Board of Directors Guidebooksjvpartnership.org/wp-content/uploads/2014/02/... · Sunne McPeak California Emerging Technology Fund Luisa Medina Central California Legal Services Inc

ADMINISTERED BY

Board of Directors Guidebook

January 2014

Board Roster

2014 Board of Directors

ADMINISTERED BY

JANUARY 2014

Ashley Swearengin Partnership Chair, Mayor of Fresno

Secretary Diana Dooley Partnership Deputy Chair, California Health and Human Services Agency

Corwin Harper Partnership Deputy Chair, Kaiser Permanente Central Valley

Secretary Anna Caballero California Business, Consumer Services and Housing Agency

Secretary Brian Kelly California Transportation Agency

Secretary John Laird California Natural Resources Agency

Secretary Marty Morgenstern California Labor and Workforce Development Agency

Secretary Matthew Rodriquez California Environmental Protection Agency

Secretary Karen Ross California Department of Food and Agriculture

James A Aleru James A Aleru, CPA/ABV, CVA

Lynne Ashbeck Representative, Hospital Council of Northern and Central California

Darius Assemi Liaison, California Transportation Commission

Steve Bestolarides San Joaquin County Board of Supervisors

Monica Blanco-Etheridge Liaison, California Workforce Investment Board

Judith Case Fresno County Board of Supervisors

Vito Chiesa Stanislaus County Board of Supervisors

DeeDee D'Adamo California State Water Resources Board

Randy Dodd Adventist Health − Central Valley Network

Lee Ann Eager Economic Development Corporation serving Fresno County

Bryn Forhan Forhan Company

Carole Goldsmith West Hills Community College District

Patrick Gordon JBT Corporation

Genoveva Islas-Hooker Representative, Central California Regional Obesity Prevention Program

Blake Konczal Representative, Central California Workforce Collaborative

Dorothy Leland Representative, Central Valley Higher Education Consortium

David Long Hilltop Ranch

Sunne McPeak California Emerging Technology Fund

Luisa Medina Central California Legal Services Inc.

Michael Navarro Pires, Lipomi & Navarro Architects

Steven Nelsen Mayor, City of Visalia

David Nelson A.G. Spanos Companies

Joseph Oliveira Gustine City Council

Billy Powell Representative, San Joaquin Valley Labor Organizations

Larry Powell Representative, San Joaquin Valley Superintendents of Schools

Mary Renner Representative, Central Valley Health Network

Max Rodriguez Madera County Board of Supervisors

Gary Serrato Fresno Irrigation District

Ted Smalley Representative, San Joaquin Valley Regional Policy Council

James Tague E&B Natural Resources Management Corporation

Meeting Schedule

ADMINISTERED BY

2014-2015 Meeting Schedule for Board of Directors TENTATIVE

2014

DATE COUNTY

March 21 Merced

June 20 Tulare

September 19 Fresno

December 5 Madera

2015

DATE COUNTY

March 20 San Joaquin

June 19 Kings

September 18 Kern

December 4 Stanislaus

Please note this is a tentative schedule.

• Meetings are typically scheduled on the third Friday of the month on a quarterly basis, with the exception of December which has been scheduled the first week of that month.

• Meetings are typically scheduled from 10am to 3pm.

Board Member Duties

Membership Renewal Letter

5010 N Woodrow Ave. 2nd Floor, M/S WC 142 Fresno, California 93740

559.294.6021 p 559.294.6024 f

www.sjvpartnership.org

ADMINISTERED BY

Membership Renewal January 2014 Dear New Partnership Board Members: It is my pleasure to welcome you to the board of directors of the California Partnership for the San Joaquin Valley (Partnership). We thank Governor Brown, his staff and the Cabinet Secretaries for their role in getting these appointments finalized; full Valley representation is vitally important to the success of the Partnership. Attached is a document that outlines the composition and status of the current Board. You will notice a number of positions pending appointment, several members serving under expired terms and members whose terms that will expire at the end of this year. Your participation is critical to the work of the Partnership and I’d like to take this opportunity to encourage anyone with an expired term who has not already done so to reapply online for your position as soon as possible. The process is simple: complete the online application located at: http://gov.ca.gov/s_appointmentsapplication.php. When you have submitted your application online please let me know so we can encourage the process wherever possible. For members whose terms expire this year, I encourage you to reapply in September or October. Be sure to click the “Submit Application” button to ensure that your application has been submitted. You will see this note at the end of the application:

NOTE: If you are not taken to the next page after hitting "Submit Application" then your app has not been submitted and you will need to fix any errors in the app before trying again. Please DO NOT print out this page and mail/fax it into (the appointments) office as you cannot be considered for appointment until your app is successfully submitted online. Thank you.

As you know, the Partnership is an unprecedented effort to bring together public and private leaders and resources to address economic, environmental and social issues in the San Joaquin Valley and thanks to your participation and support we are seeing the impact. Best regards,

Mike Dozier

http://gov.ca.gov/s_appointmentsapplication.php

Duties & Responsibilities

ADMINISTERED BY

Roles and Responsibilities of Directors

Objectives of the Board Organizational Structure The Partnership board identified the following objectives for an organizational structure to implement the Strategic Action Proposal:

• Ensure continuity of leadership and commitment from all levels of government. • Focus on regional challenges and engage stakeholders region wide in implementation actions. • Leverage existing resources for greater impact. • Foster trust and commitment from existing organizations and civic leaders. • Provide mechanisms by which existing organizations can take ownership for implementation. • Ensure accountability for outcomes and progress.

Characteristics of the Partnership Board Organizational Structure The Partnership board further determined that an organizational structure for implementation of the Strategic Action Proposal should have the following characteristics:

• Establish a public-private partnership bringing together government and the citizenry to jointly tackle priority challenges.

• Involve high-level officials from local, regional, state, and federal governments. • Ensure sustained, ongoing commitment and involvement from state and federal administrations

to continue focused attention and targeted resources. • Align and connect the implementation efforts to existing organizations. • Provide a legally constituted entity with explicit accountability for progress and responsibility for

public reports.

Goals of the Board

• Ensure continuity of leadership of the Partnership under changing gubernatorial administrations. • Maintain the private-public nature of the Partnership and set an expectation that neither the

private nor the public sector will have less than 40 percent representation on the board. • Maintain a board attendance expectation of at least 50 percent of board meetings. • Ensure the requirement for a super-majority vote on all board actions. • Allow the board to appoint committees as required. • Authorize the board to designate appropriate fiscal agents to receive funds on behalf of the

board.

PARTNERSHIP BOARD OF DIRECTORS: ROLES AND RESPONSIBILITIES PAGE 2 OF 3

Board of Directors Meetings and Participation

The Partnership Board of Directors meets quarterly at locations throughout the San Joaquin Valley. It is essential to continue rotation of board meetings throughout the eight-county area to ensure the entire Valley is included. The quarterly board meetings generally run from 10am to 3pm, with a working lunch. In 2010, the board made a concerted effort to include a discussion panel including members of the local private sector to discuss issues impacting their community that the board may be able to assist them with. Additional agenda items include presentations on projects relating to our work groups such as Water, Economic and Workforce Development, Advanced Communications Services, Sustainable Communities, and other projects of regional significance. FPPC Form 700 See Form 700 Requirements for details

As a Partnership board member, whether public or private, you must comply with the disclosure and disqualification provisions of the state's Political Reform Act. This law is enforced by the Fair Political Practices Commission (FPPC) and requires that board members file within 30 days of their appointment and, annually thereafter, file a financial disclosure statement known as a Statement of Economic Interests (FPPC Form 700). There are three types of documents you will be required to submit: 1. Assuming Office Statements: Within 30 days of assuming office this year 2. Annual Statements: On April 1 of each year 3. Leaving Office Statement: Within 30 days of vacating office. Website for Form 700 (Cover Page is page 5): http://www.fppc.ca.gov/forms/700-09-10/Form700-09-10.pdf You will find necessary forms, instructions and FAQs on the FPPC website located at www.fppc.ca.gov.

http://www.fppc.ca.gov/forms/700-09-10/Form700-09-10.pdf

http://www.fppc.ca.gov/


Secretariat Staff The Office of the Community and Economic Development at Fresno State (OCED) is the Secretariat for the Partnership. We currently have 12 staff members:

Mike Dozier, Executive Director

Stacie Dabbs, Associate Director - Operations

Ismael Herrera, Associate Director - Funding

Shelby Gonzales, Finance Director

Jason Waters, Director - Community & Regional Planning Center

Melanie Allen, Administrative Support Coordinator

Angelica Cano, Communications Assistant

Silas Cha, Project Manager

Eduardo Gonzalez, Project Manager

Marcia Martin, Communications Coordinator

Wilma Satterberg, Fiscal Analyst

Philip Siegrist, Research Assistant OCED provides support to the Partnership in a variety of capacities:

• Executive level staffing to the Executive Committee and board • Applying for funding to sustain the Partnership and its work groups • Managing and planning quarterly board meetings, reports and communications • Managing grants (currently EDA) • Planning and overseeing an annual report • Providing communication between the board, stakeholders and nine work groups covering

specific topics of concern for the Valley through email blasts, newsletters and website • Identifying, building, maintaining key relationships with legislative offices; acting as a liaison

between legislative staff and work groups • Identifying, tracking and researching key state and federal legislation

Form 700 Requirements

PAGE 1 OF 2

FPPC Form 700 Requirements

Fair Political Practices Commission: Statement of Economic Interests (Form 700)

The Political Reform Act requires public officials to disclose assets and income which may be materially affected by their official actions. The Act requires governmental agencies to ensure that their public officials (board/commission members, employees and consultants) disclose their interests on or before the statutory deadline. Filing officers must supply a Statement of Economic Interests (Form 700) to those officials who have assuming, initial, annual and leaving office filing obligations and notify filers who have failed to file. These guidelines provide a suggested timeline for notifications to individuals who must file an annual statement of economic interests. An enforcement referral must be made if a statement is not filed and suggested procedures are provided.

(Regulations of the Fair Political Practices Commission, Title 2, Division 6, California Code of Regulations.) § 18722. Filing Assuming and Leaving Office Statements of Economic Interests; Alternates and Designees.

(a) For the purposes of Government Code sections 87202 and 87302: (1) The date of assuming office is the date that a person either: (A) Is authorized to serve in the position, as by being sworn in; or (B) Except in the case of an elected official who is required to be sworn into office, begins to

perform the duties of the position, as by making, participating in making, or attempting to use his or her official position to influence a governmental decision; whichever occurs earlier.

(2) For the purposes of Government Code sections 87202(a) and 87302(b), the date that a person is appointed or nominated to an office is the date the appointment or nomination is submitted to the confirming body.

(b) The date that a person permanently leaves office, for the purposes of Government Code sections 87204 and 87302, is the date that the person is no longer authorized to perform the duties of the office, and stops performing those duties, including making, participating in making, or attempting to use his or her official position to influence any governmental decision. For purposes of this subdivision, a person shall not be deemed to have left office permanently because he or she is on a leave of absence or serves as an intermittent employee. However, a person shall be deemed to have left office permanently if the person merely receives compensation for; accrued leave credits.

(c) Every person who holds an office specified in Government Code sections 87200 or 87302, subdivision (a), as an alternate or as a designee, shall be required to disclose his or her economic interests in the same manner as any other person holding the office. Note: Authority cited: Section 83112, Government Code. Reference: Sections 87202, 87204 and 87302, Government Code.

HISTORY 1. New section filed 10-11-2005; operative 11-10-2005 (Register 2005, No. 41). For prior history, see Register 77, No. 14.

PAGE 2 OF 2

Form 700 Filings

Statements of Economic Interests (SEIs or Form 700s) are an important means for the official that files them, the media, and the public to help gauge where potential conflicts of interest may exist. These state mandated forms include information about the sources of an official's income, investments, business positions, real property holdings and gifts. Merely reporting an economic interest is not a conflict in itself; a conflict arises when an official governmental decision, made by the official, impacts their economic interests.

One of the key themes of the Political Reform Act of 1974 is that documents such as SEIs and campaign statements are filed at the most decentralized level. This made sense at a time when it was easier to walk down to the City Clerk's office; but with the Internet, there is greater access to these documents if they are maintained on a single website. Statements for local officials are first filed with the local agency and then sent to the FPPC. The FPPC relies on the local agencies to ensure that the rosters are up-to-date. The Commission hopes you find this resource useful. Please continue to check back as we update these pages.

Due to privacy concerns and out of an abundance of caution, the SEIs posted on the Commission's website have the address, telephone and signature blocks redacted. Copies of the original forms are available for review or duplication.

FPPC Toll-Free 1-866-ASK-FPPC (1-866-275-3772) Monday and Tuesday 9:00am - 11:30am & 1:30pm - 3:30pm Wednesday and Thursday 9:00am - 11:30am

Form 700 Contact & Mailing Address Office of Community & Economic Development Attn: Mike Dozier 5010 N. Woodrow Ave., M/S WC-142 Fresno, CA 93740


559.294.6021 p 559.294.6024 f


ADMINISTERED BY

Sample Assuming Office Letter

January 2014 To: Newly Appointed Partnership Board of Directors Re: Form 700 Information for Partnership Board Members - Due February 2014 Welcome to the Board of Directors of the California Partnership for the San Joaquin Valley (Partnership). The California Fair Political Practices Commission requires that all newly appointed members provide an assuming office Form 700 which must be postmarked within 30 days of your being sworn in. Attached to this message are copies of the explanatory pamphlet and the Form 700. The pamphlet and form can also be found online at: http://www.fppc.ca.gov/forms/700-12-13/RefPamphlet12-13.pdf and http://www.fppc.ca.gov/forms/700-12-13/Form700-12-13.pdf The form in Excel format be downloaded here: http://www.fppc.ca.gov/forms/700-12-13/Form700-12-13.pdf Please remember to only attach the applicable Cover Page and Schedule(s) and do not include instructions and schedules that are not applicable to you. To help expedite the processing of your forms and alleviate the need to file a Form 700 Amendment, required if any edits are made to the original Form 700 filing, please ensure that you:

1. Submit the originally signed Form 700 Cover Page (with the correct page total noted and appropriate Schedule boxes checked).

2. Attach all Schedules (with your name in upper right hand corners) and complete each section.

3. Double-check that each form is complete.

4. Do not include pamphlet pages or blank Schedules in the total filing (page number).

http://www.fppc.ca.gov/forms/700-12-13/RefPamphlet12-13.pdf

http://www.fppc.ca.gov/forms/700-12-13/RefPamphlet12-13.pdf





Statements received after the due dates are subject to a fine of $10.00 per day (maximum not to exceed $100). In addition, late and non-filers are subject to additional enforcement action by the FPPC. For technical assistance, please go to www.fppc.ca.gov . You may mail your Form 700 filings, with original signature, directly to our office: California Partnership for the San Joaquin Valley Attn: Melanie Allen 5010 N. Woodrow Ave, M/S WC-142 Fresno, CA 93740 The filing of the Form 700 is an annual event and you will be reminded of the requirement when your next filing is due. Thank you for your prompt response to this request; I look forward to seeing you at the next board meeting. Best regards,

Mike Dozier Lead Executive

Hosting a Board Meeting


559.294.6021 p 559.294.6024 f


ADMINISTERED BY

To California Partnership for the San Joaquin Valley Board Members

From Mike Dozier, Lead Executive

Subject Hosting the Quarterly Meeting

Dear Board Members, Since its inception, the California Partnership for the San Joaquin Valley (Partnership) has held its quarterly board meetings in different counties and locations up and down Valley. It has been the practice that a Board member from the host county arranges for a location for the Board meeting and for catering of beverages and lunches. More importantly, we rely on you to set up a panel for the Board meeting to discuss issues of concern for your county. This is an opportunity for your local government and business community to bring up issues, programs or projects of which you would like the state officials and Valley delegation to be aware. In essence, what would you like the board to know more about today? I realize all of this can be rather overwhelming, but rest assured that we are here to help you. Melanie Allen is well-versed in working with our hosts and in providing support in location layout and meeting arrangements and is here to help you in any way she can. We hope you will embrace the opportunity to host a meeting and showcase the successes and challenges of your county, communities and residents. Sincerely,

Mike Dozier Lead Executive

Information Sheets

The Partnership Set in motion with an executive order in June 2005 (S‐5‐05), the California Partnership for the San Joaquin Valley is an unprecedented public‐private partnership sharply focused on improving the region’s economic vitality and quality of life for the almost 4 million residents who call the San Joaquin Valley home. The Partnership is addressing the challenges of the region by implementing measurable actions on economic, environmental, and social levels to help the San Joaquin Valley emerge as California’s 21st Century Opportunity.

Three executive orders renewed the Partnership: S‐22‐06, November 2006; S‐17‐08, December 2008; and S‐10‐10, July 2010, which implemented governance changes and continued the Partnership indefinitely.

History Recognizing both the great potential of the region and the current challenges, Governor Schwarzenegger formed the

California Partnership for the San Joaquin Valley in June 2005. As the governor stated in his Executive Order, “The strength of

California is tied to the economic success of the San Joaquin Valley.” Led by an appointed, 40‐member board, the Partnership

engaged hundreds of people in the eight‐county San Joaquin Valley to focus on action strategies, and the board released its

Strategic Action Proposal in October 2006. Governor Schwarzenegger and the state Legislature approved $5 million in the

State Budget for 2006‐2007 to jump‐start implementation of the Strategic Action Plan.

Six Initiatives of the Partnership

California’s 21st Century Opportunity

The Region The eight‐county region encompasses

62 cities, extends 250 miles from San

Joaquin County in the north to Kern

County in the south, and continues to

be one of the fastest growing regions in

California. Size alone does not set this

region apart–the San Joaquin Valley has

vast resources.

Agricultural powerhouse – $20

billion in agricultural value earned

annually in eight‐county region

Gateway to three world‐class

national parks

Home to important natural

resources – oil and natural gas fields,

vast wetlands, and unique plant and

animal communities

System of rivers that drains the

Sierra and joins the San Joaquin

River as it flows through the region

The Challenges The San Joaquin Valley has persistent problems of poverty, environmental

degradation, and social separation, as evidenced by consistent under‐

performance compared to California, overall:

Average per capita income, 32 percent lower*

Number of college graduates (over age 25), 47 percent less**

Violent crime (per 100,000 persons), 25 percent higher***

Access to health care (primary care physicians per 1,000 persons), 45 percent lower****

Air quality has improved in the San Joaquin Valley yet is reported as still one of the worst metropolitan areas in the nation*****

*U.S. Department of Commerce, U.S. Bureau of Economic Analysis, 2011

**U.S. Department of Commerce, U.S. Census Bureau, American Community Survey, 2010

***California Department of Justice, 2010

****California Department of Finance, Demographic Research Unit, 2010

*****11 U.S. Cities with the Worst Air Pollution, Health Magazine (online), 2013. Modesto, Fresno,

Hanford, Visalia, and Bakersfield are reported as five of the 11 cities.

The Opportunity The Partnership has a unique opportunity to provide a world‐class region with a

diversified economy, a healthy environment, and a high quality of life for all

through collaboration on a scale that has not been done before. Experts and

leaders are building on the region’s strengths to create opportunity – California’s

21st Century Opportunity.

Cutting‐edge, state‐of‐the‐art, renewable energy systems to support

communities and industries

Mobility for people and commerce in new ways

New model of economic development that supports agriculture and a

healthy environment with clean air and plentiful, clean water

Diversified, globally competitive economy with a skilled workforce

PreK‐12 public school system that supports student achievement and

prepares children for success in college and career

High‐quality, accessible health and human services

The Work The Partnership has brought together experts and leaders committed to

sustainable economic development, environmental stewardship, and human

advocacy. The Partnership is focused on action around10 work groups: advanced

communications services; air quality; economic development; energy, health and

human services; higher education and workforce development; housing; PreK‐12

education; sustainable communities; and water quality, supply and reliability.

Administered by

Office of Community and Economic Development California State University, Fresno

Mike Dozier, Executive Director Email: [email protected]

5010 N. Woodrow Avenue Suite 200, M/S WC 142 Fresno CA 93740

(559)294‐6021 office (559)294‐6024 fax

January 2013

Advanced Communications Services Work Group

Challenge

High-speed broadband telecommunications access is critical for businesses to thrive in the global marketplace and for San Joaquin Valley residents to access services and education. Adoption rates continue to be low when compared to other parts of the state and must be increased in order to reduce the digital divide and provide for increased employment opportunities. Affordable basic training also continues to be scarce, especially in rural communities, and access to digital literacy is critical for our residents moving forward.

Opportunity The California Public Utilities Commission awarded the Partnership funding to convene the San Joaquin Valley Regional Broadband Consortium in order to engage stakeholders to facilitate the deployment and utilization of broadband and information technology throughout the region. Focus The San Joaquin Valley Regional Broadband Consortium focuses on facilitating the use of regionwide, advanced communications. Recognizing that high-speed Internet, broadband telecommunications access is essential in doing business and accessing services, the Consortium is promoting greater deployment and use in the underserved San Joaquin Valley. Success for the San Joaquin Valley January 2008 – California Broadband Task Force Report released. According to

the report, many Advanced Communications Services Work Group objectives have been completed.

Broadband access rates are now more than 90%. CAT telemedicine model project plan in place. Health center project plan in place. Electronic health records implementation forthcoming. Exploring opportunities for water efficiency through the development of a

strategic agricultural pilot site.

About the Partnership Set in motion by an executive order in June 2005 and renewed in November 2006 and in December 2008, the California Partnership for the San Joaquin Valley is an unprecedented public-private partnership sharply focused on improving the region’s economic vitality and quality of life for the 3.9 million residents who call the San Joaquin Valley home. The Partnership is addressing the challenges of the region by implementing measurable actions on economic, environmental, and social levels to help the San Joaquin Valley emerge as California’s 21st Century Opportunity. On July 1, 2010, the Partnership was extended indefinitely with Executive Order S-10-10. Work Groups The Partnership is organized into 10 work groups, convening leaders and experts from throughout the region to implement the 10-year Strategic Action Plan adopted by the Partnership board in October 2006. The work groups include advanced communications services; air quality; economic development; energy; health and human services, higher education and workforce development; housing; preK-12 education; sustainable communities; and water.

July 2013

Action Expedite the provision of broadband access in all areas of the San Joaquin Valley. • Create an organizational infrastructure with a goal to "Facilitate the deployment and utilization of advanced

communications services and information technology throughout the region." • Develop a strategic plan for broadband infrastructure aimed at increasing access to broadband. • Inform over 300 elected officials from the 8-county region about the benefits of ubiquitous access to broadband and

provide model policies and other tools to help facilitate deployment. • Identify communities and neighborhoods without affordable connections to delivery of broadband. • Increase deployment of broadband by current and prospective service providers. • Identify and seek all available funding for deployment of broadband. • Leverage unused bandwidth for the benefit of the greatest number of users. • Increase utilization of broadband by all residents.

Promote accessibility and utilization of broadband in targeted underserved communities and populations. • Increase availability of affordable broadband in unserved and underserved areas of the San Joaquin Valley, including rural

communities. • Foster demand for broadband access in underserved and disadvantaged communities, with a focus on the rural areas. • Develop and implement plan to ensure high school students graduate with the basic computer literacy skills. • Assist in the expansion of public locations for access to broadband to help disadvantaged residents and businesses to

bridge the digital divide. Expand and replicate successful model programs through 2 regional forums to increase access to broadband and information technology to bridge the digital divide. • Develop and implement a plan to expand and replicate the most successful strategies and programs to bridge the digital

divide. Accelerate deployment of broadband infrastructure through telemedicine and Telehealth technology. • Develop and implement a telemedicine and telehealth plan to connect health clinics with medical centers. Work with neighboring regional consortia, such as Valley Vision and Eastern Sierra Connect, to ensure the development of a cohesive infrastructure.

• Share plans among neighboring regional consortia as developed.

Advanced Communications Services Work Group


San Joaquin Valley Regional Broadband Consortium Phillip Siegrist Research Assistant Office of Community & Economic Development California State University, Fresno Email: [email protected]

5010 N. Woodrow Avenue Suite 200, M/S WC142 Fresno, CA 93740 (559) 347-3927 Direct (559) 294-6021 Office

Administered by

Air Quality Work Group

Challenge The San Joaquin Valley’s air quality is among the worst in the nation, having a significant impact on the health of its residents and the economy. The Valley has one of the highest rates of respiratory ailments and mortality rates attributable to air pollution in the nation. In addition, the air quality has an adverse effect on the region’s economic growth, making it difficult to attract and retain workers and businesses.

Opportunity Make it possible for residents to enjoy healthy air by removing the adverse impacts of poor air quality and improving the quality of life.

Focus The Air Quality Work Group focuses on improving the quality of the San Joaquin Valley’s air through bold and sustainable actions that will enable residents to enjoy healthy air. The goals of the work group are to achieve air quality compliance set by the Environmental Protection Agency (EPA); establish the Valley as a national leader in air quality management; and engage Valley residents in a clean air strategy that includes monitoring, reporting of performance, and accountability.

Success for the San Joaquin Valley The San Joaquin Valley Air Pollution Control District (District) partnered with

Valley clean Air Now (CAN) to implement Tune in Tune Up (TITU) events throughout the Valley. The events are designed to provide vehicle emissions tests and vehicle repairs to Valley residents at little or no cost. More than 5,000 vehicles were screened and almost 2,900 vehicle repair vouchers were issued.

The District continued the Burn Cleaner Program that provides incentives for San Joaquin Valley residents to reduce emissions from wood burning devices by replacing them with cleaner gas devices, clean burning pellet devices or cleaner burning EPA Phase II certified wood burning devices. This program reduces emissions from wood burning devices that are released into the Valley air, and provides residents with cleaner devices for their homes.

Through the Proposition 1B program, the District has offered contracts to replace or retrofit 237 trucks. These efforts have resulted in significant reductions in both oxides of nitrogen and particulate matter pollution.


January 2013

Action Achieve U.S. Environmental Protection Agency (EPA) standards for eight-hour ozone and PM2.5 • Negotiate with U.S. EPA to address federal constraints on alternative compliance emission reduction programs. • Negotiate with U.S. EPA to allow State Implementation Plan (SIP) credits for incentive programs. • Work with the Air Resources Board (ARB) to identify criteria for incentive programs in the Valley.

Encourage EPA adoption of tighter federal emission control standards • Recommend that ARB work with U.S. EPA to ensure that On- and Off-Road Heavy Duty Vehicles and equipment comply

with applicable new and in-use emission standards. • Encourage U.S. EPA to develop the strongest emission control standards for locomotives. Negotiate with railroads to

ensure early introduction of the cleanest locomotives into the San Joaquin Valley fleet.

Implement incentives to accelerate adoption of air quality improvement technologies • Establish Air Quality Mitigation Zones (state level designation). • Establish Air Quality Empowerment Zone (Federal level designation). • Establish and fund a 5-year program to scrap and replace approximately 6,000 gross polluting passenger vehicles per

year and achieve 20 tons/day emissions reduction over 5 years. • Establish and fund a 5-year program to scrap and replace approximately 7,500 heavy duty diesel trucks per year and

achieve 60 tons/day emissions reduction over 5 years. • Establish and fund a 5-year scrap and replace program for off-road equipment to achieve 10 tons/day emissions

reduction over 5 years. • School Bus Fleet Modernization.

Promote clean energy projects • Work with the Energy Work Group to implement and promote clean energy projects in the Valley, including a community-

choice energy aggregation project and a net metering program

Improve transportation mobility and goods movement • Work with the Transportation Work Group to support surface transportation improvements, goods movement

infrastructure improvements, and public transportation improvements

Encourage “green” local government policies and sustainable communities • Accelerate the use of clean energy technologies in local governments and state operations • Include criteria for impacts on air quality for coal government and state contracts • Work with Land Use, Agriculture, and Housing Work Group to support development and adoption of efficient land use

patterns and green building standards

Accelerate research on emission-reduction strategies and clean-air technologies • Work with the Energy Work Group to support research on agricultural PM10, PM2.5 and ROG emissions, dairy emissions

sources, renewable energy, and alternative fuels

Improve public understanding of air quality issues and solutions

Air Quality Work Group


The Maddy Institute California State University, Fresno Mark J. Keppler Executive Director Email: [email protected]

5241 N. Maple Avenue M/S TA43 Fresno, CA 93740 (559) 213-0808 Cell (559) 278-1133 Office (559) 278-1167 Fax

Administered by

Economic Development Work Group Challenge The San Joaquin Valley has been consistently plagued with high levels of unemployment and poverty. The Valley’s average per capita income is 32.2 percent lower than the rest of the state. The factors contributing to the Valley’s economy are numerous, complex, and interconnected. The Valley must shift to innovation-driven and value-added growth to sustain its economy.

Opportunity 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. Focus The Economic Development Work Group focuses on growing businesses in targeted industries that have comparative advantages in the San Joaquin Valley – agribusiness, including food processing, agricultural technology and biotechnology; manufacturing; supply chain management and logistics; health and medical care; and renewable energy. The group is working on several fronts to support the region’s economic health through facilitating investments in infrastructure and business incentives, aligning economic development efforts in the eight-county region, creating a climate that supports and promotes entrepreneurship, leading renewable and clean-energy efforts, and promoting the San Joaquin Valley as a tourist destination. Success for the San Joaquin Valley The San Joaquin Valley Comprehensive Economic Development Strategy (CEDS) was approved and finalized by the California Central Valley Economic Development Corporation Strategy Committee and U.S. Economic Development Administration. The CEDS will analyze the regional economy and serve as a guide for establishing regional goals and objectives, developing and implementing a regional plan of action, and identifying investment priorities and funding sources.


January 2013

Action Facilitate investments in infrastructure and incentives that support the economic vitality of the region. • Organize a new regional Economic Development District (EDD) for the San Joaquin Valley. The EDD will advance the

concerns and promote opportunities in the eight-county region and serve as a powerful engine to promote private sector investment and job creation.

• Establish and promote regionwide incentives. Align regionwide economic development efforts in support of target industry clusters: (1) agribusiness, including food processing, agricultural technology, and biotechnology; (2) manufacturing; (3) supply chain management and logistics; (4) health and medical care; and (5) renewable energy. • Work with PreK-12 Education Work Group on the Sector-Based Articulation deliverable of the WIA grant for high school

career and technical education (CTE) programs in high priority industries in three high schools in Kings, Fresno and Stanislaus Counties. Each high school will engage students in two of the target industry career education areas.

Create a dynamic, entrepreneur-producing economic climate in the San Joaquin Valley. • Work with the Lyles Center on the entrepreneurial deliverable of the WIA grant to establish a San Joaquin Valley network

of Entrepreneurship Centers (E-Centers). Located at Reedley College, Bakersfield College, and the University of Pacific, the E-Centers will enable the launch of new businesses and the creation of new jobs within Central Valley communities.

Accelerate the deployment and adoption of renewable and clean energy in the San Joaquin Valley. • Continue to work with sitting renewable energy companies and cluster industries. • Work with state officials to remove administrative barriers to clean energy deployment.

Economic Development Work Group


California Central Valley Economic Development Corporation Jennifer Faughn, Executive Director

Email: [email protected]

2671A Oswell #137 Bakersfield, CA 93306 (661) 366-0756

Administered by

Energy Work Group Challenge

The Partnership recognizes the critical role that clean energy plays in the future of the San Joaquin Valley. The Valley’s air is among the worst in the nation–the creation and deployment of renewable and alternative energy sources are intimately tied to the health of Valley residents and its economy. A quality environment is one of the “three Es” of sustainable growth – prosperous economy, quality environment, and social equity.

Opportunity Promote energy use efficiencies and adoption of clean, renewable energy technologies to ensure a reliable supply, grow the economy, and improve air quality.

Focus The Energy Work Group focuses on promoting environmentally friendly renewable and alternative energy sources to ensure reliable supply in the San Joaquin Valley. The work group is leading efforts to help make the San Joaquin Valley self-sufficient in its development and use of clean energy. This includes increasing the efficiency with which our homes, farms, and businesses use energy and other resources and producing more electricity and fuel in the from renewable energy resources such as solar, wind and biomass.

Success for the San Joaquin Valley • VIEW, the local government partnership funded by Southern California Edison

Company and Southern California Gas Company, resulted in kWh reductions of 7,185,695 kWh and demand reduction of 10,184 kW in 2011.

• The Clean Energy Partnership, a regional program funded by U.S. Department of Energy through California Energy Commission and the San Joaquin Valley Air Pollution Control Board was completed in 2012 and resulted in $4M in energy efficiency investments in San Joaquin Valley communities; kWh reductions of 8,400,000 kWh; and 126 building energy retrofits.

• The Central California Community Colleges Committed to Change (C6) Consortium is helping redesign how community college students are trained to enter the clean energy workforce. The website www.wiasjvceo.org was developed and designed to be a useful resource for students, teachers and job seekers.


January 2013

Action Develop a comprehensive regional plan and implementation structure for efficient energy use and clean renewable technologies. • Develop a comprehensive regional clean energy plan for the San Joaquin Valley. • Seek an “increased share of “public goods charges revenue” for funding energy efficiency programs from CPUC in portion

to regional population.

Increase efficient energy use in all sectors. • Establish a Clean Vehicle Information Exchange Program. • Increase efficient energy use in rural communities. • Develop and implement program to encourage EnergyStar standards for new buildings. • Support adoption of green building ordinances by all local jurisdictions in the Valley. • Support project based learning in schools to demonstrate the positive role that clean energy can play in improving air

quality and reducing greenhouse gas emissions.

Advance energy self-sufficiency and grow the economy through development of clean, renewable technologies. • Work with state agencies to explore and demonstrate innovative approaches to increase use of renewable energy,

including trading of net metering credits, streamlining the requirement for interconnection to the grid, and structuring incentives for renewable energy production.

• Implement community choice energy aggregation projects.

Improve energy efficiencies in the management and use of water. • Convene a State summit to identify/adopt converged water-energy conservation activities. • Design and implement an innovative energy conservation program in water management to include education, diagnosis,

and repair/retrofit of equipment for agricultural, water delivery, and wastewater treatment facilities. • Design and implement an innovative energy conservation program in water management for urbanized communities.

Promote the region as an international leader for clean energy research, development, and use. • Work with economic development agencies at local, state, and federal levels to incubate, grow and attract clean energy

companies. • Work with community colleges, trade unions and Workforce Investment Boards to ensure that there is an adequately

trained workforce for the clean energy industry. • Encourage and support public and private agencies to use and showcase clean energy technologies. • Develop and implement innovative cutting-edge clean energy demonstration projects.

Energy Work Group


San Joaquin Valley Clean Energy Organization Courtney Kalashian Associate Executive Director Email: [email protected] Paul Johnson, President Paul Everett Johnson & Associates Email: [email protected]

4747 N. First Street, Suite 140 Fresno, CA 93726 (559) 240-3145 Office (206) 283-9184 Office

Administered by

Health and Human Services Work Group Challenge San Joaquin Valley communities experience poor health status and limited access to health care services. In comparing the 10 leading health indicators with health status, Valley residents appear to be worse than California as a whole in six indicators: adult overweight and obesity, adult tobacco use, motor vehicle deaths, flu shots for elders, access to prenatal care, and air quality. Further, the San Joaquin Valley is notably underserved compared to the state as a whole on several indicators involved the health professional workforce. Increased attention to these needs is critical to the long-term improvement of health and social services outcomes in the San Joaquin Valley.

Opportunity As the fastest growing region in the state, there is opportunity for the San Joaquin Valley to strategically integrate health infrastructure into our communities via telehealth and telemedicine to realize our health and human services objectives in the region. Focus The Health and Human Services Work Group is geared at increasing health care coverage and access in the San Joaquin Valley, promoting Healthy Kids and other children’s health programs, developing urban-rural partnerships on obesity prevention, identifying workforce health care issues, and bolstering access to medical care via increased telehealth opportunities. Success for the San Joaquin Valley • Through innovative zoning policy, Fresno became the first city in the United

States to increase healthy food access by empowering neighborhoods to create their own farmers markets.

• In 2011, the Partnership was awarded a grant to develop a regional strategy for broadband implementation in the San Joaquin Valley. This project includes telehealth and telemedicine components.

• In 2010, UC Merced, in conjunction with the UC Davis School of Medicine, launched a medical student training program in the Valley as part of the UC Merced San Joaquin Valley Program in Medical Education. Students entered the program in fall 2011.

Mission Achieve improved health status and well-being by promoting healthy lifestyles, nurturing safe communities, providing timely access to necessary health care and social services, and embracing the cultural diversity of the region. Action Plan: Near-Term Priorities • Improve delivery of health and medical care services through the use of information technology, eHealth and telemedicine. • Establish a medical education program at the University of California, Merced within 10 years.

Action Plan: Long-Term Objectives • Develop and implement programs to promote self-sufficiency among disadvantaged populations. • Establish a Central Valley Nursing Education Consortium. • Provide incentives for difficult to recruit health and medical professionals. • Enhance public health management capabilities. • Develop a regional plan to address the needs of the uninsured. • Develop comprehensive methamphetamine education, treatment and law enforcement programs. • Support and promote pro-active foster care prevention services. • Enhance access to appropriate social services to adults and older adults. • Consider alternative funding methods in distributing new grant resources.

January 2013


Health and Human Services Work Group



Silas Cha Project Manager Email: [email protected]

5048 N. Jackson Lab School Rooms 109-110 M/S LS 138 Fresno, CA 93740

(559) 278-6119 Office

Administered by

Higher Education and Workforce Development Work Group Challenge The San Joaquin Valley’s economic success depends on a skilled workforce prepared for knowledge-based jobs. However, the education gap of Valley residents is significant – U.S. Census shows that only 15 percent of adults (during 25 years) have a bachelor’s degree compared to 28 percent statewide. The need for meaningful collaboration between higher education institutions and industry has never been more critical to develop a skilled workforce.

Opportunity Expand higher education opportunities and develop the workforce preparation infrastructure to support sustained, long-term economic vitality. Focus The Higher Education and Workforce Development Work Group focuses on aligning workforce development resources to the needs of target industries that are thriving in the San Joaquin Valley – agribusiness, manufacturing, supply chain management and logistics, health and medical care, and renewable energy. The work group recognizes the need for an educated workforce in the Valley and is working to create a college-going culture that prepares students for success in the workplace. Success for the San Joaquin Valley HIGHER EDUCATION • Central Valley Higher Education Consortium received a grant from California

Education Policy Fund to bring faculty and administrators together from Central Valley community colleges and K-12 districts to align curriculum, identify college-readiness achievement, and coordinate readiness assessment.

• Central California Community Colleges Committed to Change (C6) was awarded a $19.9 million Trade Adjustment Assistance Community College and Career Training (TAACCCT) grant by the U.S. Department of Labor to provide training in new careers for the unemployed in high-demand areas: health care, agriculture/manufacturing, and alternative energy.

• Degree Completion Initiative was implemented to increase completion and success rates, coordinate mechanisms to improve educational access, particularly in the pathway from high school, to community colleges, to four-year institutions, and to assessment.

WORKFORCE DEVELOPMENT • Second increment of the Regional Economic Impact National Emergency Grant

($3,435,544) was implemented. The Central California Workforce Collaborative was awarded the grant in March 2010. Displaced workers (both unemployed and underemployed) in San Joaquin Valley counties have been given access to vocational training and placement services in high-demand, high-wage industries.

• Valley Legacy successfully concluded March 2012. This valuable work was made possible by CCWC partnering with the Partnership to obtain the Workforce Investment Act (WIA) Discretionary Funds award of $2 million, received in 2009. Eleven program sites were established; 1,200 participants were served including 380 WIA-enrolled clients.

• A $200,000 Regional Industry Clusters of Opportunity Grant was awarded to CCWC to work with the health care industry to identify and implement strategies and solutions to address its most critical workforce and economic development needs.

January 2013

Action HIGHER EDUCATION

Provide services to 1,000 targeted students

Provide counseling, career coaching, and academic planning.

Ensure students receive academic assessment plans and understand their interest areas and potential.

Direct assistance to students with college applications

Increase college enrollments

Monitoring and Evaluation

Develop a college-going culture in the San Joaquin Valley • Improving educational access • Increase availability of financial aid information • Organizational Development • Continue building and maintaining an effective governing

board. • Strategic Plan: Implementation and refinement • Sustainability

WORKFORCE DEVELOPMENT

Create a demand-driven workforce investment system that supports target clusters. • Align workforce development resources to support target

industry clusters. • Occupational analysis of key jobs in target industries. • Web-based inventory of vocational training and “gap

analysis.” • Regionwide business intelligence tool. • Address workforce supply on a regional basis. • Align career technical education with target industries. • Establish the San Joaquin Valley Workforce Consortium. • Align the efforts of the San Joaquin Valley’s economic

development corporations, San Joaquin Valley Workforce Consortium, and Central Region Consortium.


Higher Education and Workforce Development www.sjvpartnership.org

HIGHER EDUCATION Central Valley Higher Education Consortium California State University, Fresno

Barbara Hioco, Executive Director Email: [email protected] UC Merced Center 550 E. Shaw Avenue, Suite 100 Fresno, CA 93710 (559)292-0576 Office

WORKFORCE DEVELOPMENT Central California Workforce Collaborative

Blake Konczal, Executive Director Fresno Regional Workforce Investment Board Email: [email protected] 2125 Kern Street, Suite 208 Fresno, CA 93721 (559)490-7102 Office

Administered by

Housing Work Group

Challenge The San Joaquin Valley has long suffered as the epicenter of the nation’s housing crisis. As of December 2011, unemployment rates ranged between 14.7% in Madera County to 18.7% in Merced County, well above state and national averages. Poverty rates are also some of the highest in the nation, ranging from 15.7% in San Joaquin County to 24.6% in Merced County, as of the 2010 census. Additionally, several valley cities have consistently ranked in the top five hardest hit foreclosure areas in the nation, with 1 in every 140 housing units in San Joaquin County in foreclosure in January 2012. These already sizeable challenges have been exacerbated by the loss of redevelopment agencies and consistent budgetary uncertainty among local agencies.

Opportunity The San Joaquin Valley Housing Collaborative is a non-profit organization formed as a regional body to address housing issues in the eight county region of the San Joaquin Valley. The Collaborative not only serves as a forum to discuss the Valley’s long and short term housing goals, it also serves as an invaluable tool for the region to organize as one voice when communicating with state and federal policy makers and regulatory agencies. This organization is an unprecedented forum for our region to work together in addressing the effects of the foreclosure crisis. Additionally, the recent loss of redevelopment agencies has precipitated increased dialogue among stakeholders about permanent funding sources for affordable housing. While there are many challenges, there is opportunity to leverage resources and facilitate new, innovative partnerships for promoting affordable housing through the San Joaquin Valley Housing Collaborative and its partners. Focus The San Joaquin Valley Housing Collaborative focuses on regional solutions to promote affordable housing via dialogue among state, local, and federal stakeholders. Success for the San Joaquin Valley • In May 2012, the San Joaquin Valley Housing Collaborative held an Affordable

Housing Summit, an event geared at engaging the valley’s local communities to outline long-term affordable housing strategies.

• In March 2012, Visalia-based nonprofit organization Self-Help Enterprises received a $5 million USDA grant to help 200 Tulare County families build their own homes.

• In September 2011, the CSU Fresno Office of Community and Economic Development and California Coalition for Rural Housing launched the Pathways to Rural Economic Progress project, funded with a $175,105 matching grant from the USDA Rural Community Development Initiative, to provide capacity-building training and technical assistance to up to 16 San Joaquin Valley rural communities with serious housing and economic development needs.

• Via the San Joaquin Valley Small Communities Network and CSU Fresno Rural Development Center, a series of training workshops with leading expert in the field were delivered to rural cities and incorporated communities on downtown revitalization, sewer and water improvements, and grant writing.

Mission Increase, preserve and improve the supply of affordable and workforce housing in the San Joaquin Valley, defined as the eight-county region including Merced, Stanislaus, Madera, Fresno, Kings, Tulare, Kern, and San Joaquin.

Action Plan: Near-Term Priorities

• Work with local, state, and federal stakeholders to develop a long-term, regional funding solution for affordable housing in the San Joaquin Valley, such as a revolving loan fund.

• Secure funding for a Housing Collaborative Executive Director to oversee the day-to-day administration of the organization.

January 2013

Action Plan: Long-Term Objectives

• Serve as the Housing Work Group for California Partnership for the San Joaquin Valley, providing a regional forum to discuss housing policy issues and regional strategies.

• Establish and support a broad network of partners to promote and increase the development of affordable and workforce housing in the Valley.

• Develop and serve as a resource for information and expertise to increase investments in affordable and workforce housing in the Valley.

• Preserve privately owned, federally subsidized housing that is at-risk of converting to market rents

• Ensure that the Valley is maximizing value received from available federal, state and local housing programs.

• Communicate and demonstrate how the Valley can lead efforts to implement innovative strategies in creating affordable housing that is aligned with environmentally sound principles of sustainable development and the preservation of farmlands and natural habitats in the Valley.

• Serve as a source of technical assistance and advocacy to and for local jurisdictions in order for them to achieve their goals as stated in the housing elements of their general plans.

• Receive, hold and distribute funds solely for the general and specific purposes of the corporation and as authorized by federal and state laws.

• Serve as regional housing entity to partner in regional collaborations.


Housing Work Group: San Joaquin Valley Housing Collaborative



Stacie Dabbs Associate Director Email: [email protected]

5010 N. Woodrow Avenue Suite 200, M/S WC142 Fresno, CA 93740

(559) 347-3918 Direct (559) 294-6021 Main

Administered by

PreK-12 Education Work Group

Challenge Students in the San Joaquin Valley lag behind in academic performance – about 60 percent of Valley students from 2nd grade through 11th grade do not meet the state’s proficiency levels in math and reading. Valley students are at a disadvantage in being adequately prepared for college with only 26 percent completing UC and CSU eligibility coursework and only 23 percent taking the Scholastic Aptitude Test (SAT).

In addition, career and technical education programs struggle to adequately prepare students for success in careers after high school.

Opportunity Implement policies and programs through public-private partnerships to ensure equal access to educational opportunities and resources that will improve academic performance for all children. Focus The PreK-12 Education Work Group focuses on improving the academic achievement of all students in the Valley. The work group is leading the effort to ensure all students have access to educational opportunities and resources through public-private partnerships and best-practice programs to prepare students for success in college and career. Success for the San Joaquin Valley • Workforce Investment Act grant deliverables for Sector-Based Articulation and

English Learner Institutes completed with pilot projects conducted in Stanislaus, Merced, Fresno, and Kings counties at five high schools and one adult school. Established six new career education classes related to high-priority industry sectors in four high schools, impacting more than 390 students, showing them new career options and introducing them to industry representatives. Worked to enhance systems and instruction for more than 300 English Language Learner students resulting in improved language skills and knowledge of careers and college

• Fourth annual Exemplary Practices in Education Leadership Conference in January 2012 with attendance by more than 500 pre-kindergarten through college-level educational leaders from throughout the region.

• Rural Schools Network expanded to provide professional development for educational leaders in 14 districts from Merced, Fresno and Kings counties, providing an opportunity to collaborate with multiple county offices of education and higher education institutions allowing CVELI to offer more than 15 major events, impacting more than 2,000 educational leaders in the San Joaquin Valley.


August 2013

Action Increase the achievement level of students, schools and school districts in the San Joaquin Valley. • Implement a school and school district support system through county offices of education. • Implement a curricular and instructional program to ensure all children are able to read at or above grade level. • Provide school choice, intra-district and inter-district options consistent with state and federal law. • Establish an executive leadership academy to train principals of low-performing schools in “turn-around” educational and

management services. • Coordinate and communicate regional positions regarding state and/or federal school reform. Develop a college-going culture in the San Joaquin Valley. • Support collaborations between school districts and the community colleges, CSU and UC systems. • Increase the rate of high school graduates completing courses for college admission. Implement a computer literacy initiative for K-12 students aligned with community college curriculum and/or business criteria/ workforce assessments. Align career technical education to target industry clusters. Examine data systems to meet needs of districts and higher education institutions in the region to enhance data collection, transference of information.

PreK-12 Education Work Group


Central Valley Educational Leadership Institute California State University, Fresno Dr. Marcy Masumoto, Project Director Email: [email protected]

5005 N. Maple Avenue, M/S ED303 Fresno, CA 93740 (559) 304-2190

Administered by

Sustainable Communities Work Group Challenge The San Joaquin Valley is one of the fastest growing regions in the state with its population expected to double by 2050. To support the anticipated growth of the region, the transportation system must be improved to attract capital investment, support economic development and embrace new technology to minimize impact on the Valley’s poor air quality. Additionally, by integrating land use and transportation planning, the region will reduce vehicle miles traveled and thus reap the benefits of improved performance measures projected by the Blueprint planning process. Ultimately, the Valley must balance growth with the needs of its residents and economy, while preserving agricultural land and natural resources.

Opportunity Support and promote regional consensus on future land use through the implementation of the San Joaquin Valley Regional Blueprint smart growth principles. Build innovative transportation systems to increase travel choices, improve mobility, bolster regional and state goods movement, improve air quality, and facilitate economic prosperity. Identify appropriate areas for growth and economic development while protecting the natural resources and sustainability of the region.

Focus The Sustainable Communities Work Group focuses on promoting regional coordination through the San Joaquin Valley Regional Blueprint, and building a transportation system that improves mobility and increases travel choice for San Joaquin Valley residents. The work group priorities include improving goods movement within the region, as well as, supporting the implementation of the Regional Blueprint.

Success for the San Joaquin Valley • In April 2009, the San Joaquin Valley Regional Policy Council adopted the San

Joaquin Valley Regional Blueprint – a vision and guide for future development in the Valley to the year 2050 which includes 12 Smart Growth principles

• In the fall of 2010, the Valley MPOs developed a successful Prop 84 proposal that includes funding to initiate the San Joaquin Valley Greenprint that will complement and reinforce the San Joaquin Valley Blueprint to promote more efficient urban growth and development.

• The San Joaquin Valley MPOs submitted a successful proposal to Caltrans to fund the development of the San Joaquin Valley Interregional Goods Movement Plan that will identify a future preferred goods movement strategy for the Valley implemented through a comprehensive interregional strategy.

Mission Build innovative transportation systems to increase travel choices, improve mobility, bolster regional and state goods movement, improve air quality, and facilitate economic prosperity. Support and promote regional consensus on future land use through the implementation of the San Joaquin Valley Regional Blueprint Roadmap's smart growth principles. Identify appropriate areas for growth and economic development, while protecting the natural resources and sustainability of the region.

Action Plan: Near-Term Priorities Improve goods movement capacity within the region while increasing mobility and traffic safety, decreasing congestion, improving air quality, and promoting economic development • Increase benefits to the Valley from goods movement through a goods movement enhancement system specific to the region • Accommodate current and future goods movement needs while improving air quality and economic prosperity Foster regional consensus to support development and implementation of the Regional Blueprint • Assist development of Regional Blueprint • Develop a high-value parks and open space strategy Determine requisite regional infrastructure and funding strategies to support implementation of the Regional Blueprint and Goods Movement Action Plan • Develop and implement a plan for the provision of regional infrastructure • Develop and implement process for monitoring the performance and adequacy of regional infrastructure and determining

needs.

January 2013

Action Plan: Long-Term Objectives Implement a Route 99 Corridor Master Plan for the 274-mile section within the San Joaquin Valley as a leading economic development strategy • Improve Highway 99 to freeway standards to increase safety • Increase Highway 99 capacity which will result in improved mobility and reduced congestion, while protecting

environmental resources and fostering economic vitality • Create a San Joaquin Valley Route 99 corridor identity • Build an ongoing coalition of civic leaders to support improvements to the Highway 99 corridor Improve safety and capacity of vital east-west corridors • Support construction of projects to improve safety and capacity of vital east-west corridors • Incorporate plans for improving east-west corridors into Regional Blueprint Plan Develop a sustainable regionwide transit system • Implement an efficient alternative transportation system for intra-regional and inter-regional passenger trips Transform roadside rest stops into user-friendly amenities that benefit the overall region and host communities • Improve roadside rest stops amenities and facilities to benefit user safety, facilitate tourism, and educate users about the

environment and local communities

Improve mobility through more efficient land use patterns that will reduce single-occupant trip generation and support use of alternative modes • Encourage the Regional Blueprint Plan process to integrate land use and transportation planning to improve mobility • Incorporate into regional transportation plans actions that support and encourage implementation of the Regional

Blueprint

Improve understanding by public officials and public of the relationship between investments in transportation improvements and economic development • Develop and implement a system for tracking economic development that results from transportation improvements Implement “intelligent transportation system” (ITS) technologies to assist the region in achieving mobility goals • Integrate ITS into all transportation planning and construction projects Assure a high-speed rail system supports the San Joaquin Valley in achieving its economic, environmental, land use, and mobility goals • Provide tangible benefits and mitigate impacts to the region while assisting the state in meeting transportation goals Promote adoption of community design guidelines that will ensure strong neighborhoods, improve mobility, improve air quality, increase energy efficiency, and increase infrastructure cost-effectiveness through land use • Increase overall average density for new development • Study and adopt a strategic concept for accommodating new growth by encouraging communities with the necessary

elements and constraints to be cost-effective and self-sufficient in achieving the overall goals and objectives

Improve the planning and development process to be consistent with the Regional Blueprint and provide incentives for smart growth • Improve the sharing, access and use of planning and environmental resource data among state, COGs, local governments,

business organizations, environmental groups, other stakeholders and the public for more informed decision-making Develop a long-range strategy for agriculture in the San Joaquin Valley that ensures its viability and sustainability • Develop a long-range plan to maintain the viability of agriculture in the region Valley COGs to develop improved modeling capacities to address requisites of SB 375 and Sustainable Communities legislation • Define a scope of work to accomplish improved modeling tasks • Develop a Valley-wide Model Improvement Program based on identified task list Identify legislative and regulatory changes necessary to facilitate the implementation of the adopted goals and strategies • Provide tangible benefits and mitigate impacts to the region while assisting the state in meeting transportation goals

January 2013


Sustainable Communities Work Group


San Joaquin Valley Regional Policy Council Barbara Steck, Deputy Director Fresno Council of Governments Email: [email protected]

2035 Tulare Street, Suite 201 Fresno, CA 93721

(559) 233-4148 Office (559) 233-9645 Fax

Administered by

Water Quality, Supply and Reliability Work Group

Challenge The San Joaquin Valley’s growing population and expanding economy require an adequate, quality water supply that is reliable for all sectors and the environment. The current supply is inadequate for the future, and the San Joaquin River is a valuable natural resource that needs to be restored and protected while developing additional water supplies. Water and energy are interdependent resources – one-fifth of the state’s energy is used to pump, transport, and treat water – and methods must be addressed to maximize both.

Opportunity Ensure a reliable, adequate, quality water supply to sustain a high quality of life, and a world-class agricultural sector, while protecting and enhancing the environment. Focus The Water Work Group focuses on ensuring an adequate, diverse water supply for the San Joaquin Valley to support the lifestyle of residents, support economic growth, retain the world-class agricultural base, maintain a reliable urban water supply, and protect the local environment. Success for the San Joaquin Valley Developed Delta Counties Coalition and Partnership Water Policy Resolutions

and Candidate Projects List. Achieved the Partnership’s goal to develop a framework for a Valley Water Plan. A key goal is to ensure ongoing Delta Water supplies while improving regional and local self-reliance for water supplies. This plan has realized a common vision for specific collaborative water policy initiatives in a 12-county area, from Kern County in the south to Yolo County in the north.

Continued development of an expanded San Joaquin Valley Integrated Regional Water Management Plan, which has enabled a shared vision of mutually supported and regionally beneficial water management strategies and implementable projects across water districts, cities, counties, state and federal agencies.

Proactive engagement and technical support for the Valley’s Disadvantaged Communities (DACs), and their advocates, to significantly improve water quality in those areas. A grant from the U.S. Environmental Protection Agency Region 9 will assist with evaluating the conditions of the needs of the DACs. Ongoing work in the Tulare Basin, funded by a state grant, also will develop a template for potential solutions, Valley-wide.


January 2013

Action

Develop and implement an integrated San Joaquin Valley Regional Water Plan. • Develop San Joaquin Valley Regional Water Plan (management, technical and administration support for plan

development) Incorporate major levee enhancements in the San Joaquin Valley River and tributary system and the Sacramento –San Joaquin Delta to safeguard regional water quality and quantity and provide for flood control. • Significantly improve San Joaquin, Merced, Kings, Kaweah, Tule and Kern Rivers’ and tributaries’ and other Valley drainage

systems’ levee integrity to assist communities in meeting 100 year plus flood protection standards and FEMA levee certification standards.

• Significantly improve Sacramento-San Joaquin Delta levee system integrity. Augment surface, groundwater banking and recycled water projects in the San Joaquin Valley. • Complete the Upper San Joaquin Basin Project. • Actively support and promote six conjunctive-use projects that can be commissioned or enhanced by 2017. • Develop recycled and inland brackish water projects.

Improve water quality and expand salinity management infrastructure development. • Develop a Salinity Management Plan to be implemented as an update to the San Joaquin and Tulare Lake Basin Plans. • Ensure all communities in San Joaquin Valley have adequate sanitary sewage disposal facilities; proactively site, permit,

finance, construct and commission five (5) regional wastewater treatment plants. • Ensure all communities in San Joaquin Valley provide water that meets state and federal drinking water standards.

Promote riparian environmental restoration. • Develop San Joaquin Valley ecosystem restoration plan. • San Joaquin River restoration and water management.

Expand agricultural and urban water-use and energy efficiency programs. • Cost-effective, results-oriented, agricultural water use and energy efficiency diagnostic, repair, retrofit and education

programs. • Cost-effective, results-oriented, urban water use and energy efficiency diagnostic, repair, retrofit and education programs.

Water Quality, Supply and Reliability Work Group


California Water Institute California State University, Fresno Dr. David Zoldoske, Director Email: [email protected] James Tischer, Program Adviser Email: [email protected] Sarge Green, Program Director Email: [email protected]

2910 E. Barstow Avenue, M/S OF 18 Fresno, CA 93740 (559) 278-8650 Office (559) 278-8655 Fax

Administered by

Strategic Action Plan

CALIFORNIA PARTNERSHIP FORTHE SAN JOAQUIN VALLEY

Strategic Action ProposalOCTOBER 2006

The San Joaquin Valley: California’s 21st Century Opportunity

EXECUTIVE ORDER S-5-05 by the Governor of the State of California WHEREAS, the San Joaquin Valley is a region rich in resources andimportant to California’s heritage, economy, environment and identity.It is one of the most productive agricultural regions in the world -home to farmlands that feed the nation and the world. It encompassesthree world-class national parks that preserve the natural beauty of theValley and the mountains that bound it. The San Joaquin Valley isintersected by a transportation corridor that is critical to the state’sinterstate commerce. Its people are hardworking and representative ofmany cultures, races and nationalities; and

WHEREAS, the eight counties and many communities that form theSan Joaquin Valley enjoy assets that set the region apart from the rest ofthe state. But the Valley’s unique geography, climate, and economy alsopose specific challenges for the region that demand the attention ofgovernment leaders at the state, local and federal levels; and

WHEREAS, the region’s population is growing much faster than thestate average. By nearly every indicator, the economic well-being of theresidents of the Valley lags behind state and national averages. Morethan one in five San Joaquin Valley residents lives in poverty. Theregion’s median household income is approximately $12,000 lower thanthe statewide median. Yet, because of past neglect, the San JoaquinValley receives substantially less per capita funding than both the U.S.and state averages; and

WHEREAS, the region is also one of only two regions in the nation tobe identified by the U.S. Environmental Protection Agency as an“extreme non-attainment” zone for repeatedly failing to meet air qualitystandards; and

WHEREAS, the strength of California is tied to the economic successof the San Joaquin Valley. Improving the economy and the well-beingof the people of the San Joaquin Valley requires a concerted,coordinated and creative response from leaders at all levels ofgovernment and from community members.

NOW, THEREFORE, I ARNOLD SCHWARZENEGGER, Governorof the State of California, by virtue of the power and authority vestedin me by the Constitution and laws of the State of California, dohereby issue this Executive Order to become effective immediately:

1. The California Partnership for the San Joaquin Valley (“Partnership”)is hereby established. The Partnership is composed of eight stategovernment members, eight local government members and eightprivate sector members, in addition to two deputy chairs as provided insection 2. The Secretary of the Business, Transportation and HousingAgency; Secretary for Education; Secretary of the CaliforniaEnvironmental Protection Agency; Secretary of the Health and HumanServices Agency; Secretary of the Labor and Workforce DevelopmentAgency; Secretary of the Resources Agency; Secretary of the State andConsumer Services Agency; and Secretary of the Department of Foodand Agriculture shall serve ex officio as the state members. The localgovernment members shall be appointed by the Governor from a list ofthree elected officials submitted by each of the eight Councils ofGovernment from the following counties: San Joaquin, Stanislaus,Merced, Madera, Fresno, Kings, Tulare, and Kern. Eight private sectormembers shall also be appointed by the Governor. All members shallserve at the pleasure of the Governor, and without compensation.

2. The Secretary of the Business, Transportation and Housing Agency isthe chair of the Partnership; the Governor will appoint two additionalmembers, one local government representative and one private sectorrepresentative, to be deputy chairs.

3. The Partnership shall meet at least once quarterly for the conduct ofits business. It may also host town hall meetings in the Valley inaddition to or in conjunction with its quarterly meetings.

4. The Partnership shall perform the following duties:

(a) Identify projects and programs that will best utilize public dollarsand most quickly improve the economic vitality of the Valley, especiallythose that leverage federal, state, local and private sector resources in acoordinated effort to address critical needs in the Valley.

(b) Work with members of the state’s Congressional delegation andfederal officials, including the federal Task Force for the EconomicRecovery of the San Joaquin Valley, to gain federal support for projectsidentified by the Partnership as critical to the region.

(c) Partner with the University of California, California StateUniversity, community colleges, and the state’s other research andeducational institutions, as well as private foundations, to provideguidance, advice and encouragement in support of studies of particularinterest and importance to the Valley.

(d) Review state policies and regulations to ensure they are fair andappropriate for the state’s diverse geographic regions, including the SanJoaquin Valley, and determine whether alternative approaches canaccomplish goals in less costly ways.

(e) Recommend to the Governor changes that would improve theeconomic well-being of the Valley and the quality of life of its residents.

(f ) Develop by October 31, 2006, a San Joaquin Valley Strategic ActionProposal that provides recommendations to improve the economicconditions of the San Joaquin Valley. The proposal shall be in the formof a report to the Governor, to the Board of Supervisors of the countiesidentified in section 1, and to the City Council of each city withinthose counties. The Partnership shall also send progress reports aftereach meeting. The reports shall focus on recommended strategies ateach level of state government for sustainable economic growth thatwill create jobs and improve environmental quality in the region, whileempowering local communities and encouraging entrepreneurialism.

5. The Business, Transportation, and Housing Agency shall provideadministrative support to the Partnership out of existing resources. TheDirector of Finance may accept monetary gifts for the support of theactivities of the Partnership.

6. Unless extended by another executive order, the Partnership shallterminate its business and cease to exist on November 1, 2006.

7. This order does not alter the existing authorities or roles of theexecutive branch departments, agencies, or offices. Nothing in thisorder shall supersede any requirement made by or under law.

IN WITNESS WHEREOF I have here unto set my hand and causedthe Great Seal of the State of California to be affixed this the twenty-fourth day of June 2005.

Arnold SchwarzeneggerGovernor of California

Executive Department State Of California

STRATEGIC ACTION PROPOSAL California Partnership for the San Joaquin Valley 3

ForewordI Executive SummaryII Introduction

• Governor’s Executive Order• Focused Work Plan and Widespread Public Engagement• Positive Results To Date• 21st Century Opportunity• Strategic Action Proposal

III Overview and Background• The San Joaquin Valley Today – The Challenge• The Promise of the Valley – California’s 21st Century

Opportunity• The Vision for the San Joaquin Valley• A Plan of Action – Public Accountability for

Accomplishment• High-Level Indicators and Goals for Progress

IV Summary of Principal Recommendations• Achieve a Prosperous Economy, Quality Environment,

Social Equity (3Es)Summary of Major Recommendations and Strategic Actions:1. Grow a Diversified, Globally-Competitive

Economy Supported by a Highly-Skilled Workforce2. Create a Model K-12 Public Education System3. Implement an Integrated Framework for

Sustainable Growth4. Build a 21st Century Transportation Mobility System5. Attain Clean Air Standards6. Develop High-Quality Health and Human Services

• Establish a 10-Year Implementation Structure

V Work Group Recommendations• Mission, Challenge, Scope of Work, and

Summary of Recommendations— Economic Development— Workforce Development and Higher Education— K-12 Education— Transportation— Land Use, Agriculture and Housing— Air Quality— Water Quality, Supply and Reliability— Energy— Health and Human Services— Advanced Communications Services and

Information Technology• Goals, Indicators and Specific Action Recommendations

in 10-Year Timeframe

VI Recommended Organization Structure for Implementation• Overview and Summary

• Working Premises• Objectives of an Organizational Structure• Characteristics of an Organizational Structure• Options for Legal Mechanisms to Establish an

Organizational Structure• Composition of an Organizational Structure

VII Funding Requirements and Sources• Resource Needs

— Secretariat and Staffing Functions— Strategic Program Initiatives— Major Infrastructure Investments and

Environmental Improvements• Initial Budget for Implementation• Funding and Financing of Major

Investments and Improvements— Overview and Recommendation— Prospective Funding Needs and Sources— Funding Options— Financing Alternatives

VIII Conclusion and Next StepsIX AcknowledgemetsX Appendices

(Available on Business, Transportation and Housing AgencyWebsite: www.bth.ca.gov)A. Executive Order and Appointed MembersB. Overall Approach to Work

(Principles, Consensus, Work Groups)C. Lists of Work Groups

(Scopes of Work, Conveners, Participants)D. Agendas and Minutes of Board MeetingsE. Summary of Public Forums and

Local Elected Officials RoundtablesF. Overview of Socio-Economics of the Region and

Individual CountiesG. Summary of Background Reports and Overview ReportsH. Complete Reports from Work GroupsI. Federal Interagency Task Force ReportJ. Endorsements and Comments on the

Draft Strategic Action Proposal

Table of Contents

4 California Partnership for the San Joaquin Valley STRATEGIC ACTION PROPOSAL

Foreword

The California Partnership for the San Joaquin Valley was established by Governor ArnoldSchwarzenegger through an Executive Order to focus attention on one of the most vital, yetchallenged, regions of the state. It is an unprecedented effort to bring together public and privateleaders and resources to make a difference, not only for the San Joaquin Valley, but also for thefuture of California. We are hopeful about what can be accomplished by working together. Weknow that the San Joaquin Valley can become world-class in every dimension and pioneer newfrontiers of economic development and environmental restoration, while lifting up the quality oflife for its residents. We see the San Joaquin Valley as California’s 21st Century Opportunity.

The Governor’s Executive Order directed preparation of this Strategic Action Proposal which wasinformed by input from local elected officials, civic leaders, State Legislators, Members ofCongress, and the public at large. We strongly and enthusiastically recommend approval andratification of this Strategic Action Proposal as the framework for action and foundation for futureinvestment to improve the economic prosperity and quality of life for the San Joaquin Valley.

Sunne Wright McPeakSecretaryBusiness, Transportation and Housing AgencyChair

Linda AdamsSecretaryCalifornia Environmental Protection Agency

Kimberly BelshéSecretaryHealth and Human Services Agency

Paul BoyerCouncilmanCity of Farmersville

Sheila CarrollCivic LeaderStanislaus County

Connie ConwaySupervisorTulare CountyDeputy Chair

Michael AmabileMayorCity of Los Banos

Susan BenhamCouncilwomanCity of Bakersfield

Victoria BradshawSecretaryLabor and Workforce Development Agency

Mike ChrismanSecretaryResources Agency

Greenlaw “Fritz” GrupeCivic LeaderSan Joaquin CountyDeputy Chair

Alan AutryMayorCity of Fresno

Alan BersinSecretaryOffice of the Secretary for Education

Marcelyn BufordCouncilwomanCity of Hanford

Ray DezemberCivic LeaderKern County


Larry FortuneCivic LeaderFresno County

Coke HallowellCivic LeaderFresno County

Victor MowSupervisor San Joaquin County

Lorraine SalazarCivic LeaderFresno County

Kirk LindseyLiaisonCalifornia Transportation Commission

Peter WeberLiaisonFederal Task Force

Gary GilbertSupervisorMadera County

A.G. KawamuraSecretaryDepartment of Food and Agriculture

Jose RiveraCivic LeaderSan Joaquin County

Sharron ThorntonCivic LeaderMerced County

Pete ParraLiaisonCalifornia Workforce Investment Board

Jeff GroverSupervisorStanislaus County

Rosario MarinSecretaryState and Consumer Services Agency

Fred RuizCivic LeaderTulare County

Barry HibbardLiaisonEconomic Strategy Panel

Barbara PatrickKern County SupervisorLiaison – Air Resources Board

119

138

13814

14

166

178

178

33

33

33

41

43

46

58

5858

58

65

99

99

395

395

15

5

5

80

80

Boron

Frazier Park

Mountain Mesa

SaltdaleButtonwillow

California City

TehachapiTaft

McFarland

Maricopa

Arvin

ShafterWasco

Farmersville

Ridgecrest

Bakersfield


Governor Arnold Schwarzeneggerestablished the California Partnership for theSan Joaquin Valley (Partnership) byExecutive Order in June 2005 in anunprecedented effort to focus attention onthe needs of the region. As the Governorstated in the Executive Order, “The strengthof California is tied to the economic successof the San Joaquin Valley.” Through the year2030, the growth rate of the region isprojected to be 65% higher than the stateaverage. How effectively the regionaccommodates this growth will be animportant determinant of California’s future.

The Partnership Board includes twenty-six membersappointed by the Governor—eight Cabinet Secretaries, eightlocally-elected officials, eight civic leaders, and two DeputyChairs—plus five liaisons to major policy bodies. TheGovernor directed preparation of a Strategic Action Proposalby the end of October 2006 for long-term economicprosperity and well-being in the San Joaquin Valley. Toaccomplish this assignment, the Partnership: formed tenWork Groups (Economic Development; Higher Educationand Workforce Development; K-12 Education;Transportation; Land Use, Agriculture and Housing; AirQuality; Water; Energy; Health and Human Services; andAdvanced Communications Services and InformationTechnology); coordinated activities with the FederalInteragency Task Force; conducted Public Forums andRoundtables with Local Elected Officials in each of the eightcounties; and consulted the State Legislators and Members ofCongress from the Valley. More than 1,000 peopleparticipated in the Work Groups and Public Forums.

The Strategic Action Proposal—The San Joaquin Valley:California’s 21st Century Opportunity—sets forth overallstrategies and specific actions with accompanying indicatorsto measure progress. It builds on the existing strengths andaddresses the current challenges to achieve a ProsperousEconomy, Quality Environment, and Social Equity—the

“3Es” of sustainable growth. It embracesand enhances the assets that define andunify the region—such as the San JoaquinRiver and Highway 99—as leadingstrategies to attract investment. It recognizesthe Valley’s heritage of agriculture as thefoundation for economic growth and forgesnew frontiers for prosperity by identifyingfive key industry clusters to target fordevelopment: (1) Agribusiness, includingFood Processing, Agricultural Technology,and Biotechnology; (2) Manufacturing; (3)Supply Chain Management and Logistics;

(4) Health and Medical Care; and (5) Renewable Energy.

The detailed reports and recommendations from the WorkGroups are integrated into six major initiatives withassociated indicators that will be tracked annually (seeattached Summary):

1. Grow a Diversified, Globally-Competitive EconomySupported by a Highly-Skilled Workforce

2. Create a Model K-12 Public Education System

3. Implement an Integrated Framework forSustainable Growth

4. Build a 21st Century Transportation Mobility System

5. Attain Clean Air Standards

6. Develop High-Quality Health and Human Services

The Strategic Action Proposal calls for a sustained public-private partnership over the next decade to mobilize theessential government and civic leadership to achievemeasurable results. It proposes that the initial organizationalstructure for implementation (for up to the next two years)be established through a new Governor’s Executive Orderand that State legislation then be enacted to ensurecommitment and continuity for the full decade.


I. Executive SummaryThe San Joaquin Valley—comprised of the eight counties of Kern, Tulare, Kings, Fresno, Madera,Merced, Stanislaus and San Joaquin, with sixty-two cities and more than 3.4 million residents—has a long history of contributions to the success of California. Although it is recognizedworldwide as an agriculture powerhouse and is one of the fastest growing regions in the nation, italso is one of the most challenged in comparison to the rest of the state:

• Average per capita incomesare 32.2% lower.

• College attendance isconsistently 50% below theaverage.

• Violent crime is 24% higher.

• Access to healthcare is 31% lower.

• Air quality is among theworst in the nation.

It is recommended that the organizational structure include:

• 8 Local Elected Officials (from general purpose localgovernments—elected County Supervisors or CityCouncil members) – 1 from each County(appointed by Governor from Councils ofGovernment nominations).

• 8 Civic Leaders (appointed by Governor –nominations invited from community at large).

• 8 State Administration Cabinet Members.

• 4 State Legislators from the San Joaquin ValleyDelegation (2 each from Assembly and Senate,1from each Party, appointed by the LegislativeLeadership)—non-voting.

• 1 Member of Congress from the San Joaquin ValleyDelegation—non-voting.

• <5 Liaisons from key State Boards / Commissionsand the Federal Task Force.

• Representatives of Regional Consortia of ExistingOrganizations recognized by the Partnership(Regional Consortia constituted by writtenagreement approved by the Partnership for purposesof using existing resources more effectively andimplementing portions of the Strategic ActionProposal; examples could include regional consortiaof Councils of Governments, Workforce InvestmentBoards, Economic Development Corporations,Institutions of Higher Education, Employers Relatedto Targeted Industry Clusters, CountySuperintendents of Education).

• <3 Additional Representatives with SpecializedExpertise (appointed by Governor).

• A Chair and 2 Deputy Chairs (1 each Local ElectedOfficial, Civic Leader, and Cabinet Member) appointedby the Governor from among the above members.

The Governor and Legislature approved $5 million in the FY2006-07 State Budget to begin implementation of theStrategic Action Proposal. The Partnership will leverage theState funding by seeking additional resources, public andprivate partner organizations, and volunteers.

To ensure accountability, the Partnership will publish anAnnual Progress Report and convene a regionwide AnnualSummit to engage government officials, civic leaders and thepublic in evaluating and adjusting the action plan as necessary.

The California Partnership for the San Joaquin Valleysupports local leadership and provides the opportunity forgovernment and community leaders throughout the region tojoin forces with the State and federal governments to attractmore investment and to achieve greater progress. The SanJoaquin Valley can—and should—become synonymous withthe “best” globally—”world-class” in every dimension.Working together, the San Joaquin Valley will achieve itspotential as “California’s 21st Century Opportunity.”


Governor’s Executive Order

Governor Arnold Schwarzeneggerestablished the CaliforniaPartnership for the San Joaquin

Valley through Executive Order S-5-05signed on June 24, 2005 in Fresno. The SanJoaquin Valley region includes eightcounties—Kern, Tulare, Kings, Fresno,Madera, Merced, Stanislaus and SanJoaquin Counties—with sixty-two citiesand a total population of more than 3.4million residents. The San Joaquin Valleyhas a long history of contributions to the success and magicof California, but it also is a region facing many challenges.And, while elected officials and civic leaders throughout theSan Joaquin Valley have been working hard to improve theirlocal communities, they also have requested assistance fromthe state and federal governments. Governor Schwarzeneggerresponded by directing his Cabinet to join forces with theleaders and residents of the San Joaquin Valley in anunprecedented effort to achieve the brightest future possiblefor the region. As the Governor stated in the ExecutiveOrder, “The strength of California is tied to the economicsuccess of the San Joaquin Valley.” Thus, the CaliforniaPartnership for the San Joaquin Valley (Partnership) acceptedthe Governor’s charge with the inspired perspective that theSan Joaquin Valley is California’s 21st Century Opportunity.

The Board of the Partnership is comprised of twenty-sixmembers appointed by the Governor—eight CabinetSecretaries, eight locally-elected officials, eight civic leaders,and two Deputy Chairs (one elected official and one civicleader)—plus five liaisons to key policy bodies (FederalInteragency Task Force on the San Joaquin Valley, CaliforniaTransportation Commission, California Air Resources Board,California Workforce Investment Board, and the EconomicStrategy Panel). The Governor designated the Secretary of theBusiness, Transportation and Housing Agency as Chair of thePartnership and directed preparation and submission of a

Strategic Action Proposal for long-term well-being and economic prosperity in the SanJoaquin Valley.

Focused Work Plan andWidespread PublicEngagement

The Partnership Board members wereappointed in September 2005 andthe first Board Meeting was held

September 16th in Stockton at theUniversity of the Pacific. At the firstmeeting, the Board adopted a Work Plan

(including Principles and Ground Rules) and established tenWork Groups (along with Scopes of Work based onOverview Reports) to focus on: Economic Development;Higher Education and Workforce Development; K-12Education; Transportation; Land Use, Agriculture andHousing; Air Quality; Water; Energy; Health and HumanServices; and Advanced Communications Services andInformation Technology. The thrust of the Work Groups wasto focus on action, not more study. The Partnership reviewedrecent studies about the San Joaquin Valley and summarizedtheir recommendations as a beginning point in order to moveforward as expeditiously as possible. More than 500 peopleparticipated in the Work Groups which were convened byBoard members and supported by pro bono professionalstaffing from the Great Valley Center and California StateUniversity, Fresno.

In the last year the Partnership Board met ten times in publicly-noticed meetings and conducted Public Forums and Roundtableswith Local Elected Officials in each of the eight counties toobtain input on the preparation of the Strategic Action Proposal.All San Joaquin Valley State Legislators and Members ofCongress were invited to kick-off the Public Forums. More than1,000 people participated in the Public Forums. These gatheringswere held at such diverse locations as: University of California,Merced (UC Merced); Tulare County Convention Center;Hanford City Offices; Fresno Convention Center; Merced


II. Introduction

As a native of the San JoaquinValley, I know the promise andpotential of this region. TheGovernor’s leadership inestablishing the Partnershiphas focused unprecedentedattention that is mobilizing theessential civic leadership tomake a difference in the future.

Sunne Wright McPeakSecretary, Business, Transportation

and Housing AgencyChair, California Partnership for

the San Joaquin Valley

County Administration Center; Madera Children’s Hospital;California State University, Stanislaus; Hutchins Street Square inLodi; Madera Community College; Madera County Offices;California State University, Bakersfield; and California StateUniversity, Fresno. In addition, the Partnership Board metseparately with the delegations of State and Federal electedrepresentatives to ensure concurrence on the Strategic ActionPlan. And, throughout the process, the Partnership benefitedgreatly by support from and collaboration with the FederalInteragency Task Force which was constituted in 2002 by federalExecutive Order.

Positive Results To Date

The concentrated attention to the SanJoaquin Valley by the Governor and theconcerted efforts directed the Executive

Order already have produced positive impacts,even before completion of the Strategic ActionProposal. It has energized public officials andexisting civic organizations, reinforcing thevalue and power of regional collaboration tocomplement and leverage local efforts. To datethe Partnership has resulted in several actionsthat benefit the San Joaquin Valley:

• The California TransportationCommission accelerated funding tobegin construction of Highway 205 in San JoaquinCounty and construction of the Mission AvenueInterchange at Highway 99 (H 99) in MercedCounty to provide improved access to UC Merced.

• The Housing and Community DevelopmentDepartment awarded one of three new EnterpriseZones for Modesto and Stanislaus County.

• The Department of Transportation (Caltrans)accelerated completion of the Business Plan(component of Master Plan) for improving H 99(274 miles between Bakersfield and Stockton) whichcalls for $6 billion to be invested over the nextdecade. The Plan sets forth an economic developmentstrategy for H 99 to continue as a “main street” of theSan Joaquin Valley and as a backbone of the State’stransportation system, as well as become a gateway fortourism in the San Joaquin Valley using state-of-the-art information technology at rest stops.

• The Governor and the Legislature earmarked $1billion from the General Obligation Bondssubmitted to the voters in November 2006 tojumpstart H 99 improvements.

• The Great Valley Center and Caltrans cooperated onan international competition to invite innovativeproposals for design of “GreenStops”(environmentally-friendly, resource-conserving, high-tech rest stops). This will become a signature designsignature feature for H 99 as the “main street” of the

San Joaquin Valley.

• The eight counties and their Councils ofGovernment (COGs) joined forces todevelop an integrated Regional BlueprintPlan and were awarded $2 million forthe first year and will be eligible forsimilar funding in the second year.

• The Partnership facilitated agreementamong the Economic DevelopmentOrganizations and WorkforceInvestment Boards in the region to targetkey industry clusters to promoteinvestment and develop workforce.

• The Partnership and the Hospital Councilof Northern and Central Californiadeveloped the Central Valley NursingEducation Consortium to increase thenumber of annual registered nursegraduates by at least 250 individualsbeginning in 2008.

• The Partnership studied and endorsed theestablishment of a Medical Education Program atUC Merced and the development of an innovativehealthcare network through the San Joaquin Valley.

• The Department of Managed Health Care andDepartment of Insurance awarded $5 million to UCMerced for the development of a Medical EducationProgram (from a fund established as a condition of amerger among two companies).

• AT&T donated $600,000 to partner with the GreatValley Center to connect and train residents ofPixley in Tulare County as a pilot for deployment ofhigh-speed information technology in the SanJoaquin Valley.

• The Resources Agency and Department of StateParks completed an assessment of needs, undertookan extensive outreach effort, and announced plans tosignificantly enhance, recreate, and celebrate theregion’s natural and cultural heritage through newState Parks in the San Joaquin Valley.


The eight counties that makeup the Partnership sharesimilar opportunities andthreats, but there has neverbeen a vehicle to address theissues in a collaborative way.The Governor has providedthat vehicle - now it’s up to usand our elected delegation tocapitalize on this opportunity.

Fritz GrupeDeputy Chair

Civic Leader, San Joaquin County

• The Governor and the Labor and WorkforceDevelopment Agency have directed up to $1.5million in additional funding to help train a skilledworkforce, including: (a) up to $1 million inGovernor’s discretionary funds to support acollaborative partnership to address workforce needsfor a targeted industry sector or a prevalentworkforce-related problem; and (b) $500,000 fromWorkforce Investment Act discretionary funds tobegin implementation of the proposal developed bythe Partnership (for submission tothe U.S. Department of LaborWIRED grant program) toadvance collaboration amongworkforce development, economicdevelopment, education andemployer stakeholders.

• The San Joaquin Valley AirPollution Control District hasagreed to fund the design phase ofthe San Joaquin Valley RegionalClean Energy Office asrecommended by the Partnershipto facilitate air qualityimprovement by reducing pollution related toenergy production and use.

• The Governor and Legislature approved $5 million inthe State Budget for Fiscal Year 2006-2007 tojumpstart implementation of the Strategic ActionProposal—a significant commitment to continuing towork together for the future of the San Joaquin Valley.

The above progress is the result of focused and strategic public-private cooperation by both civic leaders and public officials atall levels of government. It is solid evidence of the value ofmobilizing purposeful leadership in a public-private partnershipto improve the future of the San Joaquin Valley. It argues for asustained effort to ensure that the San Joaquin Valley achievesits full potential as California’s 21st Century Opportunity.

21st Century Opportunity

Although a region facing many challenges, the SanJoaquin Valley has a wealth of strengths on which tobuild a very bright future. With focused attention and

dedicated leadership, the San Joaquin Valley can not onlyimprove the future for all residents, it can—and should—become synonymous with the “best” globally—”world-class”in every dimension. The San Joaquin Valley must leadCalifornia on sustainable growth—its civic leaders must beaggressive on economic development, fierce stewards of theenvironment, and ardent advocates for people. That vision

for the future is entirely possible and will be achievedthrough implementation of this Strategic Action Plan. And,doing so will benefit all of California because the San JoaquinValley is California’s 21st Century Opportunity.

Strategic Action Proposal

The following Strategic Action Proposal was preparedpursuant to the Governor’s Executive Order and wasdeveloped based on recommendations from the Work

Groups, input from the Public Forums and Local ElectedOfficials Roundtables, and consultationwith State Legislative and Congressionalrepresentatives from the San Joaquin Valley.

The Strategic Action Proposal sets forthoverall strategies and specific actions withaccompanying metrics and indicators tomeasure progress. It builds on the existingstrengths of the San Joaquin Valley andaddresses the current challenges to minimizeweaknesses. It recognizes the Valley’sheritage of agriculture as the foundation foreconomic development—as the roots togrow the future—and forges new frontiers

for prosperity. It embraces and enhances the assets that defineand unify the region—such as the San Joaquin River andHighway 99—as leading strategies to attract investment. Itcalls for a sustained public-private partnership over the nextdecade to mobilize the essential government and civicleadership to achieve measurable results. It proposes that theinitial organizational structure for implementation (for up tothe next two years) be established through a new Governor’sExecutive Order and that State legislation then be enacted toensure commitment and continuity for the full decade.

The Appendices contain copies of the Partnership documentsand work products referenced above, including the ExecutiveOrder, Minutes of Board Meetings, Principles and GroundRules, Socio-Economic Data about the Region and IndividualCounties, Overview Reports and adopted Scopes of Work forthe Work Groups, and the complete Work Group Reports.

This Strategic Action Proposal provides the framework for actionand foundation for future investment to improve the economicprosperity and quality of life for the San Joaquin Valley.


The California Partnership forthe San Joaquin Valley isimportant because of theunique opportunity it providesas a vehicle for future forwardadvancement and quality oflife, now and for generationsto come.

Connie ConwayDeputy Chair

Supervisor, Tulare County


The San Joaquin ValleyToday – The Challenge

The San Joaquin Valley, from Stocktonto Bakersfield, is well known as anagricultural powerhouse, with $20

billion in agricultural value earned annuallyin the eight-county region. The Valley is oneof few places on the face of the earth thatcombine the climate, soil and water thatenable hundreds of different crops to growprofitably. Seven of the nation’s top tenagricultural counties are located in thisfertile valley, making the vitality of thisindustry a state and national priority.

The San Joaquin Valley is also a gateway tothree world-class national parks and thehome to important natural resources—oil and natural gasfields, vast wetlands, and unique plant and animalcommunities—all bordered by a system of rivers that drainthe Sierra and join the San Joaquin River as it flows throughthe region and connects to the Bay Delta Estuary. Livingwithin the unique agricultural and natural resources of theregion are more than 3.4 million people, who live in 62cities: large and small, rich and not so rich, old and new—each providing a unique quality of life and authenticattractiveness for its residents.

The region is undergoing rapid transformation as thepopulation continues to grow, and the demographics of theregion change. Once a largely rural area, the eight counties ofthe Valley, linked by Highway 99, are now home to largemetropolitan areas (Stockton, Fresno and Bakersfield) andgrowing cities and towns of every size. Population growth isdriven primarily by migration. Almost 60 percent of the SanJoaquin Valley’s growth since 2000 has been due to migration,with the remainder attributable to natural increase (the excess ofbirths over deaths). There are important distinctions betweenthe Northern San Joaquin Valley and the Southern San JoaquinValley. In the north, migration accounts for almost two-thirds

of the growth. A majority of those migrants(70 percent) are from other parts of theUnited States and California, mostly the BayArea, and the remainder are internationalmigrants. In the south, natural increaseaccounts for almost half of the growth, andinternational migration is about equal in sizeto domestic migration. Most of theinternational migrants are from Mexico, areyoung, and tend to have more children thanother residents.

Although the San Joaquin Valley is recognizedworldwide as an agricultural leader and is oneof the fastest growing regions in the nation, itis also one of the most challenged.

The San Joaquin Valley currently under-performs the rest of the California:

• Average per capita incomes are 32.2% lower.

• College attendance is consistently 50% below theaverage.

• Violent crime is 24% higher.

• Access to healthcare is 31% lower (based on the numberof primary care physicians serving the population).

• Air quality is among the worst in the nation.

Historically, the Valley has been overshadowed by other regionsas the defining emblems of California, and thereforeoverlooked by State and federal policy makers. While many ofthe cities and towns of the region are evolving with newsubdivisions and shopping centers, there is another side toValley life, defined by poverty, environmental degradation, andsocial separation. Only in the last decade, as the population hasgrown, and performance comparisons have been made on aregional basis, has the San Joaquin Valley, and its significantunder-performance, been acknowledged and addressed.

Further, in spite of the current under-performance in the SanJoaquin Valley, people from other parts of the state, thenation, and around the world continue to arrive to find

III. Overview and Background

Governor Schwarzenegger’sExecutive Order creating thisPartnership is an historicaction. The resulting report isnothing less than a MarshallPlan for the reconstruction ofa central valley left behind fornearly 30 years. Its successfulimplementation is not onlycritically important for the SanJoaquin Valley but will have amajor impact on the futurehealth of our entire State.

Alan AutryMayor

City of Fresno

opportunity, housing and a chance for a better life. Theregion’s growth demands attention—infrastructure, schools,transportation, quality environment—that have to beprovided for an increasing population. The region offers greathope and promise for the future, with much of the state’sprojected population growth likely to occur in the Valley.

Changes in the San Joaquin Valley will affect and be affected bythe rest of California and the world. It is critical that the Stateand federal governments accord it theattention it deserves.

If the promise of the eight-county region isto be achieved, then the first order ofbusiness must be to reduce the existingdisparity between the San Joaquin Valley andthe rest of the state, increase the capacity ofthe region to address its own shortcomings,and strengthen the performance upon whichfuture prosperity can be built.

The California Partnership for the SanJoaquin Valley has set about to address thechallenges of the region, to craft innovativeapproaches to tackle economic,environmental, and social issues, and toposition the region to achieve the greatnessto which it aspires.

The Promise of the San Joaquin Valley

San Francisco came onto the world stage in the 19thcentury with the discovery of gold in California, and LosAngeles, with Klieg lights and the Hollywood hillside

sign, became the 20th Century icon.

The San Joaquin Valley is California’s 21st Century opportunity.

Building new cities and schools, roads and factories, airports andparks, the Valley offers the opportunity to create a new model—to purposefully not re-create what has been done before, but todo it differently. There exists a unique opportunity to provide aworld-class region with a diversified economy, a healthyenvironment, and a high quality of life for all.

The future of the San Joaquin Valley is an opportunity to build onthe region’s strengths in order to pioneer a frontier of innovation:

• An opportunity to develop cutting-edge, state-of-the-art, renewable energy systems to support com-munities and industries on every level.

• An opportunity to provide mobility for people andcommerce in new ways.

• An opportunity to craft a new model for develop-ment that co-exists with sustainable agriculture and a

healthy environment that includes clean air and plen-tiful, clean water.

• An opportunity to build a world-class economy thatengages a diverse population to connect to the glob-al marketplace.

• An opportunity to tap the talent and creativity of itspeople to foster vibrant communities and excitingcultural activities.

Realizing the promise of this vast area andcapturing its benefits requires a focused andcoordinated effort. The region must addressthe under-performance that currently existsand reverse the existing economic,environmental and social challenges related to educational achievement,economic performance and health,including air quality.

Recognizing both the enormous potential ofthis great region and the current challengesthat limit its accomplishment, GovernorSchwarzenegger formed the CaliforniaPartnership for the San Joaquin Valley inJune of 2005. Its purpose is to focusresources, attention and energy to ensurethat the eight county area coordinates andleverages its own resources while creatingnew ones, and undertakes the actions thatwill reverse the current deficits of the region.

The goal of this unprecedented effort is to unite the regionand create new assets to ensure a successful future for the SanJoaquin Valley and for all of California.

Vision for the San Joaquin Valley

Recognizing that the San Joaquin Valley is California’s21st Century Opportunity, the Partnershipenthusiastically embraces this vision:

The San Joaquin Valley will be a cohesive region composed ofunique communities and a diverse population that is support-ed by a vibrant economy built on competitive strengths andsufficient resources to provide a high quality of life for all resi-dents now and in the future. This vision can best be achievedthrough public-private collaboration integrating actions andinvestments into a coherent strategy that commits immediateand sustained leadership to accomplishing specific objectivesthat moves towards accomplishing long-term goals.

This vision will be achieved through coordinated actions toachieve a Prosperous Economy, Quality Environment, andSocial Equity—the “3Es” of sustainable growth:

• Implement creative and collaborative solutions toregion-wide infrastructure challenges, focus on the


The Governor’s San JoaquinValley Partnership has provento be one of the most effec-tive regional collaborations,where the eight counties mak-ing up the San Joaquin Valleyhave determined for them-selves the most effective wayto maximize their assets, jointlyaddress common problemsand pave a path for the futureto make the San Joaquin Valley the place of opportunityin the 21st century.

Victoria BradshawSecretary

Labor and Workforce Development Agency

growth of target industries with comparative advantages, and promote the region as a business andtourist destination. (Economic Development)

• Expand higher education opportunities and develop theworkforce preparation infrastructure to support sustained,long-term economic vitality. (Higher Education andWorkforce Development)

• Implement policies and programs through public-private partnerships to ensure equalaccess to educational opportunitiesand resources for all children thatwill improve academic performance.(K-12 Education)

• Build innovative transportationsystems to increase travel choices andimprove mobility, regional and stategoods movement, air quality, andeconomic prosperity.(Transportation)

• Support and promote regionalconsensus on future land use throughthe San Joaquin Valley Regional Blueprint Plan processthat identifies appropriate areas for growth and economicdevelopment, contributing to the conservation ofimportant agricultural land and natural resources andadvancing the sustainability of the region. (Land Use,Agriculture and Housing)

• Enable residents to enjoy healthy air by removing theadverse impacts of poor air quality and improving thequality of life. (Air Quality)

• Ensure a reliable, adequate quality water supply tosustain a high quality of life and a world-classagricultural sector, while protecting and enhancing theenvironment. (Water Quality, Supply and Reliability)

• Promote energy use efficiencies and adoption of clean,renewable energy technologies to ensure a reliable supply,grow the economy, and improve air quality. (Energy)

• Achieve improved health status and well being bypromoting healthy lifestyles, nurturing safe communities,providing timely access to necessary health care and socialservices, and embracing the cultural diversity of theregion. (Health and Human Services)

• Facilitate the deployment and utilization of advancedcommunications services and information technologythroughout the region. (Advanced CommunicationsServices and Information Technology)

A Plan of Action – Public Accountability forAccomplishment

The above vision will be achieved and the actions willbe accomplished through implementation of thisStrategic Action Proposal which sets forth overall

strategies, goals, objectives and specific actions withaccompanying metrics and indicators tomeasure progress. This Strategic ActionProposal also recommends anorganizational structure to lead andoversee implementation.

In order to most easily measure progressand report to the public, the PartnershipBoard identified key primary indicators ofwell-being for Valley residents which willbe tracked and reported to policy makersand the public in an Annual ProgressReport. The following shows the impliedgoal in the indicator:

C Per Capita Income

C Median Household Income

F Unemployment

F Percent Families Below Poverty Line

C High School Graduation Rates

C College Graduation Rates

F Number of Days with 8-Hour OzoneExceedances

C Land Use Efficiency (Population / Acre Incorporated Land)

D Acres in Agriculture Production

C Transportation Mobility

C Housing Affordability

B Per Capita Energy Use

B Per Capita Residential Water Consumption

C Access to Primary Care Physicians and AlliedHealth Professionals

B Asthma Rates

F Violent Crime Rates

These metrics and indicators are not meant to be exhaustive.They serve as surrogates for much more complicated data thatmeasure quality of life in several aspects. The Work Groupdetailed recommendations articulate additional metrics andindicators for the specific policy focus. However, annuallytracking and reporting the status of these indicators willprovide public accountability and essential feedback to thePartnership to adjust course if necessary to achieve the vision.


The California Partnership forthe San Joaquin Valley creat-ed a venue that allowed thestate and the eight countiesto identify common problemsand challenges, assess futureneeds, and together, begin tobuild solutions.

Jeff GroverSupervisor

Stanislaus County

High-Level Indicators with Graphics

The following set of graphs display the current SanJoaquin Valley performance (with baseline trends from2000), as well as the goals for improvement over the

next ten years. The graphs also display comparative data forCalifornia and other regions where relevant. This format willmake it easy for policy makers and the public to see “at-a-glance” the state of the region.

The following graphs report on these indicators:

o Average Unemployment Rate

o Average Per Capita Income

o Median Household Income

o Three Year High School Graduation Rates

o Percentage of Population Obtaining Bachelor’sDegree or Beyond

o Number of Days that Exceed 8-Hour StateStandards for Ozone levels

o Per Capita Residential Water Consumption

o Number of Primary Care Physicians

o Percentage of Population Reporting Asthma

o San Joaquin Valley Acres in Agricultural Production

o People per Urbanized Acre

o Violent Crime Rates

o Transportation Mobility – Percentage of System byLevel of Service (LOS)

o Transportation Safety – Rates of Injury and FatalAccidents

Notes: When the goal is for the San Joaquin Valley to achievestatewide averages, it is important to keep in mind thatfuture state levels are unknown at the present time. In thosecases, it should be assumed that the San Joaquin Valleyperformance should reach the state levels as they will exist inthe future.

Further, the goal indicators may not be achieved because ofexternal factors outside the control of leaders in the San JoaquinValley or the State of California. The quantified goal indicatorsare intended to provide focus and discipline to the Partnershipimplementation of the Strategic Action Plan and should not bethe only metric for evaluating progress.

Economic IndicatorsAverage Unemployment Rate (%)Goal: Achieve or Improve Upon State Rate by 2016

12 –

10 –

8 –

6 –

4 –

2 –

0 –04` 05` 08` 10` 12` 14` 16`

Source: California Employment Development Department= San Joaquin Valley= California

Average Per Capita Income ($)Goal: Meet or Exceed State Average by 2016

50,000 –

40,000 –

30,000 –

20,000 –

10,000 –

0 –02` 04` 06` 08` 10` 12` 14` 16`

Source: California Employment Development Department &Center for the Continuing Study of the California Economy

= San Joaquin Valley= California

Median Household Income ($)Goal: Meet or Exceed State Average by 2016

60,000 –

50,000 –

40,000 –

30,000 –

20,000 –

10,000 –

0 –99` 03` 07` 11` 15`

Source: United States Census Bureau= San Joaquin Valley= California


Education IndicatorsAverage Educational Attainment(Years of Schooling)Goal: Achieve or Improve Upon State Average by 2016

16 –

12 –

8 –

4 –

0 –00` 05` 10` 15`


Percentage of Population ObtainingBachelor’s Degree or BeyondGoal: Increase College Graduation Rate by 20% by 2016

40 –

35 –

30 –

25 –

20 –

15 –

10 –

5 –

0 –00` 05` 10` 15` 16`


Environment and NaturalResources IndicatorsNumber of Days Per Year That Exceed 8–Hour State Standards for Ozone LevelsGoal: Achieve EPA Ozone Standards by 2013

200 –

150 –

100 –

50 –

0 –03` 04` 05` 06` 08` 10` 12` 13` 14` 16`

Source: California Air Resources Board= San Joaquin Valley Air Basin

= South Coast Air Basin (L.A., Orange, San Bernardino, and Riverside counties)

= San Francisco Bay Area Air Basin (Alameda, Contra Costa, Marin, San Francisco)

Per Capita Urban Water Consumption(Gallons Per Day)Goal: Reduce Consumption by 10% by 2016

350 –

300 –

250 –

200 –

150 –

100 –98` 00` 01` 04` 08` 12` 16`

Source: California Department of Water Resources= San Joaquin River Hydrologic Region= Tulare Lake Hydrologic Region


Health IndicatorsNumber of Primary Care Physicians Per 100,000 PeopleGoal: Meet or Exceed State Average by 2016

300 –

250 –

200 –

150 –

100 –

50 –

0 –00` 05` 07` 11` 13` 15`

Source: The Central Valley Health Policy Institute, CSU Fresno& Center for Health Workforce Studies

= San Joaquin Valley= California

Percentage of Population Reporting AsthmaGoal: Achieve or Improve Upon State Average by 2016

60 –

40 –

20 –

0 –03` 06` 09` 12` 15` 16`

Source: Public Policy Institute of California= San Joaquin Valley= California

Land Use IndicatorsSan Joaquin Valley Acres inAgricultural ProductionGoal: Maintain Current Levels

6,000,000 –

5,000,000 –

4,000,000 –

3,000,000 –

2,000,000 –

1,000,000 –

0 –00` 02` 04` 06` 08` 10` 12` 14` 16`

Source: California Department of Conservation FarmlandMapping and Monitoring Program

= Important Farmland (includes prime farmland, farmland ofstatewide importance, unique farmland and farmland of localimportance)

People Per Urbanized AcreGoal: Increase Density by 15% in 75% ofCommunities by 2010

14 –

12 –

10 –

8 –

6 –

4 –

2 –

0 –90` 00` 05` 10` 15`

Source: American Farmland Trust= San Joaquin Valley Air Basin

= Bay Area (Alameda, Contra Costa, Marin, San Francisco,Santa Clara and Sonoma counties)

= Southern California (Imperial, L.A., Riverside, Orange, SanBernardino and San Diego counties)


Housing IndicatorsHousing Affordability Index: % ofHouseholds Able to Afford a Median-Priced Detached HomeGoal: Meet or exceed national average by 2016

100 –

80 –

60 –

40 –

20 –

0 –04` 06` 08` 10` 12` 14` 16`

Source: California Office of the Attorney General= San Joaquin Valley = California= United States

Crime IndicatorsViolent Crimes Per 100,00 PeopleGoal: Achieve or improve upon State rate by 2016

700 –

600 –

500 –

400 –

300 –

200 –

100 –

0 –01` 03` 05` 07` 09` 11` 13` 15` 16`

Source: California Office of the Attorney General= San Joaquin Valley= California

Transportation IndicatorsSan Joaquin Valley Percentage ofSystem by Level of Service(Routes 99, I-5, 205, 580)Level of Service=Operating Conditions a TypicalDriver Will Experience on a Typical DayA=Best Traffic Flow, F=Worst Congestion

100% –

80% –

60% –

40% –

20% –

0% –03` 05` 07` 09` 11` 13` 15`*

Source: California Department of Transportation*Projection if no change made to current facility

= A–B = C = D = E = F

San Joaquin Valley Collisions PerMillion Vehicle Miles Traveled (Routes99, I-5, 205, 580)

0.5 –

0.4 –

0.3 –

0.2 –

0.1 –

0 –00` 02` 04` 06` 08` 10` 12` 14` 16`

Source: California Air Resources Board= Expressway = Freeway


5%30%

45%

15%10%

0%15%

30%

30%

25%

Economic Development

AdvancedCommunications

ServicesHealth and Human Services

Energy

Water Quality, Supply and Reliability

Air Quality

Land Use, Agriculture and

Housing

Transportation

K-12Education

WorkforceDevelopment and Higher Education

ProsperousEconomy

QualityEnvironment

SocialEquity

The San Joaquin Valley: California’s 21st

Century Opportunity


The overall goal of the California Partnership for the San Joaquin Valley to achieve aProsperous Economy, Quality Environment, and Social Equitywill be accomplished by the integration into 6 Major Initiativesof the Strategic Actions recommended by the 10 Work Groups.

The Partnership brings together public and private Leadership to drive Actionwith public Accountability for outcomes to realize the vision of the

San Joaquin Valley as California’s 21st Century Opportunity.

California Partnership for the San Joaquin Valley

Implement anIntegrated

Framework forSustainable

Growth

Build a 21st CenturyTransportation Mobility

SystemGrow a Diversified,

Globally-CompetitiveEconomy Supportedby a Highly-Skilled

Workforce

Create a ModelK-12 PublicEducationSystem

Develop High-QualityHealth and Human

Services

Attain Clean AirStandards

Achieve a Prosperous Economy, Quality Environment, and Social Equity

The overall goal for the future of San Joaquin Valley canbe summarized as the quest for a Prosperous Economy,Quality Environment, and Social Equity—often called

the “3 Es” of sustainable growth and quality communities. The3Es approach also recognizes and embracesthe inter-dependence and inter-relationshipsamong the quests—economic prosperity isenhanced by improving environmentalquality and both must be pursuedstrategically so that people across all incomeand ethnic demographic groups benefit,referred to as the “social equity” dimension.

To the Partnership, social equity means fairtreatment and meaningful involvement ofall races, cultures and income levels fromearly stages of planning and investmentdecision-making. And, it embraces theconcept of environmental justice as articulated in the federalexecutive order which promotes policies and strategies toenhance the participation of low-income and minoritycommunities in public policy promulgation and decision-making to ensure that adverse impacts of public investmentsdo not unfairly burden a group or community. Thecommitment of the Partnership is to strive to reflect thepublic interest and community values in all therecommendations contained in the Strategic Action Proposal.

The attached Summary of Major Recommendations andStrategic Actions integrates the detailed recommendationsfrom the ten Work Groups into six major initiatives thepromote the 3Es with associated indicators that will betracked annually to measure progress:



3. Implement an Integrated Framework forSustainable Growth




The major initiatives build on the existingstrengths of the San Joaquin Valley and addressthe current challenges to minimize weaknesses.They recognizes the Valley’s heritage of agricul-ture as the foundation for economic develop-ment—as the roots to grow the future—andforge new frontiers for prosperity by identify-ing five key industry clusters to target for eco-nomic development and workforce prepara-tion. The major initiatives also embrace andenhance the assets that define and unify theregion—such as the San Joaquin River andHighway 99—as leading strategies to attract

investment. The next section sets forth the detailed recom-mendations from each Work Group. Complete Work GroupReports are in the Appendix.

Establish a 10-Year Implementation Structure

Implementation of these major initiatives to accomplish theimplied outcomes will require focused, sustained effort for a suffi-cient period of time to achieve the desired change in the indica-

tors. A public-private partnership should be established to lead afocused effort over the next decade to mobilize the essential govern-ment and civic leadership to achieve measurable results. It is recom-mended that the initial organizational structure for implementation(for up to the next two years) be established through a new Gover-nor’s Executive Order and that State legislation then be enacted toensure commitment and continuity for the full decade (see SectionVI on Recommended Organizational Structure for Implementation).


Section IV. Summary of Principal Recommendations

The California Partnership forthe San Joaquin Valley is impor-tant because the resultingStrategic Action Proposal withprioritized action items will pro-vide a blueprint for meeting thechallenges of the 21st Century.

Mike ChrismanSecretary

California Resources Agency

Summary of MajorRecommendations and Strategic ActionsRecommendation


Strategic Actions

• Align region-wide economic development efforts insupport of target industry clusters:(1) Agribusiness, including Food Processing, AgriculturalTechnology, and Biotechnology;(2) Manufacturing;(3) Supply Chain Management and Logistics;(4) Health and Medical Care; and(5) Renewable Energy.

• Identify and implement strategies and mechanisms forinvestments in infrastructure and incentives that supportthe economic vitality of the region.

• Create a dynamic, entrepreneur-producing economic climate.

• Accelerate the deployment and adoption of renewable andclean energy, including biofuels.

• Develop a coordinated, integrated program to promotetourism linked to rest stops, state parks and other destinations.

• Create a demand-driven workforce system including highquality vocational training and academic education thatsupports target clusters.

• Expedite access to and use of advanced communication services(ACS) and information technology in all communities.

Indicators

C Per Capita and Median Household Income

B Unemployment

B Percent Families Below Poverty Line

C Agricultural Production and Crop Value

C Job Growth in Target Industries

C New Business Start-Ups

C Venture Capital Investments

C Issuance and Licensing of Patents

C Tourism Spending

C Enrollment In and Completion of Training/EducationBeyond High School

C College Graduation Rates

C Education Attainment

C Access To and Use of ACS

Recommendation


Strategic Actions

• Implement an alternative accountability model for lowperforming schools and school districts.

• Implement a program to ensure all children are able toread at or above grade levels, with a focus on proficiencyby third grade.

• Implement a target intervention program for lowperforming schools.

• Increase the number and benefit of community and family resource centers.

• Implement an executive leadership academy for educators.

• Achieve funding equalization between state averages andCounty Offices of Education and School Districts.

• Implement a computer literacy initiative for K-12 studentsaligned with community college curriculum

• Develop a college-going culture.

• Implement programs to reduce substance abuse, includingvoluntary drug testing.

• Promote quality school choice within the public schoolsystem.

Indicators

C Reading Proficiency At or Above Grade Levels

C Computer Literacy Rates

C High School Graduation Rates

B High School Drop Out Rates

C College Bound Rate

C School-to-Career Preparedness

B Juvenile Drug- and Alcohol-Related Arrests

B Number of Low-Performing Schools


Recommendation

3. Implement an Integrated Framework for Sustainable Growth

Strategic Actions

• Create a strategy for growth and conservation to 2050through the Regional Blueprint Planning process.

• Encourage and support adoption of local General Plansconsistent with Regional Blueprint Plan.

• Establish and implement conservation plans for importantagriculture lands and significant resources and parks.

• Develop a long-range plan enhancing the vitality andsustainability of agriculture.

• Plan for and build housing to meet the needs of theregion’s population.

• Establish and implement an energy plan to optimizeefficiencies and use of renewables for all sectors.

• Support the development and implementation of a balanced,comprehensive, integrated regional water plan and basinplans that optimize management and other efficiencies.

• Expand surface storage and conjunctive use programs.

• Enhance surface and groundwater quality to meetbeneficial uses.

• Strengthen flood control and levee protection.

• Implement resource restoration projects for wetlands andrivers, with special attention to the San Joaquin River as adefining and unifying natural heritage for the region.

Indicators

C Land Use Efficiency

D Acres in Agricultural Production

C Open Space and Access to Public Land

C State Parks

C Housing Affordability

C Water Supply Reliability, Quality, and Efficiency

C Flood Protection

B Per Capita and Median Household Energy Use

C Percentage of Energy from Solar and Other RenewableSources

C Environmental Restoration

Recommendation


Strategic Actions

• Implement the 99 Corridor Master Plan, including theBusiness Plan and Enhancement Plan elements, as afoundational strategy for economic development in the region.

• Implement transportation projects that support the regionalland use strategy and improve mobility including east-westcorridors and other projects of regional significance.

• Implement a plan to facilitate goods movement in theregion.

• Develop a sustainable multi-modal system.

• Develop model roadside rest areas using the GreenStop©

prototype.

• Develop a plan for airport facilities and services.

• Assure that any state high-speed rail system, if implemented,meets the needs of the region and helps achieve economicdevelopment goals.

Indicators

C Through-Put and Velocity

C Roadway Conditions

B Vehicle Hours of Delay

C Transit Availability

C Goods Movement Productivity

C Safety

C Roadway Enhancements


Recommendation


Strategic Actions

• Implement a comprehensive strategic plan to achieve airquality compliance by 2013 or as soon as feasible.

• Eliminate institutional constraints to air quality improvement.

• Encourage EPA adoption of tighter federal emissioncontrol standards.

• Expand or create new incentive mechanisms to acceleratetechnology adoption.

• Facilitate the development and use of clean energy.

• Improve efficiency of goods and people movement.

• Encourage green development in the public and privatesectors.

• Accelerate research of critical emissions.

• Improve public education.

Indicators

B Ozone Precursors

B Particulate Matter

C Use of Clean Energy

C Use of Clean Fuels

B Attributable Mortality Rates

B Asthma Rates

B Number of Days with 8-Hour Ozone Exceedances

Recommendation


Strategic Actions

• Improve workforce development and retention byproviding incentives for difficult-to-recruit health andmedical professionals.

• Establish a Central Valley Nursing Education Consortium.

• Establish a School of Medical Education at UC Mercedconnected to a network of health and medical facilitiesthroughout the region.

• Develop mechanisms for counties to share technical andprofessional resources related to communicable disease casemanagement.

• Support regional disease prevention and health promotionservices.

• Develop and implement a regional plan to address theneeds of the uninsured.

• Support and expand pro-active foster care prevention services.

• Develop and implement a pilot program for relativeplacement services.

• Develop and implement a methamphetamine lawenforcement and prevention campaign.

• Support the development of outpatient and residentsubstance abuse treatment facilities.

• Facilitate the use of e-health tools and telemedicinetechnology to improve access to state-of-the-art healthcareand medical services.

Indicators

C Access to Primary Care Physicians and Allied HealthProfessionals

C Primary Health and Wellness

B Asthma Rates

B Uninsured

B Drug-Related Convictions

B Caseloads for Children and Adults Requiring Welfare Services

C Relative Placements for Foster Care

B Foster Care Time to Permanence

B Violent Crime


Attached are the compilation of the ten Work Group recommendations.For each Work Group there is anintroduction summarizing:

• Challenge

• Scope of Work (adopted by the Partnership Board)

• Summary of Recommendations

The introduction is followed by a set ofspecific actions organized into a 10-yeartimeframe that delineate:

• Mission

• Indicators

• Goals

• Objectives

• Actions

—Immediate Actions (First Year)

—Short Term Actions (2-3 Years)

—Intermediate Actions (4-6 Years)

—Long Term Actions (7-10 Years)

• Responsible Implementer(s)

After the Strategic Action Proposal isadopted the Partnership Board will developa detailed Work Plan to prioritize andorganize implementation of the first-phaseactions. The Partnership Board also will re-establish new committees and work groupsto lead and oversee implementation.

The Annual Report will track progress onrecommendations to ensure accountabilityto the public.

Complete Work Group Reports are part ofthe Appendix and available online:www.bth.ca.gov.


Section V. Work Group Recommendations

Improving the health and well-being of the residents of theSan Joaquin Valley requires acoordinated and sustainedeffort among all levels ofgovernment, business,academia, and the broadercommunity. The Partnership’scomprehensive frameworkreflects the shared, multi-sectoral approach we mustbring to support and enhancethe health and well-being of thepeople of San Joaquin Valley.

Kimberly BelshéSecretary

California Health and Human Services Agency

Through the California Partner-ship for the San Joaquin Valley,citizens and communities haveengaged in an historic opportu-nity to set a course for the nextgeneration to fulfill the greatpromise of the Valley. Thatpromise, is the cornerstone forimproving the quality of life ofall Californians in the future.

Ricardo J. SotoOffice of the Secretary of Education

Work Group Recommendations


Challenge

The San Joaquin Valley has struggled with an under-performingeconomy for several decades, according to unemployment andincome levels and many other measures of economic and social

well-being. Factors contributing to the current economic conditionsare numerous, complex and interdependent. In recent years, a host ofstudies have been published that provide a basic understanding of andbaseline information on the economic development challenge in theValley. The key findings from several of these major reports include: • The San Joaquin Valley has been consistently plagued with

high levels of unemployment for over twenty-five years, evenduring peak agricultural seasons.

• Job growth has been respectable in the San Joaquin Valley since 1990.However, unemployment levels have remained high, and per capitaincome remains the lowest in the state. Per capita income in everyMetropolitan Statistical Area in the region is lower than Appalachia.

• Agriculture is arguably the most innovation-driven industryin the region—adopting and integrating technologies,developing new products, and adding increased value toproducts. However, agriculture cannot serve as a stand-alonedriver of the regional economy.

• Improving the economic vitality of the San Joaquin Valleyrequires the development of outward-oriented sectors thatcompete on innovation and serve sophisticated markets.

• Recent growth of the San Joaquin Valley economy appears tobe based on increased population and cost-driven growth. Suchactivity can provide a platform for future growth, but will notultimately improve standards of living in the region.

• Shifting from “population” and “cost driven” growth toinnovation-driven and valued-added growth will requireinvestments in the “complete business climate.”

• The San Joaquin Valley is made up of two distinctcomponents: the rural parts of the region and themetropolitan areas in the region.

These findings provide the foundation for both the scope ofwork and recommendations.

Scope of WorkInnovation and Entrepreneurship Development• Develop the region’s “knowledge infrastructure” (network of

specialized experts) to provide technical and business expertisefor new firm formation.

• Create an Environmental Technology Investment Fund• Identify opportunities to develop and launch incubators and

research parks.• Recognize the importance and relationship of transportation

improvements and human capital (workforce development) forother economic development opportunities.

• Consider economic opportunities presented by region’s artsand culture assets.

• Consider development of a regional marketing program.

Competitiveness of Target Industries• Identify 3-5 target industries and related international trade

opportunities.• Identify emerging industries ad opportunities for economic

development.• Develop region-wide industry networks connected to target industries.• Identify top opportunities/challenges and develop industry-

driven action plans.• Analyze economic opportunities related to neighbor regions.

Infrastructure and Incentive Programs• Develop parameters of “best practices” infrastructure

investment and incentive programs.• Evaluate existing tools and programs offered by the state and federal

governments relative to “best practices” and develop recommenda-tions for the most efficient and effective use of public resources.

• Develop an action plan to modify, eliminate and/or create theinfrastructure investment and incentive programs most needed inthe region. Consider a region-wide “investment zone.”

Renewable Energy• Join forces with the Federal Interagency Task Force’s “Clean

Air/Clean Energy” work group.• Conduct an audit of renewable energy programs and experts

in the region to assemble a leadership team.• Review the relevant March 2003 Great Valley Center publication

and advance the recommendations in the report: (a) craft aregional strategy; (b) encourage market development; (c)streamline local planning and permit processes; (d) providecapital incentives; and (e) influence state policy.

Other Strategic Opportunities• Develop a region-wide tourism strategy leveraging the work

of the Central Valley Tourism Association, the CaliforniaState Parks, the Great Valley Center, and individual tourismpromotion efforts by each county.

• Using the Central California Economic Development Corporationas the base, develop a region-wide economic developmentorganization responsible for marketing the region.

Summary of Recommendations

The recommended actions play to the economic strengths ofthe region and minimize the weaknesses, addressing specificfactors identified in numerous studies that hinder capital

investment and job generation. They lay the foundation forimproving long-term growth by reinforcing and strengthening theunderlying fundamentals of the regional economy. Whilerecognizing and building upon the comparative advantage ofagriculture, the actions also will result in economic diversification.

1. Facilitate investments in infrastructure and incentives thatsupport the economic vitality of the region.

2. Align region-wide economic development efforts in supportof target industry clusters.

3. Create a dynamic, entrepreneur-producing economic climate.4. Accelerate the deployment and adoption of renewable and

clean energy.5. Promote the San Joaquin Valley as a tourist destination.



Immediate Actions(First Year)

Short-Term Actions(2-3 Years)


MissionImplement creative and collaborative solutions to region-wide infrastructure challenges, focus onthe growth of target industries with comparative advantages, and promote the region as a businessand tourist destination.

Indicators: Increase in per capita income and median household income. Decrease in unemployment rate. Decrease in percentage of families belowthe poverty line. Increase in agricultural production and crop values. Increase in job growth in target industries. Increase in new business start-ups.Increase in success rate of new businesses that receive direct services. Increase in venture capital investments. Increase in issuance and licensing ofpatents. Increase in tourism spending.

Goal 1: Facilitate investments in infrastructure and incentives that support the economic vitality of the region.

Objective A: Establish a regional financing authority for infrastructure, including water and sewer.

Objective B: Establish region-wide economic development incentives.

Objective C: Establish a region-wide organization for marketing the San Joaquin Valley.

Convene an ad hoc steeringcommittee of stakeholdersand experts to develop a poli-cy paper and recommendaction steps, including a time-line for developing a financ-ing authority. Complete apolicy paper that outlines theoptions for the financingauthority. Coordinate withFunding and Financing Committee.

Distribute broadly the policypaper and conduct a series ofworkshops with key stake-holders in each sub-region.Reach consensus (by Year 3)on the best model for thefinancing authority and thepath to implementation,including securing seed fund-ing from individual jurisdic-tions and other stakeholdersto establish the authority.

Engage professional staff.Complete the legal andtechnical requirements forestablishing the financingauthority. Establish financing authority.

Monitor progress and operations of the financing authority. Report results inAnnual Progress Reports andat Annual Summits.

Partnership, EconomicDevelopment Corporations(EDCs), Central CaliforniaEconomic DevelopmentCorporation (CCEDC), StateInfrastructure and EconomicDevelopment Bank (I-Bank),COGs, Local Governments

Inventory and analyze exist-ing and prospective eco-nomic incentives, includingthe concept of a region-wideincentive zone. Fully definethe elements of a zone,including identification ofspecific incentives and fund-ing sources. Engage majorstakeholders and experts.Prepare report and recom-mended actions.

Distribute broadly thereport to economicdevelopment, city, county,and business leaders andlegislators. Work with theValley State Legislators torefine and advance therecommendations. Seeklegislative authorization andfunding. Establish incentivesor zone.

Develop and implement acomprehensive communica-tions and marking plan topromote the availabilityincentives and/or zone.Monitor and evaluateresults; amend program asappropriate to optimizeimpact. Report results inAnnual Progress Reportsand at Annual Summit.

Continue promotion andmonitoring of results; amendprogram as appropriate.

Partnership, EDCs, LocalGovernments, Stakeholders,State Legislators



Intermediate Actions(4-6 Years)

Long-Term Actions(7-10 Years)

ResponsibleImplementer

Strengthen and develop thestructure, membership, andoperation of the CentralCalifornia Economic Development Corporation(CCEDC) or successororganization. Develop a planfor a region-wide marketingand outreach program thatis relevant to the three sub-regions. Identify prospectivefunding sources for the marketing program.

Convene prospectiveCCEDC members andpublic and privatestakeholders to consider themarketing plan. Establish atask force to secure sponsorsand funding for themarketing program tosustain at least a five-yeareffort. Engage professionalstaff and launch marketingprogram.

Develop a monitoring andaccountability process toassess projects, sites, and leadsgenerated by the marketingand outreach program.Evaluate results and reviseprogram as appropriate.

Determine longer-termprogram, identifyprospective investors andsponsors to achieve self-funding or sustainability.

CCEDC, Stakeholders







Goal 2: Align region-wide economic development efforts in support of target industry clusters: (1) Agribusiness,including Food Processing, Agricultural Technology, and Biotechnology; (2) Manufacturing; (3) SupplyChain Management and Logistics; (4) Health and Medical Care; and (5) Renewable Energy. (Continue tosupport industry clusters with comparative advantage in sub-regions, such as the petroleum industry in Kern County.)

Objective A: Establish region-wide networks of industry clusters to facilitate expansion of target industry clusters.

Objective B: Ensure a prepared workforce to support the targeted industry clusters. (See Higher Education and Workforce Development Recommendations.)

Goal 3: Foster a dynamic business climate to encourage and support entrepreneurs.

Objective A: Develop and implement a program to support entrepreneurs and promote entrepreneurship, including thedevelopment of networks, training resources, incubators, and other small business support programs.

Identify existing sub-region-al cluster networks, keystakeholders and expertsresources for each targetedcluster. Convene existingnetworks, stakeholders andexperts to form task forcefor each cluster. Developregion-wide data bases andbaseline benchmarks forindustry cluster perform-ance. Identify lead conven-ers. Coordinate activitieswith Higher Education andWorkforce DevelopmentRecommendations. Developan action plan for eachindustry cluster.

Organize a Task Force foreach industry cluster andbegin implementation of theaction plans, including con-vening roundtable discus-sions throughout the regionwith cluster companies,financial investors, work-force training resources,research institutions, policymakers and other stakehold-ers to review the action planand to discuss opportunitiesto grow the industry. Devel-op process and methodologyfor tracking industry clusterperformance.

Continue implementationof industry cluster actionplans. Evaluate results andmodify action plans asappropriate. Prepareindustry cluster performancereports in comparison tobaseline benchmarks. Reportresults in Annual ProgressReports and at AnnualSummits.

Develop and implementlonger-term actions. Prepareupdated industry clusterperformance reports. Reportresults in Annual ProgressReports and at Annual Summits.

Partnership, CCEDC,EDCs, Sub-RegionalNetworks (Supply ChairManagement TradeAssociations in KernCounty, ManufacturersCouncil in San Joaquin,Stanislaus and MercedCounties, Regional JobsInitiative Industry Clustersin Fresno County), BusinessOrganizations, HigherEducation Institutions,Workforce InvestmentBoards (WIBs), IndustryCluster Task Forces

Coordinate collaborationwith consortium of WIBs toensure employer-drivenworkforce preparationprograms.

Monitor and evaluateworkforce needs of targetedindustry clusters. Continueto coordinate withconsortium of WIBs andother training resources.

Continue to monitor andevaluate workforce needs oftargeted clusters and providefeedback to consortium ofWIBs and other trainingresources to improve work-force preparation. Assessimpact of prepared work-force on the attraction ofcapital and job generation inthe region.

Continue to monitor andevaluate workforce needs. Incollaboration with consor-tium of WIBs, determineand implement longer-termactions.

Partnership, CCEDC,EDCs, Industry ClusterTask Forces

Collect benchmark data onrate of business start-ups,risk capital investment activ-ity, and small business loanactivity from Small BusinessDevelopment Center(SBDC) counseling and pre-pare a report. Conveneexisting support services forstart-up companies anddevelop an action plan forsupporting entrepreneurs.Conduct at least two work-shops to obtain input.

Secure funding andimplement action plan.Secure resources to expandSBDCs. Establish at leastone new incubator program.Prepare and publish a reporton stimulating the“entrepreneurship economy”in the San Joaquin Valley.Develop methodology andprocess for evaluatingresults.

Evaluate results and reviseprogram as appropriate.Launch two additionalincubator programs.

Evaluate result and reviseprogram as appropriate.Prepare and publish updatedreport on the“entrepreneurship economy”in the San Joaquin Valley.Determine and implementlonger-term actions.

Partnership, SBDCs,Existing Sub-RegionalNetworks, Incubators andResources (EconomicGardening in Kern County,Central Valley BusinessIncubator in Clovis, LylesCenter for Innovation andEntrepreneurship at CSUFresno, proposed incubatorsat University of the Pacificand CSU Stanislaus)







Objective B: Develop resources to invest in entrepreneurs, including capitalizing an “entrepreneurship opportunity fund.”

Objective C: Identify resources to invest in expansion of industry clusters, including exploring feasibility ofcapitalizing a “double bottom-line” equity fund.

Goal 4: Accelerate the deployment and adoption of renewable and clean energy. (See Air Quality and Energy Recommendations.)

Objective A: Establish a regional clean energy office. (See Air Quality Recommendations.)

Objective B: Work with state officials to remove administrative barriers to clean energy development and deployment.(See Energy Recommendations.)

Identify and conveneexperts, technical resourcesfor start-up companies andsmall businesses, venturecapitalists, and other finan-cial investors to explore fea-sibility of capitalizing an“entrepreneurship opportu-nity fund” and to preparereport and recommendedactions. Work with GoldenCapital Network (GCN) toevaluate potential for devel-oping their “hub andspokes” model in the region.

Meet with prospectiveinvestors to review reportand recommended actionsand to assess feasibility.Work with GCN toestablish two angel groupsin the region. If feasible,capitalize an “entrepreneurshipopportunity fund.” Conductworkshops throughout theregion to build awareness ofthe fund.

Launch two additionalincubator programs.Establish additional angelgroup, thereby connectingthe entire region to angelinvestment funds. Launchadditional double-bottomline fund in another part ofthe region. Analyzeindicators of entrepreneurialactivity to determine ifefforts have been effective.

Re-evaluation and re-invention ofentrepreneurship supportmechanisms. Adjust and re-invigorate efforts as needed.Analyze indicators ofentrepreneurial activity.Publish updated report onthe “entrepreneurship economy” in the SanJoaquin Valley.

Partnership, SBDCs,University EntrepreneurshipCenters, Expert Resources(GCN, Central Valley Fund,Pacific CommunityVentures)

In conducting activities withindustry clusters andObjectives A and B above,alert participants about theintent to explore feasibilityof a “double bottom-line”equity fund. Identifyprospective lead developerand participants in afeasibility study.

Engage lead developer andconvene prospectiveinvestors to conduct andcomplete feasibility study. Iffeasible, capitalize a “doublebottom-line” equity fund ofat least $50 million to investin entrepreneurs and start-ups or expanding companiesin targeted industry clustersin priority areas for econom-ic development. Select fundmanager through competi-tive process. Launch thefund and begin investments.

Monitor investments andimpacts through regularreports from fund manager.Report results in AnnualProgress Reports andAnnual Summits.

Complete fund investments.Evaluate results anddetermine feasibility ofrecapitalizing a second fund.Determine other longer-term actions. Continuereporting results in AnnualProgress Reports andAnnual Summit.

Partnership, LeadDeveloper, ProspectiveInvestors, Expert Resources(GCN, Central Valley Fund,Pacific CommunityVentures)

Working with Clean EnergyIndustry Task Force, recruitteam of experts andstakeholders to championthe effort. Identify andprioritize barriers todevelopment anddeployment. Developrecommendations andstrategies for removingbarriers.

Implement actions toremove the barriers.Coordinate efforts withenergy actions.

Evaluate results and reviseprogram as appropriate.

Develop and implementlonger-term actions.

Partnership, RenewableEnergy Industry ClusterTask Force







Goal 5: Promote the San Joaquin Valley as a tourist destination.

Objective A: Establish the Central Valley Tourism Association as the lead organization responsible for overseeing thedevelopment of a regional tourism promotion program.

Objective B: Establish a comprehensive marketing plan for the region that includes a “Highway 99” component aspart of the overall strategy.

Establish a task force towork with the Central Val-ley Tourism Association(CVTA) and other keystakeholders to develop atourism promotion plan as aprimary strategy to strength-en and expand CVTA.

Secure funding and engagestaff to implement theregional marketingpromotion program. Launchprogram with major mediaevent.

Evaluate results and reviseprogram as appropriate.Achieve self-sufficiencythrough increasedmembership, sponsorshipsand joint-ventures.

Continue to monitor resultsand develop longer-termmembership and revenues tosupport CVTA.

Central Valley TourismAssociation (CVTA),Stakeholders

Inventory all tourism assets inthe region. Establish baselinefor industry benchmark.Identify and analyzeprospective tourismcustomers. Develop tourismpromotion plan, including abranding strategy.Incorporate into the tourismpromotion plan a specificfocus on historical heritage ofHighway 99 and utilize reststops as opportunities formarketing tourism. Exploreopportunities for region-wideparticipation in tourism tradeshows; explore connection tonational “Main Street”organization.

Develop marketing materialsand implement marketingplan, including the Highway99 component with websiteand displays at key locations.Install valley-wide signage aspart of branding. Establishprocess for monitoring andreporting results.

Develop and produce a“made for travel channel”video and placeadvertisement for feedermarkets. Exploreopportunities to feature theSan Joaquin Valley in films.Evaluate results and reviseprogram as appropriate.

Continue implementation ofregion-wide tourismmarketing plan. Reportresults in Annual ProgressReports and at AnnualSummits. Revise program asappropriate.

CVTA, Stakeholders, COGs


Higher Education and Workforce Development

Challenge

Economic vitality cannot be achieved without majoremphasis on development of the current and emergingworkforce, which requires strategies for higher

education and job training that align with and complementthe targeted industry clusters.

A skilled workforce is the cornerstone of competitiveness in aknowledge-based economy. In the “old economy” regionsprospered by simply having a large number of jobs andworkers in low-wage positions. In the knowledge economy,regions prosper if their workers have honed their intellectualskills and are capable of being employed in the knowledge-based, information-intense jobs that are driving the “neweconomy.” Moreover, because the growth in knowledge-basedjobs in the United States is increasing (from 27% of the totalU.S. workforce in 1983 to 33% by 2006) regions which aresuccessful in developing a workforce that can support suchdemand from industry will advance, while less competitiveregions will continue to fall behind (The Metropolitan NewEconomy Index, April 2001, Progressive Policy Institute). Areview of existing studies and research on the status of the SanJoaquin Valley workforce and workforce development systems(Public Policy Institute, Data Quest, Central Valley HigherEducation Consortium) produced the following key findings:• The education gap is significant between the San Joaquin

Valley and the rest of the state. • Valley students are less likely to be prepared for college. • Valley students do not take advantage of available

resources to attend college. Only 28% of students in theSan Joaquin Valley region who qualify for Cal Grantssubmit an application. When compared with studentsstate-wide, graduating high school seniors are more likelyto enroll at a community college equally likely to enroll ata CSU campus, less likely to attend a UC campus.

• Training for occupations in the health services industry repre-sents both a challenge for the Valley, as well as an opportunity.

These findings provided the foundation for the scope of workand recommendations.

Scope of WorkVocational Training • Work with the community college system, regional

occupational programs, industry leaders, private colleges,local workforce investment boards, and state agencies todevelop a comprehensive plan to expand the region’svocational training capacity in high-demand occupationswith living wages and “career ladders” that meet employerneeds. Propose actions to ensure community college

programs are effectively coordinated.• Develop and implement pilot projects that can be used as

demonstrations to quickly accelerate the availability ofvocational training programs.

Local Workforce Investment Agencies• Develop a process for identifying and evaluating employer

demands throughout the region.• Identify current utilization of training funds and asses

relationship to employer demands.• Identify regional workforce development opportunities

and align workforce training investments with economicdevelopment targeted industries.

• Work with state agencies, California Workforce InvestmentBoard, Department of Labor, and local Workforce InvestmentBoards (WIBs) in the region to identify system bottlenecksand inefficiencies that are restricting workforce developmentefforts, including standards for training providers.

• Develop creative strategies to resolve those issues andimprove overall effectiveness.

College Degree Attainment Rates • Leverage the work of the Central Valley Higher Education

Consortium and participating institutions to develop acollege-going culture in the region.

Access to Baccalaureate Education• Identify gaps in access to baccalaureate education in

underserved parts of the region.• Conduct market assessments to determine need for

expanded baccalaureate programs.• Work with education, industry and state agencies to devel-

op creative plans to fill the gaps, including maximumleverage of distance learning opportunities.

Health Services and Medical Education• Create a consensus with area stakeholders and state

agencies around a comprehensive, integrated strategy tomeet the healthcare worker shortage in the region.

Public Outreach• Develop an action plan for outreach to make education

and workforce preparation opportunities available toresidents and widely accessible at the grassroots level.


The recommended actions focus on preparing the futureworkforce to support targeted industry clustersthrough both higher education and vocational training

(including career technical education in secondary schools).

1. Create a comprehensive, demand-driven workforceinvestment system that supports the growth of the region’starget industry clusters.

2. Develop a college-going culture in the San Joaquin Valley.3. Develop comprehensive education and training systems to

meet the healthcare worker shortage in the region.



Higher Education and Workforce Development

MissionExpand higher education opportunities and develop the workforce preparation infrastructure tosupport sustained, long-term economic vitality.

Indicators: Increase per capita and median household income. Decrease unemployment. Decrease percent of families below the poverty line.Increase job growth in target industries. Increase enrollment in and completion of training/education beyond high school. Increase collegegraduation rates. Increase education attainment. Increase access to and use of advanced communication services.

Goal 1: Create a demand-driven workforce investment system that supports target clusters: (1) Agribusiness,including Food Processing, Agricultural Technology, and Biotechnology; (2) Manufacturing; (3) SupplyChain Management and Logistics; (4) Health and Medical Care; and (5) Renewable Energy.

Objective A: Align workforce development resources to support target industry clusters. (See Economic Development Recommendations.)

Objective B: Conduct occupational analysis of key jobs in target industries.

Objective C: Develop web-based inventory of vocational training and “gap analysis.”

Objective D: Implement region-wide business intelligence tool.






Convene Workforce Invest-ment Boards (WIBs) andinstitutions of higher educa-tion, particularly Communi-ty Colleges, to adopt targetindustry clusters as prioritiesfor deployment of resources.Coordinate activities to formIndustry Cluster Task Forcesand prepare action plans.

Implement workforce com-ponent of industry clusteraction plans. Monitor resultsand revise program as appropriate.

Continue to work withIndustry Cluster Task Forcesto monitor workforce needsand develop training andeducation programs.

Evaluate results and developlonger-term actions. Reportresults in Annual ProgressReports and at Annual Summits.

Partnership, WIBs, Commu-nity Colleges and OtherInstitutions of Higher Edu-cation, Economic Develop-ment Corporations (EDCs),Industry Cluster Task Forces

Develop framework foranalysis, compile existingdata, including collectingsample job descriptions, andprepare report and recom-mended actions.

Develop process and method-ology for identifying work-force needs in targeted indus-try clusters and develop sys-tem for ongoing data collec-tion. Begin implementationof ongoing analysis.

Continue to collect and ana-lyze data to determineemployment trends andworkforce needs.

Continue to collect and ana-lyze data to determine trendsand workforce needs. Prepareand publish report and deter-mine longer-term actions.

Partnership, WIBs, Commu-nity Colleges and OtherInstitutions of Higher Educa-tion, EDCs, Industry ClusterTask Forces

Complete other activities inaction plan first.

Define requirements for datamanagement tool; identifyand procure tool.

Implement business intelli-gence system.

Continue to use datamanagement tool. Evaluateresults and determine longer-term actions.

WIBs, Community Collegesand Other Institutions ofHigher Education, EDCs,Industry Cluster Task Forces

Complete inventory ofregional vocational and careertechnical training programs(both public and private pro-grams), develop web directo-ry, and “gap” analysis.

Prepare and implementregion-wide action plan forexpanding capacity of voca-tional training. Plan and con-duct promotional campaignfor online training directory.Maintain online trainingdirectory.

Continue implementation ofaction plan for vocationaland career technical educa-tion. Continue to promote,update and maintain onlinetraining directory.

Evaluate results and developlonger-term actions.

WIBs, Community Colleges,Private Colleges, RegionalOccupational Programs(ROPs)


Objective E: Create a “just-in-time” training voucher fund.

Objective F: Address workforce supply on a regional basis.

Objective G: Align vocational and career technical education with target industries.

Objective H: Establish San Joaquin Valley Workforce Consortium.

Identify and convene leadagency and stakeholders todefine industry target(s) andapproach. Prepare report andrecommended action forestablishing a “just-in-time”training voucher fund. Seekassistance from EmploymentTraining Panel (ETP) andexpert resources.

Develop work plan withdefined objectives and outcomes; prepare trainingcurriculum. Seek fundingfrom ETP. Implement program. Expand to othertarget industry clusters asappropriate and funding isavailable. (Target funding: $4 million annually.)

Continue to operate andadminister fund. Evaluateresults and revise program asappropriate.


WIBs, Community Colleges,ETP

Convene team of ROP lead-ers and other expertsregion-wide to assess exist-ing career technical educa-tion, identify gaps for meet-ing needs of target industryclusters. Prepare report andrecommended actions.

Develop action plan in con-sultation with IndustryCluster Task Forces, includ-ing seeking revision infunding formulas to supportvocational and career tech-nical training. Conduct out-reach to target student pop-ulations and their parents toinform them about careeropportunities. Secure fund-ing and begin implementa-tion. Develop process andmethodology for monitor-ing progress and evaluatingresults.

Continue to implementaction plan, including out-reach to and workshops fortarget student populationsand their parents. Evaluateresults and revise programas appropriate.


ROPs, Other Vocationaland Career Technical Pro-grams, Community Col-leges, WIBs, Industry Clus-ter Task Forces

Identify and convene leadersin each county and stake-holders to develop approachand identify specifications fora standardized system andassociated training. Exploreconcept of a “career readinesscertificate” focused on a tar-get cluster(s). Prepare reportand recommended actions.

Develop a region-wide careerreadiness certificate programfor targeted industry clusters.Develop curriculum. Securefunding and launch initialmarketing of program.Expand credentialing systemas appropriate and developcustomized solutions forbusinesses. Integrate assess-ment tool into secondary andpost-secondary vocationaland career technical educa-tion programs.

Continue to promote thecareer readiness certificateprogram and expand theassessment system. Evaluateresults and revise program asappropriate. Coordinateactivities with Industry Cluster Task Forces.


WIBs, Community Colleges,EDCs, Industry Cluster TaskForces

Execute a Memorandum ofUnderstanding among WIBsthat defines the scope andparameters of theConsortium. Refine andadopt overall action plan andsecure requisite resources.Begin working with IndustryCluster Task Forces.

Continue to implementaction plan focused on targetindustry clusters. Seekadditional resources andfunding to expandcollaboration. Establishprocess and methodology formonitoring progress andevaluating results.

Continue to implementaction plan. Evaluate resultsand revise program asappropriate. Report resultsin Annual Progress Reportsand at Annual Summits.


WIBs












Objective I: Align the efforts of the San Joaquin Valley’s economic development corporations, the San Joaquin ValleyWorkforce Consortium and the California Community College Central Region Consortium.

Goal 2: Develop a college-going culture in the San Joaquin Valley.

Objective A: Improve academic preparation and increase expectations for student achievement.

Objective B: Increase accessibility of financial aid.

Objective C: Increase availability of information and resources to students and parents.

Define purpose and scope ofongoing collaborationamong WIBs, CommunityColleges, and EDCs. Con-vene first annual strategicplanning session, refine andadopt action plan.

Continue to facilitate collab-oration among WIBs, EDCs,and CCs to implement theaction plan.

Continue to facilitate collab-oration WIBs, EDCs, andCCs to implement the actionplan.


Partnership, WIBs, Commu-nity Colleges, EDCs

Commission a report fromthe Education Trust - West ora similar agency to providedata defining the scope of theproblem and the social andeconomic cost of low collegeattainment in the region. Incooperation with the CentralValley Higher EducationConsortium (CVHEC),research and inventory parentengagement programs (suchas Parent Institute for QualityEducation) to recommendbest practices to school dis-tricts. Prepare a report andrecommend actions.

Work with CVHEC andCounty Offices of Educationto develop and implement anaction plan, including anoutreach program to targetedhigh school students andtheir parents with collegerecruitment messages. Imple-ment parent engagementworkshops in lowest college-going communities. Identifya lead volunteer “collegecounselor” at every highschool. Implement K-12workshops for teachers andadministrators on being “col-lege-going advocates.

Continue collaboration withCVHEC and County Officesof Education to implementthe action plan. Evaluateresults and revise program asappropriate.

Continue implementation ofthe action plan. Evaluateresults and develop longer-term actions.

CVHEC, County Offices ofEducation

Work with CVHEC torefine action plan. Encourageall high schools to requirecompletion of financial aidform (FAFSA) for all seniors.Explore with the CaliforniaStudent Aid Commission(CSAC) the development ofa special incentive programfor the San Joaquin Valley.Review and consider easingrestrictions on student work-ers in college.

Organize and conduct semi-nars for student aid counsels.Assist counselors in conductingworkshops for target studentpopulations and their parentsto inform them about availablefinancial aid. Consider statelegislation offering additionalfinancial incentives to studentsto attend college and offeringhigher education institutionsadditional financial support forgraduating students. Considerproposal to index Cal Grantsto cost of living.

Continue to facilitatecollaboration betweenCVHEC, CSAC, CountyOffices of Education, andCalifornia Department ofEducation, and CVHEC toimplement action plan.Recruit Valley graduatesreached by the program toassist in expanding theoutreach to other studentsand their parents. Evaluateresults and revise program asappropriate.

Evaluate results an developlonger-term actions.

California Student Aid Com-mission (CSAC), CountyOffices of Education, CADept. of Education, CVHEC

Develop plan for pilot walk-in higher educationinformation center. Developa radio and televisioncampaign to enhanceawareness of where to go forcollege access information.

Open the pilot walk-inhigher educationinformation center. Launcha radio and televisioncampaign to increaseawareness. Expand parentworkshops throughout theregion. Open one newhigher educationinformation center.

Continue to facilitatecollaboration. Evaluateeffectiveness of educationinformation centers coupledwith broadcast media publicawareness program.Conduct focus groups torefine and improve program.




Objective D: Increase collaboration between higher education and P-12 education.

Objective E: Align academic content to support economic vitality.

Objective F: Assure accessibility to educational opportunities.

Objective G: Expand vocational and career technical education programs and courses.

Goal 3: Develop comprehensive education and training systems to meet the healthcare worker shortage in the region.

Objective A: Establish a Medical Education Program at University of California, Merced within 10 years. (See Health and Human Services Recommendations.)

Objective B: Establish the Central Valley Nursing Education Consortium. (See Health and Human Services Recommendations.)






Identify and inventory allcollaborative P-12 – highereducation initiatives. Preparea report on best practices.

Convene all collaborativeinitiatives to identify oppor-tunities for additional col-laboration. Develop threenew P-16 collaborativegroups and/or projects.

Evaluate results and reviseprogram as appropriate.Convene at least one P-16collaboration workshop ineach county to exploreopportunities for new initia-tives. Develop three addi-tional P-16 collaborativegroups and/or projects.



Identify and prepare reporton current relationshipsamong institutions of highereducation, WIBs, andemployers to determine lat-est employment trends andworkforce needs.

In coordination with Indus-try Cluster Task Forces,facilitate communicationsand collaborations amongthe stakeholders. Involvethem in workforce develop-ment activities above.

Continue to facilitate collab-oration and provide feed-back from above activities.


CVHEC, Institutions ofHigher Education, WIBs,Industry Cluster Task Forces

Identify lowest college-attainment areas in theregion and prepare report.

Based on experience fromimplementing above activi-ties, identify the most effec-tive approaches for makingeducational opportunitiesaccessible to all students andresidents.

Continue the above activi-ties. Develop and imple-ment additional actions asappropriate.


Partnership, Stakeholders

Implement above activities. Based on experience fromimplementing above activities,identify needs for expandedor additional vocational andcareer technical educationprograms and courses. Seekrevision of funding formulasto support expanded voca-tional and career technicaleducation programs.

Implement expanded voca-tional and career technicaleducation programs. Evalu-ate results and revise pro-gram as appropriate.


WIBs, County Offices ofEducation, CommunityColleges, Industry ClusterTask Forces


K-12 Education

Challenge

The eight counties in the San Joaquin Valley are amongthe states fastest growing regions and children make-upa high proportion of the overall population. The high

concentration of children in the area underscores the impor-tance of K-12 public schools to the region. Most indicatorsshow student achievement in the San Joaquin Valley laggingbehind the State as a whole, further illustrating the challengesfacing local K-12 public education institutions.

As the California region whose economy is most dependent uponagriculture production, the San Joaquin Valley is home to a dis-proportionately large share of the migrant workforce. Associatedwith this workforce are a high proportion of immigrants in theregion who face language and cultural barriers. These factors leadto the San Joaquin Valley having a significant English learner(EL) population of 25.6%. That average is only slightly higherthan the state’s average of 25.1%. Yet, the San Joaquin Valleyschools tend to have lower percentages of EL students re-desig-nated to Fluent English Proficient (FEP) than the state average.

The Academic Performance Index (API) is an indicator of aschool’s level of performance. Nearly one third of students inthe San Joaquin Valley (235,218 children) attend schools thatrank in the bottom 20% of the API. As of March 2006, theSan Joaquin Valley had 368 schools below the API score of 673which in the current 2005 API Base have the decile rankings of1 and 2. With few exceptions, student achievement in the SanJoaquin Valley is lower than state averages as measured by theCalifornia Standards Tests (CST), the California High SchoolExit Exam (CAHSEE) and schools making Adequate YearlyProgress (AYP) under the No Child Left Behind Act (NCLB).

The eight-county average for passing the English LanguageArts section of the CAHSEE was 69% in 2004, compared tothe state average of 75%. For the math section, San JoaquinValley counties averaged a 68% pass rate compared with thestate average of 74%. San Joaquin Valley counties also havelower percentages of children testing “proficient” or“advanced” across all grade levels in English language arts andmath than those in the state as a whole. These low test scoreshave caused many schools in the region to miss proficiencytargets and, thus, fail to meet federal AYP.

California ranks 40th among the states in the percentage ofhigh school graduates going directly to college and the num-ber is declining. For the 2003-04 school year, all eight coun-ties in the San Joaquin Valley were below the statewide figurefor high school graduates who had completed coursesrequired for admission into the University of California andCalifornia State University systems.

Scope of Work• Establish a high-level work group of the eight county

superintendents of education for the purpose of identify-ing common challenges, recommending shared actions,and engaging around a set of state strategies to improvelow-performing schools.

• Identify “best practices” within the San Joaquin Valley andassess potential for broader application and deployment.

• Provide updated achievement data for the region based onnewly-released test results of California Standards Testsand school rankings by the Academic Performance Index(API) and Adequate Yearly Progress (AYP) assessments.

• Facilitate a series of roundtable discussions with local edu-cation leaders and the Secretary of Education to encouragea dialogue about local policy priorities and solutions to thechallenges facing K-12 public schools in the region.


The recommended actions target efforts on low-perform-ing schools while promoting improved academic per-formance and preparation for post-secondary education

and/or training for all students. They focus on actively engag-ing education stakeholder in the San Joaquin Valley in state-level discussion around school accountability and interventionsfor low performing schools. In addition, the Partnership willcontinue to serve as a conduit to facilitate regular communica-tion and access for local education leaders with the Administra-tion on policy and budget priorities for K-12 education.

1. Implement programs and accountability mechanisms sothat schools and school districts meet or exceed state andfederal performance goals.

2. Implement a local support and oversight model for lowperforming schools and school districts.

3. Implement a program to ensure all children are able toread at or above grade levels, with a focus on proficiencyby third grade.

4. Increase the number and benefit of community and familyresource centers.

5. Implement an executive leadership academy for educators.

6. Achieve funding equalization between state averages andCounty Offices of Education and School Districts.

7. Implement a computer literacy initiative for K-12 studentsaligned with community college curriculum.

8. Develop a college-going culture.

9. Implement programs to reduce substance abuse, includingvoluntary drug testing.

10. Promote quality school choice within the public schoolsystem.



K-12 Education

Mission StatementImplement policies and programs through public-private partnerships to ensure equal access toeducational opportunities and resources for all children that will improve academic performance.

Indicators: Increase student reading proficiency at or above grade levels. Increase high school graduation rates. Decrease high school dropoutrates. Increase college bound rates. Decrease number of low-performing schools. Increase the rates of high school graduates completing courses forcollege admission and increase school-to-career preparedness. Increase computer literacy rates and school-to-career preparedness. Decreasejuvenile drug and alcohol related arrests.

Goal 1: Increase the achievement level of students, schools and school districts in the San Joaquin Valley.

Objective A: Implement a school and school district support system through County Offices of Education.

Objective B: Implement a curricular and instructional program to ensure all children are able to read at or above grade level.

Objective C: Provide school choice, and intra-district and inter-district options consistent with state and federal law.






Convene County Superin-tendents of Education, keyschool districts, and stake-holders to begin develop-ment of an action plan toimprove education perform-ance and which addresses allgoals and objectives below.Identify needed legislationor regulations to allowimplementation of actionplan and to increaseaccountability for improvingstudent, school and districtacademic performance.

Complete development ofan action plan. Seek neededlegislation or regulations.Secure resources, and beginimplementation. Developprocess and methodology tomonitor progress and evalu-ate results. Develop processand methodology for track-ing academic achievementand educational perform-ance. Report results inAnnual Progress Report andat Annual Summit.

Continue to facilitatesupport and collaboration.Evaluate results and reviseprogram as appropriate.Continue to trackeducational performanceand report results in theAnnual Progress Reportsand at Annual Summits.

Continue to trackeducational performanceand report results in theAnnual Progress Reportsand at Annual Summits.Determine and implementlonger-term actions.

Partnership, Secretary ofEducation, CaliforniaSuperintendent ofEducation, State Board ofEducation (SBE), CountySuperintendents (andOffices) of Education(COEs), School Districts,Legislature, Stakeholders

Prepare a status report onreading proficiency and rec-ommended actions. Verifythat schools have SBE-approved textbooks andinstructional materials.

Develop and implement aprofessional developmentprogram. Develop a processand methodology for evalu-ating results. Monitor resultsand report in AnnualProgress Reports and atAnnual Summits.

Consider developing a pro-gram to recruit civic organi-zations, volunteers and otherprivate resources to assist inachieving reading proficien-cy. Evaluate results and reviseprogram as appropriate.Continue to monitor andreport results in AnnualProgress Reports and atAnnual Summits.

Continue to monitor andreport results in AnnualProgress Reports and atAnnual Summits. Determineand implement longer-termactions.

Secretary of Education, SBE,COEs, School Districts

Identify school choice strate-gies and opportunities, andintra-district and inter-dis-trict options under the NoChild Left Behind Act andstate law.

Convene stakeholders toreview and discuss schoolchoice strategies and oppor-tunities. Offer schoolchoice, and intra-districtand inter-district optionsunder the No Child LeftBehind Act and state law.

Develop process andmethodology to assess effectof school choice on improv-ing student and school per-formance. Determine addi-tional actions as appropriate.Monitor results.

Determine and implementlonger-term actions.

Secretary of Education, Cal-ifornia Superintendent ofEducation, COEs, SchoolDistricts







Objective D: Establish an executive leadership academy to train principals of low-performing schools in “turn-around”educational and management services.

Objective E: Coordinate and integrate health and human services organized around school attendance boundaries.

Goal 2: Develop a college-going culture in the San Joaquin Valley.(See Higher Education and Workforce Preparation Recommendations.)

Objective A: Support collaborations between school districts and the Community Colleges, California State University,and University of California systems.

Convene a task force ofCounty Offices of Educa-tion, school district officials,County Health Agencies,County Social ServicesAgencies, local governmentofficials, and other stake-holders to develop a propos-al for a pilot program.

Complete development ofproposal, identify partici-pants, engage partners, andimplement pilot programs.Develop process andmethodology for trackingresults and correlation toschool educational perform-ance.

Evaluate results of pilots anddetermine whether or not toexpand program regionwide.


Partnership, Secretary ofEducation, Secretary ofHealth and Human Ser-vices, Secretary of Business,Transportation and Hous-ing, COEs, School Districts,County Health and SocialServices Agencies, LocalGovernment Officials

Convene CountySuperintendents ofEducation, Institutions of Higher Education,education experts, and other stakeholders todevelop a proposal for aschool executive leadershipacademy in the San JoaquinValley. Engage businessorganizations to assist inidentifying essentialexecutive leadership skillsand providing “faculty” for academy.

Complete proposal, developcurriculum, recruit “faculty,”identify business and com-munity resources, invite andselect initial participants.Launch inaugural “class” ofat least 15 principals to helpprototype and refine acade-my program. Developprocess and methodologyfor tracking results and cor-relation to school education-al performance. Establishfollow-up and peer supportservices. Recruit and selectparticipants in second class.

Continue with annualacademy classes to train 75-100 principals. Provideongoing follow-up and peer support services.Continuously improve andrefine program based onfeedback from participants.Evaluate and report resultsin Annual Progress Reportsand at Annual Summits.

Determine whether or notto continue program.

Partnership, Secretary ofEducation, COEs, SchoolDistricts, Business Organiza-tions

Identify and inventory allcollaborative pre-school, K-12 and higher educationinitiatives. Prepare a reporton best practices.

Convene all collaborativeinitiatives to identifyopportunities for additionalcollaboration. Develop threenew P-16 collaborativegroups and/or projects.

Evaluate results and reviseprogram as appropriate.Convene at least one P-16collaboration workshop ineach county to exploreopportunities for newinitiatives. Develop threeadditional P-16collaborative groups and/or projects.


Central Valley Higher Education Consortium(CVHEC), County Officesof Education







Objective B: Increase the rates of high school graduates completing courses for college admission.

Goal 3: Implement a computer literacy initiative for K-12 students aligned with community college curriculum. (See Advanced Communications Service and Information Technology Recommendations.)

Objective A: Implement a computer literacy initiative.

Objective B: Facilitate deployment of advanced communications services to schools and accessibility of technology to students.

Coordinate efforts withHigher Education andWorkforce Developmentactions to commission areport defining the scope ofthe problem and the socialand economic cost of lowcollege attainment in theregion. In cooperation withthe Central Valley HigherEducation Consortium(CVHEC), research andinventory parent engage-ment programs (such asPIQE) to recommend bestpractices to school districts.Prepare a report and recom-mend actions.

Work with CVHEC andCounty Offices of Educa-tion to develop and imple-ment an action plan, includ-ing an outreach program totargeted high school stu-dents and their parents withcollege recruitment mes-sages. Implement parentengagement workshops inlowest college-going com-munities. Identify a lead vol-unteer “college counselor” atevery high school. Imple-ment K-12 workshops forteachers and administratorson being “college-goingadvocates.” Increase avail-ability of Advanced Place-ment (AP) courses through-out region.

Continue collaboration withCVHEC and CountyOffices of Education toimplement the action plan.Evaluate results and reviseprogram as appropriate.

Continue implementationof the action plan. Evaluateresults and develop longer-term actions.

CVHEC, Secretary of Edu-cation, COEs, School Dis-tricts, Stakeholders

Work with ACS and ITactivities to begin planningfor ensuring informationtechnology infrastructureand computers are availableto all schools and students,especially targeted low-per-forming districts.

Coordinate deployment ofinfrastructure and comput-ers to low-performingschools in conjunction withlaunch of the computer lit-eracy initiative.

Continue to facilitatedeployment of technologyinfrastructure and comput-ers. Monitor progress andevaluate results.


Partnership, State Technolo-gy Agencies, Institutions ofHigher Education, SchoolDistricts

Organize and convene awork group to develop aframework for a computerliteracy initiative that willalign technology proficiencystandards with communitycollege curriculum. Preparea report and recommendedactions.

Develop a detailed workplan for initiative. Articulateand adopt technology profi-ciency standards for studentsand schools. Secureapprovals from educationalorganizations. Identify andsecure funding. Launch ini-tiative.

Monitor progress and evalu-ate results. Develop processand methodology for deter-mining correlation betweencomputer literacy and edu-cational performance. Reviseinitiative as appropriate.Report results in AnnualProgress Reports and atAnnual Summits.


Partnership, Secretary ofEducation, CommunityColleges, COEs, SchoolDistricts, Stakeholders







Goal 4: Implement research-based programs to reduce substance abuse, including voluntary drug testing.

Objective A: Implement substance abuse prevention education programs.

Objective B: Implement collateral actions to reinforce drug abuse prevention education.

Coordinate efforts withHealth and Human Servicesactivities to identify effectivesubstance abuse preventioneducation programs andmodel projects involvingcollaboration with schools.Begin discussions withstakeholders.

Integrate substance abuseprevention education programs into activitiesabove to improve educationperformance. Developprocess and methodologyfor determining relationshipbetween drug abuse prevention education and educational performance.

Evaluate results and revisepilot projects as appropriate.Determine how to expandpilots throughout theregion.


Secretary of Education, Sec-retary of Health and HumanServices, COEs, CountyHealth and Social ServicesAgencies, School Districts

Identify participants in awork group to reviewresearch and identifycollateral actions that canreduce drug abuse,including consideringvoluntary drug testing.Prepare report andrecommended actions.

Based on report, developsubstance abuse policies andproposed pilot project(s).Identify participants in pilotproject(s). Implement pilotproject(s).

Evaluate results and revisepilot projects as appropriate.Determine how to expandpilots throughout theregion.


Secretary of Education,Secretary of Health andHuman Services, COEs,School Districts, CountyHealth and Social ServicesAgencies


Transportation

Challenge

Economic activity and development require mobility.The economy moves on local streets, state highwaysand rail, and through seaports and airports. The San

Joaquin Valley is slated to be the home of an additional 1.4million people by the year 2020. As congestion increases andworkers spend increasingly long periods of time commuting,it is imperative that the transportation system be improved toattract capital investment and support economic development.

The region provides an integral link in goods movement forboth the railroad and trucking industries. Highway 99 andInterstate 5 are vital north-south corridors. Highway 99,from Bakersfield to Stockton, carries more than a millionvehicles a day. It is the backbone of California’s goods move-ment infrastructure as well as the “main street” of the SanJoaquin Valley. Safety and capacity improvements to High-way 99 are essential to increase economic prosperity. East-west corridors also are becoming increasingly congested andrequire improvements. And, there is increasing demand forexpanded passenger rail service and substantial interest indevelopment of a high-speed rail system.

The need for transportation improvements has serious impli-cations for air quality. The Valley does not currently meethealth-based standards for ozone and particulate matter.Thus, the transportation systems of the future must embracenew technology and different community designs to avoidexacerbating the current air pollution problem. Further,transportation is inextricably intertwined with land use andother environmental issues. Land use development must beplanned to optimize choices for alternative modes of trans-portation and to minimize single-occupant vehicle trips.

Scope of Work• Monitor and foster coordination of activities among the

Highway 99 Task Force, Department of Transportation (Cal-trans) Highway 99 Corridor Enhancement Master Plan andBusiness Plan elements, and interstate status negotiations.

• Review and comment, and recommend to the Governorthe Highway 99 Business Plan Element for safety andcapacity improvements (being led by a jointly-coordinatedeffort by the Great Valley Center and Caltrans).

• Review and oversee the content and status of negotiationsregarding interstate designation for Highway 99.

• Develop a model, using commercial activity and improvedamenities and facilities at rest stops (including advancedtelecommunications), to increase tourism in the region asan economic development strategy.

• Identify other regional transportation priorities for consid-

eration such as east-west route enhancements, airports andports, and other modes of transportation, including high-speed rail. (Focus on regional transportation needs, notlocal streets and roads.)

• Identify and recommend statutory changes which can best assistin the development of an overall regional transportation plan.


Transportation improvements are key to attracting capi-tal investment for economic development, but must beplanned in concert with strategies for improving air

quality and reducing environmental impacts. The recommen-dations are divided into five major categories: (a) Improve-ment and Enhancement of Highway 99; (b) Improved GoodsMovement; (c) Development of a Sustainable RegionwideTransit System; (d) Support for Regional Blueprint Plan; and(e) Linkages Between Transportation and the Economy.

1. Improve safety and capacity of Highway 99 andimplement plan for enhancement.Improving Highway 99 safety and capacity is a leadingoverall strategy for increasing economic prosperity andquality of life in the region. As the gateway to the Valleycommunities, it should help establish an identify for thefuture. Improvements should incorporate distinctivearchitecture and landscaping along with state-of-the-arttechnology along the rights-of-way and at roadside reststops. These efforts should be done collaboratively amonglocal jurisdictions and with Caltrans.

2. Improve goods movement infrastructure and internation-al trade, including freeways, rail and airport facilities.Goods movement and international trade infrastructurein the region should be improved to increase economicvitality, safety, and mobility while decreasing congestionand air quality pollution.

3. Develop a sustainable regionwide transit system.An inter- and intra-regional transit system needs to be devel-oped that increases transit ridership, improves mobility, andcontributes to air quality. The system may include high speedrail, if appropriate, and should take advantage of new “intelli-gent transportation systems” technologies whenever possible.

4. Support and complement the Regional Blueprint Plan.Transportation plans should support the land uses delin-eated in the Regional Blueprint Plan, thereby minimizingland use changes triggered by transportation development.The transportation component of the Regional Blueprintmust address the need to improve east-west corridors aswell as support a sustainable regionwide transit system.

5. Link transportation improvements to economic development. Economic development should be planned in conjunctionwith transportation investments and the public should beeducated about the connection between the two.








Transportation

Mission Build innovative transportation systems to increase travel choices and improve mobility, regionaland state goods movement, air quality, and economic prosperity.

Indicators: Increase in mobility (through-put and velocity). Increase in quality rating of roadway conditions. Decrease in vehicle hours of delay.Increase in transit availability. Increase in goods movement productivity. Increase in safety. Increase in transit availability and alternative mode trips.Decrease in percentage of single-occupant-vehicle trips. Increase in investments in Highway 99 corridor consistent with the Enhancement MasterPlan and Business Plan Elements, including improvements to roadside rest stops consistent with GreenStop© concept. Increase in deployment ofintelligent transportation systems (ITS) technology.

Goal 1: Implement a universally-accepted Route 99 Corridor Master Plan (Enhancement and Business Plan Elements)for the 274-mile section within the San Joaquin Valley as a leading economic development strategy.

Objective A: Improve Highway 99 to freeway standards to increase safety.

Objective B: Increase Highway 99 capacity which will result in improved mobility and reduced congestion, whileprotecting environmental resources and fostering economic vitality.

Objective C: Create a San Joaquin Valley Route 99 Corridor identity.






Memorialize support of theMaster Plan (includingEnhancement Master Planand Business Plan Elements)through resolutions from localgovernments. Work withCouncils of Government(COGs) and California Trans-portation Commission (CTC)to prioritize investments forsafety improvements fromState Transportation Improve-ment Plan (STIP) and Gener-al Obligation Bond funds.

Begin construction of safetyimprovement projects.Secure appropriate comple-mentary investments fromlocal self-help measures.Identify other prospectivefunding sources. Integrateplans into the Regional Blue-print Plan process. Reportresults in the AnnualProgress Reports and atAnnual Summits.

Continue construction ofsafety improvement projects.Secure additional funds tocomplete safety improve-ments. Report results in theAnnual Progress Reports andat Annual Summits.

Produce a State of the Corri-dor report to assess progressand update Master Plan asneeded. Secure requisiteremaining funding. Com-plete construction of safetyimprovements consistentwith the Master Plan. Reportresults in the AnnualProgress Reports and atAnnual Summits.

Department of Transporta-tion, including Districts 6and 10 (Caltrans), CTC,COGs, U.S. Department ofTransportation Federal High-way Administration(FHWA), Local Govern-ments, Highway 99 TaskForce

Memorialize support of theMaster Plan as above. Workwith CTC, Caltrans andCOGs to prioritize andsequence capacity improve-ments. Monitor interstatedesignation negotiations toensure consistency with pol-icy of COGs and State.

Begin construction of prioritycapacity improvement projects.Explore innovative funding andfinancing approaches to identi-fy requisite funding to com-plete the Master Plan and pre-pare a report and recommend-ed actions. Report results in theAnnual Progress Reports and atAnnual Summits.

Continue construction ofcapacity improvement proj-ects. Secure additional fundsto complete capacityimprovements. Reportresults in the AnnualProgress Reports and atAnnual Summits.

Produce a State of the Corridorreport to assess progress andupdate Master Plan as needed.Secure requisite remainingfunding. Complete construc-tion of capacity improvementsconsistent with the MasterPlan. Report results in theAnnual Progress Reports andat Annual Summits.

Caltrans, CTC, COGs,FHWA, Local Govern-ments, Highway 99 TaskForce

Memorialize support of theMaster Plan as above. Workwith CTC, Caltrans andCOGs to integrate the MasterPlan Enhancement Elementinto safety and capacity proj-ects. Begin development ofthe Highway 99 identitycomponents, includingbranding logos, signage, reststops, landscaping, communi-ty gateways and soundwalls.

Begin implementation andconstruction of identitycomponents of theEnhancement Element,including branding of High-way 99 with signage andimprovement of a rest stopto prototype the GreenStop© concept.

Inventory enhancementscompleted and planned.Identify additional opportu-nities to improve corridoridentity and establish “bestpractice” library.

Complete implementationand construction of identifycomponents of theEnhancement Element.Report results in the AnnualProgress Reports and atAnnual Summits.

Caltrans, CTC, COGs,FHWA, Local Govern-ments, Highway 99 TaskForce







Objective D: Build an ongoing coalition of civic leaders to support improvements to the Highway 99 corridor.

Goal 2: Improve safety and capacity of vital east-west corridors.

Objective A: Support construction of projects to improve safety and capacity of vital east-west corridors.

Objective B: Incorporate plans for improving east-west corridors into Regional Blueprint Plan.

Goal 3: Improve goods movement within the region to increase economic vitality, traffic safety, and mobility.

Objective A: Increase benefits to the San Joaquin Valley from goods movement through a “goods movementenhancement system” specific to the region.

Continue working sessionsfocused on EnhancementMaster Plan Element andBusiness Plan Elementimplementation. Initiateconvening and work of theHighway 99 Master PlanAdvisory Committee underdevelopment by CaltransDistricts 6 and 10. Monitorinterstate negotiations.

Using Route 99 ImprovementGuide, GVC, May 2004,engage and educate localelected officials and staff inthe benefits of corridor-adja-cent land use policies, view-shed enhancement, and otherenhancements. Continue tomonitor interstate negotia-tions facilitating consensusand consent as appropriate.

Inventory enhancementscompleted and planned.Identify additional opportu-nities to improve corridoridentity and establish “bestpractice” library.

Expand efforts to other corri-dors, as appropriate.

Caltrans, CTC, COGs,FHWA, Local Governments,Highway 99 Task Force

Organize and convene a workgroup within the RegionalBlueprint Plan process toidentify and prioritize projectsto improve safety and capacityof vital east-west corridors.Prepare a report and recom-mend actions.

Prepare a region-wide plan forimproving safety and capacityof vital east-west corridors.Develop a funding andfinancing plan. Begin con-struction of critical projects.

Identify and secure funding.Being construction of priorityprojects.

Continue construction of pri-ority projects. Evaluate resultsand determine longer-termactions.

COGs, Caltrans, CTC, LocalGovernments

Complete above action. Determine the appropriateland use patterns associatedwith the improved safety andcapacity. Incorporate the prior-ity east-west corridor projectsinto the Regional BlueprintPlan, Regional TransportationImprovement Plans, andcounty and city general plans.

Continue to evaluate impactof project improvements onexpected outcomes of theRegional Blueprint Plan.

Incorporate longer-termactions into Regional Blue-print Plan.

COGs, Caltrans, CTC,Local Governments

Identify stakeholders to partic-ipate with Business, Trans-portation and HousingAgency (BTH) and CaliforniaEnvironmental ProtectionAgency (Cal/EPA) in develop-ing regional goods movementplan specific to the SanJoaquin Valley to be integrat-ed into the overall state GoodsMovement Action Plan.

Complete the San JoaquinValley Goods MovementAction Plan. The plan shouldaddress all relevant modes ofgoods movement including,but not limited to, truck, rail,and air.

Develop a business plan thatidentifies projects and fund-ing strategies necessary toimplement the San JoaquinValley Goods MovementAction Plan. Identify andsecure funding and/orinvestors.

Implement the San JoaquinValley Goods MovementAction Plan.

BTH, Cal/EPA, Caltrans,CTC, FHWA, San JoaquinValley Air Pollution ControlDistrict, Stakeholders







Goal 4: Enhance goods movement capacity while increasing safety, decreasing congestion, improving air quality,and promoting economic development.

Objective A: Accommodate current and future goods movement needs while improving air quality and economic prosperity.

Goal 5: Develop a sustainable region-wide transit system.

Objective A: Implement a comprehensive and efficient alternative transportation system for intra-regional and inter-regional passenger trips.

Goal 6: Transform roadside rest stops into user-friendly amenities that benefit the overall region and host communities.

Objective A: Improve roadside rest stops amenities and facilities to benefit user safety, facilitate tourism, and educateusers about the environment and local communities.

Goal 7: Improve mobility through more efficient land use patterns that will reduce single-occupant trip generationand support use of alternative modes.

Objective A: Encourage the Regional Blueprint Plan process to integrate land use and transportation planning to improve mobility.

Initiate through BTH meet-ings with Caltrans, CTC, Cal-ifornia Air Resources Board(ARB) and other appropriateState agencies to determinehow to fully utilize the ShafterIntermodal Freight Facilityand other rail-dependent proj-ects. Explore and study devel-opment of projects such as“Short Sea Shipping” andother innovative technologies.

Identify strategies to improverail capacity in goods move-ment. Identify resources tofund research and develop-ment on innovative technolo-gies. Coordinate with existingtransportation groups, eco-nomic development organiza-tions, and the Regional Blue-print Plan process.

Identify and secure fundingand/or investors. Implementrail strategies and goodsmovement pilot projects.

Continue implementation.Assess results and determinelonger-term actions.

BTH, Caltrans, CTC, ARB,State Agencies, COGs, Stake-holders

Work with COGs and Cal-trans to initiate a planningprocess for a comprehensivetransit system. Coordinateactivities with the RegionalBlueprint Plan process.

Explore strategic approachesto identifying, preserving andacquiring rights-of-way. Pre-pare a report and recommend-ed actions. Work with SanJoaquin Valley Air PollutionControl District (SJVAPCD)to analyze air quality benefits.Integrate actions into RegionalBlueprint Plan.

Develop an action plan,including prioritization ofprojects. Identify and securefunding sources.

Begin implementation ofthe action plan and initialproject construction.

COGs, Transit Agencies,Caltrans, SJVAPCD, Stake-holders

Request CTC to adopt plansubmitted by BTH and Cal-trans. Address the regulatoryissues regarding designerselection, commercial activity,and interagency partnerships.

Develop a specific workplan. Identify and securefunding. Move projectthrough planning, design,engineering and permittingphase.

Begin implementation ofthe work plan and construc-tion of improvement reststops and other amenities.

Continue implementation ofwork plan and construction orprojects. Evaluate results andrevise work plan as appropriate.Evaluate impacts on economicdevelopment in the region.

BTH, Caltrans, CTC,COGs, California Traveland Tourism Commission,California State Parks,FHWA, Highway 99 TaskForce

Establish a formal workingrelationship with theRegional Blueprint Planprocess. Reach agreement onscope of work for identifyingand evaluating all strategiesto improve mobility throughintegration of transportationand land use planning andthe development of a world-class multi-modal system.

Develop methodology andevaluate impacts on mobilityfrom alternative land use pat-terns and policies. Determinemagnitude of transportationinvestments to support range ofgrowth projections in RegionalBlueprint Plan process. Deter-mine and approve most cost-effective, preferred regionaltransportation component ofthe Regional Blueprint Plan.

Continue to monitor land useregion-wide and determineimpacts on transportation plansand mobility. Determine need-ed amendments to the Region-al Blueprint Plan.

Assess degree to which landuse decisions are consistentwith Regional BlueprintPlan and the impacts onmobility goals. Determineappropriate changes in bothland use and transportationplans to achieve goals.

COGs, Caltrans, BlueprintRegional Advisory Commit-tee, Local Governments

Objective B: Incorporate into regional transportation plans those actions that support and encourage implementationof the Regional Blueprint Plan.

Goal 8: Improve understanding by public officials and public of the relationship between investments intransportation improvements and economic development.

Objective A: Develop and implement a system for tracking economic development that results from investments intransportation improvements.

Goal 9: Implement “intelligent transportation system” (ITS) technologies to assist the region in achieving mobility goals.

Objective A: Integrate ITS into all transportation planning and construction projects.

Goal 10: Assure the high-speed rail system, if implemented, supports the San Joaquin Valley in achieving its economic, environmental, land use, and mobility goals.

Objective A: Provide tangible benefits and mitigate impacts to the region while assisting the State in meetingtransportation goals.

Complete above action. Provide feedback to countytransportation agencies andlocal governments to obtainfurther input to RegionalBlueprint Plan. Developprocess and criteria for eval-uating transportation proj-ects based on goals, objec-tives and strategies of theRegional Blueprint Plan.

Work with local govern-ments to incorporate theregional transportation com-ponent of the Regional Blue-print Plan into county andcity general plans. Prepare anaction plan to fund andfinance the regional trans-portation improvements.Develop methods for meet-ing regional transportationneeds and insuring integrityof regional land use plans.

Determine appropriateamendments to regionaltransportation plans andgeneral plans consistent withabove determinations.

COGs, Caltrans, BlueprintRegional Advisory Commit-tee, Local Governments

Work with stakeholders todevelop a framework for thesystem.

Hold “Transportation: ACornerstone of the Econo-my” workshop(s) for COGs,economic developmentorganizations, Chambers ofCommerce, and other stake-holders. Develop commit-ment for instituting meas-urement system.

Issue first report on findings.

Promote continued andmore refined tracking ofhow transportation infrastructure improvementsencourage and support economic development.

Great Valley Center, COGs,Economic DevelopmentOrganizations, Chambers ofCommerce, Local Govern-ments

Update COGs and Highway99 Task Force on the statusof the San Joaquin ValleyITS Strategic DeploymentPlan.

Determine which elementsof the ITS Plan should/canbe integrated into plannedprojects.

Develop a work plan forimplementing ITS technolo-gies. Deploy ITS best prac-tices and become a modelregion for use of technology.

Evaluate results and incor-porate next generation ITStechnology into regionaltransportation plans.

Caltrans, COGs, Local Gov-ernments, Technical Experts







Identify advocates of theproposed system who alsounderstand the broad rangeof possible benefits andchallenges the project couldbring to the region. Engagethem in the process.

Monitor progress of theproposal and continue toadvocate on behalf of theregion.

Develop action plan basedon status of high-speed railsystem.

Develop longer-term actionsbased on status of high-speed rail system.

COGs, State Legislators,CongressionalRepresentatives, LocalGovernments, Stakeholders


Land Use, Agriculture and Housing

Challenge

In light of the ever-increasing population of the San JoaquinValley, the growth challenge facing the region is complex. Itis necessary to ensure that the growth creates healthy,

sustainable cities that provide a wide range of employmentopportunities and the amenities that Californians have come toexpect, while minimizing impacts on valuable natural resourcesand important agricultural land.

However, a lack of coordination and certainty hamper positiveoutcomes. General Plans have not been updated to prepare theregion for the projected growth; city and county plans are notnecessarily coordinated. The eight Councils of Governmentcoordinate to the extent possible, but report to independentboards and often demonstrate different priorities, making thedevelopment of a comprehensive, well planned regionaltransportation system difficult, if not impossible. State andfederal agencies have begun to proactively engage in the regionrecently, but more collaboration is needed. The availability anduse of geographic information systems and computer models isuneven across the region, and no one entity provides data tolocal agencies and the public. Enormous investments are beingmade in land in the region, and while developers and investorssee opportunity in growth, there is uncertainty about thedirection and the “rules” that will guide the development ofthe region. Further, while the development of housing in theValley has brought many economic benefits, it also presentsseveral challenges. Although new housing in the region is moreaffordable for Bay Area and Southern California workers, thedemand for housing from the workforce in coastal regions hassignificantly driven up the cost of housing for long-term Valleyresidents, ironically making housing affordability for the regiona major problem. Further, housing development is takingimportant agricultural lands out of production, threatening thestrength of this economic sector for the region at the sametime that there are new frontiers for agriculture in foodprocessing and renewable energy biofuels.

The collaboration among the eight Councils of Government tosuccessfully compete for and secure State funding for theRegional Blueprint Plan is a pivotal process for addressingthese problems. It also provides an opportunity for testing newregulatory solutions and models. Preparation and adoption ofthe Regional Blueprint for sustainable growth is essential forlong-term economic prosperity in the San Joaquin Valley.

Scope of Work• Develop a macro-level concept plan for the San Joaquin

Valley by bringing together stakeholders and existingefforts/resources to develop a strategy for integratingrelated parts of a complex system into a cohesive model forthe region. (Great Valley Center will convene a series ofworkshops with interested groups and stakeholders todevelop a plan for integration of local priorities, housinggoals, land and natural resources GIS data such as the“Great Places” program and U-Plan Model, and existinglocal General Plans.)

• Consider the fiscal implications for local governmentrelated to land use scenarios. Encourage and support acoordinated Regional Blueprint Plan application andprogram implementation.

• Develop principles, guidelines, and investment incentivesfor landowners, developers, and local governments tocoordinate their actions on a regional basis.

• Identify legislative and regulatory issues, which if changedor amended, could lead to better, more consistent andpredictable outcomes for communities, landowners andinvestors. (Resources Agency will provide an overview oflegislative and regulatory issues.)

• Consider reorganization or consolidation strategies thatwould aid the region in greater cohesion and collaborationfor large-scale regional issues.

• Provide the mechanism for greater availability and use ofspatial data by state and local agencies, stakeholders andthe public. (ICE at UC Davis and its partners will design adata base for CEQA documents to monitor and assesscumulative impacts of land use changes and development.)

• Ensure the coordination of regional and state agencies toprovide the greatest level of efficiency andaccomplishment.



The recommendations that will promote healthy,economically viable and sustainable cities to support aprojected populations are divided into four major

category areas: (a) Agricultural Land and Natural Resources;(b) Shape and Location of Development; (c) DesignGuidelines; and (d) Administrative and Regulatory Changes.

1. Identify important natural resources and agricultural lands sothat they can be protected from the adverse impacts ofurbanization. Analysis should include the establishment ofinterconnected natural systems for wildlife and habitat, as wellas the establishment of a connection between theavailability/reliability of water and thequality of soils in order to determine themost important farming areas in the region.

2. Determine the shape and location ofdevelopment strategically with a longterm view of the region for at least thenext fifty years. In order to reduce theSan Joaquin Valley’s economic reliance oncoastal cities, urbanization plans shouldbe made for a limited number of largecities that include downtowns withfinancial and cultural centers, a variety ofneighborhoods and housing types, andplaces for economic and employmentactivity. Planning for major cities shouldinclude the immediate identification oftransit corridors that connectmetropolitan areas internally, as well as toeach other.

3. Develop design guidelines that will promote sustainablegrowth and economic development. In order to reduce thecarbon footprint of future development, renewable energyand green development should be encouraged in everyform of development. Parking lot require-ments should beminimized, and hard surfaces should allow forpermeability whenever possible. Shopping areas andrecreational activities should be integrated intoneighborhoods to encourage walking and reduce relianceon fossil fuels and the automobile. Developingcommunities should strive for overall density averages thatimprove upon today’s averages by at least 15% in the nextfive years.

4. Identify administrative and regulatorychanges necessary to expedite, provideincentives for and facilitate the desireddevelopment goals.


If the eight counties of the SanJoaquin Valley became theirown state, they would be thenumber one agricultural statein the country, a $20 billionpowerhouse that may alsoprove to be the renewable fueldriver of our energy economy.The California Partnership forthe San Joaquin Valley helpsensure the viability of thisstrategic resource.

A.G. KawamuraSecretary

Department of Food and Agriculture







Land Use, Agriculture and Housing

Mission Support and promote regional consensus on future land use through the San Joaquin ValleyRegional Blueprint Plan process that identifies appropriate areas for growth and economicdevelopment, contributing to the conservation of important agricultural land and naturalresources and advancing the sustainability of the region.

Indicators: Increase in land use efficiency. Increase in people per urbanized acre. Increase in production of affordable housing units. Increase in theAffordable Housing Index. Maintenance of the number of acres in agriculture production. Increase in acres in open space and parks. Increase inhealth of ecosystems. Increase in number of local governments with updated General Plans. Rate of adoption of local General Plans consistent withthe Regional Blueprint Plan. Increase in the number of local jurisdictions adopting ordinances to promote smart growth and sustainabledevelopment, such as efficient water and energy use in new construction, use of green building materials and practices, reduction of urban run-off,and decrease in parking ratios. Increase in transportation mobility. Improvement in air quality.

Goal 1: Foster regional consensus to support development and implementation of the Regional Blueprint Plan.

Objective A: Assist development of regional consensus on values, goals, strategies and guidelines for the RegionalBlueprint Plan to achieve the desired outcomes and identify appropriate locations for growth and economicdevelopment that accommodates projected population increases while contributing to the conservation ofimportant agricultural land and natural resources. (Incorporate the core values identified by the Work Group and theprinciples adopted by the San Joaquin Valley Association of Counties and the Central California Mayors Conference.)

Objective B: Develop a high-value parks and open space strategy to be used in the development of the Regional BlueprintPlan with a goal of encouraging the designation and long-term management and restoration (as feasible) of apermanent open space system that will include public and private lands, state, regional and local parks, andconservancies and conservation easement areas. (Accomplish this objective through voluntary participation of willingprivate landowners and local, regional, state and federal agencies).






Identify policy values, goalsand strategies (consistentwith the principles of the“3Es”) to begin the eight-county Regional BlueprintPlan process. Initiate theprocess with a Summit toengage a wide array of stake-holders and individuals.Establish planning horizonas 2050. Develop agreementon procedures for coordina-tion with the Councils ofGovernment (COGs) lead-ing the Regional BlueprintPlan.

Continue to work withCOGs and stakeholders tointegrate into the RegionalBlueprint Plan the activitiesrelated to Transportation,Air Quality, Water Quality,Supply and Reliability, andEnergy. Complete theRegional Blueprint Plan andsecure ratification through-out the region by local gov-ernments and stakeholders.

Develop work plan forimplementation of theRegional Blueprint Plan.Seek funding for a regionalprogrammatic Environmen-tal Impact Report (EIR).Work with COGs toencourage counties andcities to update local Gener-al Plans consistent withRegional Blueprint Plan.Integrate Regional BlueprintPlan into related policyactivities.

Support and assist COGs indevelopment of guidelinesand model ordinances forimplementation of localGeneral Plans consistentwith the Regional BlueprintPlan. Determine the mosteffective regionwide organi-zational structure to overseeimplementation, obtainfeedback from local govern-ments, and provide ongoingamendments as appropriate.

COGs, Regional BlueprintPan Regional CoordinatingCommittee, Local Govern-ments, Great Valley Center(GVC), San Joaquin ValleyAir Pollution Control Dis-trict (SJVAPCD), RelatedState Agencies (Partnershipto initiate coordination withCOGs)

Develop a consensus agree-ment on the proposed poli-cies, goals, objectives, strate-gies and guidelines capableof achieving a high-valueopen space, parks, and con-servation system. Incorpo-rate existing Habitat Con-servation Plans (HCPs),protected areas, and mitiga-tion contracts.

Identify and prioritizeimportant natural resourceareas for conservation, recre-ation and restoration pur-poses to inform the strategicplanning process, providemitigation opportunities,and reduce the potential forconflict. Prepare a regionalConservation, Open Spaceand Parks Plan (as a compo-nent of the Regional Blue-print Plan).

Seek funding for and pre-pare a regional programmat-ic EIR. Explore regionalfinancing mechanism forconservation lands, openspace and parks in theregion. Prepare a report andrecommended actions.

Encourage and supportimplementation of the Con-servation, Open Space andParks Plan. Encourage fund-ing eligibility from govern-ment sources to be based onconsistency with adoptedPlan.

COGs, Local Governments,GVC, Resources Agency,Department of Parks andRecreation, Regional andLocal Land Trusts, Stake-holders State Immediate:Partnership LUHA Conser-vation Sub-Committee,State and Federal NaturalResources Agencies, Stake-holders, Local Governments

Goal 2: Promulgate and promote adoption of community design guidelines that will ensure strong neighborhoods,improve mobility and health by promoting walking and biking, improve air quality by reducing tripgeneration and parking requirements, increase energy efficiency by modifying building standards, andincrease infrastructure cost-effectiveness through efficient land use.

Objective A: Increase the overall average density of new development.

Objective B: Reduce urban run-off by decreasing the land covered by commercial and industrial parking.

Objective C: Promote the adoption and implementation of zoning ordinances that are form based and more flexible toencourage desired outcomes.







Work with COGs throughthe Regional Blueprint Planprocess to convene publicdiscussions of how toimprove land use efficiencyand increase average densitywhile protecting existingneighborhoods and buildingstrong communities. Consid-er the goal of increasing theaverage density of new devel-opment by at least 15% in75% of jurisdictions. Identifybarriers to multi-family hous-ing. Consider how to inte-grate good schools, parks andother amenities into newdevelopments. Prepare a workplan.

Implement the work plan,including conductingoutreach and publiceducation activities to provideinformation and obtainfeedback. Assist COGsthrough Regional BlueprintPlan process in developingand analyzing alternativegrowth sceneries. Work withLocal Agency FormationCommissions (LAFCOs) toanalyze implications forspheres of influence. Assist inpreparing model communitydesign policies andordinances to achieve theobjective.

Promote and supportadoption andimplementation of modelpolicies and ordinances.Develop process andmethodology for evaluatingand tracking results in theAnnual Progress Reports andat the Annual Summits.Revise work plan asappropriate.

Continue to promote andsupport adoption andimplementation of modelpolicies and ordinances.Continue to evaluate andreport results in the AnnualProgress Reports and at theAnnual Summit. Determinelonger-term actions.

COGs, Local Governments,GVC, Business,Transportation and HousingAgency (BTH), Housing andCommunity DevelopmentDepartment (HCD),LAFCOs, Stakeholders

Work with COGs throughthe Regional Blueprint Planprocess to develop policiesto reduce urban run-off,including reducing landcovered by commercial andindustrial parking (considerreducing land covered by atleast 20% by 2010) andincreasing the use ofpermeable surface paving,tree wells, shared parking,and other design features.Prepare a work plan.

Implement the work plan,including conductingoutreach and workshops forlocal governments, realestate developers, andconstruction industry. Assistin preparing modelcommunity design policiesand ordinances to achieveobjective.

Promote and supportadoption andimplementation of modelpolicies and ordinances.Develop process andmethodology for evaluatingand reporting results. Revisework plan as appropriate.

Continue to promote andsupport adoption of modelpolicies and ordinances.Continue to evaluate andreport results. Determinelonger-term actions.

COGs, Local Governments,GVC, BTH, HCD, StateWater Resources ControlBoard, Regional WaterQuality Control Board,Experts and Stakeholders,including, AmericanPlanning Association (APA),Commercial PropertiesAssociation (CPA)

Work with COGs throughRegional Blueprint Processto disseminate informationon the advantages of moreflexible zoning codes,including form-basedzoning.

Develop and disseminatemodel policies andordinances that providegreater zoning flexibility inorder to reduce reliance onthe auto (and thus improveair quality), increase “greenbuilding” and the use ofrenewable energy, increasewalkability, and reduceparking requirements.

Promote and supportadoption andimplementation of modelpolicies and ordinances.Develop process andmethodology for evaluatingand reporting results.Obtain feedback from localgovernments.

Continue to promote andsupport adoption of modelpolicies and ordinances.Continue to evaluate andreport results. Determinelonger-term actions.

COGs, Local Governments,GVC, BTH, HCD, Experts,Stakeholders, APA

Objective D: Study and adopt a strategic concept for accommodating new growth by encouraging communities with the neces-sary elements and constraints to be cost-effective and self-sufficient in achieving the overall goals and objectives.

Goal 3: Determine requisite regional infrastructure and funding strategies to support implementation of theRegional Blueprint Plan.

Objective A: Develop and implement a plan for the provision of regional infrastructure.

Objective B: Develop and implement a process for monitoring the performance and adequacy of regionalinfrastructure and determining future needs.

Goal 4: Improve the planning and development process to be consistent with the Regional Blueprint Plan and toprovide incentives for smart growth.

Objective A: Improve the sharing, access and use of planning and environmental resource data among state, COGs,local governments, business organizations, environmental groups, other stakeholders and the public formore informed decision-making.







Work with COGs and localgovernments through theRegional Blueprint Planprocess to research dataregarding the optimal size ofcommunities to be cost-effec-tive and self-sufficient, ana-lyzing the implications forexisting towns and newcities. Conduct workshopswith stakeholders to discussresearch and obtain feedback.

Prepare a set of recommen-dations based on feedback,including a preferred sce-nario and strategies for opti-mal size communities. Inte-grate the scenario into theRegional Blueprint Plan andwork with local governmentsto incorporate the preferredscenario and strategies intolocal General Plans.

Continue to work withCOGs and local govern-ments to implement theRegional Blueprint Plan (andpreferred scenario), discour-aging proposed General Planamendments for new subdi-visions or communitiesinconsistent with the Region-al Blueprint Plan and thatare not cost-effective or self-sufficient.

Continue to work for ade-quate infrastructure to sup-port the Regional BlueprintPlan to reinforce the cost-effectiveness and self-suffi-ciency of the optimal-sizecommunities. Evaluateresults and determine longer-term actions.

COGs, Local Governments,GVC, Experts, Stakeholders

Work with COGs and eco-nomic development corpo-rations (EDCs) to develop aprocess for identifying andanalyzing regional infra-structure required to sup-port implementation ofRegional Blueprint Planprocess.

Identify and analyzeprospective funding andfinancing mechanisms forconstructing regional infra-structure. Coordinate activi-ties with Partnership Fund-ing and Financing Commit-tee. Prepare a report andrecommended actions.

Develop and implement awork plan. Facilitateapproval and adoption offunding and financingmechanism and establish-ment of implementingorganizations.

Continue to facilitateapproval and adoption offunding and financingmechanisms and establish-ment of implementingorganizations. Evaluateresults and determinelonger-term actions.

Partnership Funding andFinancing Committee,COGs, EDCs, GVC

Work with the COGs andEDCs to develop and adoptperformance standards forregional infrastructure.

Develop process andmethodology for measuringperformance of regionalinfrastructure and for pro-viding feedback to theresponsible parties andstakeholders.

Monitor construction andperformance of regionalinfrastructure. Provide dataon performance.

Evaluate performance incomparison to standards.Identify future regionalinfrastructure needs. Preparea report and recommenda-tions for longer-termactions.

Partnership Funding andFinancing Committee,COGs, EDCs, GVC

Identify regional and local anduse and environmental datagaps. Develop a temporaryportal through the CaliforniaEnvironmental ResourceEvaluation System (CERES)to ensure open access toregional data. Develop a planfor digitizing essentialinformation and data.

Identify cooperating partneragencies and secure funding.Begin implementation of theplan. Identify a regionalagency responsible forongoing data aggregation andmaintenance of a regionalportal, sharing data withCERES.

Continue updating andmaking data and informationavailable through regionalportal.

Continue updating andmaking data and informationavailable through regionaldata. Evaluate results anddetermine longer-termactions.

COGs, COG TechnologyInformation Work Group,GVC, Resources Agency,University of California, DavisInformation Center for theEnvironment (ICE), BTH,Cal/EPA, Appropriate FederalAgencies

Goal 5: Develop a long-range strategy for agriculture in the San Joaquin Valley that ensures its viability and sustainability.

Objective A: Develop a long range plan to maintain the viability of agriculture in the region, as a leading strategy foreconomic development and as a key component of the Regional Blueprint Plan.

Objective B: Minimize the proliferation of ranchette development on important farmland.

Objective C: Reduce the loss of farmland attributable to General Plan amendments.







Identify and convene stake-holders to develop theframework for a long rangeplan for the viability andsustainability of agriculture.Conduct workshopsthroughout the region andincorporate feedback intothe framework.

Complete the plan for agri-culture. Incorporate the planfor agriculture into theRegional Blueprint Plan andactions for economic devel-opment. Work with localgovernments to incorporatethe plan into local GeneralPlans. Develop process andmethodology for trackingand evaluating progress.

Implement the plan for agri-culture. Evaluate and reportresults in the AnnualProgress Reports and at theAnnual Summits. Coordi-nate activities with the Eco-nomic Development, Ener-gy and Land Use, Agricul-ture and Housing recom-mendations.

Continue to evaluate andreport results in the AnnualProgress Reports and at theAnnual Summits. Deter-mine longer-term actions.

California Department ofFood and Agriculture(CDFA), County Agricul-ture Commissioners, COGs,Local Governments, CountyFarm Bureaus, ResourcesAgency, BTH, Stakeholders,GVC

Work with COGs throughthe Regional Blueprint Planprocess to determine thenumber of acres and indi-vidual ranchettes currentlyentitled or awaiting approvalin each county. Develop apolicy and process to limitnew approvals of ranchettesduring the process of com-pleting the Plan.

Develop and incorporateinto the Regional BlueprintPlan a policy of limitingranchettes on importantagriculture land, otherworking landscapes, andvaluable habitats and openspace. Consider minimumparcel size of 40 acres forcrop land and 160 acres forgrazing land. Identify in thePlan areas acceptable foradditional ranchettes ifappropriate. Develop modelpolicies and ordinances forconsideration by local gov-ernments.

Work with local govern-ments to incorporate theRegional Blueprint Planpolicies and strategies intoGeneral Plans and to adoptmodel policies, ordinancesand incentives (which takesinto account types of soils,availability and cost ofwater, and other relevantfactors) to protect and pre-serve important farmland.Develop a process andmethodology for trackingretention and preservationof important farmland.

Monitor and evaluate resultsand report in the AnnualProgress Reports and at theAnnual Summits. Deter-mine longer-term actionsand update the agricultureplan to ensure the viabilityand sustainability of agricul-ture in the region.

COGs, Local Governments,GVC, Department of Con-servation Farmland Map-ping and Monitoring Pro-gram (DOC FMMP),County Farm Bureaus,American Farmland Trust(AFT), Other Stakeholders

Work with COGs throughthe Regional Blueprint Planprocess to develop astandardized spatial map ofall General Plans in theregion, using uniform landclassifications, and toidentify a baseline data basefor important farmland.

Develop and implement asystem for tracking GeneralPlan changes and impactson important farmland.Develop a process forinforming local governmentsabout the implications andimpacts. Develop modelpolicies and ordinances forlocal government (consider“no net loss” policy) toreduce loss of importantfarmland.

Monitor and track results inthe Annual Progress Reportsand at the Annual Summits.

Continue to monitor andtrack results. Determinelonger-term actions.

COGs, Local Governments,GVC, ICE, DOC FMMP

Goal 6: Ensure safe and healthy communities that provide a variety of housing types affordable to all residentswith increased opportunities for home ownership.

Objective A: Increase the number and availability of housing units for people of all income levels, especially working families.

Objective B: Provide incentives for affordable housing that meets the needs of all income levels in the region.

Goal 7: Identify legislative and regulatory changes necessary to facilitate the implementation of the adopted goals and strategies.

Objective A: Use the San Joaquin Valley as a pilot for testing new permitting and environmental review incentivesthat will facilitate infill and refill developments.

Objective B: Develop an innovative approach to establishing a voluntary high-value open space conservation system.







Work with the COGsthrough the Regional Blue-print Plan process to identi-fy appropriate land to meet20-year housing needs forpopulation increases andworkforce for all incomelevels. Identify appropriatezoning to accommodate allincome levels.

Incorporate 20-year landsupply and appropriate zon-ing into the Regional Blue-print Plan. Work with localgovernments to amend localGeneral Plans consistentwith the Regional BlueprintPlan.

Develop a process andmethodology for trackinghousing development andcosts in the region. Evaluateresults and report in theAnnual Progress Reportsand at the Annual Summits.

Continue to monitor andtrack results. Determinelonger-term actions.

COGs, Local Governments,GVC, BTH, Caltrans

Complete above activities. Identify prospective incen-tives for affordable housing.Develop model policies andordinances to encouragehousing affordable for allincomes. Analyze the feasi-bility of a regional Afford-able Housing Trust Fundand employee assistance programs.

Work with local govern-ments to adopt policies andordinances to increase pro-duction of housing afford-able for all incomes. If feasi-ble, develop, capitalize andimplement an AffordableHousing Trust Fund (if fea-sible) and other employeeassistance programs.

Monitor and evaluate resultsin the Annual ProgressReports and at the AnnualSummits. Determine longer-term actions.

COGs, Local Governments,GVC, BTH, HCD, UrbanLand Institute (ULI),Homebuilding Industry,Other Stakeholders

Work with COGs and localgovernments to identifyinnovative permitting andenvironmental review incen-tives to facilitate infill andrefill developments (as apreferable alternative to“green field” developments),including improvements tothe California Environmen-tal Quality Act (CEQA).Prepare a report and recom-mended actions.

Develop and implement awork plan in test innovativeincentives. Consider legisla-tion and regulations toimplement CEQA improve-ments in conjunction withadoption and implementa-tion of the Regional Blue-print Plan and updates oflocal General Plans.

Work with local govern-ments to adopt and imple-ment incentives. Developprocess and methodology tomonitor and evaluateresults.

Continue to monitor andevaluate results. Prepare areport and recommendationregarding statewide applica-tions based on the regionalpilot.

COGs, Local Governments,GVC, BTH, ResourcesAgency, Stakeholders, StateLegislators

Work with COGs, localgovernments and ResourcesAgency to convene stake-holders to begin discussionsof a comprehensive high-value open space conserva-tion system (that will ensureparticipating landownersand jurisdictions are reward-ed and protected for proac-tive open space planningand conservation).

Develop a policy frameworkand work plan to explorepolicies, strategies andincentives. Conductworkshops with stakeholdersto obtain input andfeedback. Prepare a reportand recommended actionsfor high-value open spaceconservation system.

Seek legislation or regulatoryauthority to implementproposed policies, strategiesand incentives. Beginimplementation of adoptedand authorized actions inpartnership with landownersand local jurisdictions.

Continue implementationof a high-value open spaceconservation system.Monitor and evaluateresults. Develop longer-termactions.

COGs, Local Governments,GVC, Resources Agency,Stakeholders

Objective C: Increase the coordination among local General Plans region-wide to facilitate better land use,transportation, air quality, and energy outcomes.

Objective D: Analyze options for assessing impact fees that will promote above goals and objectives.







Complete above activitiesfor preparing Regional Blue-print Plan.

Complete above activitiesfor updating local GeneralPlans to be consistent withRegional Blueprint Plan.Work with COGs and localgovernments to analyze fea-sibility of adopting a uni-form schedule for updatingGeneral Plans in the future.

Decide whether or not toestablish a uniform schedulefor updating local GeneralPlans. If so, determinewhether or not to imple-ment through voluntaryagreement or legislation.

Develop a process for updat-ing Regional Blueprint Planand assisting local govern-ments in updating GeneralPlans.

COGs, Local Governments,GVC, Stakeholders, BTH,HCD, Stakeholders, StateLegislators

Complete above activitiesfor preparing RegionalBlueprint Plan.

Work with COGs and localgovernments to research andanalyze options (includinglegal nexus) of assessingimpact fees, such asconsidering per acre feesinstead of per unit fees toencourage higher intensityland use.

Conduct workshops toobtain input and feedback.Prepare report andrecommended actions. Seekauthorizing legislation ifnecessary. Develop modelpolicies and ordinances.

Work with localgovernments to implementmodel policies andordinances. Evaluate resultsand determine longer-termactions.

COGs, Local Governments,GVC, Stakeholders, BTH,HCD, Stakeholders, StateLegislators


Air Quality

Challenge

The San Joaquin Valley experiences some of the worst ozone andparticulate air pollution in the nation. Significant progress hasbeen made in recent years, but the challenges ahead remain

daunting. The Valley faces the twin challenges of attaining two federalair quality standards: the ozone 8-hour standard and the particulatematter PM2.5 standard. The current deadline toattain the federal 8-hour ozone standard is 2013,with the ability to “bump-up” to a laterattainment year if necessary. The PM2.5attainment deadline is 2015, which includes thesingle extension allowed by the federal Clean AirAct; a further extension is not possible.Attainment requires compliance for threeconsecutive years. Failure to attain the standardsby the mandated deadline carries potential federalpenalties, including permitting sanctions and lossof federal transportation funding.

PM2.5 and ozone exposure both have substantialadverse health impacts. Valley residents regularlysuffer asthma attacks, acute bronchitis, lost workdays, reduced activity, hospital admissions, schoolabsences, and even premature death because ofexposure to air pollution. One in six Valleyresidents has been diagnosed with asthma. Valleyyouth experience asthma complications morethan children across California and across thenation. Youth who grow up in smoggy areas havelungs that are underdeveloped by the age of 18and will likely never recover. Teenagers that live in more pollutedareas are five times as likely to have clinically-low lung function asteens living in low-pollution areas. Each year, asthma accounts for808,000 days of Valley school absences. Despite significantreductions in emissions of ozone-forming pollutants over the past 15years, Valley residents still breathe ozone levels above the federal 8-hour standard about one-third of the year. A recent report puts thecost of non-attainment at more than $3 billion per year or, anaverage of $1,000 per Valley resident per year. These health andeconomic impacts make it essential to reduce public exposure to thepollutants as quickly as possible.

The San Joaquin Valley’s geography, topography, and climateconditions add to the challenge. The Valley experiences low regionalair evacuation and dispersion rates, frequent inversions, abundantsunlight and extreme temperatures. These conditions accelerate andintensify precursor conversion to ozone and PM2.5. Every unit ofemission in this region creates a disproportionate pollution impact.For example, in 2005 the Bay Area emitted approximately 5 timesthe ozone precursor loads of the San Joaquin Valley per square mile,

yet had far fewer ozone violations. The South Coast had an ozoneprecursor emissions density approximately 7 times greater than theSan Joaquin Valley, yet the Valley and the South Coast experienceda similar number of 8-hour ozone violations. To further complicatematters: pollution from the Bay Area accounts for as much as 27%of the air pollution in the Valley’s northern counties; traffic onHighway 99 and Interstate 5, principal north-south goodsmovement corridors for the state, adds greatly to the problem; andValley population is projected to grow at a rate 65% higher than thestate average. These factors all put an exclamation point on the needfor urgent action.

Large emission reductions will occur through theongoing implementation of regulations alreadyadopted by the California Air Resources Board(ARB) and the San Joaquin Valley Unified AirPollution Control District (District). TheDistrict’s October 16, 2006 Draft Ozone Planindicates that through the combination of localcontrols and California’s mobile source controlprogram, Oxides of Nitrogen (NOx) andReactive Organic Gas (ROG) emissionsreductions on the order of 200 tons per day areexpected in the San Joaquin Valley by 2012, fromnearly 1,000 tons/day to approximately 800tons/day. The Draft Ozone Plan also indicatesthat additional reductions on the order of 400tons per day will be required for attainment ofstandards by 2012, requiring actions that go wellbeyond existing controls and programs. Toprovide perspective on the magnitude of thechallenge, consider: mobile sources are the biggestozone contributor to the Valley’s pollution,representing 79% of total NOx and 40% of total

ROG, but the hypothetical elimination of all current truck andpassenger vehicle traffic in the Valley would be insufficient to achieve8-hour ozone attainment by 2012. There are no “silver bullet”solutions; attainment will require an innovative multi-facetedprogram. A viable plan requires emissions reductions from all sectors.In addition, it will take a combination of regulatory and incentivemeasures to attain clean air standards. And, current incentiveprograms are generating annual emissions reductions of 1.5 tons perday, hardly meaningful when the aim is to close a 400 ton per daygap. New air quality modeling developed following the release of theDraft Ozone Plan is providing emission reduction targets that changethe size of the gap in 2012 and later years. For example, in 2020 thegap may be closer to 150 tons per day with a NOx-focused strategy.

The District and the ARB are in the process of developing a StateImplementation Plan (SIP) for the Valley, which is required to showhow the region will attain the standards. The most significant near-term challenge facing the District is the development by June 2007of an 8-hour ozone SIP that meets EPA criteria for approval. Failureto submit an approvable SIP carries federal sanctions. If attainment


The Partnership has provideda Valley Forum for all us fromdiverse backgrounds, bothpublic and private sectors toaffect change. We havemade tremendous stridesworking collaboratively toimprove the socio-economicinfrastructure plans for futuregenerations of Central Valleyresidents. But our work hasonly just begun, as we havegreat opportunities to furthermeet the needs of the com-munities we serve throughoutthe San Joaquin Valley.

Jose RiveraCivic Leader

San Joaquin County


cannot be reached, the District has the option to apply for a timedeferral (a “bump-up”). A request for re-classification from thecurrent “serious non-attainment” designation to “severe-17”designation allows for deferral of attainment to 2020 but will haveserious health and economic impacts for Valley residents. Further,such a change in designation only will be approved if the federalEnvironmental Protection Agency (EPA) finds the SIP to beattainable by 2020. As a final option, the Valley can request“extreme” designation. This defers attainment to 2023 and allows theDistrict to place an unresolved emissions reduction gap in a “blackbox” (solutions to be determined at a date beyond June 2007completion of the SIP), but this option has evenmore serious health and economic consequences.

To complement the SIP, the Partnership hasidentified institutional constraints to theattainment of these standards and is proposingactions to minimize or eliminate them. The EPAshould consider how to accelerate investments toassist the region in achieving federal standards.Research and development of innovative controltechnologies and alternative fuels must beaccelerated. Every effort must be made to improveair quality without constraining existing andfuture manufacturing capacity. Most importantly, incentives to rewardadoption of clean technology must be substantially increased.

As important as it is to take short-term actions to strive to attain EPAstandards by 2012 and 2015, it is equally important to spur longer-term actions that will provide sustainable air quality improvements,such as planning for land use and transportation that will reducevehicle trips and facilitate use of transit, and developing alternativefuels and renewable energy.

Finally, it is essential that this challenge be approached as apartnership between the EPA, Cal/EPA, ARB and the District. Theseagencies are jointly responsible for air quality standards in theirregulatory roles, and at the same time share an obligation to developand implement plans that produce the desired outcomes. Failure tomeet air quality standards will result in protracted detrimental healtheffects and adverse economic impacts.

Scope of Work• Establish a diverse, broadly representative work group of

Valley stakeholders for the purpose of engaging around a setof federal, State and regional strategies to improve air qualityin the region.

• Develop a shared understanding of the air quality challengesof the region.

• Facilitate a series of round-table discussions with the SanJoaquin Valley Air District, the California Air ResourcesBoard, Cal/EPA and EPA to encourage a dialogue aboutlocally conceived policy priorities and solutions to the airquality challenges of the Valley.

• Participate in public forums to solicit initial input as well asfeedback on proposed strategic action proposal from Valleyresidents.

• Evaluate, recommend and implement alternative paths togenerate funding to invest in new research and technology toaccelerate deployment of emission-reducing technologies.

• Evaluate, prioritize and recommend strategies to reduceemissions from on-road and off-road mobile sources.

• Evaluate, recommend and implement strategies to reduceemissions from stationary sources.

• Explore and recommend strategies forwidespread adoption of renewable energy andbiofuels in the San Joaquin Valley to enhanceongoing air quality improvement strategies.

• Explore major transportation modes withrespect to reducing air emissions (such asexpanded rail service versus truck transporta-tion for bulk commodities and products).

• Coordinate with the Land Use, Agricultureand Housing and Transportation WorkGroups to evaluate, recommend andimplement land use planning with a viewto mitigate air quality impacts.

• Evaluate and recommend changes in governmental oversightto ensure a unified approach to implementation ofrecommended strategic plan.

• Submit an Air Quality Strategic Action Proposal forconsideration by the Partnership Board.


The recommended actions focus on mobilizingcollaboration among the responsible agencies to accelerateefforts to achieve air quality compliance by 2012 and

2015, with a preference for significantly expanded incentives asthe leading strategy. They also address the inter-relationshipsbetween air quality and land use, transportation and energy.

1. Eliminate institutional constraints to achieve the EPAstandards for 8-hour ozone and PM2.5 by the currentattainment date, or as soon as practicable thereafter.

2. Encourage EPA adoption of tighter federal emission controlstandards.

3. Expand or create new incentive mechanisms to acceleratetechnology adoption.

4. Facilitate the development and use of clean energy.

5. Improve efficiency of goods and people movement.

6. Encourage green local government.

7. Accelerate research of critical emissions.

8. Improve public education.

The Partnership is providing aclear roadmap for the futureprosperity of the Valley, whichis important to all Californiansbecause the Valley will beabsorbing so much ofCalifornia’s future growth.

Pete WeberLiaison for Federal Task Force







Air Quality

Mission Enable residents to enjoy healthy air by removing the adverse impacts of poor air quality andimproving the quality of life.

Indicators: Decrease in ozone precursors. Decrease in particulate matter. Decrease in number of days with 8-hour ozone exceedances. Increase inthe use of clean energy. Increase in the use of clean fuels. Decrease in attributable mortality rates. Decrease in asthma rates.

Goal 1: Achieve U.S. Environmental Protection Agency (EPA) standards for 8-hour ozone and PM2.5 by thecurrent attainment date, or as soon as practicable thereafter.

Objective A: Negotiate with U.S. EPA to address federal constraints on alternative compliance emission reductionprograms and to eliminate institutional constraints.

Objective B: Negotiate with U.S. EPA for allowance of State Implementation Plan (SIP) credits for incentive programs.

Objective C: Work with ARB to identify appropriate criteria and approach for incentive programs and develop action plan.(See Goal 3)

Goal 2: Encourage EPA adoption of tighter federal emission control standards.

Objective A: Recommend that ARB work with U.S. EPA to ensure that on- and off-road heavy duty vehicles andequipment comply with applicable new and in-use emission standards.

Objective B: Encourage U.S. EPA to develop strong emission control standards for locomotives.

Request and facilitate re-evalua-tion by ARB and EPA ofprocess for determination of in-use emission rates of vehiclesand equipment to ensure emis-sions are within expected range.Prepare report on outcome.

Implement results of re-eval-uation by ARB and EPA.Monitor and assess results.


Ongoing. Cal/EPA, ARB, EPA

Request U.S. EPA to adoptand apply Tier 3 locomotivestandards. (Tier 3 locomo-tives not yet available.)

Request assistance of U.S.EPA and Cal/EPA / ARB toassist in negotiations withrailroads for Tier 3 adoptionand approval of monitoringand enforcement plan.

Monitor implementationand results. Determine addi-tional steps to achieve objec-tive. Report results in Annu-al Progress Report andAnnual Summit.

Evaluate results. Reportresults in Annual ProgressReport and at Annual Sum-mit.

Cal/EPA, ARB, SJVAPCD

Conclude negotiations withSJVAPCD, ARB and U.S.EPA to provide more flexi-bility for alternative compli-ance programs and developaction plan.

Initiate action plan imple-mentation. Report results inAnnual Progress Report andat Annual Summit.

Report results in AnnualProgress Report and atAnnual Summit. Evaluateresults and revise program asappropriate to achieveattainment.

Develop and implementlonger-term actions toachieve and maintain attain-ment. Report results inAnnual Progress Report andat Annual Summit.

San Joaquin Valley Air PollutionControl District (SJVAPCD),California Environmental Pro-tection Agency (Cal/EPA), Cali-fornia Air Resources Board(ARB), EPA

Obtain approval for incor-poration of incentive-basedprograms in SIP.

Implement incentive-basedprograms. Report results inAnnual Progress Report andat Annual Summit.


Maintain effective incentivesand monitor results.

SJVAPCD, Cal/EPA, ARB,EPA

Conclude negotiations withSJVAPCD and ARB anddevelop action plan toenable effective implementa-tion of incentive-based pro-grams delineated in Goal 3.

Implement action plan(Goal 3). Report results inAnnual Progress Report andat Annual Summit.


Ongoing. SJVAPCD, Cal/EPA, ARB






Objective C: Negotiate with railroads to ensure early introduction of the cleanest locomotives into the San Joaquin Valley fleet.

Goal 3: Implement incentive mechanisms to accelerate adoption of air quality mitigation technologies.

Objective A: Enact state-level incentives to accelerate adoption of stationary-emissions reduction technology andencourage investment in clean energy and alternative fuels.

Objective B: Enact federal-level incentives to accelerate adoption of stationary-emissions reduction technology andencourage investment in clean energy and alternative fuels.

Objective C: Establish and fund a 5-year program to scrap and replace approximately 6,000 gross pollutingpassenger vehicles per year and achieve 20 tons/day emissions reduction over 5 years.

Objective D: Establish and fund a 5-year program to scrap and replace approximately 7,500 heavy duty diesel trucksper year and achieve 60 tons/day emissions reduction over 5 years.

Objective E: Establish and fund a 5-year scrap and replace program for off-road equipment to achieve 10 tons/dayemissions reduction over 5 years.







Design program and identi-fy funding sources. Preparereport and recommenda-tions for action. (Targetfunding: $24 million/year.)

Seek authorizing legislationand/or regulatory approvals.Secure funding. Developimplementation plan andlaunch program.

Evaluate results and deter-mine whether or not to con-tinue program. Amend pro-gram as appropriate.


Valley State Legislators andCongressional Representa-tives, Cal/EPA, ARB,SJVAPCD

Design program and identi-fy funding sources. Preparereport and recommenda-tions for action. (Targetfunding: $300 million/year.)





Design program andidentify funding sources.Prepare report andrecommendations for action. (Target funding: $50 million/year.)





Engage railroads in discus-sions regarding Tier 3 loco-motive standards. (Tier 3locomotives not yet available.)

Negotiate Tier 3 adoptionschedule with railroads.

Replace 10% of fleet per yearwith Tier 3 locomotives.

Replace 40% of older loco-motives. Minimum 7tons/day emission reductionsby 2015.

Cal/EPA, ARB, SJVAPCD

Explore feasibility and fund-ing mechanisms for state-level incentives, includingthe concept of an “air quali-ty mitigation zone.” Preparereport on options. (Targetfunding: $50 million/year.)

Seek authorizing legislation.Develop implementationplan and launch program,including marketing incen-tives to investors.

Evaluate results and adjustprogram as needed.

Review progress and modifyas appropriate.

Valley State Legislators

Explore feasibility and fund-ing mechanisms for federal-level incentives, including theconcept of an “air qualityempowerment zone.” Preparereport on options. (Targetfunding: $100 million/year.)

Seek authorizing legislation.Develop implementation planand launch program, includ-ing marketing incentives toinvestors.

Evaluate results and adjustprograms as needed.

Review progress and modifyas appropriate.

Valley Congressional Repre-sentatives







Objective F: Implement school bus fleet modernization.

Goal 4: Promote clean energy projects. (See Energy Recommendations.)

Objective A: Establish a San Joaquin Valley Clean Energy Office. (See Energy Recommendations.)

Objective B: Establish a “clean vehicle information exchange” program

Objective C: Implement community-choice energy aggregation project. (See Energy Recommendations.)

Objective D: Implement pilot net metering program within same agricultural operation or water district(See Energy Recommendations.)

Objective E: Promote the use of agricultural biomass for fuel and energy production. (See Energy Recommendations.)

Design pilot program forimplementation within awater district. Prepare reportand recommendations foraction.

Seek authorizing legislationand/or regulatory approvals.Develop implementationplan and launch program.

Evaluate results and modifyprogram as appropriate tooptimize impact.


CPUC, SJVCEO, Agricul-tural Industry, Valley StateLegislators

Support initial pilot withKings River ConservationDistrict delineated in Ener-gy Recommendations.

Evaluate results and deter-mine feasibility of expand-ing program.

Implement expanded com-munity-choice energy aggre-gation as appropriate.


SJVCEO, Kings River Con-servation District, LocalGovernments, Stakeholders

Support implementation ofEnergy Recommendations.

Based on implementation ofEnergy Recommendations,determine the potentialcontribution to air qualityimprovements and integrateinto action plans forattainment.

Evaluate results and modifyair quality action plans asappropriate.


USDA, SJVAPCD,Cal/EPA, ARB, CEC,Agriculture Industry

Develop program, drawingupon existing programs andnew funds, including gener-al obligation bonds shouldvoters approve. Begin imple-mentation if feasible.

Continue implementationand evaluate need for addi-tional funds. Secure addi-tional resources if needed.

Evaluate results to achieveobjective of average schoolbus age being at or belowthe statewide average.


Cal/EPA, ARB, SJVAPCD,School Districts

Develop organizationalstructure and program forClean Energy Office to pur-sue goal of 20% new powergeneration from renewableresources. Secure fundingand open. Begin work ondemonstration projects andtechnical assistance.

Continue technical assis-tance and demonstrationprojects. Coordinate withestablishment of SanJoaquin Valley clean energyorganization (SJVCEO).Secure increased proportion-al share of “public benefitscharges revenues” forexpanded program.

Evaluate results and modifyprogram as appropriate tooptimize impact.

Evaluate and determinewhether or not to continuethe program. Develop andimplement longer-termactions.

SJVAPCD, California Pub-lic Utilities Commission(CPUC), California EnergyCommission (CEC),Resources Agency, SJVCEO

Design program and identifyfunding sources. Preparereport and recommendationsfor action. (Objective is forprogram to become self-funding within 5 years.)


Evaluate results and modifyprogram as appropriate tooptimize impact and becomeself-funding.

Evaluate and determinewhether or not to continuethe program. Develop andimplement longer-termactions.

SJVAPCD, Valley State Leg-islators and CongressionalRepresentatives, SJVCEO







Goal 5: Improve transportation mobility and goods movement. (See Transportation Recommendations.)

Objective A: Support surface transportation improvements.

Objective B: Support goods movement infrastructure improvements

Objective C: Support public transportation improvements.

Goal 6: Encourage “green” local government policies and sustainable communities.

Objective A: Accelerate the use of clean energy technologies in local governments and state operations.

Objective B: Include criteria for impacts on air quality for local government and state procurement contracts.

Inventory best practices.Review Moyer guidelinesmodified by ARB and con-sult SJVAPCD regarding newguidelines. Prepare report andrecommendations for action.Determine green best prac-tices potential to contributeto air quality improvementand integrate into actionplans for attainment.

Develop and implement edu-cation and technical assis-tance program for local gov-ernments, including prepar-ing a “tool kit” for greenpractices and sustainablecommunities. Coordinatewith the Regional BlueprintPlan process.

Continue to implement edu-cation and technical assis-tance program. Evaluateresults and air quality actionplans as appropriate.


SJVCEO, CEC, Cal/EPA,COGs, Local Governments

Request ARB and SJVAPCDto prepare model process andcriteria along with proposalfor implementation.

Develop and implement planfor distribution of modelprocess and criteria. Assessimpact and effectiveness.

Evaluate results and determinewhether or not to continuewith process.

Modify process as appropriate. Cal/EPA, ARB, SJVAPCD,COGs, Local Governments

Support implementation ofTransportation Recommen-dations for goods move-ment, including dedicatedtruckways, expanded rail,and short sea shipping.

Based on implementation ofTransportation Recommen-dations, determine thepotential contribution to airquality improvements andintegrate into action plansfor attainment.



COGs, BTH, Caltrans,CTC, FHWA, Cal/EPA,ARB

Support implementation ofTransportation Recommen-dations for surface trans-portation improvements,including market-basedsolutions, tolling, and urbantraffic synchronization.




Councils of Government(COGs), Business, Transporta-tion and Housing Agency(BTH), Department of Trans-portation (Caltrans), Califor-nia Transportation Commis-sion (CTC), Federal HighwayAdministration (FHWA)

Support implementation ofTransportation Recommen-dations for public transit,including multi-modal facil-ities, expanded passengerrail, local bus systems, andhigh-speed rail.




COGs, BTH, Caltrans,CTC, FHWA, Cal/EPA,ARB, Local Governments







Objective C: Support development and adoption of efficient land use patterns and green building standards. (See Land Use, Agriculture and Housing Recommendations.)

Goal 7: Accelerate research on emission-reduction strategies and clean-air technologies, establishing the SanJoaquin Valley as a leader in innovation. (See Energy Recommendations.)

Objective A: Support research on agricultural PM10, PM2.5 and ROG emissions.

Objective B: Support research of dairy emissions sources and Best Available Control Technology (BACT).

Objective C: Support research for renewable energy and alternative fuels. (See Energy Recommendations.)

Goal 8: Improve public understanding of air quality issues and solutions.

Objective A: Conduct a Public Education Campaign.

Objective B: Prepare and distribute a “user-friendly” air quality section of the Annual Progress Report.

Develop a plan for a publiceducation program, includ-ing establishing a baselinethrough data gathering andpublic survey(s).

Secure funding or sponsor-ship and launch implemen-tation of program.

Evaluate results and modifyprogram as appropriate.


SJVAPCD, Cal/EPA, ARB,Stakeholders, Public andPrivate Sponsors

Develop template for “user-friendly” air quality sectionof the Annual ProgressReport, including highlightsfrom regional air qualityaction plans and SIP. Begingathering baseline data andinformation.

Prepare air quality sectionfor first Annual ProgressReport and discuss at Annu-al Summit. Continue annu-ally and utilize AnnualProgress Report and AnnualSummit to modify actionplans as appropriate.

Continue Annual ProgressReport and Annual Summitprocess.

Continue Annual ProgressReport and Annual Summitprocess.

Partnership, SJVAPCD,Cal/EPA, ARB

Support implementation ofLand Use, Agriculture andHousing Recommendations,in coordination with Region-al Blueprint Plan process, forefficient land use patternsand green building standards.Request assistance of relevantstate agencies.

Based on implementation ofLand Use, Agriculture, andHousing Recommendations,determine the potential con-tribution to air qualityimprovements and integrateinto action plans for attain-ment.



COGs, Local Governments(Request assistance of BTH,Cal/EPA, CEC)

Encourage convening of workgroup of agriculture industry,other stakeholders, expertsand research institutions todevelop a research plan.

Secure funding and otherresources to implementresearch plan. Determinepotential contribution to airquality improvements andintegrate into action plans forattainment.

Monitor and report results ofresearch. Develop and imple-ment applications as feasible.

Continue research and imple-mentation of applications asfeasible.

Agriculture Industry,SJVAPCD, ARB, ResearchInstitutions

Encourage convening ofwork group of agricultureindustry, other stakeholders,experts and research institu-tions to develop a researchplan. Inventory BACT andprepare a report and recom-mendations for action. (Tar-get funding: $37.5 million)

Secure funding and otherresources to implementresearch plan. Determinepotential contribution to airquality improvements andintegrate into action plansfor attainment. Develop andimplement plan for distrib-uting BACT informationand encouraging adoption.

Continue to promote adop-tion of BACT. Evaluateresults, determine potentialcontribution to air qualityimprovements and integra-tion into action plans forattainment. Develop andimplement applications asfeasible.

Evaluate results and modifyair quality action plans asappropriate. Continueresearch and implementationof applications as feasible.

Dairy Industry, SJVAPCD,Cal/EPA, ARB, ResearchInstitutions



Challenge

The growing population and expanding economy of theSan Joaquin Valley require an adequate water supply ofsufficient quality that is reliable for the all sectors as

well as the environment. The current supply is inadequate forthe future and there is a significant annual groundwater basinoverdraft that must be reversed. In addition,the San Joaquin River is a valuable naturalasset that needs to be restored and protectedwhile developing additional water supplies.

Solutions must embrace efficient water usepractices as well as construction ofadditional storage, both surface andgroundwater. Further, approximately 20%of all electrical energy consumed in the stateis used to pump, transport or treat water;thus there is a synergistic, interdependentrelationship between water and energy thatmust be addressed in the actions to assurean adequate water supply.

Prior to the establishment of thePartnership, the Congressional Delegation initiated thedevelopment of the San Joaquin Valley Regional Water Planand enlisted the expertise of the California Water Institute atCalifornia State University, Fresno to facilitate the planningeffort. The Partnership decided to support and coordinatewith the Regional Water Plan activities, which have beenorganized into four subjects: (1) Water Supply, (2) WaterQuality, (3) Flood Control, and (4) EnvironmentalEnhancement. The Regional Water Plan also is beingcoordinated with State water planning efforts which areconsistent with the concept of regional resource management.

Scope of Work• Survey all relevant state, federal and local agencies,

entities and individuals regarding existing needs,water projects and institutional barriers. Utilize theinformation in DWR Bulletin 160 and coordinateall activities with the San Joaquin Valley RegionalWater Plan being developed.

• Organize survey information into a database tocatalogue water-related needs: (a) water supply; (b)

water quality; (c) flood control; and (d)environmental enhancement.

• Delineate legal and institutional barriersto meeting regional water-related needs.

• Develop a Water Master Plan andBusiness Plan, including a focus on floodcontrol.

• Develop a strategic plan for energysupply, alternative renewable resources,and efficiencies, beginning with theCalifornia Energy CommissionIntegrated Energy Policy Report.

Summary ofRecommendations

The recommended actions focus on increasing water useefficiency coupled with expanding water storage toachieve sufficient water quality, supply and reliability

for the region. Water use management also is being closelylinked to strategies to increase energy efficiency.

1. Develop and implement an integrated San Joaquin ValleyRegional Water Plan.

2. Incorporate major levee enhancements in Sacramento-SanJoaquin Delta and San Joaquin Valley to safeguard regionalwater quality and water supply as well as provide for floodcontrol.

3. Augment surface and groundwater banking programs andrecycled water projects in the San Joaquin Valley.

4. Improve water quality and expand salinity managementinfrastructure development.

5. Promote riparian environmental restoration.

6. Expand agricultural and urban water use efficiency andenergy efficiency programs.


The Partnership bringstogether local public and pri-vate representatives with theGovernor's Cabinet in abipartisan nature to worktowards common goals andobjectives of regional signifi-cance. Due to the Valley'schallenges, this area uniquelyneeds this attention.

Paul BoyerCouncilman

City of Farmersville








Mission Ensure a reliable, adequate quality water supply to sustain a high quality of life, and a world-classagricultural sector, while protecting and enhancing the environment.

Indicators: Completion of the San Joaquin Valley Regional Water Plan. Completion of the San Joaquin River and Tulare Lake Basin Plans. Increasein the integrity of the Sacramento-San Joaquin Delta and San Joaquin Valley levees. Completion of projects for surface storage, groundwaterbanking, and recycling brackish water. Establishment of a salinity management entity. Increase in water supply reliability and quality. Increase inaccess to clean water. Increase in environmental restoration along major riparian corridors and watersheds. Completion of agricultural and urbanwater-energy use efficiency programs. Decrease in per capita urban water consumption. Increase in water and energy use efficiency per unit ofagriculture production. agriculture production.

Goal 1 : Develop and implement a comprehensive San Joaquin Valley Regional Water Plan.

Objective A: Provide management, technical and administration support for development of the San Joaquin ValleyRegional Water Plan.

Objective B: Coordinate and integrate the San Joaquin Valley Regional Water Plan with other key plans formanagement of the region’s water resources.

Goal 2: Strengthen levees in the Sacramento-San Joaquin Delta and San Joaquin Valley to safeguard regionalwater quality and quantity and to provide flood control.

Objective A: Improve the levees of the San Joaquin, Kings and Kern Rivers and tributaries to assist communitiesmeet 100-year+ flood protection standards and levee certification standards from the FederalEmergency Management Agency.

Objective B: Improve significantly the integrity of the Delta levee system.






Continue with ongoingdevelopment of federal-stateintegrated San Joaquin Val-ley Regional Water Manage-ment Plan.

Continue with ongoingdevelopment of federal-stateSan Joaquin Valley RegionalWater Management Plan tocomplete by October 2008.Develop implementationwork plan to complete byOctober 2009.

Begin implementation ofthe San Joaquin ValleyRegional Water Manage-ment Plan. Secure fundingand begin construction ofpriority projects.

Continue implementationof the San Joaquin ValleyRegional Water Manage-ment Plan and constructionof priority projects. Evaluateresults and amend Plan andwork plan as appropriate.

San Joaquin Valley RegionalWater Plan Task Group,U.S.Bureau of Reclamation(USBR), Department ofWater Resources (DWR),Local Water Agencies, LocalGovernments, Stakeholders

Facilitate planning coordina-tion with other key watermanagement plans for theregion.

Integrate and cross-referenceother key water managementplans into the San JoaquinValley Regional Water Man-agement Plan. Delineate inthe work plan mechanisms forcoordination with other plans.

Monitor implementation ofother water managementplans and coordinate con-struction of priority compo-nents of the San JoaquinValley Regional Water Plan.

Continue coordination ofimplementation of the watermanagement plans.

San Joaquin Valley RegionalWater Plan Task Group,USBR, DWR, Local WaterAgencies, Local Govern-ments, Stakeholders

Assist in completion of adetailed regional levee sur-vey. Prepare a summaryreport with identified priori-ties for action.

Develop a regional plan andidentify priorities for action,including governance by Fall2008. Secure authorizinglegislation if needed. Beginconstruction by Spring2009.

Continue construction ofimprovement projects intwo-year increments.

Continue construction ofprojects to complete essen-tial improvements. Evaluateprogress and determinelonger-term actions.

DWR, USBR, U.S. ArmyCorp of Engineers (USCE),County, California Reclama-tion Board, State WaterResources Control Board(SWRCB), Local WaterAgencies, Local Govern-ments, Stakeholders

Support implementation ofDWR and Bay-DeltaAuthority recommendationsfor improving integrity ofDelta levee system.

Support construction ofDelta levee improvements.

Continue to support con-struction of Delta leveeimprovements.

Continue to support con-struction and completion ofDelta levee improvements.Evaluate progress and deter-mine longer-term actions.

DWR, USBR, USCE,County, California Reclama-tion Board, SWRCB, LocalWater Agencies, Local Gov-ernments, Stakeholders







Goal 3: Augment surface, groundwater banking programs and recycled water projects in San Joaquin Valley.

Objective A: Complete Upper San Joaquin River Basin Project.

Objective B: Promote and support up to five conjunctive use projects that can be commissioned or enhanced in2007-2017 period.

Objective C: Develop recycled and inland brackish water projects to expand regional water supplies.

Goal 4: Develop and implement water quality and salinity management infrastructure.

Objective A: Develop a Salinity Management Plan to be implemented as an update to the San Joaquin River andTulare Lake Basin Plans.

Continue with and com-plete initial alternativesinformation studies.

Prepare plan formulationreport. Develop preliminarypreferred plan and final fea-sibility report (EIS/EIR).

Prepare financing plan andfederal and state enablinglegislation. Prepare construc-tion plans and specifica-tions. Secure funding andlet construction contract byearly 2013.

Begin construction by 2014and complete project by late2016.

USBR, USCE, DWR,Stakeholders, FinancingAuthority (if appropriate)

Complete policy paperdelineating the parametersof a Madera Irrigation Dis-trict groundwater bankingproject (preliminary siteacquisition, geo-hydrologyinvestigation, surplus wateracquisition, environmentalassessment, governance,power requirements, distri-bution of retrieved water,coordination with regionalwater plans, financingmechanisms and requisitelegislation).

Secure funding and com-plete feasibility study forMadera Irrigation Districtproject. Complete EIS/EIRby Fall 2009. Identify otherprospective conjunctive useprojects and develop a workplan.

Begin construction by mid-2011 of the Madera Irriga-tion District project. Preparefeasibility studies and devel-op plans for other conjunc-tive use projects. Beginpreparing EIS/EIR for otherprojects.

Complete construction andbegin operations of theMadera Irrigation Districtproject. Complete plans andsecure funding for otherconjunctive use projects.

Madera Board of Supervi-sors, Madera Irrigation Dis-trict, USBR, DWR

Integrate planning forexpanding locally-developedwater management andwater recycling into Region-al Water Plan to significant-ly increase yield above cur-rent 500,000 acre feet yield.

Continue with and com-plete comprehensive feasibil-ity study. Identify participat-ing partners and securefunding sources.

Begin construction of proj-ects. Monitor progress.Identify partners and securefunding for additional proj-ects. Expand distributionsystems and end-users asrequired.

Complete initial projects tobecome operational by mid-2014. Continue to constructadditional projects. Evaluateresults and determinelonger-term actions.

DWR, USBR, Departmentof Health Services (DHS),Central Valley Clean WaterAssociation, Local WaterAgencies, Local Govern-ments, Stakeholders

Convene stakeholders toestablish a salinity manage-ment entity to proactivelywork with local govern-ments and water agenciesand to forestall further sur-face and groundwater quali-ty deterioration from salini-ty buildup in urban andrural areas. (Santa AnaWatershed Project Authoritymay be a model.) Determineapproach to updating theSan Joaquin River andTulare Lake Basin Plans.

Establish a salinity manage-ment entity to collaborative-ly and comprehensivelyaddress regional salinityissues. Prepare a work planto develop a Salinity Man-agement Plan. Secure fund-ing and begin preparation ofthe Plan that incorporatesthe best science and reflectschanging conditions.

Complete Salinity Manage-ment Plan. Determine on-going financial support forthe salinity managemententity. Secure funding andbegin implementation of thePlan and construction ofprojects.

Continue implementationof the Plan and constructionof projects. Evaluate resultsand determine longer-termactions. Update RegionalWater Plan and San JoaquinRiver and Tulare Lake BasinPlans as appropriate.

Local Water and WastewaterAgencies, DWR, USBR,California EnvironmentalProtection Agency(Cal/EPA), U.S. EPA,SWRCB, Central ValleyRegional Water QualityControl Board, Stakeholders







Objective B: Ensure all communities have adequate sanitary sewage disposal facilities.

Objective C: Ensure all communities provide water that meets state and federal drinking water standards.

Goal 5: Expand environmental restoration.

Objective A: Develop and implement a San Joaquin Valley Ecosystem Restoration Plan.

Objective B: Complete San Joaquin River restoration consistent with the settlement between the Friant Water UsersAuthority and the National Resource Defense Council (NRDC).

Convene local jurisdictionsand stakeholders to identifyup to five regional waste-water treatment projects tofurther the objective. Devel-op a framework for assistingproject sponsors and provid-ing technical assistance.

Prepare a work plan to pro-vide technical assistance toplanning the five regionalwastewater treatment proj-ects. Identify costs and alter-natives for funding andfinancing. Prepare a reportand recommended actions.

Continue to assist projectsponsors in securing fundingand preparing plans for con-struction. Support pre-devel-opment, preliminary engineer-ing, and environmental evalu-ation activities. Assist projectsponsors in securing requisiteapprovals and funding. Beginconstruction of projects.

Continue to assist projectsponsors in securing fundingand completing construc-tion. Evaluate results anddetermine longer-termactions.

Local Water and WastewaterAgencies, Local Govern-ments, DWR, USBR,Cal/EPA, SWRCB, U.S.Department of Agriculture(USDA)

Inventory and characterizeall communities that do notmeet state and federal drink-ing water standards. Preparea report and recommendedactions.

Develop an action plan toassist communities in meet-ing standards, includingestimation of costs andidentification of potentialsources. Prioritize projects.

Assist communities in secur-ing approvals and fundingfor design of projects. Beginconstruction of priorityprojects.

Continue to assist projectsponsors in securing fundingand completing construc-tion. Evaluate results anddetermine longer-termactions.

Local Water Agencies, LocalGovernments, DHS, DWR,Cal/EPA, SWRCB, USDA

Convene local, regional, state,and federal governmentalagencies with stakeholders todevelop a strategic approachand recommend actions fordeveloping a San Joaquin Val-ley Ecosystem RestorationPlan that will enhance envi-ronmental quality and sup-port eco-tourism.

Develop the San Joaquin Val-ley Ecosystem RestorationPlan. Convene workshops toobtain input and feedbackfrom stakeholders and thepublic. Begin development ofprogrammatic EIS/EIR.

Secure funding and beginimplementation of the SanJoaquin Valley EcosystemRestoration Plan. Launchpublic education and out-reach to engage the public inthe effort, particularly schoolsand students who can incor-porate the field experienceinto classroom learning.

Continue implementation ofthe San Joaquin ValleyEcosystem Restoration Plan.Evaluate results and deter-mine longer-term actions.

Local Water Agencies, LocalGovernments, Councils ofGovernment, DWR, USBR,USDA, Department of Con-servation, Resource Conserva-tion Districts, Stakeholders,School Districts

Translate Settlement Agree-ment to final engineeringdesign for physical improve-ments to include channelgeometry, riparian habitat,fish passages and other keyelements. Begin environ-mental review process.

Continue planning, designand environmental processesto implement settlement.Initiate construction ofrestoration improvements inall five specific reaches toachieve interim restorationflows by 2009.

Secure funding and beginconstruction by 2010 toachieve regular restorationflows by 2014.

Continue construction andcomplete by 2016 to com-ply with the settlement andachieve San Joaquin Riverrestoration.

Friant Water Users Authori-ty, Natural ResourcesDefense Council, USDepartment of the Interior;USBR, U.S. Fish andWildlife Services, DWR,Department of Fish andGame, Stakeholders







Goal 6: Expand agricultural and urban water-energy use efficiency programs.

Objective A: Implement cost-effective, results-oriented, agricultural water-energy use efficiency diagnostic, repair andretrofit projects.

Objective B: Implement a pubic awareness and education program about water-energy use conservation.

Convene water agencies,public utilities, and otherpublic and private stakehold-ers to identify existing andprospective water-energy useefficiencies through diagnos-tic, repair and retrofit strate-gies. Prepare a report andrecommended actions toexpand existing programsand fill in the gaps.

Develop a work plan.Engage partners and securefunding. Begin implementa-tion by 2009. Developprocess and methodology fortracking progress and report-ing results.

Continue to implement thework plan and constructionof projects. Track results andreport in the AnnualProgress Reports and at theAnnual Summits.

Continue to implement thework plan and constructionof projects. Continue toreports results in the AnnualProgress Reports and at theAnnual Summits. Determinelonger-term actions.

Water Agencies, Public Utili-ties, DWR, California Ener-gy Commission (CEC), Cal-ifornia Public Utilities Com-mission (CPUC), Stakehold-ers, Vendors

Complete above activity.Research and establish base-line water and energy urbanper capita consumption andagriculture per unit of pro-duction use. Establishprocess and methodologyfor tracking use.

Prepare a plan for a publicawareness and educationprogram. Identify participat-ing partners, secure fundingand launch program.

Continue to implementpublic awareness and educa-tion program. Monitor andtrack results in the AnnualProgress Reports and at theAnnual Summits. Evaluateimpacts and revise programas appropriate.

Continue to implementpublic awareness and educa-tion program as revised.Evaluate and report resultsin the Annual ProgressReports and at the AnnualSummits. Determine longer-term actions.

Water Agencies, Public Util-ities, DWR, CaliforniaEnergy Commission (CEC),California Public UtilitiesCommission (CPUC),Stakeholders, Vendors



Energy

Challenge

The growing population and expanding economy of theSan Joaquin Valley will require increased supplies ofclean energy. By “clean energy” we mean increasing the

efficiency with which our homes and businesses use energyand other resources and producing more electricity and fuelin the Valley from renewable energy resources such as solar,wind and biomass. The Partnership envisions an adequate,diverse supply of clean, locally-produced energy to meet theneeds of all sectors of the region(residential, commercial, industrial,agricultural governmental). Clean,abundant energy is viewed from the sameresponsible stewardship perspective as cleanwater and clean air and is treated as atreasured environmental resource. And,given the relationship between water useand energy consumption, there is a need tofocus on energy-efficient water use as aleading strategy to conserve energy andpromote sustainability.

California consumers use energy to collect,move, and treat water, dispose of wastewater, power large andsmall pumps to heat, cool and pressurize water for use inhomes, businesses, farms and factories. Combined, thesewater-related end uses account for about 20% of the state’soverall electricity consumption, annually cost Californiaconsumers about $2 billion, consume about one-third of thenon-power plant natural gas and about 3% of diesel fuelconsumed. Urban water supply and treatment and residential,commercial and industrial end-uses account for almost four-fifths of the water-related electricity consumption, whileagriculture consumes the remaining one-fifth. The SanJoaquin Valley is expected to require an additional 3,500megawatts of new electricity generation capacity by 2025 tomeet projected growth of which approximately 20% or 700megawatts is expected to be water-related. (That figure maybe slightly higher because of agricultural conversions to dripand micro irrigation systems from furrow and sprinklers andresulting higher energy consumption.)

The land resources and the strength of the agricultureindustry in the San Joaquin Valley provide an opportunityfor the region to pioneer in the development of biofuels andalternative energy as an emerging industry cluster. This willrequire joint ventures with research institutions andentrepreneurs to develop new energy sources.

Scope of Work• Initiative a comprehensive review of all relevant reports

regarding energy (such as California Energy CommissionIntegrated Energy Policy Report, A Clean EnergyRoadmap for the Greater Fresno Area, March 2006, GreatValley Center, Strategic Energy Innovations, Regional JobsInitiative) to inventory an initial set of actions forevaluation.

• Develop a Regional Water Plan that is energy efficient.

• Integrate efficient energy use into land use, transportationand air quality actions to promote increased sustainabilityin economic growth.

• Promote development of and capitalinvestment in renewable energy,including biofuels, as an emergingindustry cluster.

• Increase amount of locally-producedenergy supply for future growth.


The recommended actions focus onincreasing energy efficiency in allsectors as a component of several

strategic actions, especially in relationship to water, andencouraging the development of clean, renewable, locally-produced energy to meet growing energy needs.

1. Develop a comprehensive regional plan andimplementation structure for efficient energy use andclean, renewable technologies.

2. Increase efficient energy use in all sectors.

3. Advance energy self-sufficiency and grow the economythrough the development of clean, renewable technologies.

4. Improve energy efficiencies in the management and use ofwater resources.

5. Promote the region as an international leader for cleanenergy research, development and use.

The San Joaquin ValleyPartnership addresses mostof the issues important toagriculture—water, air quality,growth—and they will only beaddressed through a processsuch as this.

A.J. YatesUndersecretary

Department of Food and Agriculture







Energy

Mission Promote energy use efficiencies and adoption of clean, renewable energy technologies to ensure areliable supply, grow the economy, and improve air quality.

Indicators: Decrease in use of energy per capita. Decrease in use of energy per unit of GRP. Increase in use of solar and other renewable energyfor power generation. Increase in use of clean fuels for transportation and industrial equipment. Increase in energy reliability and self-sufficiency.

Goal 1: Develop a comprehensive regional plan and implementation structure for efficient energy use and clean,renewable technologies.

Objective A: Establish a regional San Joaquin Valley clean energy organization (SJVCEO) to develop plan andimplement programs for energy efficiencies and clean energy.

Objective B: Establish a “clean energy office” to oversee and manage implementation of the plan and monitorprogress towards regional energy self-sufficiency.

Objective C: Seek an increased share of “public goods charges revenue” for funding energy efficiency programs fromCPUC in proportion to regional population.

Goal 2: Increase efficient energy use in all sectors. (See Air Quality, Land Use and Transportation Recommendations.)

Objective A: Establish a Clean Vehicle Information Exchange Program. (See Air Quality Recommendations.)

Objective B: Increase efficient energy use in rural communities.

Objective C: Develop and implement program to encourage construction of new buildings to EnergyStar standards.






Engage stakeholders, com-plete planning phase, securemulti-year funding, andbegin implementation ofpilot projects.

Expand programs region-wide drawing upon experi-ence from pilot projects.

Review and revise plan asappropriate.

Review progress and modifystructure as appropriate.

Air Quality ManagementDistrict, California EnergyCommission (CEC), Cali-fornia Public Utilities Com-mission (CPUC), EnergyUtilities, Stakeholders

Complete design phase forregional clean energy officeand identify funding.

Launch clean energy office. Review progress and modifystructure and operations asappropriate.

Review progress and modifystructure as appropriate.

San Joaquin Valley CleanEnergy Office (SJVCEO),Air Quality ManagementDistrict, Stakeholders

Meet with CPUC to identifyfunding strategies and prospec-tive programs. Develop specif-ic program proposals.

Implement energy efficiencyprograms funding by increased“public goods charges revenue”funding.

Evaluate programs and deter-mine future actions.

Develop long-term actions. SJVCEO, CPUC, CEC,Energy Utilities, Stakeholders

Secure funding and preparemarketing materials.

Launch program. Evaluate results and reviseprogram as appropriate.

Develop long-term actions. SJVCEO, Air Quality Man-agement District, Stakeholders

Convene constructionindustry, other stakeholders,resources and experts toidentify strategies, incentivesand funding for program.Design program.

Develop marketing materialsand launch program.


Develop long-term actions. SJVCEO, CEC, BuildingIndustry, Local Govern-ments

Identify effective energy effi-cient strategies for ruralcommunities. Develop planfor pilot project(s).

Launch pilot project(s). Evaluate pilot projects anddevelop strategies and planfor expanding regionwide.

Develop long-term actions. SJVCEO, Local Govern-ments, CEC, CPUC, Ener-gy Utilities







Objective D: Support adoption of green building ordinances by all local jurisdictions. (See Land Use, Agriculture and Housing Recommendations.)

Objective E: Support project-based learning in schools to demonstrate the positive role that clean energy can play inimproving air quality and reducing greenhouse gas emissions.

Goal 3: Advance energy self-sufficiency and grow the economy through development of clean, renewable technologies.

Objective A: Work with State Agencies to explore and demonstrate innovative approaches to increase use ofrenewable energy, including trading of net metering credits, streamlining requirements forinterconnection to grid, and structuring incentives for renewable energy production.

Objective B: Design, site, and build methane-powered co-generation plant(s) for wastewater facilities and dairies. (See Water Recommendations.)

Objective C: Design, site and build biomass small-scale co-generation gasifier plants fueled by orchard prunings andwaste urban wood (either at exiting direct combustion biomass plants or stand-alone locations).

Objective D: Implement an initiative to convert 200 megawatts of water-related energy consumption to solar power.

Convene stakeholders, identi-fy model programs and ordi-nances, and develop plan.

Begin implementation.Report progress at AnnualSummit.


Develop long-term actions. SJVCEO, Councils of Gov-ernment, Local Govern-ments, CEC

Coordinate activities with K-12 actions. Convene stake-holders and design program.

Develop and implementpilot program(s) in selectedschools.


Develop long-term actions. SJVCEO, K-12 EducationStakeholders

Convene stakeholders, iden-tify experts, inventoryoptions and develop a plan.

Launch implementation ofplan, which may begin withpilot program(s).

Evaluate results and reviseprogram as appropriate. Takepilot(s) to scale regionwide.

Develop long-term actions. SJVCEO, CEC, CPUC,Energy Utilities, Stakeholders

Convene stakeholders, rele-vant public agencies andexperts to scope feasibility ofmethane-powered co-gener-ation plant(s) for wastewaterfacilities and dairies. Begindevelopment of a plan.

Complete development of aplan and implement by June2008. Complete construc-tion of plant(s). Track pro-gram performance, includ-ing energy production, airand water quality improve-ments, and make adjust-ments as required.


Develop long-term actions. SJVCEO, Stakeholders,CEC, CPUC, Energy Utili-ties

Convene stakeholders, rele-vant public agencies andexperts to scope feasibility ofsmall-scale biomass co-gener-ation gasifier plant(s). Begindevelopment of a plan.

Complete development ofplan and implement by June2008. Track performance,including air qualityimprovements.


Develop long-term actions. SJVCEO, Stakeholders,CEC, CPUC, Energy Utili-ties

Convene water agencies,other stakeholders, relevantpublic agencies and expertsto scope feasibility of initia-tive. Begin development of aplan, including considera-tion of up to 30 megawattannual reservation of solarrebates.

Complete plan and imple-ment by June 2008. Exploreand seek any requisiteenabling legislation. Consid-er a revolving public-privateloan fund to assist withproject costs not covered byCPUC rebates to speed earlyadoption.


Develop long-term actions. SJVCEO, CEC, CPUC,Energy Utilities, Stakehold-ers







Objective E: Implement community-choice energy aggregation projects.

Goal 4: Improve energy efficiencies in the management and use of water. (See Water Recommendations.)

Objective A: Convene a State summit meeting to identify and adopt converged water-energy conservation activities.

Objective B: Design and implement an innovative energy conservation program in water management to includeeducation, diagnosis, and repair / retrofit of equipment for agricultural, water delivery, and wastewatertreatment facilities.

Objective C: Design and implement an innovative energy conservation program in water management for urbanized communities.

Support start-up of KingsRiver Conservation Districtcommunity-choice aggrega-tion energy project as a pilotprogram.

Evaluate results of pilot andassist other jurisdictions orprojects as appropriate.

Evaluate results and developlonger-term plan.

Implement long-term plan. SJVCEO, Kings River Con-servation District, LocalGovernments, Stakeholders

Organize and conduct awater-energy Summit,involving Governor’s Cabi-net, State officials, Legisla-tors, Members of Congress,other relevant public agen-cies, stakeholder andexperts, to promote under-standing of the relationshipbetween energy and wateruse and to foster steward-ship of California’s waterand energy resources infuture. Establish an inter-disciplinary team of stake-holders and experts to devel-op an action plan.

Implement action plan byJanuary 2009.


Implement long-term plan. SJVCEO, Department ofWater Resources, CEC,CPUC, Stakeholders

Convene stakeholders, rele-vant public agencies, andexperts to identify and inven-tory strategies for energy con-servation in water manage-ment and use. Begin develop-ment of a performance-basedwater-energy conservationprogram.

Complete and launch imple-mentation of water-energyconservation program by Jan-uary 2008.

Monitor progress and deter-mine most promising focusfor long-term results.

Evaluate results and developlong-term plan.

Water Agencies, IrrigationDistricts, Agricultural Orga-nizations, Energy Utilities,CEC, CPUC

Convene stakeholders, rele-vant public agencies, andexperts to identify andinventory strategies and pro-grams for energy conserva-tion in water use in urban-ized communities. Begindevelopment of perform-ance-based water-energyconservation plan.

Complete and launch imple-mentation of water-energyconservation program byJanuary 2008, selecting bothpilot communities served byinvestor-owned and munici-pal utilities to benchmarkprogress.

Evaluate results and developlonger-term plan forexpanding regionwide.


Water Agencies, EnergyUtilities, Local Govern-ments, CEC, CPUC







Goal 5: Promote the region as an international leader for clean energy research, development and use. (See Economic and Workforce Development Recommendations.)

Objective A: Work with economic development agencies at local, state, and federal levels to incubate, grow, andattract clean energy companies.

Objective B: Work with community colleges, trade unions and Workforce Investment Boards to ensure that there isan adequately-trained workforce for clean energy industry.

Objective C: Encourage and support public and private agencies to use and showcase clean energy technologies.

Objective D: Develop and implement innovative cutting-edge clean energy demonstration projects.

Identify all existing andpotential clean energy com-panies that could form anindustry cluster and linkthem with research institu-tions to form an innovationcollaborative.

Form industry cluster-research collaborative.Develop strategic plan,including exploring relation-ship to Helios Project withLawrence Berkeley NationalLaboratory and UC Merced.

Implement plan and evalu-ate results. Identify specificresearch opportunities forlong-term actions.

Implement long-term plan. SJVCEO, Economic Devel-opment Agencies, ResearchInstitutions

Convene industry, institu-tions of higher education,and Workforce InvestmentBoards to being developingeducation and training forclean energy industry.

Complete development ofeducation and training pro-gram. Institutionalize curricu-lum. Recruit prospectiveworkforce.


Implement long-term plan. SJVCEO, Workforce Invest-ment Boards, CommunityColleges, Trade Unions

Identify and inventory exist-ing model projects. Developplan to showcase models.

Implement plan to showcasemodels. Develop programfor technical assistance tointerested public and privateagencies.

Develop and implementplan for expanding use ofclean energy technologiesregionwide.


SJVCEO, Research Institu-tions, Stakeholders

Develop collaborative rela-tionships with national labo-ratories and research facili-ties. Begin development ofplan for advancing basic andapplied research.

Complete plan, secure sup-port and funding, and beginimplementation of plan.

Monitor progress and deter-mine most promisingresearch focus for long-term;develop plan.

Implement long-term plan. SJVCEO, CEC, CPUC,Energy Utilities, Stakeholders



Health and Human Services

Challenge

In recent years, there has been increasing awareness of the differ-ences between the San Joaquin Valley and the rest of the state.Although each Valley county is unique, each shares a number of

characteristics that exert influence on the demand and need forhealth care and social services.

San Joaquin Valley communities experience poor health status andlimited access to health care services. Healthy People: 2010 establishednational priorities around health and health care with the goals ofincreasing life expectancy and quality of life. In comparing the 10leading health indicators with health status, Valley residents appear tobe worse of than California as a whole on six indicators: adult over-weight and obesity, adult tobacco use, motor vehicle deaths, flu shotsfor elders, access to prenatal care, and air quality. It is important tonote that the Valley has some of the worst air quality in the nation,leading to severe impacts on the health of residents and overall qualityof life. According to the 2003 California Health Interview Survey,Valley counties exhibited high rates of asthma symptoms in compari-son to the state average. Further, the 2006 Public Policy Institute ofCalifornia’s Survey of the Valley states that 58% of residents cite hav-ing asthma or respiratory problems and 48% state that air pollutionposes “a very serious health threat to themselves and their families.”

In addition to these health outcomes, the San Joaquin Valley isnotably underserved compared to the state as a whole on severalindicators involving the health professional workforce. In 2001, thenumber of primary care physicians (PCP) and specialty careproviders per 100,000 residents was well below the state average.The Valley had 73 PCPs and 74 specialists per 100,000 residents;the state average was 94 PCPs and 125 specialists. Similar patternscan be observed for dentists, nurses, and other allied health profes-sionals. Further, all eight Valley counties have Medically Under-served Areas and Populations (MUA/P) designations. These healthprofessional shortages create access challenges for all Valley residents.

The Valley continues to be home to a faster-growing number ofpeople with higher levels of need for social services. The region isplagued by the social consequences of alcohol and substance abuse.The rate of methamphetamine and other drug use and availabilityare the highest in the state, leading to significant negative impactson Valley residents. Child welfare data indicates that as much as75% of child protection removals are due to parental substanceabuse issues. In addition, with a higher-than-average rate of singlefemale householders, the Valley is particularly impacted when sin-gle mothers abuse substances. Continued substance abuse increasesthe risk of out-of-home placement of children and decreases reuni-fication rates for children already in foster care.

In recent years, a wide number of studies and system improvementdemonstration projects have underscored the successes of foster carediversion programs. Counties have demonstrated decreasing foster

care caseloads where prevention services are consistently available. Thevalue of investment in early intervention and prevention can bedemonstrated by the results of failure to invest in youth who eventual-ly emancipate from foster care: 75% work below grade level, 50% donot complete high school, 45% are unemployed, 33% are arrested,30% are on welfare, and 25% are homeless. Investment in preventionis effective in decreasing the human and fiscal costs of foster care.

In addition, San Joaquin Valley counties have experienced decreas-ing numbers of relative placements. In September 2001, Valleycounties averaged 36.75% relative placement for first entries tocare; by March 2005 the average had dropped to 29.6%. For allcounties, the process delays associated with relative placements cancause multiple placements for children who must be removed fromhis/her parental home, further extending the disruption of theirlives by placement in stranger care.

In summary, increased attention to these needs is critical to thelong-term improvement of health and social services outcomesin the San Joaquin Valley.

Scope of Work• Identify and evaluate heath care coverage and access in the San

Joaquin Valley.• Identify health care workforce issues.• Develop new strategies for health coverage targeted at regional

residents.• Work with regional partnerships to enhance outreach for the Healthy

Kids programs and other children’s health insurance incentives.• Work with counties to develop regional plans to utilize

Proposition 63 funds.• Work with children’s health organizations and education stake-

holders to develop urban-rural partnerships on obesity prevention.


The recommended actions focus on prevention and promotionof improved health status. The shortage of medical, nursingand other allied health professionals will be addressed through

the expansion of nursing training programs and the establishmentof a medical education program at UC Merced coordinated with anetwork of providers and facilities throughout the region.

1. Develop comprehensive education and training systems tomeet the health care worker shortage in the region.

2. Enhance access to appropriate health care services andimproved public health management.

3. Develop comprehensive methamphetamine education andtreatment programs.

4. Support and promote pro-active foster care prevention services.5. Enhance access to appropriate social services to adults and

older adults.6. Develop and implement programs to promote self-sufficiency

among disadvantaged populations.7. Consider alternative funding formulas in distributing new

grant resources.







Health and Human Services

Mission Achieve improved health status and well being by promoting healthy lifestyles, nurturing safecommunities, providing timely access to necessary health care and social services, and embracingthe cultural diversity of the region.

Indicators: Improved access to primary care physicians, specialists and other allied health care professionals. Increased use of telemedicine.Improved primary health indicators including overweight/obesity, childhood asthma, and diabetes, and coronary heart disease. Decrease in thenumber of uninsured. Decreased drug related convictions. Increased long-term abstinence from methamphetamines. Decreased caseload forchildren and adults requiring welfare services. Increase relative placements.

Goal 1: Develop comprehensive education and training systems to meet the healthcare worker shortage in the region.

Objective A: Establish a Medical Education Program and the University of California, Merced within 10 years.

Objective B: Establish Central Valley Nursing Education Consortium.






Develop detailed work planand timetable for implementa-tion. Secure funding for theConsortium. Execute MOUwith partners. Initiate studentsupport services. Begin devel-opment of Centralized FacultyResource Center and procure-ment of Computerized Clini-cal Placement System. Evalu-ate opportunities for distancelearning.

Provide ongoing student sup-port services. Complete set upof Centralized FacultyResource Center and Com-puterized Clinical PlacementSystem. Implement plans fordistance learning initiative.Coordinate plans with devel-opment of UC Merced Med-ical Education Program.

Continue coordination ofnursing support programs.Evaluate results and modifyprogram as appropriate.Expand Consortium toinclude other healthcare occu-pations (Central Valley Con-sortium for the Health Profes-sions) and integrate with UCMerced Medical EducationProgram.

Continue coordination ofnursing support programs.Complete expansion of Con-sortium to include additionalhealthcare occupations. Evalu-ate results and determinelonger-term actions.

Hospital Council of Northernand Central California, Insti-tutions of Higher Education,Nurse Educators

Continue implementationof a multi-phase process.Confirm direction andbroad framework for pro-gram development. Delin-eate roles for University ofCalifornia, Merced (UCMerced) and other UC cam-puses. Establish workingrelationships with Universityof California (UC) Office ofthe President and Board ofRegents. Develop strategicwork plan and detailedtimetable. Identify membersfor an advisory academictask force to develop pro-gram. Establish workingrelationships with key civicand health care leaders.

Recruit and retain a director(M.D.) for the MedicalEducation Program. Estab-lish academic task force.Begin implementation ofthe work plan to establishthe Medical Education Pro-gram. Evaluate potentialapplications for telemedi-cine. Initiate fundraisingeffort to secure essentialresources. Continue toclosely work with UC Officeof the President and Boardof Regents to ensure timelyprogress on implementationof the work plan. Organizean advisory group of keycivic and health care leaders.

Based on direction from UCOffice of the President andBoard of Regents, developdetailed program plans andbudgets for Medical Educa-tion Program. Develop over-all curriculum. Determinemulti-year timetable forenrollment and staffingrequirements. Develop part-nerships with other healthand medical care institutionsin the region, including asystem for telemedicine.Delineate research strategyand programs related tohealth priorities of theregion.

Initiate operation of theMedical Education Programwith admission of first classof students. Implementworking partnershipsthroughout the region.Develop and implementprogram to retain graduatesin the region.

UC Merced, Partnership,Health and Medical CareInstitutions in the Region,Stakeholders







Goal 2: Enhance access to appropriate health care services and improved public health management.

Objective A: Provide incentives for difficult to recruit health and medical professionals.

Objective B: Enhance public health management capabilities.

Objective C: Develop a regional plan to address the needs of the uninsured.

Objective D: Improve delivery of health and medical care services through the use of information technology, eHealthand telemedicine. (See Advanced Communications Services and Information Technology Recommendations.)

Identify and develop pro-posed changes in the FederalHealth Professional ShortageArea (HPSA) rules. Identifynecessary elements of finan-cial incentives, includingenterprise zones, to attractand retain providers. Coordi-nate efforts with Funding andFinance Committee and Eco-nomic Development actions.

Pursue proposed changes inHPSA scoring methodologyand prepare appropriatewaivers. Develop region-widestrategic plan for financialincentives and enterprisezones targeted to providers.Support training efforts ofallied health care profession-als.

Develop appropriate financ-ing mechanisms for job train-ing, internships and studentfellowships stipends. Developsupport programs in second-ary school biological sciences,technology and health careersprogramming.

Evaluate results and reviseprograms as appropriate.Report results in AnnualProgress Reports and atAnnual Summits.

Partnership, Health and Med-ical Care Industry ClusterTask Force, Office ofStatewide Health Planningand Development (OSHPD),County Health Offices,Workforce Investment Boards(WIBs), Consortium forHealth Professionals

Identify essential mechanismsfor counties to share technicaland professional resources.Identify and evaluate oppor-tunities to participate in statetraining programs.

Modify existing regulationsand county policies to permita regional approach to publichealth laboratories; seek revi-sion of licensure requirementsfor public health laboratorydirectors that align withnational standards.

Develop appropriate financ-ing mechanisms for job train-ing, internships and studentfellowships stipends in Valleypublic health laboratories;develop support programs insecondary school biologicalsciences, technology andhealth careers programmingto increase potential for futurehealth professional education.


Department of Health Ser-vices, County Health Offices

Identify critical stakeholdersand convene work group.Identify and secure resourcesto develop regional consensusplan.

Identify feasibility and poten-tial impacts of alternative pro-posals; develop consensus onelements of regional plan.Prepare work plan for imple-mentation.

Coordinate proposals withstate and federal agencies,stakeholders, and otherprospective partners. Beginimplementation of regionalconsensus plan.


County Health Agencies,State Health and Human Ser-vices Agency, Stakeholders

Building on the Governor’shealth information technologyinitiative, identify elements toenhance access to health care,including telemedicine, voiceover internet programming,and video translation. Preparereport and recommendedactions.

Determine the most effectivetechnologies for makinghealth care accessible andidentify prospective fundingoptions for deployment.Coordinate activities with UCMerced Medical EducationProgram. Develop a detailedwork plan.

Implement work plan todeploy technology systems.Establish process and method-ology for evaluating impacts.

Evaluate results and reviseprograms as appropriate.Report results in AnnualProgress Reports and at Annu-al Summits.

County Health Agencies,State Health InformationTechnology Agencies, Stake-holders







Goal 3: Develop comprehensive methamphetamine education, treatment and law enforcement programs.

Objective A: Develop researched-based treatment modalities designed to address methamphetamine and othersubstance abuse with a focus on preventing use and maintaining recovery among a variety of populations.

Objective B: Organize a regionwide inter-agency law enforcement task force to develop and implement an aggressive cam-paign to reduce the manufacturing, transportation, sale and use of methamphetamine and other illegal drugs.

Goal 4: Support and promote pro-active foster care prevention services.

Objective A: Promote higher rates of relative placements.

Objective B: Support stable and continuous preventive services programs.

Develop community outreachplan and county specific col-lateral information that com-plements and supports exist-ing prevention and treatmentprograms. Consider modelsfrom other states and the fed-eral “Weed and Seed” pro-gram.

Secure funding to supportlocal collaborative efforts toidentify, plan and implementcommunity-specific solutions.Identify technical assistanceneeds and resources to assistlocal efforts to reduce the useof methamphetamine.

Establish a regional residentialtreatment facility to specifical-ly serve substance-abusingparents with minor childrenfor whom they have custody;identify funding for countiesand community basedproviders to assure access tofull scope treatment.

Report results in AnnualProgress Reports and atAnnual Summits. Developand implement longer-termactions.

Department of Alcohol andDrug Programs, CaliforniaHighway Patrol, CountySocial Services Agencies,Appropriate Substance AbuseStakeholders

Organize and convene aninter-agency law enforcementtask force. Develop actionplan. Identify essentialresources and funding.Launch coordinated focusedlaw enforcement campaign.

Evaluate results and reviseprogram as appropriate.Secure ongoing funding tosustain campaign. Reportresults in Annual ProgressReports and at Annual Sum-mits.

Continue to monitormethamphetamine and otherdrug problems. Collaboratewith education activities toinform and engage the public.


California Highway Patrol,Local Law EnforcementAgencies, California NationalGuard, County Social Ser-vices and Drug Abuse Preven-tion Agencies, Other Stake-holders

Identify and conveneprospective partners andstakeholders to identify pilotprogram prospective ele-ments (such as emergencyplacement relatives and iden-tification of requirements forrelatives to qualify for federalfunding for placement to beapproved) and developframework for analysis.

Define pilot program ele-ments. Develop action plan,including process andmethodology for collectingdata to evaluate outcomes.Implement pilot programand begin collecting data onoutcomes.

Monitor implementation,continue collecting data andevaluating results. Reviseprogram and expand pilot asappropriate.


Department of Social Ser-vices, County Social ServicesAgencies

Identify and conveneprospective partners andstakeholders to identifyregional pilot program anddevelop framework foranalysis. Support efforts toprovide allocation letters.

Define pilot program ele-ments. Develop action planand identify potential fund-ing sources, waiver require-ments, and other necessaryapprovals. Implement pilotprogram and begin collect-ing data on outcomes.

Monitor implementation,continue collecting data andevaluating results. Reviseprogram and expand pilot asappropriate.


Department of Social Ser-vices, County Social ServicesAgencies







Goal 5: Enhance access to appropriate social services to adults and older adults.

Objective A: Identify and support workforce development models and training activities for social workers specializingin serving adults and older adults.

Objective B: Implement improved social services to adults and older adults.

Goal 6: Develop and implement programs to promote self-sufficiency among disadvantaged populations.

Objective A: Identify and implement effective programs to promote self-sufficiency through comprehensive, integratedstrategies to improve workforce skills.

Objective B: Integrate self-sufficiency strategies and programs with education and economic development activities.(See K-12 Education and Economic Development Recommendations.)

Goal 7: Consider alternative funding methods in distributing new grant resources.

Objective A: Develop funding allocation methods that reflect Valley specific data, circumstances and priorities.

Identify experts and stake-holders to begin identifyingeffective and programs thatpromote self-sufficiency.Develop baseline informa-tion and methodology formeasuring, gathering dataand tracking self-sufficiency.

Develop an action plan.Evaluate and consider howto integrate existing finan-cial literacy programs. Beginto implement action plan asfeasible. Track progress as acomponent of “social equi-ty” commitment.

Continue to implementaction plan. Monitor andevaluate results in the Annu-al Progress Reports and atthe Annual Summits.

Evaluate and report resultsin the Annual ProgressReports and at the AnnualSummits. Determine longer-term actions.

Appropriate County Agen-cies, Appropriate StateAgencies, Federal Intera-gency Task Force, WIBsCommunity-Based Organi-zations, Family ResourceCenters, Stakeholders

Convene experts and stake-holders to identify and eval-uate appropriate models andactivities for consideration(such as the CaliforniaSocial Work Education Cen-ter workforce developmentmodel). Prepare report andrecommended actions.

Develop action plan. Engageinstitutions of higher educa-tion with social workdepartments (CSUs Bakers-field, Fresno, Stanislaus).Identify funding strategiesand approaches, includingpublic, private and founda-tion support.

Integrate new models intoacademic and other profes-sional training programs forsocial workers. Developmethodology for evaluationof results.

Evaluate results and deter-mine impact on access toservices for adults and olderadults. Determine longer-term actions.

County Social ServicesAgencies, Institutions ofHigher Education withSocial Work Departments,Stakeholders, Client Advo-cates

Complete above report andrecommended actions.

Engage social workers andclients in review of actionplan.

Implement appropriatemodels and activities inCounty Social ServicesDepartments.

Involve social workers andclients (and their families) inthe evaluation process anddetermination of longer-term actions.

County Social ServicesAgencies, Institutions ofHigher Education withSocial Work Departments

Coordinate efforts with K-12 Education and EconomicDevelopment activities.

Identify strategies and rec-ommend actions for coordi-nation and integration ofself-sufficiency and financialliteracy programs as feasible.

Incorporate self-sufficiencyand financial literacy pro-grams as feasible into imple-mentation actions related to“double bottom-line” equityfunds and coordination ofhealth and human servicesaround school attendanceboundaries.

Continue to integrate self-sufficiency strategies andprograms as appropriate.Evaluate results and deter-mine longer-term actions.

Partnership, AppropriateCounty Agencies, Appropri-ate State Agencies, WIBs,Economic DevelopmentCorporations, School Dis-tricts, Stakeholders

Develop framework foranalysis and compile exist-ing data of Valley specificpriorities. Include assess-ment of mental healthneeds.

Develop a new methodologyfor proposal evaluation thatcould include the applicantcounty’s socioeconomic con-ditions, primary health careindicator data, child welfareoutcomes, and others asthey apply to the services tobe funded.

Implement applicationprocess.

Evaluate results and deter-mine impact on health sta-tus. Report results in Annu-al Progress Reports and atAnnual Summits. Deter-mine longer-term actions.

County Health and SocialServices Agencies, Appropri-ate State Departments,Stakeholders



Advanced CommunicationsServices and InformationTechnology

Challenge

There is universal agreement among economicdevelopers, businesses and investors that utilization ofAdvanced Communications Services (ACS) is an

essential part of doing business and accessing services in the21st century. In spite of great progress and rapid deploymentin some areas, affordable ACS is not universally available inall areas of the region. Surveys taken by the Public PolicyInstitute of California show a clear digital divide withinregions and populations in California. Their data indicatethat the more rural the community, the less likely to haveaccess; and the less affluent, less educated,or less English proficient the community,the lower the use of the Internet, even ifaccess does exist.

Barriers to use exist even in areas which dohave access. Training and education incomputer and Internet use and opportunitiesare an integral part of improving the benefitsof access for economic renewal andeducational attainment. Communitytechnology centers and other public accesssites provide assistance in some communities,but the amount of training and support isoften inadequate, especially in rural areas.

Available information does not accurately reveal theavailability of ACS. The California Public UtilitiesCommission recently published a map that shows broadbandaccess by zip code. Based on the data in the map, one mightconclude access is available in virtually all areas of the state.The flaw in that level of mapping is that a zip code coverslarge areas with sometimes sparse populations, particularly inrural communities. So, while a city such as Tulare might havebroadband access, the community of Pixley (population2,500), just 20 miles away, is without public access, thoughthey are both in the same zip code. The Great Valley Center-AT&T pilot project in Pixley will provide valuable experiencein determining how best to assist poorer rural communitiesin adopting the technology and applications.

The need exists to develop a program to provide access andincrease use of ACS within the underserved San JoaquinValley. There is an opportunity to initiate and test aCalifornia model in a geographic area relatively free fromphysical barriers and one that is small enough such that themodel’s goals are achievable.

Scope of Work• Work with the CPUC to develop accurate maps that

reflect actual existence of high-speed broadband access.

• Develop an action plan to provide at least one mode ofaffordable, universal high-speed broadband access to allunserved areas of the region (based on reviewing andconsidering recommendations of the Ad Hoc Task Forceon Rural Telecommunications).

• Develop standards for high school technology literacy andensure all graduating students achieve such proficiency.

• Identify innovative models that are replicable incommunities throughout the region to provide publicaccess and community development using technology.

• Identify and/or create business services that can be used tostrengthen and grow home-based businesses in rural areas

in order to increase the demand side oftelecommunications access by growing smallbusiness, increasing wealth and generatingjobs.


The recommended actions focus onaccelerating the deployment ofadvanced communications services

(ACS) and information technology (IT)infrastructure universally in the region,using the connection of health clinics to

medical centers as a leading strategy.

1. Expedite ACS and IT infrastructure throughout theregion. This will require identification and mapping ofcommunities without access and development of astrategic plan for deploying access.

2. Inform and education local elected officials about the impor-tance of universal deployment and access to ACS and IT.

3. Utilize ACS to improve access to health care and medicalservices by implementing telemedicine and eHealthtechnology.

4. Monitor and evaluate the Pixley pilot project to determinesuccess in assisting disadvantaged communities in adoptinguse of technology and accessing the Internet wheninfrastructure access is made available.

5. Determine the feasibility and affordability of other ACSand IT applications throughout the region to improveeconomic prosperity and quality of life.

The California Partnership forthe San Joaquin Valley isimportant because it hasfacilitated 8 counties joining ina single voice to the state andfederal government in order toreceive their fair share ofavailable dollars.

Marcelyn BufordCouncilwomanCity of Hanford







Advanced Communications Services and Information Technology

Mission Facilitate the deployment and utilization of advanced communications services and informationtechnology throughout the region.

Indicators: Increase in availability of advanced communications services (ACS) and information technology (IT) infrastructure throughout the region.Increase in affordability of ACS. Increase in the utilization of ACS and IT by all segments of the population (decrease in the “digital divide”). Increasein number of state agencies, boards and commissions with policies for expansion of ACS. Increase in number of regional agencies and localgovernments with policies for expansion of ACS. Completed development of an integrated and easy-to-update GIS mapping system and utilization ofit by local communities. Increase in residential and commercial construction projects incorporating ACS infrastructure. Increase in number of highschool students who graduate with computer literacy skills. Increase in deployment of telemedicine and e-Health technology.

Goal 1: Expedite the provision of advanced communications services (ACS) access in all areas of the San Joaquin Valley.

Objective A: Raise the profile of access to ACS as a fundamental and necessary service for all residents and businesses.

Objective B: Inform local elected officials about the benefits of ubiquitous access to ACS and provide model policiesand other tools to help facilitate deployment.

Objective C: Identify communities and neighborhoods without affordable connections to delivery of ACS.






Convene stakeholders andexperts to work with thestate agencies to develop anaction plan for implement-ing in the region the Gover-nor’s Executive Order onbroadband. Explore feasibili-ty of establishing a RegionalAdvanced CommunicationsServices Office (RACSO).

Identify barriers to statewideand regionwide deployment.Develop strategies to partnerwith each relevant state agency.Adopt indicators to monitorprogress statewide and byregion. Support preparation andrelease of the first ACS indicatorreport. Establish RACSO if feasible and appropriate.

Develop and implementprograms, including incen-tive-based initiatives, to sup-port statewide access, espe-cially in underserved areas.Continue to report results inthe Annual Progress Reportsand at the Annual Summits.

Revise programs as appro-priate. Continue to reportresults in the AnnualProgress Reports and at theAnnual Summits. Deter-mine longer-term actions.

Partnership, Business, Trans-portation and HousingAgency (BTH), Health andHuman Services Agency(HHS), Related State Agen-cies, California Public Utili-ties Commission (CPUC),Regional Advanced Com-munications Services Office(RACSO)

Develop an ACS primer onbest practices for electedofficials and staff. Developmodel policies complemen-tary to the Governor’s Exec-utive Order for regionalagencies and local govern-ments.

Distribute the primer tolocal government electedofficials and staff throughexisting organizations andpartner to conduct briefingsand workshops on impor-tance and value of ACS forall residents.

Track awareness of ACS andadoption of policies by localofficials as part of AnnualProgress Reports. Updatethe primer as appropriateand distribute. Considerdeveloping mentoring pro-gram through the RACSO.


Partnership, RACSO,CPUC, California StateAssociation of Counties(CSAC), League of Califor-nia Cities (LCC), CaliforniaSchool Boards Association(CSBA)

Develop a base regional mapof infrastructure availabilityand costs using existinginformation.

Develop and implement asurvey to obtain additionalinformation about availabili-ty and costs. Integrate infor-mation into the base map.

Continue to map availability,affordability and accessibilityof ACS throughout theregion and provide informa-tion to policy makers.

Continue to map availability,affordability and accessibilityof ACS throughout theregion and provide informa-tion to policy makers.

Partnership, CPUC,RACSO, Corporation forEducation Network Initia-tives in California (CENIC)







Objective D: Increase availability of affordable ACS in rural and other underserved areas.

Objective E: Increase deployment of ACS by current and prospective service providers.

Objective F: Increase deployment through wired, fixed wireless, wireless and other available technologies.

Objective G: Eliminate installation barriers that discourage deployment.

Objective H: Identify and seek all available funding for deployment of ACS.

Identify strategies andactions to minimize regula-tory barriers to emergingtechnologies similar to therecent action by the CPUCregarding broadband overpower lines (BPL).

Support and foster a regula-tory climate that encouragesinnovative technology devel-opment, testing, and imple-mentation.

Explore incentives that pro-mote the region as a primelocation for ACS technologyresearch, development anddeployment.

Identify additional incen-tives for advancing researchand development fordeploying ACS and IT tohard-to-serve communitiesand populations.

CPUC, RACSO

Convene representativesfrom CPUC, CSAC, LCC,CSBA, providers andstakeholders in a task forceto identify barriers and begindevelopment of a action plan(see Objective D above).

Complete and beginimplementation of actionplan. Continue to work withrepresentatives, providers andstakeholders to identify anddeploy new strategies foraccelerating deployment.

Continue to work withrepresentatives, providersand stakeholders toimplement action plan.Evaluate and report resultsin Annual Progress Reportsand at Annual Summits.


Partnership, CPUC,RACSO, CSAC, LCC,CSBA, Providers,Stakeholders

Working with task force ofrepresentatives (Objective E)to identify installation barri-ers and strategies to reduceand/or eliminate them. Inte-grate into the action plan.

Begin implementation of theaction plan, including reduc-ing and eliminating installa-tion barriers.

Continue to implementaction plan. Evaluate andrevise action plan as appro-priate.

Evaluate results and deter-mine longer-term actions.

CPUC, RACSO

Identify all available fundingand prepare recommendedactions for attractingresources. Eliminate currentrestrictions of the RuralTelecommunications Infra-structure Grant Programthrough legislative amend-ments as recommended bythe Work Group.

Pursue appropriate legisla-tive and regulatory amend-ments. Seek identified fund-ing and resources.

Continue to identify andseek funding and resources.Explore innovativeapproaches for public-pri-vate partnerships and joint-ventures.


Partnership, RACSO,Providers, Stakeholders,State Legislators

Complete above mappingactivities.

Identify strategies to acceler-ate deployment, affordabilityand accessibility throughoutthe region. Develop andbegin to implement an actionplan. Consider appropriateincentives, including the con-cept of a “technology oppor-tunity zone” (TOZ) or inte-gration of benefits withregionwide incentive zone.

Continue to implementaction plan. Evaluate effec-tiveness of incentives,including efficacy of TOZconcept. Revise action planand proposed incentives asappropriate. Monitor resultsand integrate into ongoingmapping.


Partnership, CPUC,RACSO, BTH, HHS,Related State Agencies







Objective I: Leverage unused bandwidth for the benefit of the greatest number of users.

Objective J: Incorporate ACS infrastructure into all new residential and commercial construction.

Goal 2: Promote accessibility and utilization of ACS in targeted underserved communities and populations.

Objective A: Increase utilization of ACS by all residents.

Objective B: Inform local elected officials about the importance and benefits of access to ACS and IT for all residentsand businesses.

Work with CPUC, stateagencies and the CaliforniaEmerging Technology Fund(CETF) to explore opportu-nities for cooperation andjoint-ventures to immediate-ly expand accessibility andavailability of ACS tounderserved communitiesand populations. Developan action plan.

Identify partners and securefunding for implementingthe action plan. Considerearly deployment of infra-structure related to telemed-icine and eHealth. Exploreopportunities to work witheducational institutions toaccelerate deployment. Eval-uate experience in Pixley todetermine how to expand toother communities.

Sponsor regional forums toreview results, highlight andshare best practices, and iden-tify opportunities for expand-ing region-wide ACS deploy-ment. Determine bestapproach and practices forincreasing adoption by under-served communities and pop-ulations. Revise action plan toeliminate the “digital divide”throughout the region.

Continue to implementaction plan to reach under-served communities andpopulations. Evaluate resultsand determine longer-termactions.

Partnership, CPUC,RACSO, CETF, Providers,Stakeholders

Incorporate into the aboveprimer information aboutthe benefits of access to ACSand IT and the eliminationof the digital divide.

Distribute primer and con-duct workshops as above.Work with local officials,including school boardmembers, to identify willingpartners and preferredapproaches to eliminatingthe digital divide.

Track and report results asabove.

Evaluate and determinelonger-term actions.

Partnership, RACSO,CPUC, CSAC, LCC, CSBA

In cooperation with CENICand the Broadband Instituteof California (BBIC), devel-op a best practices and casestudies guidebook for imple-mentation.

Work with CPUC, CENIC,BBIC, task force of providersand stakeholders to interfacewith the Federal Communi-cation Commission toexplore opportunities toleverage unused bandwidth.

Implement actions to lever-age unused bandwidth andintegrate into action planand mapping.


Partnership, CPUC,RACSO, CENIC, BBIC

Begin discussions with Cali-fornia Building IndustryAssociation (CBIA), andother stakeholders to devel-op policies for incorporatingACS into new construction.

Integrate results of discussionsinto model policies and ordi-nances. Work with the BTH,Department of Housing andCommunity Development andU.S. Department of Housingand Urban Development(HUC) to integrate ACS intoaffordable housing programs.

Continue to work withCBIA, HCD, and HUD toincorporate ACS into newconstruction and renova-tions. Integrate infrastruc-ture deployment data intomapping. Monitor resultsand revise strategies asappropriate.

Continue to update map-ping with new infrastructuredeployment. Evaluate resultsand determine longer-termactions.

Partnership, RACSO, CBIA,BTH, HCD, HUD







Objective C: Implement projects to provide access to ACS and IT for all residents and businesses to eliminate the digital divide.

Objective D: Develop and implement a program to ensure all high school students graduate with the basic computerliteracy skills. (See K-12 Education Recommendations.)

Objective E: Expand the number of public locations for access to ACS to help disadvantaged residents andbusinesses to bridge the digital divide.

Goal 3: Expand and replicate successful model programs to increase access to ACS and IT to bridge the digital divide.

Objective A: Develop and implement a plan to expand and replicate the most successful strategies and programs tobridge the digital divide.

Objective B: Foster demand for ACS access in underserved and disadvantaged communities, such as encouragingeconomic development and growth of home-based businesses.

Complete above activities toincrease access and developinnovative projects for dis-advantaged communitiesand populations.

Complete above activities toincrease access and developinnovative projects for dis-advantaged communitiesand populations.

Using results of evaluationsof above activities, developan action plan for expansionand replication. Identifyprospective partners andfunding sources.

Implement action plan forexpansion and replication.Evaluate results and deter-mine longer-term actions.

RACSO, Providers, LocalGovernments, Stakeholders

Identify stakeholders andconvene a task force todevelop high school comput-er literacy standards consis-tent with community collegecurriculum. Coordinate withK-12 activities. Identifyappropriate champion(s).

Explore prospective partner-ships with existing programssuch as the U.S. Internation-al Computer DrivingLicense (ICDL). Reachagreement on curriculumcomponents. Develop anaction plan.

Confirm partners, securefunding and implement theaction plan. Establish aprocess and methodology formonitoring and evaluatingresults.

Continue to implement theaction plan. Evaluate andreport results in the AnnualProgress Reports and at theAnnual Summits. Determinelonger-term actions.

Partnership, RACSO, Coun-ty Superintendents of Edu-cation, Community Col-leges, School Districts,Stakeholders

Complete above activitiesworking with public offi-cials. Explore requisiteamendments to existingstatutes, regulations andfunding programs. Prepare areport and recommendedactions.

Seek amendments to existingstatues and The TeleconnectFund as appropriate. Secureresources as needed. Imple-ment resulting laws, regula-tions and model local poli-cies and ordinances.

Continue to implementactions and projects toachieve objective. Developprocess and methodologiesto evaluate impact on bridg-ing the digital divide.


The State Legislature,CPUC, and RACSO

Explore opportunities withCETF and other prospectiveinvestors and partners toassist with deployment ofACS and IT to disadvan-taged communities and pop-ulations.

Develop a competitiveprocess for inviting innova-tive proposals to eliminatethe digital divide. Continueto work with prospectiveinvestors and partners todetermine best strategies toachieve access.

Secure funding and imple-ment proposals for innova-tive projects. Establishprocess and methodologyfor monitoring and evaluat-ing results.

Continue to implementprojects. Evaluate and reportresults in the AnnualProgress Reports and at theAnnual Summits. Deter-mine longer-term actions.

Partnership, CPUC,RACSO, CETF, Providers,Stakeholders


Goal 4: Accelerate deployment of ACS infrastructure through telemedicine and eHealth technology. (See Health and Human Services Recommendations.)

Objective A: Develop and implement a telemedicine and eHealth plan to connect health clinics with medical centers.

Objective B: Build upon ACS infrastructure for telemedicine and eHealth to promote other applications for educationand economic development to increase access and affordability.






Work with the CaliforniaTelemedicine and eHealthCenter, CETF, BTH, HHS,providers and stakeholdersto develop a specific plan forimplementation of a modelproject for telemedicine andeHealth, including Electron-ic Health Records (EHRs).Secure agreements for part-ners and investments.

Implement plan for EHRsthroughout the region.Begin implementation ofmodel telemedicine project.Continue to involve otherpartners and secure neededinvestments. Develop awork plan for expansion ofmodel project. Monitorprogress and revise project asappropriate.

Continue to implementmodel telemedicine project.Continue to monitorprogress, secure neededadditional investments, andrevise project as appropriate.Develop process andmethodology for determin-ing impacts of telemedicineproject on access to andquality of medical care rela-tionship to health status.

Evaluate experience ofmodel telemedicine project,summarize lessons learnedand prepare report on rec-ommendations for replica-tion in other regions. Evalu-ate impacts on access to andquality of health care andrelationship to health status.Determine longer-termactions.

Partnership, RACSO, Cali-fornia Telemedicine andeHealth Center, CETF,BTH, HHS, County HealthDepartments, Health Clin-ics and Medical Centers,Providers, Stakeholders

Complete above activities.Consult CENIC and eco-nomic development organi-zations (EDCs) to exploreopportunities.

As model telemedicine proj-ect is implemented, begin toexplore with providers andstakeholders opportunitiesto accommodate otherapplications for educationand economic development.Prepare an assessment andrecommended actions.

Implement recommendedactions for promoting othereducation and economicapplications. Monitor andevaluate resulting improvedaccess and affordability.

Evaluate results and identifyremaining gaps in availabili-ty and use of ACS infra-structure. Determine longer-term actions.

Partnership, RACSO,CETF, BTH, CENIC,EDCs, Providers, Stakehold-ers

Overview and Summary

IIn order to reach agreement on apreferred organizational structure forimplementation of the Strategic Action

Proposal, the Partnership Board firstarticulated “Working Premises” about thekind of commitment required to achievemeasurable improvement for the future ofthe San Joaquin Valley and then adoptedcriteria in the form of objectives andcharacteristics with which to evaluate options for compositionand legal mechanism to establish a responsible implementingentity accountable to the public (see below). This approachprovided a coherent, transparent process to develop arecommendation. It also provides a framework for futurediscussion about the most effective organizational structure tocontinue implementation of the Strategic Action Proposal.

As articulated below under “Working Premises,” thePartnership Board strongly recommends that there must be along-term commitment—on the order of about a decade—toimproving the economic and quality of life conditions in theSan Joaquin Valley in order the achieve measurable results inthe region. However, it is also the expectation of thePartnership Board, that with such a sustained effort, the SanJoaquin Valley will approach its potential economically andwill significantly increase its contribution to California’soverall prosperity. Thus, the concentrated focus andinvestment in the San Joaquin Valley will return substantialdividends to California.

The Partnership Board recommends that for the immediatefuture, up to the next two years, that the Governor establishthrough a new Executive Order an initial organization tobegin implementation of the Strategic Action Proposal duringFiscal Year 2006-2007 that builds on and augments theexisting structure. This is the most efficient legal mechanismto immediately jumpstart implementation of the StrategicAction Proposal and not lose any momentum for action.

The Partnership Board further recommendsthat legislation be enacted during the nextLegislative Session that will establish instatute the responsible organizationalstructure and memorialize the long-termcommitment from the State of California toimprove the future of the San JoaquinValley. The new Executive Order willprovide an opportunity and appropriatetime period to gain more experience aboutwhat organizational structure will be the

most effective in implementing the Strategic Action Proposalfor the remainder of the decade.

Working Premises

Based on input from the Work Groups, Public Forums,Local Elected Officials Roundtables, and consultationwith the State and Federal Elected Delegations, the

Partnership Board adopted the following as “workingpremises” in considering an organizational structure forimplementation of the Strategic Action Proposal:

• A sustained effort for a period of time (at least 5 yearsand perhaps as long as 10 years) will be required toachieve measurable improvement in the socio-economic statistics in the San Joaquin Valley. Thus, theStrategic Action Proposal sets forth recommendationsfor implementation over the next decade.

• There is a need for a formal, official organizationalstructure to implement the Strategic Action Planthat is explicitly accountable to the public.

• The implementation strategies and organizationalstructure must be “rooted” in the existing leadershipand stakeholders of the San Joaquin Valley who notonly support the Strategic Action Plan but who alsoaccept responsibility for implementation.

• The Strategic Action Proposal and the implementingorganizational structure need to focus on regionwidestrategies and actions, building upon andaugmenting local efforts while tackling regional


Section VI. Recommended Organizational Structure for Implementation

The California Partnershipfor the San Joaquin Valley iseight counties comingtogether as one voice withthe same mission for abetter quality of life forfuture generations.

Sheila CarrollCivic Leader

Stanislaus County

challenges with regional solutions.

• Implementation of the Strategic Action Proposal willrequire dedicated resources, beginning first withusing existing funds more efficiently by workingtogether regionally for greater impact, and thensecuring necessary additional investments.

Objectives of an Organizational Structure

The Partnership Board identified thefollowing objectives for an organizational structure to

implement the Strategic Action Proposal:• Ensure continuity of leadership

and commitment from all levels ofgovernment.

• Focus on regional challenges andengage stakeholders regionwide inimplementation actions.

• Leverage existing resources forgreater impact.

• Foster trust and commitment fromexisting organizations and civic leaders.

• Provide mechanisms by which existing organizationscan take ownership for implementation.

• Ensure accountability for outcomes and progress.

Characteristics of anOrganizational Structure

The Partnership Board further determined that anorganizational structure for implementation of theStrategic Action Proposal should have the following

characteristics:• Establish a public-private partnership bringing together

government and the citizenry to jointly tackle prioritychallenges.

• Involve high-level officials from local, regional, state,and federal governments.

• Ensure sustained, ongoing commitment andinvolvement from state and federal administrations tocontinue focused attention and targeted resources.

• Align and connect the implementation efforts toexisting organizations.

• Provide a legally-constituted entity with explicitaccountability for progress and responsibility for publicreports.

Options for Legal Mechanisms to Establish anOrganizational Structure

There are several options for legal mechanisms toestablish an organizational structure that wouldaccomplish the objectives and incorporate the

characteristics set forth above. The following are the basicoptions (of which there are several variations):

• Governor’s Executive Order (could becomplemented by a President’s ExecutiveOrder).

• Joint Exercise of Powers Agreement(JEPA) among Existing Entities (such asCouncils of Governments, Institutions ofHigher Education, etc.).

• Designation of a responsible “managing”entity by Executive Order or legislation,which could include designation of apublic entity or existing non-profitorganization.

• Legislation to constitute a new entity(commission, consolidated regionalcouncil of governments, etc.).

• Incorporation of a new 501(c)3 non-profitorganization.

Of these options, the course of action that can beaccomplished most easily in the shortest period of time is aGovernor’s Executive Order. The Partnership Boardrecommends that a new Executive Order be signed to takeeffect at the beginning of December 2006 in order to maintainthe current momentum and to begin immediateimplementation of the Strategic Action Proposal for which the2006-2007 State Budget provides $5 million (see approvedbudget allocations below).

The Partnership Board further recommends that theGovernor’s Office work closely over the next two years withthe State Legislative Delegation and the Legislature Leadershipto enact legislation to take effect no later than January 1, 2009that establishes in statute an organizational structure thatresponsible for implementing the Strategic Action Proposal forthe remainder of the decade.

It is essential that the organization responsible forimplementing the Strategic Action Proposal is accountable tothe public and stakeholders. Thus, regardless of legalmechanism for establishment or the composition, it isrecommended that responsible implementing organizationmust prepare and publish a report on progress annually andrecommendations for modifications to the Strategic ActionProposal based on experience and feedback.


Using extensive public input asa foundation, the Partnershiphas developed actions that willimprove the quality of life,including air quality and waterquality, for residents of theSan Joaquin Valley.

Linda AdamsSecretary

California Environmental Protection Agency

Composition of an Organizational Structure

Regardless of the legal mechanism used to establish anorganization responsible for implementing theStrategic Action Proposal, the composition of the

organizational structure should include the following:• 8 Local Elected Officials (from general purpose local

governments—elected County Supervisors or CityCouncil members) – 1 from each County(appointed by Governor fromCouncils of Governmentnominations).

• 8 Civic Leaders (appointed byGovernor – nominations invitedfrom community at large).

• 8 State Administration CabinetMembers.

• 4 State Legislators from the SanJoaquin Valley Delegation (2 eachfrom Assembly and Senate, 1fromeach Party, appointed by theLegislative Leadership)—non-voting.

• 1 Member of Congress from theSan Joaquin Valley Delegation—non-voting.

• <5 Liaisons from key State Boards/ Commissions and the Federal Task Force.

• Representatives of Regional Consortia of ExistingOrganizations recognized by the Partnership(Regional Consortia constituted by writtenagreement approved by the Partnership for purposesof using existing resources more effectively andimplementing portions of the Strategic ActionProposal; examples could include regional consortiaof Councils of Governments, Workforce InvestmentBoards, Economic Development Corporations,Institutions of Higher Education, Employers Related

to Targeted Industry Clusters, CountySuperintendents of Education).

• <3 Additional Representatives withSpecialized Expertise (appointed byGovernor).

• A Chair and 2 Deputy Chairs (1 eachLocal Elected Official, Civic Leader, andCabinet Member) appointed by theGovernor from among the abovemembers.

In order to maintain the spirit and balanceof the public-private partnership, the newPartnership Board should continue tooperate under the “consensus approach”adopted by the original Board and thereshould be an additional provision thatrequires a super majority of each group ofBoard members (local elected officials, civic

leaders, and government officials) to concur on majordecisions. It also should be recognized that Cabinet memberswill continue to recuse themselves from discussions ofproposed legislation because of primary responsibility to theGovernor and Administration on legislative matters.


It is a pleasure to have theopportunity to serve with oth-ers in recommending improve-ments for the 8 counties of theCentral Valley of California.

Ray DezemberCivic LeaderKern County

The California Partnership forthe San Joaquin Valley is impor-tant because it encouragesregional collaboration.

Trina GonzalezHealth and Human Services Agency

Resource Needs

There are three distinct resource needsto implement the Strategic ActionProposal: (1) Secretariat and Staffing

Functions; (3) Strategic Programs (SeedGrants); and (3) Major InfrastructureInvestments and Environmental Improve-ments. The following outlines these needs.

Secretariat and Staffing Functions

Need: Overall staff support forimplementing organization andleadership structure (secretariatfunction), including convening ofstakeholder meetings, managementand coordination of outreach andcommuni-cations; Staff support forwork groups or successor committees.

Funding Requirement: $1 - $2.5 million per year (to bephased in with initial funding).

Proposed Source of Funding: Initial implementationfunding appropriated by State.

Fiscal Agent: Business, Housing and TransportationAgency (BTH) for initial implementation as per theFiscal Year 2006-2007 State Budget; thereafter to bedetermined.

Strategic Program Initiatives

Need: Funding to implement recommendations forreforms and new programs. Initially, a seed grantprogram will be launched pursuant to the State Budgetfor Fiscal Year 2006-2007 which provides $2.5 millionfor this purpose. Matching grants and additionalfunding will be required and pursued in the future,

Funding Requirement: Initial investment of $2.5million in Fiscal Year 2006-2007.

Proposed Source of Funding: Initial implementationfunding appropriated by State.

Fiscal Agent: BTH for initial implementation as per

the Fiscal Year 2006-2007 State Budget;thereafter to be determined.

Major Infrastructure Investments and Environmental Improvements

Need: Funding/Financing of majorinitiatives:

—Highway 99 and East-West Corridors

—Air Quality Attainment

—Water Supply, Water Quality, Restorationand Flood Control Improvements

—Water Service and Sewage TreatmentFacilities

—UC Merced Medical Education ProgramFacilities

Funding Requirement: See below.

Proposed Sources of Funding: See below.

Fiscal Agent: Will vary by project.

Initial Budget for Implementation

The Governor and Legislature approved an appropriationof $5 million in the State Budget for Fiscal Year 2006-2007 for the California Partnership for the San Joaquin

Valley for implementation of the Strategic Action Proposal.Thus, the funding and all expenditures are subject tocompletion and submission of the Strategic Action Proposal,which is due to the Governor by October 31, 2006.

At the request of the Legislature, the Partnership Boarddeveloped and approved the following working budget foruse of the $5 million:

$5 Million in Fiscal-Year 2006-2007 State Budget

1.7 Management Personnel and Consultants

2.5 Seed Grants to Implement Strategic Action Proposal

.1 Community Outreach

.2 Communications (including multi-languagematerials)


Section VII. Funding and Financing Recommendations

The San Joaquin Valley Partner-ship is important to the Valleybecause it is the only vehiclethat brings all of the communi-ties and leaders of the Valleytogether to identify key issuesand concerns and to work col-laboratively to fund the neces-sary changes to improve thesocio-economic quality of lifeand opportunity comparable tothe rest of California communi-ties and citizens.

Fred RuizCivic Leader

Fresno County

.3 Annual Progress Reports for Accountability

.2 Regional Conferences for Periodic Reporting andMobilization of Volunteers

With the assistance of BTH, the Partnership Board willinitiate a process to obtain proposals for professionalsecretariat and other staff support. The $1.7 million specifiedfor “management personnel and consultants” above will beused to engage contracted professional support for thesecretariat function to coordinate the meetings anddeliberations of the Partnership Board andto staff work groups in implementing theStrategic Action Proposal. The Legislaturealso authorized this funding to support upto two fixed-term positions at BTH to helpdevelop and manage the initial contractprocess. It is the intent of BTH to try to useonly one of the positions to retain morefunding for the contracted secretariat andstaffing functions.

The approved funding includes $2.5 millionfor “seed grants” to begin implementation ofthe Strategic Action Proposal. ThePartnership Board will develop a competitive“Request for Proposals” (RFP) process toobtain proposals for up to $250,000 each toimplement specific components of theStrategic Action Proposal consistent with thefollowing criteria:

—Establishes an innovative regional approach toworking together that will achieve a greater impactof existing resources.

—Augments leadership from the Partnership or fromexisting organizations to foster systemic change andreform.

—Provides matching resources.

—Fosters greater public-private collaboration.

—Engages citizenry and mobilizes volunteers.

One of the first tasks of the Partnership Board following finalapproval of the Strategic Action Proposal is to develop adetailed Work Plan for the first two years of implementation.The Work Plan will need to facilitate the transition of thePartnership from a “planning mode” to an “implementingmode” with the appropriate change in operational structure.

It is the intent of the Partnership Board that the $5 million inState funding will attract and leverage other funding and will becoordinated with efforts currently being led and funded byexisting organizations, such as the Councils of Governmentresponsible for the Regional Blueprint Plan process and the

Regional Air Quality Management District responsible for airquality compliance. BTH with the approval of the PartnershipBoard will encumber the full $5 million by June 30, 2007.

In order to ensure public accountability, the PartnershipBoard will prepare Annual Progress Reports and convene aregionwide Annual Summit to report to civic leaders, modifyor adjust the Strategic Action Proposal Work Plan asnecessary, and mobilize volunteers for implementation of thenext phase of work.

Funding and Financingof Major Investmentsand ImprovementsOverview and Recommendation

Preliminary estimates show that the majorinfrastructure investments andenvironmental improvements proposed inthis Strategic Action Proposal will requiresignificant public and sector funding andfinancing over the next ten years. To providesome context for these numbers, theCongressional Research Service issued areport in November 2005 showing that percapita federal direct expenditures andobligations to the San Joaquin Valley were$4,736 for FY 2002, or $2,078 less than thenational per capita rate of $6,814. In 2003,

Valley per capita spending fell to $4,645 while nationalspending rose to $7,089. Multiplied by the 3.4 millioncurrent residents of the Valley, this generates an annualshortfall to the region of $7 to $8 billion per year.

While some of the proposed major initiatives have detailedcost analyses (such as Highway 99 improvements), othersneed more in-depth study. The Partnership recommends thatthe proposed implementing organization established by thenew Executive Order appoint a Funding and FinancingCommittee to: (a) work with the appropriate federal, stateand local agencies to develop more detailed cost analyses; (b)identify existing local, state and federal resources to helpimplement the proposed initiatives; (c) identifyfunding/financing gaps; (d) evaluate alternative funding andfinancing sources to fill the gaps; and (e) make funding /financing recommendations.

Shown below are preliminary estimates to implement theproposed major infrastructure investments andenvironmental improvements. The Partnership anticipatesthat public funding of these major projects will come from acombination of federal, state and local government. Thesuggested funding sources are intended to serve as thought-


The Governor’s faith in the SanJoaquin Valley to determine itsfuture and make life better forall who make their home in theGreat Central Valley is beingfulfilled in the mission of thisCalifornia Partnership. We whoserve State government standready with our commitmentand strong efforts to helprealize this vision.

Rosario MarinSecretary

California State and ConsumerServices Agency

starters for the proposed Funding and Financing Committee.The same is true of the suggested funding options andfinancing alternatives.

Prospective Funding Needs and Sources

The major infrastructure investments and environmentalimprovements discussed below include only those projectsrequiring multi-year funding in amounts equal to or greaterthan $50 million per year, based on best availableinformation and estimates. It should be noted that some ofthe Partnership recommendations requiring further studymay well result in subsequent projectsmeeting the criteria. For example, thePartnership is recommending an in-depthstudy of the Valley water salinity problemsand the solution may meet the majorproject funding criteria threshold.

Transportation Projects

Highway 99 Improvements:Implementation of the Departmentof Transportation Master Plan forHighway 99 will require funding of$6 billion over the next ten years. Ofthis total, $1 billion is included in thetransportation infrastructure bondmeasure that will be before theCalifornia voters in November 2006(it is anticipated that approximately85% of the $1 billion will be dedicated to the 274-mile in the San Joaquin Valley from Bakersfield toStockton). The balance will need to be secured fromfederal, state and local sources.

Other Corridors of Regional Importance: In addition toH 99, the region needs to invest in major East-Westcorridors, including farm-to-market corridors, that cutacross two or more counties. These projects areexpected to be funded primarily from federal and stateformula funding and local self-help measures.Air Quality Projects

Incentive Programs to Accelerate Adoption of Air QualityMitigation Technologies: The proposed programs areaimed at incenting accelerated mitigation of emissionsfrom mobile and stationary sources as well asinvestment in clean fuels and renewable energy. Thetotal cost to implement the proposed programs isestimated at $1.65 billion per year. Of this amount, theAir Quality Work Group anticipates that the privatesector will invest approximately $1.1 billion per year,requiring public investments of $550 million per year.

Water and Energy Projects

Solar Initiative for Water and Waste Water: More than20% of California’s energy consumption is used tomove water. This proposed project is aimed at assistingirrigation districts and other water agencies in usingsolar energy for water movement in the San JoaquinValley. The project is anticipated to be fundedprimarily by the private sector with tax incentives fromthe State of California. The needed tax incentives areestimated to total $1.6 billion over the next ten years.

Upper San Joaquin Basin Project Completion:This project is aimed at development of theadded water facilities required to supply theprojected population growth and economicdevelopment in the Valley. The requiredinvestment is on the order of about $1billion over ten years. Funding will berequired from federal, state and localsources.

San Joaquin River Restoration: This project isaimed at implementation of the recentlyconcluded Friant settlement. Totalinvestment required is approximately $1billion. Funding will be required fromfederal, state and local sources.

Water Service and Waste Water Treatment

The region will need to make significant investment inwater service and water sewage projects. These projectswill be primarily funded from local sources with stateand federal support required for some of the smallerrural communities. In addition, there may need to befinancing mechanisms that facilitate cost-effectivemulti-jurisdictional implementation.

UC Merced Medical School

This project aims to address the severe shortfall inphysicians and allied health professionals in the SanJoaquin Valley. The capital costs associated with thefacilities required in a “distributed model” (not a singleteaching hospital) are estimated at $150 million over threeyears. Funding for this project is anticipated to comeprimarily from the state.

(Note: All amounts indicated below are in 2006dollars, unadjusted for inflation.)


The Partnership is ouropportunity to jump into the21st century and put the SanJoaquin Valley on the map. Weare creating a new definitionof region – collaborating forresults without governmentregulation. The Governor gaveus this chance. It’s up to us tomake it work.

Carol WhitesidePresident

Great Valley Center

Funding Options

The first order of business for the Partnership Board is todetermine how to use existing State and federal funds moreefficiently and how to secure funds for which the region (localcommunities and residents) may be eligible but are not beingclaimed. The proposed Funding and Financing Committeethen should evaluate the following sources of funding:

—Use Existing State and Federal Funds MoreEfficiently

—Secure Eligible State and Federal Funding NotClaimed

—Expanded Enterprise Zone(s)

—Other Regionwide EconomicDevelopment Incentives Zone

—Other State Funding

—New Federal Funding

—CommunityImprovementDistrict(s)

—Socially-ResponsibleEquity Fund(capitalized primarilyby private investors)

—Fees / Tolls

—Local and/or RegionalSelf-Help Measures

—Other

Financing Alternatives

The proposed Funding and Financing Committee shouldevaluate the following financing mechanisms:

—Joint Exercise of Power Authorities (JEPAs)

—Community Improvement District(s)

—Tax Increment Financing

—I-Bank Financing

—Grant Anticipation Revenue Vehicles (GARVEES)

—Tax Exempt Revenue Bonds

—General Obligation Bonds

—Other


Governor Schwarzenegger hasprovided the San Joaquin Valleywith the leadership andmechanism to become acollective force in generatingsolutions to the economic,educational and structuralproblems that have plaguedthe region for generations.

Larry M. FortuneCivic Leader

Fresno County

The California Partnership forthe San Joaquin Valley is vitalto the future prosperity of theCentral Valley. The synergybetween civic and businessleaders is creating solutions tomeet the needs of California’sfastest growing region andhelping increase theconnectivity of the State. Asthe Partnership continues tobuild a bridge to the future, itwill continue to improve thequality of life for all San JoaquinValley residents.

Barry HibbardCivic LeaderKern County

Conclusion

The economic prosperity and qualityof life for the San Joaquin Valley canbe improved by implementation of

this Strategic Action Proposal.

• There must be a sustainedcommitment from all levels ofgovernment in cooperation withthe leadership of the region tomake a measurable difference. It isexpected that it will take about adecade to accomplish. TheGovernor’s leadership and ongoinginvolvement of the Cabinet arepivotal. The continued supportand leadership from the StateLegislature and CongressionalDelegation will be critical.

• An identified entity responsible forimplementation is essential. Theorganizational structure should bea public-private partnership thatinvolves local, regional, state andfederal public officials as well ascivic leaders from the region. Theinitial organizational structureshould be established by a newExecutive Order, followed byenactment of legislation to ensurecommitment and continuity for a decade.

• Successful implementation will require focused anddisciplined leadership that delivers results as soon aspossible. This will require working with existingorganizations as partners, leveraging existingresources, and building upon successful pilots that canbe taken to scale.

• Significant investments in infrastructure and airquality will be required to promote economic

development. These investments willrequire innovative collaboration and jointventures by the public sector—all levels ofgovernment—and the private sector.

• Accountability to the public must beassured through Annual Progress Reportsand regionwide Annual Summits.

The San Joaquin Valley has a great heritageand immense potential—it is indeedCalifornia’s 21st Century Opportunity.

Next Steps

The Partnership Board stronglyrecommends that the Governor andLegislature accept and ratify this

Strategic Action Proposal as the frameworkfor action and future investment to improvethe economic prosperity and quality of lifefor the San Joaquin Valley. Using theStrategic Action Proposal as the foundation,the following are the immediate next steps: • The Governor should enact a new

Executive Order and appoint membersto the Partnership Board by thebeginning of 2007.

• The Partnership Board should engagesecretariat and staffing support through acompetitive process and launch a requestfor proposals for seed grants to beginimplementation. The Partnership alsoshould develop and adopt an initial workplan, including establishing a schedulefor regular meetings and the firstregionwide Annual Summit.

• The Legislature should develop legislation tocontinue the Partnership for a ten-year period.


Section VIII. Conclusion and Next Steps

The Partnership is importantbecause it is leading to morecollaborative solutions, allowingthe Valley to achieve the great-ness it so richly deserves.

Gary GilbertSupervisor

Madera County

The Partnership is timely,appropriate and addresses theurgent and long term needs ofthe San Joaquin Valley. Theambitious goals outlined haverealistic plans for action. Themomentum must keep rolling!

Coke HallowellCivic Leader

Fresno County

Our future relies on our abilityto work together regionally toensure a better future for allour residents.

Victor MowSupervisor

San Joaquin County

TThe California Partnership for the San JoaquinValley is a model for public-privatecollaboration and a testament to what is

possible when civic leaders and their governmentofficials work together. Governor ArnoldSchwarzenegger provided essential leadership insigning the Executive Order that established thePartnership and assigned eight members of hisCabinet to focus on the San Joaquin Valley incooperation with public officials and civic leadersfrom the region. The Cabinet was directed toparticipate in the Partnership and to assist withpreparation of this Strategic Action Proposal within existing resources. AllCabinet Secretaries personally participated in several significant ways,including assigning personnel from their Agency to the Partnership.

In addition, the Partnership relied greatly on the donated professionalstaff support from other organizations to accomplish its mission. Mostnotably among these organizations providing pro bono staffing was theGreat Valley Center and California State University, Fresno, includingthe Office of Community and Economic Development, The KennethL. Maddy Institute of Public Affairs, California Water Institute, andInternational Center for Water Technology. In addition, early planningsupport was provided by the California Center for Regional Leadership.

The Partnership was supported and advanced by the leadership fromelected State Legislators and the Congressional Delegation representingthe San Joaquin Valley, whose commitment and assistance ensure thatthis Strategic Action Proposal will be implemented. The FederalInteragency Task Force for the Economic Development of the SanJoaquin Valley fully cooperated and guided the work of the Partnership,providing a solid platform from which to begin developing strategiesand recommendations. And, Fresno Mayor Alan Autry and the FresnoRegional Jobs Initiative actively supported establishment of thePartnership.

Finally, the panel presenters and participants in the Public Forumsprovided valuable input to inform and shape the Strategic ActionProposal. And, the Board Meetings and the Public Forums weregenerously hosted and underwritten by numerous organizations andsponsors who provided the venues for the work to be conducted andthe food to energize the volunteers.

We in Governor Schwarzenegger’s Cabinet wish to acknowledge andthank the following organizations and individuals for their assistanceand support of the California Partnership for the San Joaquin Valley.

Great Valley Center

President Carol Whiteside and the entire GreatValley Center team provided pro bonocoordination and staff support for the Partnershipfrom the day Governor Schwarzenegger signed theExecutive Order. In addition, Carol Whitesidestaffed the Land Use, Agriculture and HousingWork Group and facilitated coordination with theeight Councils of Government for launch of theRegional Blueprint Plan; Carolyn Lott staffed theHighway 99 Task Force, Transportation WorkGroup and the Advanced Communications

Services and Information Technology Work Group; and Heidi Arnorecorded all the Minutes for the Partnership Board Meetings and PublicForums as well as assisted in making arrangements for the all themeetings. Melissa Martin and Mariana Cordova (a Citibank SummerIntern) provided significant assistance with formatting of the StrategicAction Proposal. And, Mike Lynch, Richard Cummings (who assistedwith communications and media), Maggie Dunbar and ManuelAlvarado provided vital assistance in other activities. Also, the GreatValley Center raised funds to support additional reports and analysis forland use regional planning, facilitated organization and engagement inthe Public Forums, assisted with the background information for thefinal report, prepared the indicators graphs, and compiled the socio-economic reports for the region and each county.

California State University, Fresno

Dr. John Welty, President of California State University, Fresno,provided pro bono an invaluable array of faculty and professionalexperts to support the Partnership, whose assistance was pivotal. Inparticular, Ashley Swearengin, Director of the Office of Communityand Economic Development, compiled and summarized reports,prepared background materials, and helped organize the Partnershipfrom the very beginning. She also staffed the Economic DevelopmentWork Group and the Higher Education and Workforce DevelopmentWork Group and facilitated numerous meetings with key stakeholderswith the assistance of Ann Marquez, Manjit Atwal and AllysonRobison. Mark Keppler, Executive Director of The Maddy Institute,staffed the Air Quality Work Group and convened a panel of StudentBody Leaders from the San Joaquin Valley institutions of highereducation to provide input to the Partnership. He was assisted byDebora Bolen. Dr. David Zoldoske, Director of the California WaterInstitute, and James R. Tischer, Regional Program Manager for theCenter for Irrigation Technology, staffed the Water Quality, Supply andReliability Work Group and the Energy Work Group. Dr. AllenCarden, Director of the Central Valley Higher Education Consortium,helped convene meetings with the leaders of higher education in theregion and provided invaluable input into the development of theHigher Education and Workforce Development Work Group Report.Dr. John Capitman and Deborah Gibbs Riordan of the Central Valley


IX. Acknowledgements

I have been most impressedby the sense of commonpurpose to achieve our goals:economic vitality,environmental quality andeducational opportunity.

Susan BenhamCouncilwoman

City of Bakersfield

Health Policy Institute and David J. Foster, Director of the CentralCalifornia Area Social Services Consortium, assisted in developingrecommendations for the Health and Human Services Work Group.

Federal Interagency Task Force

Pete Weber is the liaison from the Federal Interagency Task Force to thePartnership Board and also served as co-convener for the Air QualityWork Group. He worked closely with Housing and UrbanDevelopment Department Regional Director Richard Rainey andexecutive Rollie Smith, coordinator for the Federal Task Force, toensure integration of their work into the Partnership. Together theyfacilitated consultation with the Congressional Delegation from the SanJoaquin Valley. In addition, Pete Weber chaired theCommittee on Funding and Finance and RollieSmith assisted the Energy Work Group.Importantly, the Federal Interagency Task Force isadopting the Strategic Action Proposal as its ownagenda – an indication of significant federal-statecollaboration to advance the San Joaquin Valley.

California Center for Regional Leadership

The California Center for Regional Leadership andformer Executive Director Nick Bollman helpedorganize the Partnership and prepare for the firstBoard meeting in September 2005. This work wasassisted by Deborah Nankivell from the FresnoBusiness Council and Regional Jobs Initiative.

Agency and Board Deputies

Each Cabinet Secretary designated deputies to thePartnership who consistently supported thePartnership with quality professional staffing. Mostnotably, Trina Gonzalez, Health and Human ServicesAgency, staffed the Health and Human Services WorkGroup and Ricardo Soto, Office of the Secretary ofEducation, staffed the K-12 Education Work Group.Chief-of-Staff Georgeanne White, John Madrid, KyleLoreto, and Roger Montero from the Office of MayorAlan Autry also provided significant support to the K-12 Education Work Group. Dr. Ed Kawahara,Undersecretary Rick Rice, Jaime Fall and Kate Tanseyfrom Labor and Workforce Development activelyassisted the Workforce Development and HigherEducation Work Group. Undersecretary A.J. Yates, Jonnalee Henderson(who assisted in recording proceedings), Steve Schaffer and Eric Stein fromthe California Department of Food and Agriculture (CDFA) diligentlyparticipated in all activities. Finally, Cindy Tuck from the CaliforniaEnvironmental Protection Agency, and Jay Chamberlin from the ResourcesAgency, and Ruth Coleman, Director of the Department of Parks andRecreation, a department within the Resources Agency, were steadfast intheir participation and assistance.

A special debt of gratitude is owed Belen Diaz-Torres, Executive Assistant inthe Business, Transportation and Housing Agency (BTH), for carrying thelead secretariat responsibilities for the Partnership Board, including preparingand distributing agenda packets to the Board. Other members of the BTHteam who supported the Partnership include: Chris Nance and Danita Ng,who coordinated all the communications outreach; Karin Fish, whocoordinated all the Requests for Proposals and contract processes; CurtAugustine, who coordinated Executive Orders and legislative matters; OuidaBraithwaite, who assisted with Public Forums; John Cox and Jason Hone,who helped edit the Strategic Action Proposal; Jim Bourgart, who isfacilitating the focus on Highway 99; Ed Heidig; Yolanda Benson, CarolFarris, and John Barna (now Executive Officer of the CaliforniaTransportation Commission).

Within BTH, the Department of Transportation (Caltrans) deserves specialacknowledgement for completing the Highway 99 Master Plan and BusinessPlan in such a timely manner and assisting with several other activities,including video taping all meetings of the Partnership for the archives.Thanks to: Director Will Kempton; District 6 Directors Mike Leonardo,Alan McCuen, and Malcolm Dougherty along with their Highway 99 teamRandy Treece, Jim Bane and Phillip Sanchez; District 10 Director KomeAjise; headquarters team Tom West, Gregg Albright, and Joan Sollenberger;and videographer Kevin Kast.

Also part of BTH, the California Travel and Tourism Commission andExecutive Director Caroline Beteta provided focused support to thePartnership in working with the Central Valley Tourism Association to

develop a work plan for tourism. And, ExecutiveDirector Stan Hazelroth and Roma Cristia-Plant of theInfrastructure and Economic Development Bank areproviding staff support for the Funding and FinancingWork Group.

State Legislators

The State Legislators from the San Joaquin Valley,led by Senator Charles Poochigian andAssemblymembers Nicole Parra and JuanArambula, strongly encouraged the Administrationto establish the Partnership and supported thedevelopment of the Strategic Action Plan in severalways. They attended Partnership Board Meetingsand testified at Pubic Forums, including:Assemblymembers Juan Arambula, Dave Cogdill,Bill Maze, Alan Nakanishi, Nicole Parra, MikeVillines; and Senator Jeff Denham. The entire StateDelegation advocated for the initial funding forimplementation of the Strategic Action Plan,including Senators Roy Ashburn, Dean Florez, andMichael Machado and Assemblymembers GregAghazarian, Guy Houston, Barbara Matthews andKevin McCarthy. Assemblymember Parra hasfurther cooperated with the Partnership onformulation of the Executive Orders and haspledged to take the lead on future legislation.

The Legislative Leadership supported the budgetappropriation in order to ensure the StrategicAction Proposal will be implemented during FY

2006-07. Special thanks to: Assembly Speaker Fabian Nunez andMinority Leader George Plescia; and Senate President pro TemporeDon Perata and Minority Leader Dick Ackerman. Several legislativestaff provided key assistance, including: Mary Kaems, Tia BoatmanPatterson, Toni Symonds, Cynthia Leon, Tom Higgins, MercedesFlores, and Gail Delihant.

Congressional Delegation

The Congressional Delegation from the San Joaquin Valleyenthusiastically supported and encouraged the State effort. ThePartnership Board is grateful to: U.S. Senator Dianne Feinstein and herstaff Shelly Abajain and Sarah Moffat; U.S. Senator Barbara Boxer andher staff Ameen Kahn; Congressman Dennis Cardoza and his staffDeeDee D’Adamo; Congressman Jim Costa and his staff Bob Sandersand Cheryl Lehn; Congressman Devin Nunes and his staff JustinStoner and Kevin Shakespeare; Congressman Richard Pombo;Congressman George Radanovich and his staff Michael Lukens andDarren Rose; and Congressman Bill Thomas.


Thanks to the San JoaquinValley Partnership, attentionhas been focused on one ofCalifornia’s most importantregions. Hopefully, thecontinuing collaboration willresult in unprecedented qualityof life improvements in theGreat Central Valley.

R. Kirk LindseyLiaison

California Transportation Commission

The Partnership is the Valley’sopportunity to define its future.The implementation of theAction Proposal will benefit notonly the Valley, but all ofCalifornia.

Barbara PatrickSupervisor

Kern County

Institutions of Higher Education

The Partnership events were graciously hosted at institutions of highereducation by outstanding academic leaders in the San Joaquin Valley,including: University of the Pacific and President Donald DeRosa;University of California, Merced and Chancellor Carol Tomlinson-Keasey, Vice Chancellor John Garamendi, Jr., Vice Chancellor Dr.David Ashley, Dean Maria Pallavicini, School of Natural Sciences, andLarry Salinas and his team; California State University, Stanislaus andPresident Hamid Shirvani; State Center Community College Districtand Chancellor Tom Crow; California State University, Bakersfield andPresident Horace Mitchell; and California State University, Fresno andPresident John Welty.

Participants in the Public Forums

The Partnership Board Members organized each ofthe Public Forums, including civic leaders fromgovernment, business and the community to presenttestimony. The members of the public attending theForums then participated in an exercise to expresstheir views by Work Group topic. Also, everylocally-elected official was invited to attend aseparate Roundtable with the Partnership Board toprovide input. The following lists the panelpresenters and participating local elected officials. Intotal, more than 1,000 people participated in thePublic Forums.

Kern County Public Forum

Government Panel: Supervisor Ray Watson, KernCounty Board of Supervisors; County LegislativeAnalyst Allan Krauter; Ron Brummett, KernCounty Council of Governments; Dr. Larry Reider,County Superintendent of Education

Business Panel: Patrick Collins, Kern EconomicDevelopment Corporation; Debbie Moreno, GreaterBakersfield Chamber of Commerce; Keith Brice,Mid State Development Corporation; Lou Gomez,Kern County Hispanic Chamber of Commerce;Mike Turnipseed, Kern County TaxpayersAssociation; David Parker, Kern County Foundation

Community Panel: Dr. Bill Andrews, BakersfieldCollege; Dana Karcher, The Tree Foundation ofKern County; Holly Hart, Smart GrowthCoalition; Steve Sanders, Community Connectionfor Child Care; Art Vogner, Kern County Sierra Club; Carla Edwards,Fresno County Farm Bureau

Local Elected Officials Roundtable: County Supervisors: Jon McQuiston,Barbara Patrick, Ray Watson / City Councilmembers: Susan Benham(Bakersfield) / Others: President Horace Mitchell (California StateUniversity, Bakersfield) / Bakersfield Mayor Harvey Hall addressed thePartnership at a subsequent meeting.

Tulare County Public Forum

Government Panel: Chairman Steve Worthley, Tulare County Board ofSupervisors; Mayor Richard Ortega, City of Tulare; President DonGoodyear, College of Sequoias; Chief Bob Williams, Tulare CountyChiefs Association; Bill DeLain, Tulare County Workforce InvestmentBoard; George Finney, Tulare County Council of Governments

Business Panel: Paul Saldana, Tulare County Economic DevelopmentCorporation; Ralph Hinds, Dinuba Chamber of Commerce; Mike Cully,Visalia Chamber of Commerce; Brad Caudill, Tulare County FarmBureau; Gil Jaramillo, Tulare-Kings Hispanic Chamber of Commerce

Community Panel: Ernie Hernandez, United Way of Tulare County;Peter Carey, Self-Help Enterprises; Brooke Frost, Tulare County First 5Children’s Health Initiative; Carolyn Rose, Community Services andEmployment Training

Local Elected Officials Roundtable: County Supervisors: Chairman SteveWorthley, Connie Conway, Phil Cox, Allen Ishida / CityCouncilmembers: Paul Boyer (Farmersville); Pamela Kimball (Lindsey);Mayor Pedro Martinez, Cameron Hamilton (Porterville); MayorRichard Ortega (Tulare); Mayor Jesus Gamboa (Visalia) / Others:Victor Gonzales (Tulare District Hospital Board); Ron Johnson (TulareCounty Office of Education)

Kings County Public Forum

Government Panel: Chairman Tony Oliviera, KingsCounty Board of Supervisors; Superintendent ofEducation John Stankowich; City Manager RonHoggard, City of Corcoran; Mayor Dan Chin,City of Hanford; County Administrative OfficerLarry Spikes

Business Panel: John Lehn, Economic DevelopmentCorporation; Don Mills, Kings County WaterDistrict; Ryan Bertao, Kings County Farm Bureau;Linda Lahodny, Lemoore Chamber of Commerce;Dick Jacques, Hanford Chamber of Commerce /Board of Realtors

Community Panel: Judy Horn, Hand in Hand; FrankGornick, West Hills College; Kendall Fults, VPAmbulatory Services; Dale Norton, College of theSequoias; David Droker, Kings Community Action

Local Elected Officials Roundtable: CountySupervisors: Chairman Tony Oliviera, Joe Neves,Alene Taylor / City Councilmembers: Mayor SidCraighead (Avenal); Mayor Dan Chin, MarcelynBuford (Hanford)

Fresno County Public Forum

Government Panel: Chairman Trinidad Rodriguez(Mayor of Kerman), Council of Fresno CountyGovernments; Dr. Carole Goldsmith, West HillsCommunity College District; Blake Konczal,Fresno County Workforce Investment Board; CityManager Kathy Millison, City of Clovis; Dr. PeterMehas, County Office of Education

Business Panel: Al Smith, Greater Fresno Chamber of Commerce; DougJensen, Economic Development Corporation; Paul Betancourt, FresnoCounty Farm Bureau; Tom Vidmar, Anlin Industries; Mike Prandini,Building Industry Association; Ken Newby, Fresno Business Council

Community Panel: Keith Bergthold, Fresno Housing Alliance; KeithKelley, Fresno West Coalition for Economic Development; SuzanneBertz Rosa, Creative Economy Council; Lue Yang, Fresno Center forNew Americans; Kurt Madden, One by One Leadership

Local Elected Officials Roundtable: County Supervisors: Chairman PhilLarson / City Councilmembers: Mayor Nathan Magsig (Clovis); MayorAlan Autry, Brain Calhoun, Larry Westerlund (Fresno); Mayor VictorLopez, Roy Rodriguez (Orange Cove); Mayor Pro Tem Donald Ikemiya(Reedley); Mayor Don Tow (Selma)

Merced County Public Forum

Government Panel: Chairman Mike Nelson, Merced County Board ofSupervisors; Dr. Lee Anderson, County Superintendent of Education;Vice Chancellor John Garamendi, Jr., University of California, Merced;Frank Quintero, City of Merced Economic Development; Sheriff Mark


The California Partnership forthe San Joaquin Valley isimportant because theGovernor had the foresight tocreate an unprecedentedopportunity for the eight-county Valley region todevelop an actionable visionfor its future.

Lorraine SalazarCivic Leader

Fresno County

The California Partnership forthe San Joaquin Valley is help-ing the region develop a sharedvision for our future and takeaction to realize that vision.

Ashley SwearenginExecutive Director,

Office of Community and Economic Development

CSU Fresno

Pazin; City Manager Steve Rath, City of Los Banos; Robert Smith,Merced Department of Public Works; Jess Brown, Merced CountyAssociation of Governments

Business Panel: Mark Hendrickson, Greater Merced Chamber ofCommerce; Scott Galbraith, Merced County Economic DevelopmentCorporation; Louie Bandoni, Merced County Farm Bureau; KevinStone, Building Industry Association of Central California

Community Panel: Bob McLaughlin, Mercy Medical Center; Paul Lao,Attorney and Community Leader; Diana Almanza, A Women’s Place;Ana Pagan, Merced County Human Services Agency; Hicham Eltal,Merced Irrigation District

Local Elected Officials Roundtable: County Supervisors: Chairman MikeNelson, Kathleen Crookham, Deidre Kelsey, JerryO’Banion, John Pedrozo / City Councilmembers:Mayor Rudy Trevino (Atwater); Bart Garcia, JoeOliviera (Gustine); Mayor Michael Amabile, MayorPro-tem Mike McAdam (Los Banos); Mayor EllenWooten, Michele Gabriault-Acosta, Rick Osorio, JimSanders, Bill Spriggs (Merced); Mayor Brandon Friesen(Livingston) / Others: Dr. Lee Anderson (CountySuperintendent of Education); Sheriff Mark Pazin

Madera County Public Forum

Government Panel: Chairman Frank Bigelow, MaderaCounty Board of Supervisors; Vice Mayor SteveMindt, City of Madera and Madera Compact; Dr.Sally Frazier, County Superintendent of Education;Angel Johnson, City of Chowchilla; Sheriff JohnAnderson; Tribal Chairman Elaine Bethel-Fink,North Fork Rancheria of Mono Indians; CountyAdministrative Officer Stell Manfredi

Business Panel: Herman Perez, Madera Chamber ofCommerce, Stephen Rico, Madera HispanicChamber of Commerce; Julia Berry, MaderaCounty Farm Bureau; Bobby Kahn, MaderaCounty Economic Development Corporation;Jackson Baker, Madera Quarry

Community Panel: Tim Curley, Hospital Council ofNorthern and Central California; Chris White,Central California Irrigation District; Bob Carlson,Madera County Workforce Investment Board; HubWalsh, Social Services Department; Former MaderaMayor Gary Savanda

Local Elected Officials Roundtable: CountySupervisors: Chairman Frank Bigelow, RonnDominici, Gary Gilbert / Others: State Senator JeffDenham; Assemblymember Dave Cogdill; TribalChairman Elaine Bethel-Fink (North FortRancheria of Mono Indians); Dr. Sally Frazier(County Superintendent of Education)

Stanislaus County Public Forum

Moderator: Bill Bassitt, Stanislaus Alliance

Government Panel: Supervisor Ray Simon, Stanislaus County Board ofSupervisors; Dr. Hamid Shirvani, California State University, Stanislaus;Dr. James Williams, Modesto Junior College; Vince Harris, StanislausCouncil of Governments; Chief Roy Wasden, Modesto Police Department

Business Panel: Jan Roberts, Frito Lay; Keith Boggs, County EconomicDevelopment; Carolina Bernal, Hispanic Chamber of Commerce; MitchEtchebarne, Stanislaus County Farm Bureau; Kevin Stone, BuildingIndustry of Central California; Jan Ennenga, Manufacturers Council ofthe Central Valley; Pat Riddle, Food Processing Industry Group

Community Panel: Rev. Michael Douglass, Advancing VibrantCommunities; Dean George Boodrookas, Modesto Junior College;Chris King, County Superintendent Office of Education

Local Elected Officials Roundtable: County Supervisors: Jim DeMartini,Jeff Grover, Ray Simon / City Councilmembers: Mayor AnthonyCannella, Chris Vierra (Ceres); Greg Adams (Hughson); Garrad Marsh,Kristin Olsen (Modesto); Mayor Pat Kuhn (Oakdale); Mayor DavidKeller (Patterson); Mayor Charles Turner (Waterford) / Others: BoardMember Betty Davis (Ceres Unified School District); City ManagerBrad Kilger (Ceres)

San Joaquin County Public Forum

Government Panel: Mayor Ed Chavez, City ofStockton; City Manager Gordon Palmer, City ofStockton; Dr. Mick Founts, San Joaquin CountyOffice of Education; Superintendent Bill Huyett,Lodi Unified School District; Dr. Mel Lylte,County Water Resources; Andrew Chesley, SanJoaquin Council of Governments

Business Panel: Luis Sanchez, Washington Mutual;Kevin Huber, Grupe Company; Ken Cohen, SanJoaquin General Hospital; Dr. Moses Elam, ThePermanente Medical Group; Mark Martinez,Mexican American Chamber of Commerce;Dennis Lee, Central Valley Asian Chamber ofCommerce; Kathy Janssen, Ace Tomato Company;Brad Lange, Lange Twins, Inc.; Walter Yep, Port ofStockton; Perfecto Munoz, Health Plan of SanJoaquin; Hazel Hill, San Joaquin Delta College;Bruce Blodgett, San Joaquin County Farm Bureau;Paul Simmons, Attorney

Community Panel: David Berg, County HumanServices Agency; Phyllis Grupe, CommunityPartnership for Families; Carol Ornelas, AsociacionCampesina Lazaro Cardenas; Trevor Atkinson,Common Ground; Michael Ballot, Sierra Club;Sue DePolo, San Joaquin A+

Local Elected Officials Roundtable: CountySupervisors: Victor Mow, Jack Sieglock / CityCouncilmembers: Mayor Gloryanna Rhodes,Kristy Sayles (Lathrop); Mayor Susan Hichcock,John Beckman (Lodi); John Harris (Manteca);Mayor Mike Restuccia (Ripon); Mayor Ed Chavez,Vice Mayor Gary Giovanetti (Stockton)

County Administrative Officers and City Managers

Hosts: Madera County Chairman of the Board ofSupervisors Frank Bigelow, Supervisor GaryGilbert, CAO Stell Manfredi and staff EricFleming, Bobby Kahn, David Prentice

County Administrative Officers and Staff: Bart Bohn and Jeanette Ishii(Fresno); Ron Errea (Kern); Larry Spikes (Kings); Brian Haddix(Tulare); Rick Robinson (Stanislaus)

City Managers and Staff: Brad Kilger (Ceres); Robert Ford (Clovis);Andrew Souza (Fresno); Mary Lindsay (Hanford); Joe Donabed(Hughson); Elaine Post (Los Banos); Jim Marshall (Merced); GeorgeBritton and Bryan Whitemyer (Modesto); Steve Kyte (Oakdale); CleveMorris (Patterson); Margaret Silveira (Riverbank); DB Heusser, Selma

Student Body Leaders

A panel of college student body officers met with the Partnership Boardto provide the perspective of future leaders for the San Joaquin Valley,


The California Partnership forthe San Joaquin Valley isshowing the eight countiesthat they have a greatcommonality in their wantsand needs and can worktogether in finding andimplementing solutions.

Sharron R. ThorntonCivic Leader

Merced County

The California Partnership forthe San Joaquin Valley hasengendered a spirit of collabo-ration among all stakeholderson the most important issuesimpacting the quality of life forits residents. This spirit will pro-duce real progress on theseimportant issues. It sets thestandard for the rest of Califor-nia in engaging communities towork together to solve theirmost challenging issues.

Alan BersinSecretary

Office of the Secretary of Education

including: Josh Franco, UC Merced; Adam Ellison, University of thePacific; J.P. Pampalo Ungayo, CSU Fresno; Valerie Poyner, CSUBakersfield; Deanna Delfin Polk, Merced College; Emma Delfin Polk,UC Merced.

Sponsors for Public Forums and Events

The Partnership is grateful to the generous sponsorship and support ofthe Public Forums and other Partnership events of these individuals,companies and organizations: Fritz and Phyllis Grupe, and assistant KrisNavarra; Robert and Marie Gallo, and Larry Sterling of Gallo Wines;UC Merced Foundation member Robert Carpenter; Council of FresnoCounty Governments and Barbara Goodwin; Ray Dezember and SueBenham; City of Visalia; Fred Ruiz and Ruiz Foods;Marcelyn Buford and City of Hanford; LarryFortune and Fortune & Associates, Pete Weber, SanJoaquin Valley Building Industry Association, LanceKashian and Company, Dr. Tim Stearns and theLyles Center for Innovation and Entrepreneurship atCSU, Fresno; Greater Fresno Area Chamber ofCommerce and Economic Development, EconomicDevelopment Corporation Serving Fresno County;Lorraine Salazar and Sal’s Mexican Restaurant; MikeAmabile; California Women for Agriculture andMerced County Farm Bureau; Vista Ranches andSharron Thornton, The Grass is GreenerLandscaping; Madera County, Baker Quarries, Best,Best & Krieger Attorneys at Law, Kitchell CEM,PG&E, and AT&T; Children’s Hospital in Madera;

Sheila Carroll, Jeff Grover, Bovett Petroleum, Jeff Burda, ModestoCommerce Bank, and Carol and John Whiteside; The PermanenteMedical Group and Dr. Moses Elam; and Darrel Hildebrand and theKern County Council of Governments, Tejon Ranch Company,Occidental Elk Hills, Granite Construction Company, ChevronTexico,Smart Growth Coalition, and the Petroleum Club.

Governor’s Office

The Governor’s Office launched the Partnership, closely followed all theactivities leading to preparation of the Strategic Action Proposal, andvigorously pursued initial funding. The team includes: Chief of StaffSusan Kennedy; Cabinet Secretary Fred Aguiar, Scott Reid and Doug

Hoffner; Legislative Secretary Richard Costigan andMike Prosio; Department of Finance Director MikeGenest; External Affairs Director Margaret Fortune;and Central Valley Regional Office Director JulieBenevedes-Menzes. Original formation of thePartnership was steered by Pat Dando, MichaelSaragosa and Nicole Madani. AppointmentsSecretary Timothy Simon, Alice Dowdin-Cavillo,and Nicole Rice are assisting with implementationof the new Executive Order.

The above individuals and organizations all havemade a significant contribution to development ofthe Strategic Action Proposal and have givenmomentum to the San Joaquin Valley asCalifornia’s 21st Century Opportunity.


Secretary Linda Adams, California Environmental Protection Agency

Secretary Kimberly Belshé, Health and Human Services Agency

Secretary Alan Bersin, Office of Secretary of Education

Secretary Victoria Bradshaw, Labor and Workforce Development Agency

Secretary Michael Chrisman, Resources Agency

Secretary A.G. Kawamura, Department of Food and Agriculture

Secretary Rosario Marin, State and Consumer Services Agency

Secretary Sunne Wright McPeak, Business, Transportation and Housing Agency

Design by NeoDesign. Printed at Citadel Communications.

Printing for this report has been partially underwritten by a donation from the California State Association of Counties thanks to supportand assistance from President Connie Conway and Executive Director James Keene.

X. Appendices(Please see all Appendices on the Business, Transportation and Housing Agency Website: www.bth.ca.gov)

I am honored to be a part of aGovernor’s appointed collationof valley representatives tocreate a strategic plan toimprove the quality of life andwell being of our great valley.We finally have a Governor thatrecognizes the potential of theCentral Valley and I lookforward to the implementationof the plan.

Michael S. AmabileMayor

City of Los Banos

Documents

Board of Directors Guidebooksjvpartnership.org/wp-content/uploads/2014/02/... · Sunne McPeak California Emerging Technology Fund Luisa Medina Central California Legal Services Inc