking all of these the documentation of cluster and partner

18 California Partnership for the San Joaquin Valley Annual Report 2012 19 infrastructure development Increased attention and investment in the San Joaquin Valley’s infrastructure is needed to ensure the Valley can meet future demands Water Quality, Supply & Reliability of population growth and economic Mission: Ensure a reliable, adequate quality water supply to prosperity. These include water supply sustain a high quality of life, and a world-class agricultural sector, while protecting and enhancing the environment. and reliability, goods movement, and Stanislaus), this effort is the result of the high-speed rail, and the expansion California Water Institute Partnership’s goal: “Framework for a Valley Fresno State Water Plan.” A key goal is to ensure ongoing David Zoldoske, Director Delta Water supplies while improving regional of broadband access throughout the Jim Tischer, Program Adviser and local self-reliance for water supplies. Valley. New developments in these Sarge Green, Program Director impact core areas are continuous and will Accomplishments & Impacts Common vision for specific collaborative water policy initiatives in a 12-county (Kern County accomplishment remain priorities for the Partnership Development of Delta Counties Coalition to Yolo County) area. Implementation phase (DCC) and Partnership Water Policy of the vision will be mutually supported and moving forward. Resolutions and Candidate Projects List. regionally beneficial projects affirmed by the While inclusive of the Delta counties (San resolution actions boards of supervisors in all Joaquin, Contra Costa, Solano, Yolo, and signatory counties. The current list includes Sacramento) and San Joaquin Valley counties up to 25 precedent-setting projects that will (Kern, Tulare, Kings, Fresno, Madera, Merced, meet the goals. I nfrastructure development

20 California Partnership for the San Joaquin Valley Annual Report 2012 accomplishment impact kudos Continued development of expanded San Clean, healthy water for DACs to Joaquin Valley Integrated Regional Water improve social and economic outcomes San Joaquin Valley Interregional Goods Movement Study Management Plan. The critical water supply in targeted regions. San Joaquin Valley Regional Policy Council issue in the San Joaquin Valley is the Key Partners: • Assess supply chain and logistic trends groundwater basin. Ongoing work to show Goals & Desired Outcomes Caltrans and how they will impact goods movement the value and needs of that basin included Fresno Council of Governments in the future; continued efforts to visually display the Goal Kern Council of Governments basin condition. The efforts include sharing Enable funding and implementation of Kings County Association of Governments • Create a prioritized investment plan of project the display and knowledge about the basin affirmed, linked, and regionally beneficial Madera County Transportation Commission improvements and strategies to increase the so that the management needs can be DCC/Partnership projects in the Merced County Association of Governments efficiency and reliability of the region’s goods sufficiently understood and result in a significant 12-county region. San Joaquin Council of Governments movement system; and implementation element of the Valley Water Plan. Stanislaus Council of Governments • Contribute to economic development, Outcome Tulare County Association of Governments impact Implementation of shared vision for beneficial strong industries, and environmental health Enabled a shared vision of mutually water projects in greater Central Valley region. The San Joaquin Valley Interregional Goods throughout the entire Valley. Movement Plan is a Valley-wide project supported and regionally beneficial water The project began in late summer 2011 with that aims to create a prioritized goods management strategies and implementable Goal a 24- month work plan. To date, the following movement investment plan for the multimodal projects across water districts, cities, Complete Phase II of San Joaquin Valley segments of the report have been completed: infrastructure of the entire San Joaquin Valley; counties, state and federal agencies. Water Plan. Economic and Demographic Profile, Importance this includes its highways and roadways, of Goods Movement in the Valley, Commodity Outcome rail facilities, air cargo facilities, intermodal accomplishment Flow Profile, Commodity Growth Profile, Industry Complete the San Joaquin Valley roadmap for centers, and ties to inland and marine ports. Proactive engagement and technical support Profiles, and The Community, Environmental, establishing and implementing water projects In addition to creating a blueprint for future for Disadvantaged Communities (DACs), and and Economic Impacts of Freight Movement. that establish and strengthen connecting investment into the region’s goods movement their advocates, to significantly improve water In addition, numerous stakeholders have linkages between cities, counties, local, state system, the project will: quality in DAC areas. New reports about been engaged in the project. These study and federal agencies. groundwater quality issues in the Valley, • Work with regional freight stakeholders components and all other relevant information especially in rural areas, have resulted in for this planning effort can be found at: www. Goal to understand the issues, challenges, sjvcogs.org/goods.html. a grant from U.S. Environmental Protection Develop framework and financeable plan bottlenecks, and opportunities of the Valley’s Agency Region 9 to assist with evaluating the for providing healthy drinking water to DACs goods movement system; conditions and needs of DACs. Ongoing work throughout the Central Valley. in the Tulare Basin, funded by a state grant, Miles Traveled Per Person California San Joaquin Valley also will develop a template for potential Outcome 5,400 Traffic volumes on California State 5,243 5,270 Highways are estimated annually 5,300 5,189 5,197 solutions, Valley-wide. Clean, healthy drinking water for DACs and 5,200 5,110 5,141 and measured periodically on the improved social and economic outcomes. 5,100 5,026 ground by the California Department 5,000 4,921 of Transportation (Caltrans). Caltrans 4,900 4,809 4,829 4,985 also estimates vehicle hours of 4,798 4,942 4,972 4,964 4,800 4,881 4,905 4,910 delay, which is the amount of time 4,827 4,700 4,797 4,779 lost because of traffic slowed due to County Water Table Depth congestion. Vehicle hours of delay were Water table depth is used to measure 4,600 4,670 measurable unit = feet California San Joaquin Valley the sustainability of water usage in 4,500 only available for Caltrans districts until 2009, when measurements 160.0 the San Joaquin Valley. Groundwater 4,400 became available at the county level. depth statistics, which are reported Daily4,300 vehicle hours of delay 136.2 136.4 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Data is collected to help the state 131.3 130.2 by the California Department of Water 140.0 plan transportation improvements. 120.3 123.3 122.4 121.3 Resources, are based on water well tests Source: California Department of Transportation 114.9 117.5 116.8 that include recordings of water depth. All resulting datasets utilize different 120.0 110.2 estimation methodologies and are Only wells with at least one reading per Daily Hours of Delay District 10 District 6 between 2000 and 2009 were included. not comparable. District six includes Madera CountyDistrict to the 10 south, while 100.0 The San Joaquin Valley experienced a 6,000 sustained drought between 2006 and district 10 includesDistrict 6Merced County to 5,010 8.2% 2009, resulting in deeper groundwater 5,000 the north. The vehicle miles traveled 80.0 per person for the San Joaquin Valley 87.3 86.8 depth than seen in the past 10 years. 84.1 81.9 grew from 2000 to 2004 but declined 78.7 77.7 77.9 However, a positive sign is that levels 4,000 74.5 76.1 77.5 significantly during the recession. 60.0 69.9 73.2 rose in the early part of the last decade 4,127 4,064 3,930 3,709 when water was more plentiful. Rainfall 3,685 Travel increased during the slow 3,000 3,340 3,444 40.0 increased in 2010 and 2011 resulting recovery through 2010, although not in significant rises in groundwater levels. as much as in California. Vehicle hours 2,000 of delay saw a generally decreasing There remains, however, a general trend 2,120 20.0 trend between 2000 and 2008. Most of lower groundwater tables indicating 1,000 522 508 507 561 unsustainable long-term water use. The 334 292 296 375 315 of the delay was in district 10, where 0.0 daily vehicle hours of delay fell from 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 state trend mimics the Valley’s because 0 a majority of the state’s groundwater is 2000 2001 2002 2003 2004 2005 2006 2007 2008 3,930 in 2000 to 2,120 in 2008. Source: California Department of Water Resources pumped in the San Joaquin Valley. Source: 2008 State Highway Congestion Monitoring Program 22 California Partnership for the San Joaquin Valley Annual Report 2012 23

California

San Joaquin Valley In the coming years, we look forward to a digitally literate San Joaquin Valley with comprehensive broadband infrastructure and telehealth sites. Spotlight As we move forward, yearly work will be Another RBC objective will be to develop an San Joaquin Valley Regional planned in quarterly meetings which infrastructure plan that outlines strategies consist of breakout sessions focused on for providing broadband throughout the Broadband Consortium infrastructure, telehealth, and digital literacy. Valley. To achieve this, RBC staff is beginning In January 2012, the San Joaquin Valley Regional Meetings will rotate throughout the Valley. a series of meetings with the eight Valley Broadband Consortium received funding from In addition, work groups in the focus areas counties to develop county-specific plans articulated above will conduct meetings via which will articulate county-specific barriers California Public Utilities Commission to bring conference call to guide RBC activities. to deployment, identify a prioritized list of broadband infrastructure to unserved and unserved and underserved communities, and underserved communities in our region. Pilot projects will be developed in the fields outline strategies to provide broadband in this of infrastructure, telehealth, and digital area. These plans will be integrated into the The San Joaquin Valley Regional Broadband Consortium (RBC) is an initiative of the California literacy and will be designed for easy infrastructure plan. Partnership for the San Joaquin Valley and is being administered by the Office of Community duplication by communities throughout and Economic Development at Fresno State with assistance from Great Valley Center in the Valley. For infrastructure, RBC has In addition, RBC staff has developed a Modesto. The annual amount received is $150,000 per year for up to three years. RBC is joined with the City of Fresno’s Information tool for the San Joaquin Valley Councils of committed to accelerating the deployment, accessibility, and adoption of broadband within the Technology team, the City of Fresno’s SC2 Government Blueprint Toolkit website, which eight counties of the San Joaquin Valley. team (U.S. Department of Energy, U.S. provides tools to help planners integrate Department of Transportation, and U.S. sustainable planning practices into their RBC members have been gathered from public and private sectors including local government, Environmental Protection Agency), the planning activities. If approved, this site will telecommunications providers, industry associations, economic development corporations, U.S. Department of Agriculture — Rural include a tool to help local governments business development centers, local educational agencies and institutions of higher Development, and Praxis Solutions, on a holistically integrate broadband infrastructure education, health delivery organizations, community-based and/or nonprofit organizations, and potential rural pilot project in the western into their communities as a means of reducing accessibility advocates. They bring years of experience in a variety of areas that enhance the San Joaquin Valley. This project would greenhouse gas emissions. ability to meet the RBC’s major goals: leverage the Valley’s agricultural industry and bring broadband to unserved and While still in its first six months, RBC has Expediting the provision of broadband underserved areas through sophisticated made tremendous strides in engaging a 1 access in all areas of the Valley variety of stakeholders to begin evaluating and farming technology. Though still in its initial phases, this project would utilize strategizing for increased broadband access Promoting accessibility and utilization of broadband in in the Valley. Though the Valley lags behind 2 targeted underserved and unserved communities and populations broadband-equipped water sensors to maximize water efficiency in farming, the rest of the state in terms of broadband Expanding and replicating successful model programs to increase access something critical to the drought-prone adoption, RBC has already begun to empower 3 to broadband and Information Technology in order to bridge the digital divide Valley’s long-term economic vitality. our citizenry. The project also will make the case for In the coming years, we look forward Accelerating deployment of broadband infrastructure increased broadband access in rural 4 through telemedicine and telehealth technology to a digitally literate San Joaquin areas, as the Valley is one of the richest Valley with comprehensive broadband agricultural areas on earth. During the infrastructure and telehealth sites. next few years, all three RBC pilot projects will facilitate the development of best practices that can be used throughout the Valley and beyond to promote broadband adoption and deployment. 24 California Partnership for the San Joaquin Valley Annual Report 2012 25 Goal Goal Advanced Communications Services Promote digital literacy to Spanish-speaking Work with the Health and Human Services parents and rural residents. Work Group and Great Valley Center to Mission: Facilitate the deployment and utilization of develop a telehealth pilot project. advanced communications services and information Outcome Promote opportunity for increased Outcome technology throughout the region. access to and utilization of Increase accessibility to health and is seeking to expand broadband access technology in the San Joaquin Valley. care (and specialists) in the Valley, San Joaquin Valley Regional to unserved and underserved communities particularly rural communities. Broadband Consortium throughout the Valley. Rachel Audino, Work Group Coordinator Office of Community and Economic Development Fresno State impact Dejeune Shelton, Executive Director In the first year of an anticipated three-year Great Valley Center project, RBC has begun meeting with key stakeholders to develop a comprehensive Accomplishments & Impacts infrastructure plan which will be geared to outlining strategies that provide broadband accomplishment access in unserved and underserved Through Valley Legacy, the Office of communities throughout the Valley. RBC Community and Economic Development at has three main focus areas: infrastructure, Fresno State partnered with Great Valley telehealth, and digital literacy. Each focus Center (GVC) to provide digital literacy area has a work group that meets to develop training. GVC designated its program as pilot sites in their respective categories. Valley Connect, which wrapped up with the completion of WIA in 2012. GVC, however, will continue digital literacy training through accomplishment RBC staff is working with the Strong Cities, the California Connects project, a grant it Strong Communities (SC2) team, Praxis was awarded which offers a multipronged kudos Solutions, USDA Rural Development, and approach to increasing digital literacy John Deere on a rural pilot site project that Shafter Fiber Network and broadband access for underserved would integrate broadband technology into City of Shafter communities where computer and Internet agricultural water monitoring. access is still limited. In addition, digital Showing true innovation and leadership, — all with general fund monies. Based on the literacy training will continue through the impact the City of Shafter is one of only five City’s calculations, the project paid for itself San Joaquin Valley Regional Broadband This project will help make a case for cities in California with municipally owned within six and a half years. Consortium’s Digital Literacy Work Group. providing broadband access in rural areas broadband infrastructure; the other four by expanding the market to include farming are San Bruno, Santa Monica, Loma Linda, Later in 2012, the City intends to release a impact enterprises (including ag parcels where request for proposals for the construction of Valley Connect had a distinct positive and Burbank. Though Shafter is a strategic there might not be residents). This project an 18-mile fiber loop to complete its phase II impact for its targeted population of location for transportation and logistics also will bolster water-efficient farming backbone infrastructure. This project will also those underemployed or unemployed, firms, it became at risk of being passed practices, which is critical in the western be paid for out of its general fund. The City low- and/or no-income in largely Hispanic over by private sector firms looking to locate San Joaquin Valley. industrial and distribution facilities in the San owns the fiber network and will invite private communities. Many class participants, sector ISPs to deliver telecommunications especially in Pixley and Delano, had never Joaquin Valley because it lacked fiber-based broadband access. Recognizing the critical services across the network to customers. used a computer before training began. Goals & Desired Outcomes This experience opened their world to new role of broadband as a driver of economic The efforts made by the City of Shafter serve possibilities and opportunities. Goal development, the City took its fate into its own as a prime example of how smaller cities Work with local governments to develop hands by building four miles of fiber to create and communities can empower themselves the Shafter Fiber Network, which was initiated accomplishment county-specific plans for obtaining and drive increased economic activity. The The Partnership established the San Joaquin comprehensive broadband access. in 2006. This network was constructed to San Joaquin Valley Regional Broadband Valley Regional Broadband Consortium (RBC) connect its municipal facilities, including city Consortium commends the City’s efforts and Outcome through a grant awarded by the California hall, the police department, courthouse and looks forward to the Shafter Fiber Network’s Empower local governments to work with Public Utilities Commission. RBC consists of correctional facility, and the local school district continued success. telecommunications firms to promote members from the public and private sectors broadband in their communities.

26 California Partnership for the San Joaquin Valley Annual Report 2012 27 sustainable planning Integrating smart growth principles into planning is essential to the San Joaquin Valley’s progress. By creating more transportation choices, equitable affordable housing, greater economic Air Quality Mission: Enable residents to enjoy healthy air by removing the competitiveness, and healthier, safe, adverse impacts of poor air quality and improving quality of life.

and walkable neighborhoods, we impact The Maddy Institute More than 5,000 vehicles were screened and are creating a smarter and more Fresno State almost 2,900 vehicle repair vouchers were issued. Mark Keppler, Executive Director

sustainable Valley. These activities accomplishment Accomplishments & Impacts The District continued the Burn Cleaner Program are shaping future growth trends that that provides incentives for Valley residents to accomplishment reduce emissions from wood burning devices by will impact the health and prosperity The San Joaquin Valley Air Pollution Control District replacing them with cleaner gas devices, clean (District) partnered with Valley Clean Air Now to burning pellet devices, or cleaner burning EPA of the region and the entire state of implement Tune In Tune Up (TITU) events through- Phase II certified wood burning devices. out the San Joaquin Valley, which are designed to California for generations to come. provide vehicle emissions tests and vehicle repairs impact to Valley residents at little or no cost. This program reduces emissions from wood burning devices that are released into the Valley air and provides residents with cleaner devices for their homes. planning sustainable

28 California Partnership for the San Joaquin Valley Annual Report 2012 accomplishment Goals & Desired Outcomes Through the Proposition 1B program, the Energy: San Joaquin Valley District has offered contracts to replace goal or retrofit 237 trucks. Continue to promote clean energy projects. Clean Energy Organization Mission: Promote energy-use efficiencies and adoption of clean, impact goal These efforts have resulted in significant Support improved transportation mobility renewable energy technologies to ensure a reliable supply, grow reductions in both oxides of nitrogen and and goods movement. the economy, and improve air quality. particulate matter pollution. goal impact Improve public understanding of air quality San Joaquin Valley Resulted in $4M in energy efficiency Clean Energy Organization issues and solutions. investments in San Joaquin Valley communities; Courtney Kalashian, Associate Executive Director kWh reductions of 8,400,000 kWh; and 126 Paul Johnson, President outcome building energy retrofits. These efforts, along with the District’s regulatory Paul Everett Johnson & Associates program, will allow the Valley to continue to see accomplishment air quality improvements. Accomplishments & Impacts Continued work through Valley Legacy, the accomplishment Workforce Investment Act grant, to ensure that the Continued successful operation of VIEW, the green economy and green workforce are part of local government partnership funded by Southern a new regional occupational development in the California Edison Company and Southern Valley. As this concluded, we began work with the California Gas Company. Central California Community Colleges Committed to Change Consortium (C6) to help redesign how impact community college students are trained to enter In 2011, this program resulted in kWh the clean energy workforce. reductions of 7,185,695 kWh and demand Greater Los Angeles Air Basin reduction of 10,184 kW. impact Days Exceeding State 8-hr Ozone Standard S.F. Bay Area San Joaquin Valley Developed www.wiasjvceo.org, a website designed 250 accomplishment to be a useful resource for students, teachers Completed the Clean Energy Partnership, a and job seekers. This online repository provides lesson plans, studies, and white papers as well as 192 regional program funded by U.S. Department of 200 181 Energy through California Energy Commission and links to career sites and green employers. SJVCEO 172 167 also coordinated classroom visits by clean energy 158 the San Joaquin Valley Air Pollution Control Board. 150 industry professionals. 138 141 138 Energy Consumption 150 131 124 131 Kilowatt-hours per capita 154 153 152 147 147 140 Energy Consumption 124 130 127 122 125 100 115 Kilowatt-hours per capita California San Joaquin Valley The California Energy Commission 14,000 estimates annual electricity use by 11,768 county, based on electricity delivered 11,094 to local providers and data submitted 50 12,000 10,833 10,610 10,631 by larger providers like Pacific Gas 21 20 22 20 17 19 & Electric and Southern California 13 9 9 13 11 10 10,000 Edison. Electricity consumption is calculated on a per-person basis 0 8,000 and accounts for residential and commercial use. Per capita electricity 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 7,860 7,758 7,808 7,511 consumption in the San Joaquin 6,000 7,369 Valley has consistently been higher Source: California Air Resources Board than in the state, as would be expected in general because of Air quality is the general term used to describe various aspects of the air that plant, animal, and human populations breathe. Air 4,000 quality is reported by the California Air Resources Board. Data is reported by site which is grouped into counties and air basins. the region’s hotter summers and Air quality standards are set at both state and federal levels. The California 8-hr ozone standard is used as the indicator for air colder winters than California’s more quality. The number of days over the state standard for ozone is consistently higher in the San Joaquin Valley air basin when 2,000 populated, temperate coastline. compared to the San Francisco air basin, and is often higher than in Los Angeles. However, the general trend is an improving air Electricity consumption per capita quality. From 2000 to 2011, the trend has been decreasing from a high of 192 days in 2001 to a low of 115 days in 2010. There has decreased by 9 percent since a 0 was an increase to 131 days in 2011, although future years of data are needed to determine if this represents a change in trend. 2006 2007 2008 2009 2010 recent high of 11,768 kilowatt hours per person in 2007. Source: California Energy Commission

30 California Partnership for the San Joaquin Valley 31 Goals & Desired Outcomes Goal Continue work initiated in early 2012 with C6 to Sustainable Communities Goal convene educators with industry leaders to jointly Continue to expand VIEW, the local government design skills-training based on real-life needs. Mission: Build innovative transportation systems to increase partnership administered by Southern California travel choices, improve mobility, bolster regional and state goods Edison and Southern California Gas Company in Outcome movement, improve air quality, and facilitate economic prosperity. Tulare and Kings counties. Develop placements for 400 jobs. Support and promote regional consensus on future land use Outcome Goal through the implementation of the San Joaquin Valley Regional Expand the program within Tulare and Kings Increase the level of impactful work in the four counties to include 12 cities and all three northernmost counties in the San Joaquin Valley. Blueprint Roadmap’s smart growth principles. Identify appropriate investor-owned utilities serving these counties, areas for growth and economic development, while protecting the to provide policy and project support to achieve Outcome natural resources and sustainability of the region. deeper residential, commercial, and industrial Achieve a level of work and activities in these four sector energy retrofits. northern counties commensurate with the level smaller Valley cities (populations under 50,000) in of work and activities in the four counties in the San Joaquin Valley integrating Blueprint Smart Growth principles into southern portion of the Valley. Regional Policy Council their General Plans and planning policies. Barbara Steck, Deputy Director Fresno Council of Governments impact A key focus of the Blueprint general plan program Accomplishments & Impacts is to work with San Joaquin Valley cities and counties to update their general plans to integrate accomplishment the 12 Smart Growth Planning Principles into their San Joaquin Valley Greenprint project is an general plans and ordinances to address climate eight-county technical and stakeholder initiative change; reduce greenhouse gas emissions; to document how natural resources support the promote sustainability, public health, equity, region’s economy, health, and quality of life, and resource conservation, and energy/water efficiency; to identify strategies to guide stewardship of land, increase infill, compact development, and housing kudos water and living resources. affordability; revitalize urban and community Recycling BIN Coalition centers, reduce automobile use, improve air and Greater Stockton Chamber of Commerce impact water quality; improve infrastructure systems, and A steering committee was formed and met more strengthen local economies. than a dozen times during the fiscal year to define The Recycling Build-Infrastructure-Now Coalition which is a huge GHG and mercury emitter. Most the specific project tasks and deliverables for (Recycling BIN), which represents economic disturbing is that much of this contaminated air accomplishment the contract with UC Davis. A Statement of Intent San Joaquin Valley Interregional Goods Movement development, business, local government, is finding its way back to the shores of California brochure was developed and is being widely Plan is a current planning effort that will identify and environmental organizations from and the Central Valley through the prevailing jet distributed. The brochure explains the need for a future preferred goods movement system for throughout California, have joined together streams. This is currently being validated by the the project and its objectives, and has been and the Valley implemented through a comprehensive to expand the infrastructure for recycled- San Joaquin Valley Air Pollution Control District. The will continue to be instrumental in publicizing the interregional strategy. content manufacturing in the Golden State. Recycling BIN believes strongly that the legislative project. A survey has been developed; its availability Approximately 5–20% of recyclable materials declarations through AB 341 and CalRecycle’s will be promoted throughout the San Joaquin impact collected in California remain in the state for 75% Recycling Plan now link business creation Valley beginning July 2012. The purpose of the In fiscal year 2010–2011, the eight San Joaquin remanufacturing. That means the majority of and expansion, investment and green job creation survey is to determine the aspirations, challenges, Valley regional transportation planning agencies recycled materials is shipped to other parts of opportunities, with materials being diverted from opportunities, and priorities of stakeholders for the received a funding award for a Caltrans planning the United States or to global markets. In other the landfills. As California strives to increase open space lands, water, and living resources in grant to conduct a San Joaquin Valley Interre- words, 80–95% of our recyclable materials collection of recyclable materials as a result of AB the Valley. The current first phase of the Greenprint gional Goods Movement Study to gain a compre- are leaving California, specifically to overseas 32 and other regulations, it should equally strive project will culminate in the State of the Valley hensive strategy by mode and east/west goods markets. So, too, are our jobs, tax revenue to remanufacture those recyclable commodities in report being published then distributed. movement. The Study will build on previous work and commerce. Additionally, when valuable California, thus creating green jobs and businesses efforts and further refine the criteria and decision- materials are shipped overseas for recycling while stimulating California’s economy. For a copy accomplishment making process for future coordinated selection or remanufacturing, the greenhouse gas (GHG) of the Recycling BIN White Paper, please go to San Joaquin Valley Blueprint Integration Project of Valley-wide projects. The Study began in May impact is significant as the majority of the www.greenteamsanjoaquin.com. is a Valley-wide program, funded through a Round 2011 and will occur over a 24-month period. Chinese power grid is powered by dirty coal 1 Prop 84 grant, to provide support to the 46

32 California Partnership for the San Joaquin Valley Annual Report 2012 33 Families in Poverty

Families in Poverty California San Joaquin Valley interregional strategy including outreach, stakeholder input and cohesive implementation 18.5% 20.0% strategies. Approximately 60% of the project tasks 18.0% and time line have been completed, with six of the 15.7% 16.0% 15.3% 15.1% nine outlined tasks either completed or under way. 16.0% 14.1% 14.0% Outcome Expand capabilities and portfolio of members 12.0% and participants of Blue Tech Valley and advance 10.0% 11.8% commercialization of promising technologies. 10.3% 10.0% 10.6% 8.0% 9.7% 9.3% Goal 6.0% Seek out other expansive renewable water/energy nexus, multiresource-enhancing projects that 4.0% benefit the wider region. 2.0% Outcome 0.0% Expand 3E — economy, environment, and social 2005 2006 2007 2008 2009 2010 equity — base for the San Joaquin Valley. Source: American Community Survey, U.S. Department of Commerce Bureau of the Census Poverty status is defined for each family household— ­ either everyone in the family is considered to be living in poverty or no one. Characteristics used to determine poverty status include number of people, number of related children under 18, and whether the head of household is over age 65. If a family’s total income is less than the poverty threshold, then that family is considered to be impoverished. Poverty thresholds do not change geographically, although they are updated annually for inflation using the Consumer Price Index. The official poverty definition includes income before taxes and does not include capital gains or noncash Photo provided by Fresno/Clovis Convention & Visitors Bureau benefits. The percentage of families in the San Joaquin Valley living below the poverty line is higher than California by a factor of about 1.5. The Valley’s family poverty rate of 18.5 percent in 2010 was more than 50 percent higher than the state’s that year. kudos As incomes stagnated, costs rose through 2010. The family poverty indicator also shows that lower income households, at least through 2010, have been falling behind in the economic recovery. San Joaquin Valley Blueprint Integration Fresno Council of Governments

Key Partners Goals & Desired Outcomes goal a 2050 growth scenario diagram that Kern Council of Governments 1 Provide circuit planning assistance to San Joaquin identifies areas of existing development, new goal Kings County Association of Governments Valley cities with populations fewer than 50,000 development, and future regional transit and Complete Phases 1 and 2 Madera County Transportation Commission to update their planning documents for integration highway improvements; of the Greenprint Project. of the 12 Smart Growth planning principles. Merced County Association of Governments Place the tools utilized/created to provide these San Joaquin Council of Governments a Valley-wide average target density of 6.8 Outcome 2 services into the Blueprint Planner’s Toolkit for Stanislaus Council of Governments units per acre for new residential growth to the Phase 1, to be completed in spring 2013, will open source use by additional agencies. Tulare County Association of Governments year 2050; and compile data and other information describing the lands, waters, and living resources of Outcome 3 a set of 12 Smart Growth Planning Principles. the region, the trends affecting them, and Integrate the approved Blueprint Principles into Recently, the Valley COGs have begun the The San Joaquin Valley Blueprint is a long- document their public benefits. It will identify general plans of the 46 cities in the San Joaquin Blueprint Integration Project. Similar to the range vision for a more efficient, sustainable, and document resource management challenges Valley with populations fewer than 50,000, while Smart Valley Places program, the Blueprint and liveable future for the San Joaquin and opportunities. It will compile and analyze creating planning tools that can be utilized by Integration Project seeks to communicate Valley (Valley). It is the culmination of the existing resource preservation programs, policies all agencies throughout the region and beyond. the benefits of applying Blueprint principles collective efforts of the eight Valley Councils and regulations such as local general plans, Circuit planner assistance has begun and will be throughout the Valley. The two programs of Government (COGs) to develop county-level habitat conservations plans, and agricultural ongoing through January 2013. combine to reach all cities in the Valley and and long-term regional growth strategies. The preservation programs. A State of the Valley will complement other local and regional Blueprint includes: report will conclude Phase 1. Phase 2 will develop goal planning initiatives. The Blueprint Roadmap principles to guide resource management options Complete a comprehensive interregional goods documents and tools have been developed to and strategies, identify and evaluate resource movement plan for the San Joaquin Valley. help in this pursuit. These items can be found management options and strategies, and at www.valleyblueprint.org. recommend consensus strategies for resource Outcome management. A guide for resource management Identify a future preferred goods movement will conclude Phase 2. system for the San Joaquin Valley to be implemented through a comprehensive 34 California Partnership for the San Joaquin Valley Annual Report 2012 35 Smart Valley Places truly is the region’s opportunity to transform itself and demonstrate that the Valley is the key to California’s healthy, prosperous, and sustainable future. Spotlight Smart Valley Places

Sustainable Communities Initiative — cities from throughout the eight counties in and housing issues. Additionally, through the Regional Planning Grant the San Joaquin Valley, in partnership with four work of the partnering nonprofit organizations, Smart planning for a new San Joaquin Valley regional nonprofit organizations, Fresno State, the the region will benefit from the implementation California Central Valley Economic Development of a regional plan for civic engagement to build The U.S. Department of Housing and Urban Development (HUD) Corporation, and the San Joaquin Valley Regional technical understanding of smart growth and in partnership with the U.S. Department of Transportation and Policy Council, which represents all eight county implementation capacity among local leaders, U.S. Environmental Protection Agency awarded a $4 million Metropolitan Planning Organizations in the Valley. government staff and stakeholders and, particularly, low-income and minority populations. Regional Planning Grant to the San Joaquin Valley, funding its The net result/outcome will be the San Joaquin smart growth initiative — Smart Valley Places. Valley Regional Plan for Sustainable Development Smart Valley Places truly is the region’s — a single integrated plan for regional growth that opportunity to transform itself and demonstrate This unprecedented opportunity provides our Blueprint Principles will guide the San Joaquin Valley for the next 20 that the Valley is the key to California’s years and beyond. Through a number of innovative healthy, prosperous, and sustainable future. region with the resources necessary to create Create a range of housing components, there will be realistic, sustainable To that end, the project work plan is based strong, sustainable communities — communities opportunities and choices: planned, built or modified to offer more urbanization plans that bridge jurisdictions by on promoting the Blueprint Principles through • Create walkable neighborhoods transportation choices, equitable affordable focusing growth in the urban areas to preserve three major program components: Compact housing, economic competitiveness, and healthy, • Encourage community and stakeholder agriculture and minimize suburbanization, plus City Projects, the Community Leadership Group, safe and walkable neighborhoods — through the collaboration address local and regional mass transit, energy and Regional Coordination. incorporation of the smart growth principles of • Foster distinctive, attractive communities Partners the San Joaquin Valley Blueprint (Blueprint) into with a strong sense of place the planning processes, policies, and plans of the • Make development decisions predictable, fair CITIES COMMUNITY LEADERSHIP PARTNERS REGIONAL PARTNERS Valley’s largest cities. and cost-effective • Lodi • California Coalition for Rural Housing • California Central • Stockton • Local Government Commission Valley Economic • Mix land uses Development • Manteca • American Farmland Trust Corporation • Preserve open space, farmland, natural beauty, • Modesto • Central California Regional • San Joaquin Valley and critical environmental areas • Turlock Obesity Prevention Program Regional Policy • Provide a variety of transportation choices Council • Merced • Fresno Metro Ministries • Strengthen and direct development toward • Center for Race, Poverty and the Environment • Community • Madera and Regional existing communities • Fresno • San Joaquin Valley Latino Environmental Planning Center, Advancement and Policy Project Fresno State • Take advantage of compact building design • Clovis • Community Action Partnership of Madera • Enhance the economic vitality of the region • Hanford • United Way of Merced • Visalia • Support actions that encourage environmental • Community Partnership resource management • Tulare for Families of San Joaquin Smart Valley Places is coordinated by the • Porterville • Ceres Partnership for Healthy Children California Partnership for the San Joaquin Valley • Delano • Community Services and Employment Training, Inc. (Partnership) and driven by a compact of 14

36 California Partnership for the San Joaquin Valley Annual Report 2012 37 Total Harvested Acerage

Compact City Projects Total Harvested Acreage California San Joaquin Valley Harvested acreage of agricultural land is 32,000,000 CITY PROJECT 10,700,000 reported by the County Agricultural Commis- sioner to the U.S. Department of Agriculture. Climate Action Plan, Implementation, and Related Sustainable Programs 10,500,000 Stockton 31,000,000 There is no consistent methodology for Manteca General Plan, Land Use, Conservation & Safety Element Update; 10,300,000 estimating harvested acreage from county Climate Action Plan and Greenhouse Gas Emissions Inventory; to county, or from year to year; therefore, 10,100,000 30,000,000 and Bicycle and Pedestrian Master Plan Update commissioners are required to base esti- Lodi Climate Action Plan and Implementation 9,900,000 mates on a local survey, which makes these Development Code Update and Implementation 29,000,000 figures the most reliable, consistent, and Lower Mokelumne River Watershed Stewardship Plan Implementation 9,700,000 continuous measures available. Agriculture General Plan Amendments to Land Use and Circulation Elements 9,500,000 is a dominant land use in the landscape of Modesto 28,000,000 the San Joaquin Valley. A major economic Turlock Comprehensive General Plan Update/EIR, and Downtown Design Guidelines and Zoning Regulations Update 9,300,000 Total Harvested Acerage, Annual Percent Change engine, agriculture has become a source Merced Form Based Zoning Code 9,100,000 27,000,000 of community and regional identity, as well 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 as an environmental factor (productive Madera Development of Master Infrastructure Plans and Water Management Plan with land must be sustainably maintained). The integrated water reclamation strategies Source: U.S. Department of Agriculture, County Agriculture Commissioners Data amount of land in agricultural production can Clovis Comprehensive General Plan Update Total Harvested Acreage be affected by annual water availability and Fresno General Plan, Development Code and MEIR Update and I-PLACE3S GIS Technology long-term urban land conversion. annual percent change California San Joaquin Valley Community Outreach Newsletter Distribution and Community Workshops Visalia 4.0% The amount of productive farmland in the Third Year General Plan update consultant funding San Joaquin Valley has generally been Expanded Light Rail Connectivity Plan 3.0% 1.9% 1.9% decreasing since 2000. The most productive 1.3% 3.4% Tulare Transit Oriented Development Project 2.0% year was 2003 with 10.75 million acres in 0.3% production, while the least was in 2009 with Porterville Economic Development Strategic Plan 1.0% 1.2% -0.2% -0.3% -0.5% -0.4% 1.0% 10.22 million acres. While the general trend Update and develop new Design Standards and Specifications 0.0% High Density Housing Upzone Program 0.8% 0.1% has been a decline, California experienced -1.0% Hanford Downtown East Precise Plan an even greater drop in harvested acreage -2.0% -1.4% until 2007, when California’s acreage began -1.2% -1.9% Delano Green Building Program -2.4% to increase. It may be that the recession Healthy Delano and Wellness Element to the General Plan Urban-3.0% Development -2.8% made it worthwhile to farm or ranch on Sustainable Delano Element to the General Plan -4.0% -3.1% more marginal lands, while the San Joaquin -5.0% Valley has been developed to capacity Smart Valley Places Compact Cities is a network Through curricula-based delivery, the leadership -5.0% and expanding urban centers are slowly -6.0% consuming its farmland. of 14 cities each with a population of 50,000 or development institutes provide local residents, 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 more (federally defined urbanized areas) located specifically minority and historically under Source: U.S. Department of Agriculture, County Agriculture Commissioners Data in the eight counties of the San Joaquin Valley: represented and marginalized populations, an Urban Development Lodi, Stockton, Manteca, Modesto, Turlock, understanding of the public process and smart persons per acre California San Joaquin Valley Merced, Madera, Fresno, Clovis, Hanford, Visalia, growth principles, as well as, basic skills necessary Every two years, the California Department 12.0 10.63 10.70 10.71 10.65 10.60 of Conservation conducts aerial land surveys Tulare, Porterville, and Delano. Each city identified to engage in local planning processes and in agricultural areas to determine how much 10.0 specific projects that were funded through Smart communicate with their elected representatives. farmland may or may not be replaced by other uses over time. The most common land Valley Places, which are well under way. The regional topical workshops aim to build 8.0 use conversion is from agriculture to urban technical understanding and capacity among local developed land and is recalculated every two years. Urban land acreage values are person 6.0 6.95 6.94 6.96 6.97 6.90 6.86 Community Leadership Group leaders, local government staff, area professionals, per urban acre to measure the efficiency as well as stakeholder organizations and members 4.0 housing population in new urban lands. San The Community Leadership Group is an ad hoc Joaquin Valley urban development has been of community groups that historically have not suburban and exurban in nature − large group comprising several regional nonprofit 2.0 participated in these types of workshops or homes with large yards spread out over vast organizations dedicated to implementing a land areas. This is why current persons per 0.0 regional plan for civic engagement to build discussions. Topics vary to include all aspects urban acre (6.86) is so much lower than in of a smart valley, from regional cooperation and 2000 2002 2004 2006 2008 2010 California (10.6). New urban land between technical understanding of smart growth principles 2006 and 2010 housed only 5.07 persons citizen engagement to water, energy, transportation, Note: Fresno County 2010 unavailable at publication date. Value extrapolated using change per acre (174,700 new people, 34,400 new and implementation capacity among local leaders, in other seven counties. California tabulation not yet completed for 2010. land use and economic development. Finally, the urban acres), hence urban land efficiency government staff and stakeholders, particularly in Source: California Department of Conservation, Farmland Mapping and Monitoring Program declined from a high of 6.97 in 2006. low-income and minority communities. Members integrated community involvement component is include the California Coalition for Rural Housing, based on Groundswell San Joaquin Valley — an Regional Coordination Economic Development Corporations, and online fact based public education and networking the American Farmland Trust, Central California Through the coordinated participation of several resources at Fresno State through its Community tool. Using electronic communication and social Regional Obesity Prevention Program, and Local regional partners, the Smart Valley Places and Regional Planning Center. Recognized as networking, this tool increases civic engagement in Government Commission. The Community consortium is fostering and strengthening regional the Valley’s leading experts in their fields, these land use decision making in the San Joaquin Valley. Leadership Group work plan comprises three relationships while identifying new partners and partners are critical players in leveraging the Its purpose is “to promote land use decisions that components: leadership development programs, providing a regional voice in the process to refine Smart Valley Places initiative to truly impact the encourage the kind of growth and development that regional topical workshops and integrated a San Joaquin Valley Regional Plan for Sustainable future of the San Joaquin Valley. strengthens the economy, conserves resources, community involvement. Development. With broad participation from other causes less pollution, demands fewer tax dollars Get Connected regional efforts, Smart Valley Places draws on the and better serves the region’s diverse population.” www.smartvalleyplaces.org expertise of the Valley’s Councils of Government, www.facebook.com/smartvalleyplaces 38 California Partnership for the San Joaquin Valley Annual Report 2012 39 Number of Physicians per 1000 persons

Number of Physicians Health & Human Services per 1,000 persons California San Joaquin Valley Rand California provides data* on Mission: Achieve improved health status and well-being by 3.00 the number of licensed primary care physicians by county. This figure was converted to a number per promoting healthy lifestyles, nurturing safe communities, 2.50 2.66 2.68 2.71 2.67 2.69 1,000 persons to enable regional 2.57 2.60 2.63 providing timely access to necessary health care and social 2.49 2.52 2.55 comparisons. The San Joaquin Valley hosts far fewer primary care physicians services, and embracing the cultural diversity of the region. 2.00 per 1,000 residents than California 1.49 1.49 1.51 1.50 1.50 1.50 1.49 1.50 1.51 1.49 1.50 with the gap increasing since 2000. While the Valley’s rate has remained potential telehealth pilot site locations in the 1.50 around 1.5, California’s rate increased Office of Community & Valley. Staff attended several forums (through from 2.5 to about 2.7 in 2010. Data Economic Development does not indicate whether there the Zocalo Institute and Fresno State) that 1.00 is a supply issue (if fewer doctors Fresno State presented innovative telehealth programs and are looking for work in the Valley), a Rachel Audino, Work Group Coordinator demand issue (fewer Valley residents opportunities in California and beyond. 0.50 regularly seeing a physician), or a capacity issue (physicians are busier impact in the Valley, making it more difficult to Accomplishments & Impacts 0.00 schedule an appointment). Working with GVC and RBC to establish 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 *Health Care Financial Association’s accomplishment potential telehealth pilot site locations Medicaid Statistics Branch The Partnership, in association with Applied has helped the Partnership gain a better Source: California Department of Finance, Demographic Research Unit Development Economics, Inc., has launched understanding of areas of greatest need for Population Ever Ever Diagnosed Diagnosed with Asthma targeted industry clusters, among them Health promoting telehealth/telemedicine. with Asthma California San Joaquin Valley and Wellness. This group has held meetings to The California Health Interview 20.0% Survey, a biennial survey of facilitate discussion among a variety of health health conditions and risk 17.1% 17.3% professionals in the San Joaquin Valley (Valley). Goals & Desired Outcomes 18.0% 16.5% factors in California, asks 15.9% respondents if they have ever goal 16.0% been diagnosed with asthma. impact 14.0% Distribute a targeted email to HHS members Results of the survey are Targeted meetings have served as critical jumping- 14.0% reported here. The survey is to establish a new membership list. conducted every two years, and off points to develop strategies that will ultimately 13.6% 13.7% 12.0% 13.1% 13.6% as of August 2012, the results of the 2011 survey have not shape the development of the Health and 12.0% Outcome 10.0% yet been made available. Along Wellness Cluster. with the Air Quality indicator Re-engage work group members that may/may not 8.0% have been involved over the past years. also included in this document, 6.0% the San Joaquin Valley has accomplishment experienced higher levels of Fresno State’s Office of Community and Economic 4.0% diagnosed asthma rates than goal Violent Crime Rate per 100,000 Persons California. Rates reached 17.3% Development, Central California Regional Obesity Continue work with RBC to develop a telehealth 2.0% in 2009, which was 3.6% higher Prevention Program, San Joaquin Valley Rural than the state’s asthma rate. pilot site that can serve as an easily replicable 0.0% Development Center and College of Health and best practice for the region. 2001 2003 2005 2007 2009 Human Services have submitted a letter of source: California Health Interview Survey intent to the federal Centers for Disease Control Outcome Promote public health to all Valley residents, Violent Crime Rate and Prevention to apply for funding through California per 100,000 persons California San Joaquin Valley the Community Transformation Grant — Small particularly those in rural areas. The number of violent crimes 700 656 San Joaquin Valley Communities Program. 646 635 631 634 committed per 100,000 617 609 590 people is referred to as the goal 580 572 600 573 violent crime rate. Violent impact Convene HHS meetings as a forum to evaluate crimes are generally direct 611 606 If awarded, this program will engage key future areas of focus. 589 569 crimes against other persons 500 and include homicide, rape, stakeholders to provide targeted obesity 540 518 512 507 robbery, and aggravated assault. prevention outreach to youth and young adults in Outcome 486 Violent crime rates have been 400 454 rural areas of Kings County. Provide a forum to discuss relevant health and 439 decreasing in the San Joaquin Valley, but not as fast as they human services topics and outline strategies to 300 have been in California. Since accomplishment improve health outcomes in the Valley. 2000, rates in the Valley decreased by 12 percent, The Health and Human Services Work Group 200 compared to a 28 percent (HHS), in conjunction with the San Joaquin decrease in California. The most recent violent crime rate in Valley Regional Broadband Consortium (RBC) 100 the San Joaquin Valley (2010) and Great Valley Center (GVC), evaluated is 572 crimes per 100,000 0 people, 30 percent higher than in the state as a whole. 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Source: California Department of Justice 40 California Partnership for the San Joaquin Valley 41

California San Joaquin Valley Percent of population able to afford a home

Percent of Population Able to Afford a Home California San Joaquin Valley

90.0% 81.7% 80.5% 8.2% 80.0%

65.1% 70.0% 61.4% 55.5% 53.3% 60.0% 52.1%

50.0% 39.8% 35.0% 50.4% 40.0% 33.7% 48.3% 30.4% Unaffordable <- | -> Affordable 30.0% 36.0% 33.9% 34.5% 30.7% 20.0% 29.4% 23.8% 22.9% 20.3% 21.7% 10.0%

0.0%

Photo provided by Habitat for Humaniyty Fresno County 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Source: Calculated by Center for Economic Development at California State University, Chico based on methodology recommended by National Association of Realtors Housing affordability is measured using a calculation recommended by the National Association of Realtors: 30-year mortgage Housing rates, average existing home sales prices, and median household income. The Center for Economic Development at California State University, Chico converted this calculation to an estimated percent of households that canCalifornia afford a median-priced home. : Increase, preserve and improve the supply of affordable Values greater than 50 percent indicate that housing is generally affordable, while values below 50 percent indicate issues Mission with housing affordability. The San Joaquin Valley index was calculated using only Fresno, Kern,San and Joaquin Merced Valley counties since they and workforce housing in the San Joaquin Valley, defined as the were the only ones with reported home prices every year since 2000. Housing in the San Joaquin Valley is far more affordable than average for California, persistently so since before 2000. In 2004, housing dipped from generally affordable to generally eight-county region including Merced, Stanislaus, Madera, Fresno, unaffordable (below the 50 percent mark, meaning that fewer than 50 percent of households could afford a median-priced home) and remained there until 2008 when the bubble burst and home prices crashed. Starting in 2009, housing has been more Kings, Tulare, Kern, and San Joaquin. affordable in the Valley than it has been in a long time. Prices recovered somewhat in 2010, leveling out the affordability trend; although home prices fell again in 2011.

San Joaquin Valley Housing Collaborative Stacie Dabbs, Assistant Director Office of Community & Economic Development Goals & Desired Outcomes Outcome Fresno State To be positioned to administer a Revolving goal Loan Fund through SJVHC to the region’s Accomplishments & Impacts impact Secure funding to establish the position of small cities that will struggle to continue Provided direct communication between state Executive Director for the San Joaquin Valley meeting affordable housing goals in this accomplishment and federal housing agencies and legislative Housing Collaborative (SJVHC). post-redevelopment economy. Co-sponsored five Foreclosure Recovery staffers to provide staffers with the tools and Workshops in Bakersfield, Visalia, Fresno, Outcome information necessary to serve the housing- goal Stockton, and Turlock. Instead of relying on volunteer time and effort, related needs of constituents. These can range Fill board vacancies SJVHC could expand its services and impact in from foreclosure prevention programs to recovery impact the region with a designated executive director. programs and rental-assistance programs to Outcome Brought together housing counselors, social affordable housing programs. With a full board of directors, SJVHC will service providers, banks, mortgage specialists goal represent a diversity of stakeholders from and other advisers to discuss what resources they Develop a Revolving Loan Fund. throughout the region and benefit from a can provide to help families avoid foreclosure, accomplishment Hosted the inaugural San Joaquin Valley wide range of perspectives and resources as rebuild credit, refinance, etcetera. Affordable Housing Summit. we work collaboratively to address housing challenges and develop innovative solutions. accomplishment impact Co-Sponsored a Legislative Staffer’s Created a regional dialogue among stakeholders, luncheon focused on state and federal policymakers, advocates, financial institutions and housing resources that are available to others regarding the state of affordable housing in help provide assistance to constituents. the new post-redevelopment economy.

42 California Partnership for the San Joaquin Valley Annual Report 2012 43 jobcreation By strengthening the San Joaquin Valley’s regional industry clusters, developing our workforce skills and streamlining regulation, business will cultivate, higher paying jobs will PreK–12 Education Mission: Implement policies and programs through public-private surface, and the Valley’s economy will partnerships to ensure equal access to educational opportunities and flourish. This will take several years to resources for all children that will improve academic performance. impact come to fruition; however, by partnering Central Valley Educational Established six new career education classes related Leadership Institute to high-priority industry sectors in four high schools, with the Valley’s Central California Fresno State impacting more than 390 students and exposing Walt Buster, Director them to careers and industry representatives. Worked Marcy Masumoto, Project Director Workforce Collaborative, the California with teachers and leaders in two high schools and Central Valley Economic Development one adult school to enhance systems and instruction Accomplishments & Impacts for more than 300 English Learner students who Corporation, and other local, regional improved their language skills and knowledge of accomplishment careers and college. Students and parents, teachers and statewide agencies, the Valley is Completed two deliverables for Valley Legacy: the and administrators, and WIB offices and other Workforce Investment Act grant — Sector-Based business professionals involved with the projects were positioned for success. Articulation and English Learner Institutes. Pilot all impacted. Developed two videos and two case projects were conducted at five high schools and one studies on the pilot projects to help others learn from adult school in these San Joaquin Valley counties: our experiences and implement similar strategies. Stanislaus (three sites), Merced, Fresno, and Kings. Please visit www.fresnostate.edu/cveli. job creation

44 California Partnership for the San Joaquin Valley Annual Report 2012 accomplishment Goals & Desired Outcomes goal goal Planned and conducted the fourth annual Exemplary Continue to work in collaboration with multiple Support the work of Fresno Compact in the The primary goal of the PreK–12 Education Work Group Practices in Education Leadership Conference on Jan. organizations in the region to provide professional development of Fresno Area Strive, a cradle to career is to increase the achievement level of students, 31, 2012, in Clovis, in association with State Center development for educational leaders in high- partnership in the Fresno area which supports schools, and school districts in the San Joaquin Valley. Consortium, Fresno Pacific University, and Fresno priority/high-impact areas. Information about students and families across the continuum and Three objectives are ongoing to that end. County Office of Education, with input from the other activities, conferences and programs offered monitors areawide progress. Members of Fresno Area county offices of education and Central Valley Higher to educational leaders throughout the Valley is Strive include Central Unified School District, Clovis goal Education Consortium. located at www.fresnostate.edu/cveli. Unified School District, Fresno Unified School District, Conduct the fifth annual Exemplary Practices in and Sanger Unified School District. impact Educational Leadership Conference in January 2013. outcome Attendance by more than 500 pre-kindergarten Improve the skills and abilities of educational outcome outcome through college level educational leaders from leaders, from pre-kindergarten through college, to The needs of students in the four Fresno area An anticipated 500 educational leaders representing the region. Drs. Anthony Muhammad and raise achievement and narrow gaps in achievement school districts will be better met and lead to greater pre-kindergarten through college will gain a common Eugene Garcia spoke on transforming school between subgroups and increase the number of likeliness of success with clearly defined areawide message about effective leadership strategies to culture and culturally and linguistically diverse students continuing from high school into higher indicators of success for schools serving students improve achievement/academic outcomes while student populations, respectively. Fourteen education and/or careers by offering leadership across the continuum and agreed-upon high leverage. supporting equitable practices for all students. breakout sessions presented by exemplars from development curricula ranging from mentoring and throughout the region focused on exemplary coaching to two-year programs. practices related to English Learners, career education, early childhood education, articulation to college and transforming instructional practices, all high-priority/high-impact topics in the Partnership Strategic Plan.

accomplishment Provided professional development for educational leaders by expanding the Rural Schools Network to High School Graduation Rates 14 districts from Merced, Fresno and Kings counties, and introducing Instructional Rounds to the network participants. Supported the State Center Community College District and several CSUs in developing future leaders; served as host with Pivot Learning Partners for an Executive Leadership Center for Valley Superintendents; held multiple seminars on Implementing the Common Core Standards; and conducted professional development for educational leaders on Professional Learning Communities, and High School Graduation Rates other topics of high priority, to improve achievement California San Joaquin Valley High school graduation rates are calculated by the California 90.0% in the San Joaquin Valley. Department of Education and based on the National Center for 86.8% 87.0% 86.7% 86.5% 86.0% Education Statistics definition. Data is the total number of graduates 84.9% divided by the sum of the number of graduates and the number of impact 85.0% 86.2% dropouts from the 12th grade that year, the 11th grade the previous 85.3% Collaboration with San Joaquin County Office of 84.5% 84.8% 85.1% year, the 10th grade two prior years, 9th grade prior three years. 80.6% Education and participation in the California Rural Starting in the 2009–2010 school year, the Department of Education 83.4% 80.2% began taking student migration into account in its graduation rate 80.0% 78.6% Network and the Instructional Rounds Institute held calculations. In the San Joaquin Valley between the years of 2000 and 76.3% in Visalia in May. Collaboration with multiple county 2005, rates had steadied between 84 and 86 percent. Entering the recession, rates fell dramatically dropping below 73 percent in 2010– 74.8% 75.0% 76.8% offices of education, higher education institutions and 2011. Statewide rates also have been falling through 2009–2010; but 76.0% other organizations in the Valley, resulting in CVELI the state showed an increase in graduation rates in 2010–2011. 74.5% 72.8% 74.7 offering more than 15 major events and/or series 70.0% in 2011–12 which impacted approximately 2,200 attendees, all educational leaders in the San Joaquin 65.0% Valley. Many of the attendees participated in a series of five or more events throughout the year. 2000–2001 2001–2002 2002–2003 2003–2004 2004–2005 2005–2006 2006–2007 2007–2008 2008–2009 2009–2010 2010–2011 Source: California Department of Education, Education Demographic Office

46 California Partnership for the San Joaquin Valley Annual Report 2012 47 Spotlight We are Valley Legacy Workforce empowerment for the San Joaquin Valley Project Impacts and Achievements The California Partnership for the San Joaquin Valley (Partnership) in Valley Legacy, although short in tenure, did leave typically taught in workforce development programs. behind a legacy in the Valley. More than 1,200 While critical, participants had the opportunity to build fall 2009 was awarded $2 million dollars in funding through Workforce Valley residents participated in Valley Legacy- skills that would serve them for the long term, such as Investment Act (WIA) Discretionary Funds to conceptualize, plan, and funded learning opportunities, yet organizations the Digital Literacy project’s goal to give participants implement a demonstration project that encompassed five deliverables were transformed as a result of the projects access to the Internet by both building practical skills conducted. Capacity building that resulted from (e.g., online banking, job searching), providing avenues aimed at preparing the San Joaquin Valley’s (Valley) future workforce the grant activities, particularly in the area of to access the required equipment, and training local for high-wage, high-demand jobs in five targeted industry sectors: the English Language Institutes and sector- community members to provide troubleshooting and Agribusiness, including food processing and biotechnology, Water based articulation programs, have changed how technical support services. participating organizations previously saw the technology, Renewable energy, Manufacturing, Logistics/Distribution role and potential of their English Language Sustainability All of the programs that were established by Valley Learners and the technical education programs, This is Valley Legacy ­— to better align the region’s employment rates; however, there were lessons and Legacy developed sufficient infrastructure, grew respectively, which embodied the ideal of human K–12 system, higher education, and workforce experiences to be gleaned from the implementation of capacity, or secured additional funds and/or support capital-driven community development that were investment board systems to create a seamless, these projects. to continue to serve participants at the current the recommendations of previous WIA evaluators multigovernment, multisector network focused on the rate. Each of the projects exceeded the WIA-eligible Implementation Experiences and Lessons (Campbell, Lemp, & Treiber, 2006). This project development of a better prepared workforce for high- participant targets, indicating there is a great need for Valley Legacy involved a significant collaborative went well beyond the simple matching of clients growth, targeted industry clusters by developing the the services that were augmented or developed as a effort that involved educational, nonprofit, and with careers building capacity within systems. following programs: for profit organizations which were essential for result of these projects. Furthermore, many of these All of the projects touched individual participants on a project sites were developed in areas where resources 1 Sector-Based Articulation developing each respective program. Each program involved a large number of collaborators and personal level, improving the lives of those that took are scarce and need is high. Now that these programs 2 Basic Education Proficiency: contributors, which resulted in multifaceted and part in each of the projects. Valley Legacy exceeded are established, the allocation of additional resources the projected number of WIA-eligible participants, would augment existing programs and expand • English Language Institutes rich programs established in geographically diverse as well as serving a significant number of ineligible offerings to more participants. • Digital Literacy Training locations across the Valley. Several lessons were participants. Participants walked away with skills that evident through the implementation of the project. We have come to the close of what is hopefully Entrepreneurship Centers and Development exceeded basic job hunting and resume building skills 3 First, establishing and maintaining partnerships was the beginning of new directions for the 1,200 critical to the success and sustainability of these 4 Green Workforce Valley residents who were impacted by the training projects. Second, successful startup, development, they received, the connections they made and the With the support and guidance of eight Central Valley and design were largely based on the identification experiences they will put to use. Workforce Investment Boards (WIBs), 11 program sites of necessary project champions and the utilization of were established; 1,200 participants were served existing, although perhaps underutilized, resources. including 380 WIA-enrolled clients. The temporal Finally, nearly all of the project directors indicated constraints on a two-year project made it difficult that understanding local WIB eligibility and reporting to adequately assess the project’s impact on local requirements was critical to implementation.

48 California Partnership for the San Joaquin Valley Annual Report 2012 49 Population with Bachelors Degree or Higher Higher Education over age 25 California San Joaquin Valley Educational attainment is the 35.0% highest level of education & Workforce Development 29.5% 29.0% 29.5% 29.6% 29.9% 30.1% attained by individuals living 30.0% in the region. The American Mission: Expand higher education opportunities and develop the Community Survey collects 25.0% data annually for counties with workforce preparation infrastructure to support sustained, more than 65,000 people. Also, 20.0% the California Post-Secondary long-term economic vitality. Education Commission has 15.0% recorded the total number 16.0% 15.4% 15.6% 15.3% 16.0% 16.1% of college degrees conferred Higher Education 10.0% in each county. Educational Graduation Rates for SJValley Colleges attainment in the San Joaquin to the grant project. The first year of the grant is 5.0% Valley is far below the state Central Valley Higher designated for organization and planning. Targeted level when measuring the 0.0% percent of population age 25 Education Consortium industries and occupations are health care, 2005 2006 2007 2008 2009 2010 and over that has at least a Fresno State bachelor’s degree. In 2010, agriculture/manufacturing, and alternative energy. Source: American Community Survey, U.S. Department of Commerce Bureau of the Census only 16.1 percent had at least Barbara Hioco, Executive Director a bachelor’s degree compared accomplishment Graduation Rates to 30.1 percent statewide.2005 The Implementation of Degree Completion Initiative with for San Joaquin Valley colleges and universities San Joaquin Valley number of degrees conferred in Accomplishments & Impacts Valley colleges increased from the objective to increase completion and success 30,000 17,472 in 2000 to 24,694 24,970 in 2009, an increase of 41.3 accomplishment rates, coordinate mechanisms for effectiveness 25,000 22,781 21,714 percent. In this same time Central Valley Higher Education Consortium (CVHEC) and efficiency, and provide for regional collaboration 20,889 21,488 25,558 period, the Valley population 24,694 increased by 21.2 percent. The received a grant from California Education Policy Fund among colleges and universities. 20,000 17,472 21,165 21,945 fact that educational attainment (CEPF) to help address college- and career-readiness, has not kept up indicates that 15,000 18,201 many graduates are leaving student success, and assessment. impact To improve educational access, particularly in the the area and not applying their 10,000 talents in the Valley. impact pathway from high school, to community colleges, CVHEC facilitates and coordinates workshops bringing to four-year institutions, and to assessment. 5,000 faculty and administrators together from Central CVHEC conducts workshops for member colleges 0 Valley community colleges and K–12 districts to align and universities and facilitates implementation 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 curriculum, identify college-readiness achievement, of SB 1440 requirements. To date, six regional Source: California Postsecondary Education Commission and coordinate readiness assessment, through workshops and a regional summit have been held. adoption of the Early Assessment Program at both Each community college in CVHEC has developed levels, leading to successful transfer and degree the required transfer degrees, and the Central Valley The guiding principles implement additional transfer degrees that require completion. Professional development activities are CSU campuses have helped develop the accepted no more than 60 units at the community college level integrated program design made available to faculty. CVHEC is involved in policy Transfer Model Curriculum for the various majors. 1 and no more than 60 units at the university level, California change activities at local and state levels; champions 2 cohort enrollment resulting in bachelor degrees requiring a maximum policymaking processes; and facilitates the piloting of San Joaquin Valley Goals & Desired Outcomes of 120 units. This results in students experiencing regional reform efforts focused on improving California 3 block scheduling a clear, efficient transfer process and completing K–14 education policies. degrees in a shorter time period. goal compressed classroom instruction Continue efforts of CVHEC C6 members 4 accomplishment to implement the TAACCT grant. 5 embedded remediation goal CVHEC’s Central California Community Colleges Continue increasing awareness Committed to Change (C6) was awarded a Trade outcome 6 increased transparency and support for CVHEC. Adjustment Assistance Community College and Career Provide training to the region’s unemployed with transformational technology Training (TAACCCT) grant from the U.S. Department of an objective to reduce joblessness and improve 7 outcome economy. The second year of the grant will allow Enhance position of CVHEC as a respected and Labor in the amount of $19.9 million innovative student support services each college to design and implement high-quality 8 valued authority on higher education, not only in impact training programs for individuals and industry the Central Valley but across the state. Serve as an goal The C6 TAACCCT grant will help provide for training advocate for higher education to express support partners. Capacity and sustainability in training Continue degree completion and in new careers in high-demand areas for the for continued funding for higher education, creating programs will be expanded by duplicating these policy implementation efforts. unemployed. This project includes implementing a model programs within CVHEC. The model programs seamless pathways from high school to community comprehensive strategy consisting of eight guiding are designed to improve retention and achievement outcome college to four-year institutions, and implementing principles bringing expanded capacity and efficiency rates and to reduce time to completion. Provide additional workshops which will bring together recommendations by the student task force to community college and four-year university faculty to increase the success rate at community colleges. 50 California Partnership for the San Joaquin Valley Annual Report 2012 51 “This grant is a game Workforce Development accomplishment changer for higher CCWC was awarded a $200,000 Regional Industry Clusters of Opportunity Grant to work with the health education in the Central California Workforce Collaborative care industry, to identify and implement strategies and solutions to address their most critical workforce Central Valley,” Blake Konczal, Executive Director -Dr. Frank Gornick Fresno Regional Workforce Investment Board and economic development needs. Meetings were conducted across the Central Valley’s 14-county region Accomplishments & Impacts with hospitals, clinics, long-term skilled living facilities, WIBs and training providers to prioritize industry needs. accomplishment Based on these meetings, an innovative new graduate Implemented the second increment, $3,435,544, of nurse internship training program was piloted. the Regional Economic Impact National Emergency Grant, awarded in March 2010 to CCWC, a consortium impact Unlike other regions in California, the Central Valley of nine Workforce Investment Boards in the Central has few real industry sectors. One of the most Valley. Continued to provide re-employment and promising is health care. It is important that this training services for high-demand, high-wage industries sector is sustained and cultivated as it’s one of the to displaced workers in the Central Valley. few in our region. High-level planning was conducted impact between the CCWC WIBs and business leaders in the kudos Displaced workers (both unemployed and health care industry. This cross-pollination will allow Central California Community Colleges underemployed) in San Joaquin Valley counties, which for creation of better industry aligned training and the Committed to Change Consortium (C6) have some of the highest unemployment rates in the referral of more qualified job candidates. United States, have been given access to vocational West Hills Community College District training and placement services in high-demand, Goals & Desired Outcomes Key Partners ­ allow us to focus on raising standards, increasing high-wage industries as a result of additional training San Joaquin Delta College student success and changing education practice resources made available through the collaborative goal Merced City College and policy throughout the state,” Dr. Gornick said. efforts of CCWC. In return, essential high-demand, Replace the State of California Job Training State Center Community College District high-wage industries will benefit from a better trained Automation (JTA) system, used by all WIBs to The Valley was chosen to serve as a model within Fresno City College, Reedley College workforce, which strengthens the ability of these transmit client and performance data on WIA clients the state because of the prior work of the Central College of the Sequoias industries to survive the economic downturn − and to the state for bundling and transmittal to the U.S. Valley Higher Education Consortium and the Kern Community College District grow when it’s over. Funding will help workers prepare Department of Labor. Bakersfield College, Cerro Coso commitment of our Valley community colleges, for careers in growing areas of the regional economy Community College, Porterville College state colleges and universities to increase including agribusiness, renewable energy, logistics/ outcome West Hills Community College District West Hills College Coalinga student success and to change state and local distribution, health care, and advanced manufacturing. The California Employment Development Department West Hills College Lemoore policies that have a direct impact on student is in the process of replacing JTA with Virtual One-Stop participation rates in higher education. accomplishment (VOS) and implementing it as the new statewide system. A group of 11 Central Valley community colleges Valley Legacy successfully concluded March 2012. and one college center have been awarded a “The C6 Consortium will provide hands-on This valuable work was made possible by CCWC $19.9 million federal grant to help train the instruction and workforce development to help partnering with the Partnership to obtain the unemployed in new careers. displaced workers in 16 counties quickly move Workforce Investment Act (WIA) Discretionary Funds from training to degree to work in areas that are award of $2 million, received in 2009. West Hills College is the lead college of the C6 in demand, such as agriculture, manufacturing, Consortium project—a regional, Valley-wide effort health care, and alternative energy,” said Jack impact to improve and promote systemic transformation Scott, California Community Colleges Chancellor. Eleven program sites were established; 1,200 and community college capacity-building to meet participants were served including 380 WIA-enrolled industry needs while accelerating learning and According to U.S. Secretary of Labor Hilda Solis, clients. The temporal constraints on a two-year project improving retention and completion rates. the money will enable community colleges, made it difficult to adequately assess the project’s employers and other partners to prepare job impact on local employment rates; however, there “This grant is a game changer for higher education candidates for new careers in high-wage, high- were lessons and experiences to be gleaned from the in the Central Valley,” said Dr. Frank Gornick, skills fields, including advanced manufacturing, implementation of these projects. chancellor of West Hills Community College transportation and health care occupations. District. “Over the next three years, this grant will

52 California Partnership for the San Joaquin Valley Annual Report 2012 53 Unemployment

Unemployment California San Joaquin Valley The unemployment rate is unemployment 16.8% 16.3% divided by labor force. Unemployment is the 15.1% estimated number of people who are actively Partnership Begins seeking work and are not working at least one hour per week for pay and who are not self-employed. The labor force is the number of unemployed plus the number of people 10.5% 10.8% 10.5% 10.0% with jobs. Data is estimated at the place 9.4% 12.4% of residence and reported by the California 8.9% 8.7% 11.7% 8.5% Employment Development Department (EDD) 7.9% 11.3% primarily from data collected by the U.S. Current Population Survey (CPS). The San Joaquin Valley unemployment rate remained 7.2% much higher than the state through the 6.7% 6.8% 6.2% past recession, rising dramatically after 5.4% 5.4% 4.9% 4.9% 5.3% 2006, but falling again after 2011. Still, the unemployment rate remained above 16 percent in 2011. The differential between the state’s and the Valley’s unemployment rates Employment increased during the recession, from a 3.0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 percentage point difference in 2006 to a 4.6 point differential in 2011. Source: California Employment Development Department, Labor Market Information Division

Employment California annual percent change California San Joaquin VSanalley Joaquin Valley Employment includes all individuals who 4.0% worked at least one hour for a wage 2.9% or salary, were self-employed, or were 3.0% 2.2% working at least 15 unpaid hours in a 1.9% 1.9% family business or on a family farm. 1.3% 1.3% 2.0% 1.1% 1.1% These individuals must have been 0.5% employed during the week which includes 1.0% the 12th day of the month. The annual 1.5% 1.4% 1.6% 1.2% 1.0% 0.9% average is the mean average of the 12 0.0% -0.9% months in the calendar year. Those also 0.1% counted as employed were individuals -1.0% -0.2% who were on vacation, on other kinds -0.5% of leave, or involved in a labor dispute. -2.0% -3.7% Employment is the primary indicator of goal goal the economic situation of workers living -1.4% Develop a CCWC Regional Plan to further regional Implement requirements mandated by SB 734, 25% -3.0%Employment Annual Percent Change in the San Joaquin Valley. cooperation and improve services to residents in the Training Set Aside Law. LWIAs must spend 25% of -4.0% 14-county area. CCWC has contracted with the Council available federal funds on workforce training programs -5.0% -4.4% for Adult and Experiential Learning to develop the plan. for adults and displaced workers in a manner 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 consistent with federal law. outcome Source: California Employment Development Department, Labor Market Information Division Guide future decisions and priorities of the CCWC, outcome which includes: bolstering external funding streams; Ensure that a greater percentage of funds statutorily California Number of People Employed California San Joaquin Valley sharing of best practices among Local Workforce being directed toward client training are done so in San JoaquinBefore Valley the recession, employment growth in the San Joaquin Valley Investment Areas (LWIA) and the respective one- a manner most effective for CCWC’s 14-county area 1,600,000 18,500,000 outpaced state growth every year stop operations; creating a strong, coordinated unemployed and underemployed clients. from 2001 to 2008. Employment voice; influencing policies and regulations that affect 1,550,000 18,000,000 growth numbers show that the Valley may have entered the recession later LWIAs and the region’s workforce; forging additional If an LWIA does not meet the expenditure requirement, 1,500,000 17,500,000 than the state because the Valley still partnerships; leveraging resources and improving it will be required to provide the California Employment showed employment growth through Development Department with a corrective action plan 17,000,000 2008. Valley employment fared better innovation; and creating a stronger region. Plan will 1,450,000 than the state through 2010, with in no way reduce the autonomy and decision making and could be rendered ineligible to receive certain 16,500,000 employment losses at levels less than those in the state. As with the state, powers of individual LWIAs. discretionary funding. 1,400,000 16,000,000 job growth began again in 2011 but at a slower pace than the state for 1,350,000 the first time since before 2001. The 15,500,000 slower recovery in the Valley shows 1,300,000 that local job generation is not keeping 15,000,000 up with the state.

1,250,000 14,500,000 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Source: California Employment Development Department, Labor Market Information Division 54 California Partnership for the San Joaquin Valley Annual Report 2012 55

California

San Joaquin Valley Economic Development Mission: Implement creative and collaborative solutions to regionwide infrastructure challenges, focus on the growth of target industries with comparative advantages, and promote the region as a business and tourist destination.

California Central Valley Economic 3 supply chain management and logistics Development Corporation health and medical care Jennifer Faughn, President 4 Strategy One 5 renewable energy Accomplishments & Impacts impact Researched and posted, on a daily basis, new accomplishment industry-related articles and press releases by sector San Joaquin Valley Comprehensive Economic on www.centralcalifornia.org. As part of CCVEDC’s Development Strategy (CEDS) approved and finalized outreach efforts, a BioTech Industry in Central Valley by California Central Valley Economic Development white paper, highlighting companies, education Corporation (CCVEDC) Strategy Committee and U.S. courses and an overview of the industry was provided Economic Development Administration (EDA). to brokers, companies and Valley Legacy (WIA) partners. Target industry information and resources kudos impact also was provided to WIA partners for curriculum. Public Infrastructure Investment CEDS will analyze the regional economy and serve Workforce Investment Board of Tulare County as a guide for establishing regional goals and objectives, developing and implementing a regional Key Partners ­ Workforce Investment Act services to more than Goals & Desired Outcomes plan of action, and identifying investment priorities Central California Workforce Collaborative 1,300 people in the region. A portion of the grant and funding sources. Goal Fresno Regional Workforce Investment Board funds was reserved for a planning component to Continue to market the Central Valley to brokers and Kings County Job Training Office create a regional workforce development plan for accomplishment industry, through a program of broker missions, trade Employers Training Resource-Kern, public infrastructure investment. shows and industry contacts. Inyo and Mono Counties Consortium Established and promoted regionwide incentives. Public infrastructure investment is the focus for Madera County Workforce Investment Board the planning component portion of the grant. impact Outcome Merced County Department An economic analysis was conducted which CCVEDC marketed incentives to more than 2,500 Facilitate new jobs and investment for the region. of Workforce Investment documented where and when the investments brokers through its electronic newsletter and at six Mother Lode Job Training are planned, provided details on the workforce trade missions — Southern California, the Bay Area, Goal County of San Joaquin Employment and in each of the LWIAs, and listed occupations and New York, the Chicago Society of Industrial and Office Establish the regional Economic Development District Economic Development Department associated training programs in the region. The Realtors Convention, Phoenix, and Sacramento; and (EDD) for the San Joaquin Valley. Alliance Worknet of Stanislaus County study found that $36.6 billion is budgeted for to 836 businesses through industry direct marketing Outcome and the WestPack Anaheim Trade Show. The five infrastructure projects through 2020. Once EDD is established, seek federal funding to help The Central California Workforce Collaborative industry sectors (see list below) were used to design the cities and counties of California’s Central Valley (CCWC) is a consortium of nine Local Workforce Using the information gathered in its Economic the outreach strategy for trade show attendance, develop infrastructure projects to accommodate and Investment Areas (LWIAs) which cover 14 Analysis, CCWC created a workforce development broker visits and support provided to the various facilitate desired growth. counties in California’s Central Valley and Sierra plan relating to public infrastructure investments. Partnership work groups. Region. In May 2010, a Regional Economic The plan details how CCWC member LWIAs Impact National Emergency Grant (REI NEG) can coordinate with public agencies as well Goal accomplishment Identify and secure funding for target industry totaling $8,167,664 was awarded to CCWC as economic development organizations and Aligned regionwide economic development efforts to marketing and development. by the U.S. Department of Labor. Funds educational institutions to ensure that the Central support target industry clusters: were awarded in response to the economic Valley has a prepared workforce to meet the Outcome development and are being used to provide job agribusiness, including food processing, needs of the infrastructure projects. 1  Increase efforts throughout the Central Valley training and work experience as well as other agricultural technology, and biotechnology to advance identified target industries to 2 manufacturing capture jobs and investment.

56 California Partnership for the San Joaquin Valley Annual Report 2012 57 As of Aug. 1, 2012, 20 rural cities, 10 rural special districts, 16 rural nonprofits, and 1 tribe had received technical assistance from RDC.

fresno partner state programs The Office of Community and Economic Development (OCED) at Fresno state, Secretariat of the Partnership, is an on-campus division dedicated to aligning the university’s San Joaquin Valley intellectual capacity and innovation-driven Rural Development Center Administration technical assistance from consortium partners to rural economic development initiatives to improve The San Joaquin Valley Rural Development Center communities, which often includes organizing site visits, (RDC) coordinates with the Partnership on important facilitating meetings with funding agencies, participating the competitiveness and prosperity of the rural issues and communicates Partnership activities in governance meetings, identifying and researching grant to the region’s small cities and unincorporated opportunities, and assisting with the implementation of region. It does so through a variety of ways communities. RDC officially opened on Feb. 25, 2011, project activities. As of Aug. 1, 2012, 20 rural cities, 10 and was formalized on Aug. 1, 2011, when the full- rural special districts, 16 rural nonprofits, and 1 tribe including: economic development innovations, P rograms artner time director was hired. The director oversees RDC’s had received technical assistance from RDC. daily administration, coordinates marketing, and plans community development, and connecting the Small Communities Network sustainability, and reaches out to the region’s rural The Small Communities Network (SCN) is designed to communities. RDC is supported by the Fresno State University and the community. In doing so, bring together representatives from the rural communities Office of Community and Economic Development (OCED) throughout the San Joaquin Valley (Valley). SCN facilitates through the assistance of the project manager, finance OCED is able to leverage the Partnership for quarterly regional workshops, webinar trainings, and daily director and research assistant. Under the leadership of informational emails to its members. SCN serves as an the RDC director, the four-person team executes RDC’s greater regional benefit. optimal medium for distributing information about available service agreements. RDC has more than 40 consortium RDC services to the region’s rural communities. RDC and partners that continue to commit time, resources and SCN have partnered to deliver 16 training sessions to rural expertise to the advancement of rural communities in communities in the Valley. the region. The RDC director coordinates the provision of P F resno S tate

58 California Partnership for the San Joaquin Valley Annual Report 2012 Marketing/Communications USDA Rural Community RDC’s logo and marketing materials were officially Development Initiative introduced to the regional community during the California October 1, 2011 – September 31, 2013 Partnership for the San Joaquin Valley Annual Summit In conjunction with the California Coalition for Rural in Bakersfield, Calif., on Oct 7, 2011. The RDC website Housing, RDC is implementing a capacity development is currently being developed by Bertz-Rosa | Strategy project to enhance the economic development and & Creative. Since February 2011, 60 presentations housing aptitude of representatives from 13 rural regarding RDC services, initiatives and partnerships have recipient communities. The three-phase project consists been made to regional stakeholders throughout the San of conducting economic development and housing Joaquin Valley. The RDC director became a member of the assessments, facilitating training to mitigate capacity steering committee for an U.S. Environmental Protection shortcomings, and applying training to actual community Agency grant project being conducted by the Center for projects in these two areas. RDC receives $75,000 for a Disadvantaged Community Water Assistance at Fresno two-year period. State. Its purpose is to secure safe drinking water for disadvantaged communities in the Tulare Lake Basin. The San Joaquin Valley Regional RDC director participated in the 2012 E. Kika De La Garza Broadband Consortium January 1, 2012 December 31, 2014 USDA Fellowship in Washington, D.C. – California Public Utilities Commission awarded OCED Sustainability $448,000 over a three-year period to administer the San RDC relies on various sources of funding to sustain its Joaquin Valley Regional Broadband Consortium, which activities. Grants, both federal and foundational, comprise works to expand broadband usage in the region’s rural University of California, Merced most of the RDC’s operational funding. A small portion communities. RDC has begun to catalog the availability of Small Business Development Center Network of the operating budget is made possible by revenue- broadband access in the region’s rural communities, as generating service agreements. well as obstacles, programs and pending projects. RDC is The University of California, Merced Small Business Development Center assisting with the implementation of various broadband (UCM-SBDC) Network, hosted by UC Merced, provides business assistance U.S. Economic Development Administration rural pilot sites. —Economic Adjustment Assistance in Central California that covers a geographic area of 51,000 square miles September 1, 2011 – November 30, 2012 RDC Service Agreements spanning from the Eastern Sierras to the Central Pacific. The counties OCED was awarded a U.S. Economic Development In November 2011, RDC began offering service represented in the San Joaquin Valley are: Fresno, Kern, Kings, Madera, Administration —Economic Adjustment Assistance grant agreements which provide affordable grant writing services in the amount of $250,000 over 15 months. These funds and customized technology training to rural communities Merced, Tulare, and Stanislaus. have made it possible for RDC to update its fact sheet in the San Joaquin Valley. Accessible grant writing services Central Valley Business Incubator-Small Business 2012 California SBDC Service Center for Excellence and which is used to market its services to the region’s rural help rural communities acquire funding for essential Development Center (CVBI-SBDC), California State Innovation Award. communities. A portion of the funds will help with the community projects. The goal is to make these services University, Bakersfield-Small Business Development Center construction and maintenance of the RDC website as well accessible while simultaneously building local grant (CSUB-SBDC), and The Alliance in Stanislaus County-Small A regionwide initiative to integrate innovation and as support the administrative, marketing, and outreach writing capacity within rural communities, by working Business Development Center (Alliance SBDC) are hosts technology assistance into the core services for clients is efforts of RDC. closely with at least one community representative during for the program to deliver SBDC services. The mission being pursued. UCM-SBDC leadership is developing more the provision of grant writing services. This process is of the UCM-SBDC provides entrepreneurs and small programs and outreach activities for existing businesses, developing local grant writers and eliminating the need for businesses with high-quality education, consulting, support and for assistance with the commercialization for rural communities to contract for these services. Similarly, for innovation, access to information and tools necessary technology transfer. customized technology training services provide rural to build successful, sustainable businesses. CVBI-SBDC, CSUB-SBDC, and Alliance SBDC are community residents with the skills they need to enhance implementing plans to prepare for a Small Business the capacity of their local nonprofit organizations. As of UCM-SBDC experienced an extraordinary year, acquiring Technology Development Center (SBTDC) designation Aug. 1, 2012, service agreements have generated $8,350 additional financial resources, an innovative energetic which will enhance the program’s services in the following of total revenue for RDC. SBDC network and new partnerships. For the 2011–2012 reporting period, San Joaquin Valley service centers core competency areas: provided assistance to more than 2,000 clients, started Technology Transfer/Commercialization 148 businesses that resulted in 809 jobs and gained an 1 additional capital infusion of $17,502,154. UCM-SBDC 2 R&D Funding received an exceptional re-accreditation report from the IP Issues review team which recommended full accreditation and no 3 conditions, plus two commendations. In addition, CVBI- 4 Technology Networking/Resource Identification SBDC was recognized during the U.S. Small Business Administration’s Small Business week, receiving the 5 Alternative Financing 60 California Partnership for the San Joaquin Valley Annual Report 2012 61 Cal Valley Tech iHub The Cal Valley Tech iHub (CVT iHub) is one of only 12 iHubs in California and the only one with a focus on agriculture, clean energy, and water. CVT iHub is designed to leverage assets, such as technology incubators and universities, to provide an innovation platform for startups, industries, and investors to collaborate. It supports innovative expansion, growth of startups and Water University tech commercialization through the sharing of best prac- Fresno State was recognized by National Geographic tices, facilitation of resources, provision of technical as- in June 2012 as one of three universities in the nation sistance, and recruitment of investment capital. CVT iHub that has made water research and technology its priority. is co-administered by the Central Valley Business Incubator Fresno State administration knows that water is a The Partnership has (CVBI) and the Merced County Department of Commerce, foundational Valley issue and is in the process of hiring established itself as an Aviation and Economic Development, with collaborative eight new faculty members with expertise in water. Each important entity to partnership from UC Merced and Fresno State. new water faculty member will be assigned to one of the connect, collaborate and Blue Tech Valley university’s eight colleges and schools. Claude Laval, Blue Tech Valley (BTV), part of CVT iHub, is a globally founder of LAKOS Separators and Filtration Systems — a advocate for the Valley. recognized water hub quickly establishing itself as the world leader in filtration solutions, has pledged $300,000 “Silicon Valley of Water Technology.” BTV provides launch to support initial research efforts by the new faculty. support and a comprehensive network of industry leaders, Fresno State is in the final approval process of developing Vision Statement economic development professionals, and university an online Professional Science Masters of Water faculty that are aligned to turning entrepreneurial Resources Management degree program. Campus-based Connect. Collaborate. Advocate. research addresses a wide range of issues, including ideas into innovative solutions for managing our most A number of years ago, those instrumental in developing the concept of finite resources — water and energy. BTV leverages water use efficiency in agriculture and urban settings, the unique environment, resources, and assets of the integrated regional water management planning, and water the California Partnership for the San Joaquin Valley (Partnership) were San Joaquin Valley (Valley) to create a rich context for needs of disadvantaged communities. Fresno State is the faced with the question, “How do we build a common, sustainable regional lead for the Water Resources Policy Initiative, a statewide testing, developing, and commercializing innovative action agenda that links business, government, philanthropic, educational water and energy technologies. Much of this technology effort that convenes water experts from all 23 California has applications in agriculture. The second annual BTV State University campuses. and community-based organizations?” They answered that question with Water Conference is scheduled for 2013 and expected to Funding the framework for the Partnership that included 10 working groups, a draw an audience of the world’s leading water experts. During spring 2012, the Secretariat collaborated with geographically diverse and multisector board, and a Strategic Action Plan The conference gives water constituents the opportunity several regional partners in efforts to sustain CVT iHub (SAP) that set out a 10-year work plan of goals and objectives to improve to collectively explore and discuss new innovations, activities, submitting three competitive grant applications: developments, and trends relating to current water issues. the quality of life in the San Joaquin Valley. A BTV Water Competition also is being developed; a cash 1 the EDA University Center prize will be awarded to the innovative startup with the This concept was well thought out and inclusive. Since its creation in 2005, the EDA-USDA Rural Jobs and Innovation Accelerator best water-focused business plan. 2 Partnership has seen a change in Secretariat leadership, several changes in board EDA i6 Challenge programs membership and a change in State Administration. Nevertheless, the Partnership has Water, Energy, and Technology Incubator 3 maintained its focus and remains steadfast in its commitment to connecting resources, The Water, Energy, and Technology Incubator (WET collaborating with partners, and advocating for change in the San Joaquin Valley. Much Incubator) is home to a 20,000-square-foot, state-of-the- of the credit for this continuity of focus goes to that solid original framework. art water and energy laboratory that also serves as a third-party testing facility for companies refining their new In the past seven years, the question has shifted from “how” to “why?” Why do we have products. The WET Incubator also provides low-risk, high- a regional action plan? Why should I (we) be involved in a regional effort? I hope that return incubation space to five on-site startup companies this annual report answers that question. We do this work to eliminate redundancies participating in the Claude Laval WET Incubator Program. and inefficiencies by CONNECTING our partners to the great work being done by other The WET Incubator is the entryway for BTV and is supported partners. We do this work to create better understanding between government, private by an annual $450,000 contribution from the Fresno business, and other nongovernmental agencies through COLLABORATION that will Regional Workforce Investment Board to CVBI and the bring prosperity to the entire region. We do this work to provide a common voice that Mike Dozier International Center for Water Technology at Fresno State. Lead Executive ADVOCATES and advances the interests of the Valley. In this annual report you can read

62 California Partnership for the San Joaquin Valley Annual Report 2012 63 about the great work achieved during the past year by the education, and sustainable planning in the years to Partnership, the work groups, and our many partners from come. The industry clusters are: Value Add Agriculture, throughout the region. Energy, Water, Logistics, Health Care, Manufacturing, and Construction. As an added bonus, C6 — Central California I am encouraged by the numerous opportunities afforded Community Colleges Committed to Change Consortium — the Valley through the efforts to work regionally. I see was awarded a $19.9 million grant to provide pathways collaboration by all of the work groups in one way or for the unemployed that will prepare the future workforce another. Workforce Development, Economic Development, in the clusters. Sustainable Planning, Advanced Communications Services, Health Care, and Energy have had projects that required In terms of sustainable planning efforts, RPC, working cross-collaboration, much of which was highlighted in the with the San Joaquin Valley Rural Development Center, Regional Economic Summit conducted by the Partnership and the Partnership through Smart Valley Places, is in Fresno, on March 29, 2012. The Action Plan developed connecting the rural sustainable planning needs with through the Summit process can only be successful if all the urban efforts. Smart Valley Places and RPC held a sectors of the Valley work in common. joint convention in Modesto in May. Smart Valley Places continues to collaborate on sustainable planning and In infrastructure development efforts, the San Joaquin community engagement in the 14 partner cities while Valley Regional Policy Council (RPC) is working on coordinating with the RPC’s Blueprint Integration Project an Interregional Goods Movement Plan that will in the rural areas. Additionally, RPC is undertaking connect economic development, environmental, and a Greenprint Project to address urban sprawl and transportation projects. The Partnership and Great Valley conservation of farm land. Center (GVC) created the San Joaquin Valley Broadband Consortium, a collaboration of educational institutions, Valley partners continue to engage in outreach and cities, counties, and private sector representatives advocacy efforts to Sacramento and Washington, D.C., to encourage broadband expansion in unserved and to advance the interests of the region as a whole. The underserved areas. The Water Work Group expanded to Partnership was instrumental in including Valley issues include a supervisor from each county to meet with the in the State Economic Summit in Santa Clara in May. Led Delta County Coalition for an unprecedented dialogue on by Pete Weber, the Partnership was insistent on including the future of Valley water needs. issues of high importance identified in the Regional Summit, such as water storage and delivery. Of all 14 In job development, RPC and Central California Workforce California regions, the San Joaquin Valley was second only Collaborative (CCWC) combined efforts on a study to to the Bay Area in representation at the State Summit — identify workforce needs that will be generated by $36 a fact not lost on its leadership. billion of public infrastructure work over the next 10 years. The California Central Valley Economic Development The Partnership has established itself as an important Corporation (CCVEDC) has completed the process for entity to CONNECT, COLLABORATE and ADVOCATE for the the San Joaquin Valley to be designated as an Economic Valley. The Partnership has the ear and respect of state Development District (EDD). This designation will allow for and federal government which allows for advancement of regional capital improvement funding from the Economic Valley issues, interests and concerns. The Partnership’s Development Administration (EDA). The projects identified holistic view allows for common partners from all sectors in the RPC Interregional Goods Movement Plan will likely to come together for more opportunities to collaborate. benefit from this designation. The Partnership working The question about the need for a regional Partnership is with CCVEDC, CCWC, health care providers and RPC not “why,” but “why not?” completed a Regional Industry Cluster Analysis (Analysis) that identified industry clusters by county and provides information on supply gaps for business startup and attraction opportunity. The Analysis will provide a focus for economic development, workforce development, Mike Dozier Lead Executive Some images provided by Fresno/Clovis Convention & Visitors Convention Bureau. Fresno/Clovis by Some images provided 64 California Partnership for the San Joaquin Valley